Team size: 31 – 50

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

In recent months, with the rapid rise of AI technology, my legal team has been actively driving the development of a rights protection and monitoring software project named “Ling Cha Cha”, built upon our company’s proprietary AI large language model “Xiao Qi.”

This project represents a transformative shift in the paradigm of IP infringement monitoring and enforcement. Traditionally, such work relied heavily on manual review or basic image comparison tools. However, by leveraging our deep technical capabilities and the extensive dataset accumulated through years of handling copyright cases, we have trained an AI vertical model capable of multi-modal infringement detection across video, text, and audio.

With minimal human intervention, this system enables full-spectrum monitoring of our IP assets — including copyrights and trade marks — allowing us to identify and act upon infringement at the earliest stage. The “Ling Cha Cha” project has tripled the number of enforcement actions initiated by our legal department within six months and has even transformed the department into a value-generating business contributor. Beyond strengthening internal protection capabilities, the project also expanded our group’s business scope. The commercial version was recently launched externally, aiming to contribute our AI-driven legal innovations to the broader industry and set a new benchmark for IP protection in the AI era.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

My approach can be summarised as “stabilise expectations, control risks, and protect operations.”

First, we swiftly establish a legal emergency mechanism to classify and respond to external risks — such as regulatory, contractual, and reputational matters — ensuring that senior management receives real-time legal insights.
Second, we form cross-functional task forces to review contingency plans under a “minimum risk” principle, allowing flexible yet compliant business adjustments.
Third, we safeguard contractual and financial security by prioritizing key partnerships, payments, and IP assets.

Finally, during crises, I emphasise the stabilising role of legal communication, supporting executive decisions and public statements from a legal standpoint to help maintain trust and continuity amid uncertainty.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

Artificial intelligence has already brought substantial transformation to how our legal team operates. The introduction of AI has shifted us from traditional transactional support to a risk governance and decision-support model powered by intelligent tools. This has significantly enhanced our precision, speed, and coverage.

In areas such as contract management, dispute prevention, and data analytics, AI now functions as our team’s “second brain,” enabling more proactive and data-driven legal operations.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

Our legal department contributes to corporate strategy through innovation-driven efficiency and brand governance.

A representative example is our AI-assisted complaint handling project, which integrates legal expertise with AI technology to develop an intelligent support module embedded in our customer service system. This tool automatically generates administrative response letters and risk analyses, significantly improving accuracy and efficiency while reducing rejection rates.

The project not only optimised the company’s complaint-handling process, but also created a replicable smart governance model, earning second place in an internal AI algorithm competition and becoming a flagship case of legal–tech collaboration within our group.

Looking forward, what trends do you foresee in the legal landscape over the next 5 –10 years that companies should prepare for?

In the next five to ten years, AI will profoundly reshape the legal services ecosystem.
In-house counsel will play a larger role in algorithm governance, data compliance, and AI ethics.

Companies should proactively establish AI compliance frameworks and data asset governance systems, while cultivating professionals who combine legal and technical expertise, laying the foundation for a truly “intelligent legal” transformation.