General Counsel | EcoCeres
Tiffany Wong
General Counsel | EcoCeres
How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure organisational resilience?
In the current geopolitical environment with a dynamic business landscape, the legal and compliance function must adopt proactive strategies to ensure organisational resilience. My team works closely with the Board, business functions, strategy and operational teams by identifying potential regulatory risks in regions where the organisation operates; analysing the implications from business operations and corporate development perspectives, advising on and proactively formulating the response plans. We also actively engage in advocacy initiatives to navigate the challenges together with the organisation and key stakeholders.
Do you have a cause, business-related or otherwise, that you are passionate about?
Apart from corporate governance, I am passionate about government affairs, regulatory matters, and translating legal strategies into business strategies and organisational goals.
What is the biggest shift you have seen in the role of General Counsel in the past five years, and how do you see it evolving further?
The commercial world calls for strong General Counsel who possess a strategic mindset, are very business-focused, and instrumental in crisis management. These are the skills that cannot be trained in a typical law firm setting.
How do you balance being a legal risk manager with being a strategic business enabler, and where do you see the biggest tensions?
I do not see any tension between the two. The key driver to resolve tension (if any) is to have a deep-dive understanding of the organisation, from the top-level organisational vision, mission, and objectives to the day-to-day business operations and strategies. Only when you see it as your own business would you know how to help the organisation and the people as a whole.
What is the most difficult decision you’ve had to make as a GC, and what lessons did it teach you?
Managing different stakeholders’ expectations and a team of strong specialists; continuously coaching them to translate typical professional advice into impactful business solutions; letting go of an individual who is underperforming.
In the face of increasing regulation and scrutiny, what are the biggest compliance challenges keeping GCs up at night?
Operating in a new sector which is policy-driven, the biggest compliance challenge is to know the policy changes ahead, analyse the impacts, communicate effectively with internal stakeholders and react promptly.
How do you see AI and automation reshaping the legal profession, and how are you leveraging technology in your own legal team?
Yes, we try to deploy AI tools in our day-to-day legal research, especially on topics covering multiple jurisdictions. AI tools also facilitate the contract drafting process to enhance operational efficiency. However, all professionals should deploy AI with scepticism—cross-checking the work and performing further analyses.
What is one leadership principle or practice that has had the greatest impact on your career as a GC?
“Foster Collective Growth” is always my leadership principle. I encourage my team to see their roles as more than just a job, but as being part of the founding team of the organisation and the business. Organisational growth and personal growth can be collective, driving the most impactful results.
What is the most overlooked skill or mindset that today’s in-house lawyers need to succeed at the highest level?
Lawyers tend to stay in their comfort zone and tell clients what they know and believe to be the solutions, as we are considered to be the legal experts. However, we should sometimes set aside our perception and even forget about our “lawyer” status—be humble in learning the business and the market, gauging the business pain points, identifying the risks, and deploying our legal knowledge and skills to help and shape the business to win the market. In my view, in-house lawyers can play a more proactive role in an organisation rather than just a back-office support function.
If you could change one thing about how businesses engage with their legal teams, what would it be and why?
Getting rid of the perception that lawyers are rigid and difficult to deal with. Quite the opposite—good in-house lawyers can be their trusted business partners.
What do you see as the biggest challenge or opportunity for in-house legal teams in 2025, and how are you preparing for it?
Tightened regulatory enforcement, complexity in global policies, and a dynamic market in light of the challenging business environment. I will drive my team to stay updated on market dynamics and work with them on strengthening compliance and governance policies, rolling out internal workshops and training together with the commercial teams and different stakeholders to understand the market and business pain points; formulating crisis response and management plans and organising internal drills.
General counsel | EcoCeres
