In an increasingly complex global environment, how are you helping your organisation navigate risk while still supporting growth?

General Counsel today is a super connector and educator — connecting people and making complexity simple enough for the business to act on. In an environment shaped by geopolitical tensions, a challenging PRC outlook, and evolving policies, the priority is to bring clarity so the business can continue to make decisions with confidence.

I focus on making risk practical and actionable. Rather than acting as a constraint, legal translates shifting regulations and market conditions into clear principles that support timely, informed decision-making. The goal is not to eliminate risk, but to ensure it is understood, managed and proportionate to the opportunity.

Equally important is alignment. By connecting management, operations and external stakeholders early, risks are surfaced, tested and addressed before they escalate. This reduces friction and avoids delays at critical decision points. This approach allows the organisation to stay disciplined without losing agility. Even in uncertainty, the business can move forward with speed, clarity and control.

How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today?

Speed, quality, and context define real value.

Today, it is no longer enough to provide technically correct advice. The expectation is to deliver solutions quickly, clearly, and in a way the business can act on. Legal cannot afford to be overly cautious or hide behind lengthy disclaimers — the business needs direction.

True value lies in judgement — knowing when to move fast, when to hold the line, and how to balance risk and opportunity. This goes beyond legal expertise. It requires a strong understanding of people, internal culture, how decisions are made, and the direction of policy and the industry.

The GC’s role is to make things happen, not slow them down. By combining speed, clarity and business insight, legal becomes an enabler of decisions rather than a barrier.

How has AI changed the legal function recently (including in the past year), and how are you approaching it within your team?

AI is not your lawyer — but it is reshaping how legal work is done.

It has significantly improved speed and efficiency, particularly in drafting, research and document review. Within my team, we use AI to handle more routine work, so lawyers can focus on judgement, strategy and stakeholder management.

At the same time, I have seen a shift in behaviour across the business. Some colleagues now rely heavily on AI outputs, and even use AI to question or reinterpret legal advice. In practice, this creates new risks — from misunderstanding and overconfidence, to relying on content that may simply be wrong or even hallucinated.

This has also changed how my time is spent. I now spend more time responding to AI-generated arguments — explaining why certain points may not be legally sound, or do not apply in the specific commercial or regulatory context. It is no longer just about giving advice, but also about guiding the business on how to use AI responsibly. My approach is simple: use AI, but do not outsource judgement. I actively educate teams that while AI can support analysis, it cannot replace experience, context or accountability.

Efficiency can increase — but the standard of legal advice must remain high.

How do you build and maintain a strong legal team?

A strong legal team is not built at the back office — it is built in the business.

I believe lawyers need to experience how their advice plays out in real situations. In my team, we do not stay behind our desks. We go out and see how the business actually works — how decisions are made, where the pressure points are, and what challenges the frontline teams face in getting deals done.

For example, during residential project launches, the team joins lobby events and visits different sales agent offices. This allows them to understand how agents think, how deals are negotiated, and where legal input can either support or unintentionally slow things down. In other parts of the business, they have stood at concert venues and observed live operations, seeing first-hand how legal decisions impact real-time situations where speed and judgement are critical.

These experiences help the team understand not just the law, but the realities of the business — including friction points, competing priorities, and operational constraints. It shifts the mindset away from giving overly cautious or theoretical comments, and towards providing advice that is practical, balanced and workable.

At the same time, I place strong emphasis on culture. While remuneration and progression matter, especially for younger lawyers, a non-toxic and supportive environment is equally important. Open communication, trust and mutual respect allow the team to learn, challenge and grow.

The goal is simple: a team that understands the business, exercises sound judgement, and delivers clear, actionable advice when it matters most.

Looking ahead, what do you see as the main opportunity or challenge for in-house legal teams?

Thank you for your time. Please let me know if you have any questions. If you would prefer to discuss this by phone, I would be happy to arrange a call.