Team size:   40+

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

Building a legal function that delivers global regulatory foresight, drives top-tier commercial architecture, enforces dynamic risk governance, operates as a business co-creator, and shapes the upstream and downstream compliance ecosystem to realise our goal.

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

The role of the General Counsel has undergone a significant transformation in recent years: evolving from a traditional back-office risk controller and policy setter to a global strategic architect and business designer. No longer confined to managing internal legal compliance, the GC now conducts deep-dive analysis into the legal and compliance risks arising from geopolitics, complex regulatory landscapes, and national security trends. We engage closely with business units, providing forward-looking foresight and deep involvement in end-to-end business architecture and execution. By holistically integrating global legal compliance, government affairs, and brand strategy, we drive the dual objectives of effective risk management and business growth.

Our core value manifests in three dimensions:

First, proactive risk mitigation and trust-building. We proactively identify and defuse political and regulatory risks, establishing a global compliance trust system.

Second, embedded governance for operational security. We ensure compliance controls are embedded throughout the entire business lifecycle, safeguarding the security of global operations.

Third, enabling sustainable growth. We leverage compliance as a catalyst for expansion, empowering the business to achieve rapid yet enduring growth on a solid legal foundation, thereby supporting the company’s sustainable development amidst a complex international landscape.

How has your relationship with the board changed, and where do you add the most value at board level?

Recognised as an indispensable strategic adviser to the Board, I deliver maximum value by aligning strategy through merging foresight on global policy and regulatory changes with corporate strategy; optimising risk by shifting from risk prevention to dynamic risk management, ensuring efficient investment in governance; and balancing priorities by harmonising global business security with high-speed, high-quality growth.

How do you build and maintain a strong legal team?

Building and maintaining a strong legal team requires three key approaches. First, dynamic resourcing, by adjusting the legal team structure to match different corporate growth phases. Second, process integration, by building mechanisms for seamless handoffs within legal and cross-functional collaboration with business teams. Third, capability building, by implementing standardised workflows and replication of know-how, enhancing talent pipelines via mentorship and structured training.