Team size: Approximately 30 legal and company secretarial professionals across key regional offices including Hong Kong, Singapore, Japan, India and Europe.  

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

In a regulated financial services group operating across multiple jurisdictions, risk management and growth are not competing objectives but part of the same decision-making discipline. My role is to help the business distinguish between risks that are fundamental, those that are manageable and those that are often overstated, so that commercial decisions can be taken with clarity and confidence.

Practically, this means embedding legal early in strategic discussions rather than positioning the function as a final checkpoint. On cross-border transactions, new product initiatives and structural changes, my team provides structured, decision-oriented analysis that separates legal feasibility, regulatory acceptability and commercial risk appetite. This enables senior management and the board to weigh downside risk against strategic opportunity in a disciplined way.

Equally important is investing in frameworks around recurring risk areas such as regulatory engagement, investigations, data governance, disputes and third-party arrangements. By building clear policies, escalation protocols and regulator-ready playbooks, we reduce friction for the business and allow teams to move faster while remaining within an agreed risk envelope.

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

The General Counsel role has evolved from being primarily advisory to being fundamentally strategic. Today, a GC is expected to operate as a trusted business partner, risk steward and organisational leader, often simultaneously.

The greatest value is created where the GC can translate complex legal and regulatory issues into practical, commercial advice that decision-makers can act on. This requires a deep understanding of the business model, the regulatory landscape and the organisation’s risk tolerance, as well as the judgement and credibility to challenge assumptions when necessary.

In my experience, value is also created through institution building: designing governance structures, building resilient teams and ensuring that legal is viewed as an enabler rather than an obstacle. A GC who invests in people, processes and trust enables the legal function to scale with the business rather than becoming a bottleneck.

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

AI has accelerated efficiency in certain aspects of legal work, particularly in document review, legal research and knowledge management. However, in a highly regulated environment, the more significant challenge is not adoption speed but controlled and responsible deployment.

My approach has been pragmatic. We actively assess AI tools where they can improve productivity or consistency, but we remain cautious about data security, confidentiality, explainability and regulatory expectations. AI is positioned as a support tool rather than a substitute for legal judgement.

Within the team, we focus on upskilling lawyers to work effectively with technology, while reinforcing that accountability for advice remains firmly human. Over time, I expect AI to free up capacity for higher-value work, particularly strategic advice, regulatory engagement and complex problem-solving.

What does effective leadership look like for a General Counsel today, and where do GCs have the most impact? 

Effective GC leadership is grounded in judgement, credibility and clarity. A GC must be able to set direction, make difficult calls under uncertainty and communicate risk in a way that is understood by both lawyers and non-lawyers.

The greatest impact comes from creating alignment: aligning the legal team with the organisation’s strategy, aligning legal advice with commercial reality and aligning governance with regulatory expectations. This requires consistency over time and the willingness to make principled decisions, even when they are uncomfortable.

Internally, leadership also means building a culture of accountability, professionalism and continuous development, so that the legal function remains trusted and resilient.

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

Board engagement has become more frequent, more substantive and more forward-looking. Boards increasingly expect the GC to provide not only legal advice, but also perspective on regulatory trends, enforcement risk and governance standards.

I add the most value by helping the board understand how legal and regulatory developments intersect with strategy, capital allocation and reputational risk. This includes framing issues clearly, highlighting trade-offs and ensuring that decisions are taken with a full understanding of both immediate and longer-term implications.

What has been your most significant challenge as General Counsel in recent years, and what did you learn from it? 

One of the most significant challenges has been managing complex, multi-jurisdictional issues under intense time and regulatory pressure. These situations test not only legal analysis, but also judgement, communication and leadership.

The key lesson is the importance of preparation and trust. Having clear escalation paths, pre-agreed decision frameworks and a cohesive team allows the organisation to respond decisively when issues arise. It also reinforces the value of maintaining constructive, credible relationships with regulators over the long term.

How do you build and maintain a strong legal team? 

I focus on three pillars: capability, judgement and culture. Technical excellence is essential, but it must be complemented by commercial awareness and sound judgement.

I place emphasis on giving team members exposure to the business, encouraging ownership of issues and maintaining high standards of integrity. Clear expectations, consistent feedback and opportunities for development are critical to retention and performance.

A strong legal team is one that is trusted by the business, confident in its advice and comfortable operating under pressure.

What regulatory or risk trends are having the greatest impact on your role at present? 

The most significant trends are increased regulatory scrutiny, greater cross-border enforcement coordination, geopolitical complexity and the expanding regulatory perimeter around data, technology and conduct.

Regulators are more intrusive and less tolerant of weak governance, particularly in financial services. At the same time, boards and senior management expect faster, clearer responses to investigations, incidents and emerging risks. This places a premium on preparation, judgement and communication.

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

The main challenge is managing increasing complexity without becoming overly cautious or disconnected from the business. The opportunity lies in positioning legal as a strategic function that enables informed risk-taking rather than simply mitigating downside.

In-house teams that invest in judgement, technology and strong relationships across the organisation will be best placed to add value. The GC’s role will continue to be defined not by technical expertise alone, but by the ability to guide the organisation through uncertainty with clarity and confidence.