Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?  
 
Our in-house legal team, as well as the knowledge services legal vertical, work very closely and in an integrated manner with the business and enabling functions. Our team is key in supporting and actively providing counsel to the in-house innovation and digital transformation teams. Within our function, we have digitised contract management and work management processes with tools developed internally. We have also leveraged various external tools for our regulatory compliance management and board management.  
 
What are the most significant cases and transactions that your legal team has recently been involved in?  
 
Our team is an integral part of various digital and transformation projects driven by various functions, aimed at furthering the organisation’s purpose and vision of enhancing employee and client experience and satisfaction.  
 
If you had to give advice to an aspiring in-house lawyer or general counsel, what would it be and why?  
 
In-house lawyers and general counsel need to be prepared for a continuous journey of learning and unlearning each day. Successful in-house lawyers should develop sound business knowledge and a deep understanding of the organisation’s culture and strategy. Most importantly, in-house lawyers must operate as business partners and business enablers, adopting a solution-oriented and collaborative approach. Adaptability to change, resilience, and a proactive approach while providing legal advice and highlighting risks are crucial. One should also focus on building relationships, stakeholder management, and creating visibility for the in-house department so that lawyers can connect at various levels of the organisation to raise legal awareness.