Team size:   5

What are the most significant cases, projects or transactions that you and your legal team have recently been involved in?

One of the most impactful initiatives I have contributed to is Asahi’s Global Whistleblowing Policy, a project that required cross-regional collaboration to align diverse legal and cultural frameworks. This policy established a unified, transparent process for reporting grievances and noncompliance across multiple jurisdictions. Key outcomes included the standardisation of reporting procedures, the implementation of a secure and anonymous reporting platform, and the launch of targeted training and awareness programmes. These measures collectively promoted a culture of integrity and accountability, embedding ethical behaviour and compliance into the organisation’s global operations.

Another major initiative was the Asahi Data Privacy Project, where, as the representative for Asahi SEA, I led the development of a Global Data Privacy Policy platform. This project created a consistent, legally aligned framework that balances global standards with regional regulatory nuances. It involved close collaboration among legal and compliance teams across jurisdictions, policy drafting focused on transparency and individual rights, and the rollout of internal training programmes. The project successfully enhanced compliance, mitigated data-handling risks, and strengthened stakeholder trust.

I also played a key role in formalising Asahi’s Global Code of Conduct Policy, which harmonised the company’s values and ethical standards across markets. This initiative required balancing global consistency with local sensitivities, engaging stakeholders across legal, HR, and compliance functions, and leading extensive change management efforts. The resulting framework reinforced a culture of ethical conduct, inclusivity, and accountability, helping the organisation maintain a cohesive identity while respecting local diversity.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

During periods of instability, I adopt a structured and proactive approach grounded in crisis governance, risk visibility, and operational continuity. This includes developing a legal crisis playbook, appointing a designated Legal Crisis Lead, and defining clear escalation protocols. We ensure continuity through a centralised calendar of essential tasks and a legal override policy to maintain deadlines and obligations.

A rapid legal risk scan provides real-time visibility into emerging threats, supported by a live risk register mapping dependencies across functions. Simultaneously, we safeguard data and privacy through breach assessments, legal holds, and coordination with cybersecurity teams. Contract and supply chain resilience are prioritised through audits, supplier reviews, and disruption management.

Regulatory compliance is maintained by tracking filings and engaging with relevant authorities, while workforce resilience is addressed through remote work planning, health compliance, and employment-related guidance. The approach concludes with post-crisis reviews to capture lessons learned, update procedures, and invest in future readiness training.

What do you think are the most important attributes for a modern in-house counsel to possess?

Modern in-house counsel must combine technical excellence with business acumen, leadership, and adaptability. Key attributes include strategic business alignment, ensuring legal advice advances company goals; legal breadth with focused depth, offering well-rounded expertise with specialisation where it adds value; and risk-based decision-making, balancing compliance with commercial realities.

Equally important are pragmatic governance skills—creating scalable policies that reduce friction—and strong stakeholder management, building trust with executives, boards, and cross-functional teams. Modern counsel must also demonstrate clear communication, negotiation proficiency, and regulatory literacy to anticipate and manage evolving compliance landscapes.

Integrity and ethical judgment underpin all these attributes, as does leadership, including the ability to inspire and develop a high-performing legal team. Adaptability, data fluency, and change management skills are essential in navigating transformation, mergers, and digitalisation. Finally, a commercial and pragmatic mindset, coupled with strong project management and cybersecurity awareness, ensures legal functions deliver measurable value to the business.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

Being strategic means enabling the business to achieve its goals while safeguarding its integrity and long-term sustainability. It involves aligning legal priorities with broader business strategy, ensuring that legal is viewed as a driver of innovation and growth, not an obstacle.

It also requires anticipating risks and opportunities before they materialise, providing proactive guidance rather than reactive responses. A strategic in-house counsel influences executive decision-making through insight and foresight.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

Ensuring a successful digital transformation within a legal department requires a balance between innovation, governance, and compliance. My approach begins with strategic alignment—ensuring that the digital vision for the legal function is closely tied to the organisation’s broader business goals. Transformation must serve a clear purpose: enhancing efficiency, transparency, and decision-making while reinforcing, not compromising, compliance standards.

A key priority is compliance with local data protection laws, such as Malaysia’s Personal Data Protection Act (PDPA). We maintain strong governance structures, conduct regular audits, and work closely with data protection officers to ensure that every digital initiative aligns with legal obligations.

Technology adoption is another critical component. We implement secure legal technology tools—including contract management systems, document automation, and workflow platforms—that improve productivity while embedding compliance controls into daily operations. Collaboration with IT and compliance teams is essential to safeguard data, manage cross-border transfers, and ensure that cybersecurity standards are rigorously applied.

We also prioritise training and awareness. Legal teams receive ongoing education on the responsible use of digital tools, data privacy, and information security. This builds confidence and accountability across all levels of the department.

Finally, we ensure continuous improvement through monitoring and feedback loops, supported by live dashboards and regular policy reviews. This allows the legal function to adapt swiftly to technological, regulatory, and business changes.

Ultimately, digital transformation is not only about technology—it is about creating a legal function that is smarter, more connected, and inherently compliant, ready to support the organisation’s growth in a digital-first environment.