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

At GenZero, I have built and led the legal foundations of our climate investment platform. A highlight in 2024 was co-authoring a paper on the legal nature of carbon credits, which influenced regulatory debate and industry understanding. This led to my invitation to the Hague Conference on Private International Law, where I contributed to expert discussions on harmonising frameworks for carbon markets.

We also established GenZero’s carbon credit sales platform from scratch – designing templates, implementing KYC, and ensuring compliance on claims, marketing, and anti-trust. These frameworks enabled credible transactions that channel capital into climate projects worldwide.

Our agile legal team supports investments across diverse jurisdictions across the different continents, from nature-based solutions to breakthrough technologies. This requires innovative structures that balance regulatory complexity with urgent capital deployment. For example, we created a framework that unlocked funding for a carbon-removal technology in an emerging market, protecting investors while ensuring environmental integrity.

Beyond transactions, I strengthen the wider ecosystem. As co-lead of the ESG Chapter of the Singapore Corporate Counsel Association and a board member, I drive peer learning and dialogue on sustainability law. I also teach at the Singapore Management University (SMU) and the National University of Singapore (NUS), mentor students, and host internships to equip the next generation of legal professionals with practical skills in climate finance.

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

Periods of instability test resilience. I see the role of General Counsel as a navigator, scanning the horizon, anticipating change, and positioning the business to lead. When ESG sentiment wavered in early 2025, I advised leadership to anchor decisions in long-term risk awareness, recognising that while politics shift, the scientific and financial imperatives of decarbonisation remain constant. This allowed GenZero to withstand volatility and secure first-mover advantage.

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

The modern General Counsel must be a connector and catalyst. Listening deeply and intentionally is my most valuable tool: to the business, to regulators, and to market signals. It allows me to anticipate emerging risks and opportunities, and to align legal readiness with business strategy.

Collaboration multiplies our impact. I believe no in-house team can achieve scale alone, but by forging networks within industry associations, across peers, and with law firms, we can crowdsource ideas and drive sector-wide change.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

One development I am closely tracking is the unfolding impact of the International Court of Justice’s Advisory Opinion affirming states’ duty to prevent climate harm. While directed at governments, the ripple effects for corporates will be profound, reshaping due diligence, disclosure, licencing, portfolio management and financing expectations. I see this as a legal turning point: climate responsibility is moving from policy rhetoric into binding legal norms. Companies that adapt early will secure both resilience and leadership. licencing for high emission industries, financing strategies and portfolio management decisions.