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

My approach to managing legal aspects during periods of instability or crisis is grounded in proactive risk management, strong business partnership, and operational clarity. Over time, I have come to understand that the true value of a legal team during a crisis lies not only in identifying risks but in enabling the business to respond with agility and confidence.

The first and most critical step is rapid risk mapping. I collaborate closely with cross-functional stakeholders—including product, IT, compliance, operations, and leadership—to identify and prioritise the most significant legal and regulatory exposures. This early alignment ensures that legal is not perceived as a bottleneck, but rather as a strategic partner in shaping the organisation’s response. I believe legal should be embedded at the heart of crisis management, so we can help design solutions that are both compliant and commercially viable from the outset.

Clear and concise communication is essential. In a crisis, information moves quickly and priorities can change in a matter of hours. I therefore make it a priority to establish regular, structured updates with leadership and key teams, ensuring alignment on developments, legal implications, and recommended actions. I focus on translating complex legal risks into clear, actionable business guidance—distilling what matters most and offering practical options rather than simply flagging problems.

Agility in decision-making is another cornerstone of my approach. I establish rapid response frameworks, clarify escalation protocols, and empower my team to make timely, business-focused decisions. This includes delegating authority appropriately so that decisions can be made efficiently at the right level, without unnecessary delays. I also ensure that our legal advice remains pragmatic and risk-based, prioritising impact on business continuity, customer trust, and regulatory compliance over theoretical or low-likelihood concerns.

Once the immediate crisis has passed, I lead structured debriefs to capture lessons learned and update our playbooks. Continuous improvement is key. Every challenge provides an opportunity to refine our processes, strengthen our risk management frameworks, and enhance our ability to respond even more effectively in the future.

Ultimately, my goal is to enable Agoda to navigate uncertainty with confidence, minimise legal and reputational exposure, and emerge stronger and more agile. By combining proactive risk assessment, clear communication, and agile decision-making, I strive to ensure that legal serves not only as a safeguard, but as a true enabler of business continuity and long-term success—even in the most challenging times.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Reflecting on my career, what stands out most is the diversity and unexpected nature of my journey. I began in private practice, where I was exposed to securities law, transactional work, corporate advisory, and the inevitable demands of life in a law firm. However, I found myself yearning for greater ownership and end-to-end visibility, which led me to make a calculated decision to move in-house after only three years.

Over the past twelve years, I have had the privilege of working with some of the world’s largest and fastest-growing companies—often through opportunities that sought me out, rather than ones I actively pursued. My roles have spanned multiple industries and business models, each adding depth and perspective to my legal and commercial expertise. I started with a global PR and advocacy firm, which gave me early exposure to the nuances of multinational corporate culture. At Paytm, India’s leading payments and online platform, I gained extensive fintech and regulatory experience. I then joined the IT arm of a major aviation group, followed by a role at Bytedance, where I learned to operate at remarkable pace and scale.

These diverse experiences have culminated in my current role at Agoda, where I draw upon this cross-sector background every day. A unique aspect of my journey is that three of my former employers now collaborate with Agoda, giving me the rare advantage of having operated on both sides of the table. This breadth has shaped my perspective as a legal leader—commercially attuned, solution-oriented, and deeply pragmatic in addressing real-world challenges.

What have you done to further diversity objectives in your organisation?

In 2024, I was honoured to be nominated by our general counsel, Anna Suchopar, for Agoda’s Women in Leadership programme. This internal initiative focuses on building strong female leaders within the organisation. The experience was both inspiring and empowering, and it motivated me to actively contribute to Agoda’s broader diversity objectives.

Earlier this year, I joined Women@Agoda, our employee resource group dedicated to supporting and advancing women in the workplace. Through this group, I have mentored colleagues, contributed to knowledge-sharing sessions, and helped organise events that encourage open dialogue and promote professional development for women across the company. My efforts have centred on building a supportive network and amplifying the voices of women at Agoda.

To further my involvement, I also joined Agoda’s DEI Council as the legal team’s representative. In this capacity, I work collaboratively with colleagues across departments to shape our diversity and inclusion strategy. I provide both legal input and an employee perspective to ensure that our initiatives reflect our collective commitment to fostering a more inclusive workplace.

Overall, I see my role as both advocate and catalyst—helping to drive meaningful, sustainable progress in diversity and inclusion at Agoda.