Team size: 35 people (for legal, licenses, company secretary, HR, administrative and CEO office departments)

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

In 2023, I headed the legal team in collaborating with BD team in submitting the proposals in accordance with the announcement of the purchase of electricity in accordance with the regulations regarding the procurement of electricity from renewable energy in the form of Feed-in Tariff (FIT) for the years 2565 – 2573 for groups that do not have fuel costs. Our group company was selected according to the announcement of the Energy Regulatory Commission regarding the list of applicants for electricity production who were selected according to the Energy Regulatory Commission regulations concerning the procurement of electricity from renewable energy in the form of Feed-in Tariff (FIT) for the years 2565 – 2573 for groups with no fuel costs, B.E. 2565, with an aggregate sale capacity of 832 megawatts. We are in the process of signing power purchase agreements and developing those projects. I will head the legal team for the construction phase and the project financing.

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

Our legal team works closely with the BD team so that we are aware of their business plan in advance, and we will prepare for all necessary compliance. In addition, we monitor the regulatory compliance of our group (including license renewals).

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

In late 2019, I joined Gunkul Engineering Public Company Limited as Assistant Managing Director, with responsibility for overseeing the Legal Department, Company Secretary and Investor Relations Department, HR Department, and the Managing Director’s Office.

Prior to joining Gunkul Engineering, I began my legal career at Baker & McKenzie in Bangkok, specialising in banking, finance, and project development. My final position there was as a partner in the Energy, Mining & Infrastructure practice. From 2016 to 2018, I also gained experience working in Baker & McKenzie’s Yangon office.

I have advised developers and commercial banks on project finance for over 15 years. My work has included portfolio project financing, where we secured funding for several projects simultaneously as a single portfolio. I also advised a project developer on financing after Thailand experienced its most severe flooding in 2011, with the project located in one of the areas worst affected. This extensive experience provides strong support for the development and financing activities of Gunkul Engineering.

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

As in-house counsel, we should share the same business objectives as the business development team. Our role differs from that of external legal advisers, whose focus is typically centred on legal requirements and compliance matters. In contrast, in-house counsel must apply legal expertise within the context of business activities and planning—supporting the company’s growth while ensuring continued compliance with all relevant laws and regulations.

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?

To minimise legal risk within our organisation, it is essential to educate the entire group so that each unit understands risk management and avoids compromising on high-risk matters. While the legal department plays a key role in identifying legal risks, recommending preventive measures, and formulating risk management policies, responsibility for managing legal risk should be shared across the organisation. This education should begin with day-to-day operations and progressively extend to more complex business activities.