Team size: Eight

What are the projects that you are most proud of working on over the past 12 months?

I have a chance to effectively manage my limited resources and staff to support the key and challenging legal issues of the Thailand business such as first decommissioning activities in Thailand E&P operations, Carbon Capture and Storage Unit, successfully winning the bid for new Production Sharing Contract. These are new activities in Thailand, and we come across unclear and robust legal issues and be able to manage them effectively. At the same time, I also spent my time supporting the social activities as one of the Alumni’s directors of the Chulalongkorn Law School Alumni. During the 2-year term, I had a chance to support many Alumni’s activities such as home coming event to strengthen the school alumni relationship and networking and alumni gala dinner and many activities for fund-raising that financially support the Law School’s activities and students.

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

I apply a One Team approach to manage legal aspects during periods of instability or crisis. I regularly engage with my team through weekly check-ins and monthly meetings. I demonstrate We Lead behaviours by aligning and inspiring, building relationships, growing capability, and delivering results. These principles guide both myself and my team in managing our work and achieving outcomes. Everyone is encouraged to lead and contribute towards strong performance using these approaches.

I also seek support from other teams across the region when necessary, rather than reinventing the wheel. At Chevron, we have a wide pool of experienced resources that can be leveraged. As a leader, it is also important to provide the team with clear expectations, monitor performance, offer and receive feedback, and provide coaching where needed.

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?

We use only authorised applications and tools provided by the company to ensure compliance and maintain confidentiality. We actively promote digitalisation and automation initiatives. There are internal competitions and awards for those who submit innovative ideas, which encourages participation.

As part of our learning commitments, all team members are required to take courses and develop proficiency in using digital tools for daily tasks. Team members take turns sharing tips, discoveries, or experiences, allowing us to learn from one another and see the tangible benefits of digital transformation in our work.

We use automation for processes such as approvals and data tracking, including law firm billing, contract approvals, and regulatory updates. This allows us to work more efficiently and spend less time on routine tasks.

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

In my view, a modern in-house counsel must be open to feedback, new ideas, and emerging technologies. They should constantly seek ways to work more effectively and be proactive in learning how to apply technology to enhance their work.

In addition to providing legal advice, in-house counsel should possess strong business acumen, enabling them to offer commercial and strategic perspectives alongside legal guidance.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

General counsel can contribute by leading or actively participating in ESG campaigns and initiatives. They can also promote a compliance-oriented culture by delivering presentations and sharing compliance moments across the organisation, helping to embed ESG values into the corporate mindset.

What do you think is the greatest innovation you have enacted in the past year?

I successfully influenced and supported my team members to participate in the digital transformation programme. They initiated and launched automation tools to manage the power of attorney and legal update processes. These tools have enabled the team to save time on routine tasks and focus more on high-impact work.