Vietnam 2024
Supported by the Association of Corporate Counsel
General counsel and head of legal, compliance, and corporate affairs | Pharmacity
Head of legal, compliance and government affairs | Asia Clean Capital Vietnam
Director of legal and compliance division | MB Shinsei Finance (Mcredit)
Head of legal and contract manager | Ricons Construction Investment
Senior vice president - head of legal | Emergent Property Services Vietnam
Head of legal - Vietnam and Asia Area frontier markets / director of legal affairs and organisational capacity development | AstraZeneca
Chief legal officer | Hoi An South Development
We are beyond thrilled to announce the second edition of the GC Powerlist: Vietnam, building on the success of last year’s inaugural publication. This edition highlights a whole new plethora of accomplished in-house lawyers in one of the world’s foremost high-growth and high-potential economies. As well as celebrating their exceptional achievements and innovative approaches as they navigate the complexities of the legal landscape, we delve into what creative strategies they have used to navigate the unique challenges they face in the Vietnamese business context.
The in-house legal community in Vietnam expands its knowledge base every day, with local lawyers increasingly taking on prominent roles internationally. The GC Powerlist Team is proud to foster connections within this vibrant and positive in-house legal community.
Inside this edition, you will find in-depth profiles and exclusive interviews with influential general counsel from a variety of industries. These professionals have consistently demonstrated their capacity to shape legal strategies, mitigate risks, and provide invaluable guidance to their organisations. Their accomplishments inspire the legal community, showcasing the significant impact that in-house lawyers can have on business strategies and overall success.
As in-house counsel play a more active role in decision-making, they are well-positioned to advise on building strong partnerships. Tong Thi Thu Thao, head of legal and contract manager at Ricons Construction Investment, shares insights on collaboration: “The key to successful partnerships is being proactive, maintaining effective communication, and engaging early to align legal and business objectives. This means considering commercial factors, rather than focusing solely on legal issues. In-house legal counsel should actively understand their company’s operations and strategic goals, regularly update on relevant regulations, and provide timely support, even without specific requests from management. By adopting a proactive approach and ensuring transparency in all communications, the legal team builds trust and fosters a shared goal of mutual growth. Legal leaders should position their function as facilitators, helping the business achieve its objectives within the legal framework.”
This publication addresses various topics and challenges unique to the in-house legal sector. We invite you to explore the GC Powerlist: Vietnam 2024 and discover the remarkable stories of these exceptional professionals. Through their experiences and insights, we aim to provide a comprehensive overview of Vietnam’s in-house legal landscape, highlighting the invaluable contributions of the nation’s top corporate lawyers.
On behalf of The Legal 500, I extend my deepest gratitude to all the featured in-house lawyers for their valuable contributions and for sharing their journeys with us. It is my pleasure to present this distinguished collection, showcasing Vietnam’s most exceptional and dedicated in-house legal talent.
Joe Boswell
Global editor – GC Powerlist
Legal 500
The recent news that elite US firm Sullivan & Cromwell had apologised to a judge over AI hallucinations in a court filing prompted a collective wince from the legal profession.
But while some lawyers remain wary of AI, others are striking a more open-minded note, and at the LexisNexis AI Forum hosted this Wednesday (20 May) by Legal 500 and Legal Business, panelists argued that the risks are far outweighed by the opportunities.
Barbara Zapisetskaya, principal technology counsel at the European Bank for Reconstruction and Development, made the case that hallucinations and other potential pitfalls can be overcome with a shift in mindset.
‘What makes a difference,’ she said, ‘is empowering your lawyers to take responsibility for AI output – helping them become active AI operators, not just passive AI users. You have agency to decide whether you agree with the output or not.’
Zapisetskaya was among a line-up of leading in-house figures speaking on two panels, which covered everything from practical steps for AI implementation to the key decisions GCs need to be making in the coming months.
Financial Times general counsel Dan Guilford began by stressing the importance of building the right culture for AI adoption. In addition to proactively upskilling himself, Guilford talked about how he had implemented a voluntary weekly ‘show and tell’ meeting for team members to share successful use cases – or an exercise that became a gratifying measure of progress.
Other panelists discussed how increased in-house productivity is altering the dynamic with their external counsel.
While some see the use of AI by law firms as a precursor for reduced fees, Russell Davies, head of global operations for legal and compliance at Dentsu, said that faster results – however they are delivered – are something to be valued.
GSK assistant general counsel Anthony Kenny agreed, saying that while there was an expectation that external counsel would be utilising AI, the focus should be on the value of the output, rather than an overemphasis on identifying AI use as a justification to reduce fees.
Speaking on the second panel, MUFG EMEA general counsel James Morgan stressed the critical importance of education, noting that educating the C-suite on the advantages and risks of AI is just as important as enabling large in-house teams to use these tools.
Shanthini Satyendra, vice-chair of the AI Committee, Society for Computers & Law, CEO and founder of Manisain, offered a reminder of the importance of making the connection between tasks and the purpose behind them, extolling the virtues of identifying use cases for AI that can solve a meaningful problem.
Zapisetskaya concurred, adding that one of the most important tasks for GCs across the next six to twelve months is to create AI playbooks and templates, noting that ‘it is easy for lawyers to see problems – much harder for lawyers to see opportunities.’
There was also broad agreement among panellists that GCs should focus on upskilling their junior lawyers on AI, rather than – as some may expect – cutting back their workforce. As Satyendra summarised: ‘Some people are replacing human capital with AI without thinking about what’s required to make AI work. Retain your people and train them up.’
The panels were moderated by Emma Millington, head of the UK Lexis+ Finance Group, and LexisNexis director of segment management Stuart Greenhill.
