Team size: 23 members, including three specialised sub-teams: Legal, Compliance, and Strategic Legal 

Significant projects and crisis management:

At F88 Corporation, a pioneering financial services company in Vietnam, I serve as General Counsel, reporting directly to the CEO and Deputy CEO, both of whom are from business backgrounds. My role covers legal strategy, compliance governance, and sustainable risk management.

One of the most significant achievements of our legal department in the past year was supporting F88 through a successful listing on the Vietnamese stock exchange. Leading up to this milestone, I played a key role in a successful pre-IPO fundraising round by securing strategic investment from Vietnam Oman Investment (VOI), a sovereign fund. The transaction required rigorous legal due diligence, negotiation with international stakeholders, and structuring for long-term growth readiness.

When I joined F88, the company lacked a clear legal strategy, structured processes, and a robust governance framework. I led a transformational effort to build from the ground up. I established a comprehensive legal and compliance framework, including policies, procedures, and contract lifecycle management. I built a clear delegation-of-authority matrix aligned with risk profiles and governance principles. I developed a compliance-by-design model that integrates legal guardrails into the operational DNA of the company.

As a result of these efforts, F88 achieved key certifications and recognition. The company was awarded the Gold Certification in Customer Protection (widely covered in local media), received an ‘A’ rating on ESG from Synesgy, and upgraded its credit rating from B– to B, signalling strengthened legal and financial resilience.

During times of regulatory tightening and economic instability, I ensured that our legal team operated as a strategic business partner, not just as a control function. We stress-tested compliance models, trained frontline teams, and implemented early warning systems to mitigate reputational and operational risks.

What does being strategic mean to you as a General Counsel?

Being strategic means designing legal functions that are forward-looking, scalable, and aligned with business ambition. It is not enough to simply react to legal issues — I focus on anticipating challenges, shaping internal policy, and influencing external regulations. At F88, I transformed the legal function from a reactive support unit into a true business enabler by embedding legal insights into product development, market expansion, and investor relations. To me, strategic thinking is about connecting the dots across legal, operational, and commercial domains, and serving as a trusted advisor at the decision-making table.

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

Today’s in-house counsel must be multidimensional leaders who combine legal rigour with business fluency, digital adaptability, and a deep understanding of ESG principles. A strong General Counsel should also be a people developer. At F88, I mentor my team to grow into strategic thinkers, not just legal technicians.

Beyond the company, I have also contributed to the wider legal community. I have built a strong presence on LinkedIn, with nearly 13,000 followers, where I share career guidance for in-house lawyers. I frequently speak at legal forums, including the Asia Business Law (ABL) Summit, and serve as a guest lecturer for law schools and professional institutions, promoting practical legal training in Vietnam.

What is a cause you are passionate about, and why?

I am passionate about empowering the next generation of legal professionals and fostering a more collaborative, forward-thinking in-house legal community in Vietnam. My work, both online and offline, is dedicated to nurturing legal leadership, sharing practical insights, and raising professional standards across the industry.