Team size: Seven

What are the most significant cases or transactions that your legal team has recently been involved in?

Each of the six jurisdictions in which we operate has a vastly different regulatory framework managing our core vacation ownership product, hospitality and resort operations, corporate offices and service centres. The team is required to be familiar with a full spectrum of relevant laws, including local securities, consumer protection, timeshare, privacy and data protection, intellectual property, real estate, consumer financing, licensing, franchising, company and employment laws.

During the pandemic, we were challenged with navigating a multitude of different restrictions, resulting in the closure and reopening of our properties and offices. The business looked to innovate during this time and launched a new club product and proactively looked at new markets for potential expansion, to achieve revenue growth. In 2019, we strategically entered the Japan market via an acquisition, and we have continued to build on that acquisition and lay the groundwork for entering new markets.

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most? Which have you found most useful in your legal team?

The pandemic was a catalyst to accelerate the adoption of technology globally, by both organization and consumers. Cashless digital payments are even more common, and business has moved even further into the online sphere to sell its services and products. Some governments have also proactively pushed for the digital transformation through grants and incentives.

Like many businesses, virtual meetings have become common practice for us. Platforms like Zoom, Microsoft Teams and Skype are a time and cost-efficient alternative to in-person meetings, and enable people gathered in different countries to meet regularly and at short notice. We have our weekly team meetings across Singapore, China and Australia, seamlessly, and I think that is amazing.

How do you suggest in-house lawyers build strong relationships with business partners?

Understanding and being engaged in the business is key to establishing a good rapport with the stakeholders. In-house lawyers should be prepared to step out of their comfort zone and be ready, able and willing to expand their responsibilities to beyond what is strictly legal work. It is useful if in-house lawyers thoroughly understand the business, since this will help shape the way in which they review, draft contracts and provide advice.

Business partners also appreciate a quick turnaround time and sound pragmatic, commercial legal advice in plain language and void of legalese. When legal advice is sought on a matter, point out the issues and always offer solutions. Where there is more than one viable solution, put forth a recommendation for the business to consider and decide.