Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?  

We introduced multiple innovative ways to streamline our processes and enhance efficiency within the legal department. We recently completed a full mapping exercise of the legal department’s workload, and based on that, we re-designed our review process intending to maximise the value of time of the legal team, enhancing productivity and, at the same time, enabling other departments to be more independent while still safeguarding our legal exposure at all times. This was supported by standardising common simple agreements in-house, developing a legal playbook to assist in using such documents and developing checklists. These self-service tools proved to be very successful in expediting the generation and execution of legal documents.  

We also pride ourselves on introducing technology into our legal process at an early stage 8 years ago, which was a time when technology was not as integrated with legal departments as it is today. The way we utilised this technology played a key role in monitoring the quality of our legal services and introducing the enhancements mentioned above. We also designed a new mechanism with our technology team at a meagre cost to automate contract sign-offs and signature processes. 

How do you balance your responsibilities as a GC with your involvement in dispute resolution and M&A matters?  

Having the right talent within the team and effective team management plays a crucial role in my ability to balance my responsibilities. I focus on prioritisation and achieving an effective delegation by balancing the team’s current skills and expertise. I also give the team members opportunities to develop new skills and learn. I would also emphasise the importance of trusting and empowering the team. 

Can you foresee any key developments to the way general counsel work over the next five years?     

The role of a general counsel has undoubtedly evolved and will continue to evolve based on business demands. It will no longer be restricted to a legal role. Still, it will expand to include participation in developing the organisation’s strategic visions, business needs, decision-making process and growth plans. There has also been a shift in mindsets where there is a focus on bridging the gap between the legal and business units by building a partnership relationship between the two where the GC and legal team are seen as thought partners who will support the business units from an early stage and in executing unified goals.