Team size: 28

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

The last couple of years have been busy and hectic for our company, and I am so proud of our legal department. Despite the challenges of the pandemic, we have successfully executed some of the most significant and exciting deals and transactions in the Asia Pacific region. We formed two joint ventures with GIC, Singapore sovereign wealth fund, to build and operate hyperscale data centres, first in Japan valued at more than US$1bn, and second in Korea, valued at US$523m. Additionally, we formed another joint venture with PGIM Real Estate, to build and operate hyperscale data centres in Australia, valued at US$575m. Lastly, we acquired GPX data centres, one of the most interconnected data centre businesses in India, valued at US$161m.

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

In Equinix, we always take a people first approach. It is important that team members feel like they can bring their authentic self to work. We have a talented and dedicated legal team to begin with and providing a safe space where they truly belong brings out the best in individuals. I am often told that this collegiate environment is keenly felt by the business units that we support, meaning that we have accomplished what we have set out to do. The business units in turn benefit from having business partners within legal who truly care about collaborating to achieve the right outcome. This is evident in the way our team members are engaged early on in deal cycles or strategy decisions. Legal is no longer the last stop for approvals or contracts and this keeps the team engaged and vested in outcomes.

As we enter the next decade, what skills will a corporate legal team need to succeed in the modern in-house industry?

Traditionally, in-house lawyers were recruited primarily based on their legal knowledge. However, the abilities required of an in-house legal team are changing. What used to suffice in private practice is no longer sufficient in-house.

In-house counsels who wish to do well must go beyond just dishing out legal advice. A successful in-house team must have a deep understanding of the business, as only then can the in-house team function effectively as trusted partners for the business stakeholders. A successful in-house team must also stay adaptable, agile and creative. As the business environment is becoming further digitised, the legal team needs to anticipate these changes and incorporate new technological, business, and legal approaches into their work. In-house lawyers must learn how to think in different ways and to think out of the box. They must challenge the way things are traditionally done and seek out new and practical solutions to complex issues and problems. Finally, I firmly believe that members of a successful in-house team must all possess the time-tested quality of humility.