What are the most significant cases and/or transactions that you have been involved in over the past year?

We successfully negotiated two significant contracts with our customers, who are financial institutions both within and outside Malaysia, for the licensing, implementation, and maintenance of our core banking product, with each contract valued at over 30 million Malaysian Ringitt.

My team was pivotal in concluding important distribution agreements, whereby Microlink’s subsidiaries were appointed as distributors for one of the largest cloud computing services companies in the Asia-Pacific region, as well as an integrative international cybersecurity solution provider.

Additionally, my team successfully negotiated the implementation, license subscription, and maintenance contract for a fraud management system for a financial services provider. This was an important development for the company, as it marked our first collaboration with a partner to offer this product.

Based on your experience, what is the key to collaborating successfully with business partners?

In my view, there are a few key aspects to consider.

Firstly, take the necessary steps to change the mindset of business partners—position the legal department as an enabler, not a blocker. Demonstrate the value that legal can contribute and, most importantly, act as a team player.

Secondly, build rapport with business partners by having one-on-one sessions with them to better understand the business and align objectives. Establish trust so they know they can come to you for sound advice.

Thirdly, put aside the legal jargon when communicating with business partners. Keep it simple and speak their business language whenever possible.

Lastly, insert yourself into proposed project discussions as early as you can. This approach allows you to flag any issues that should be addressed with the business partner in a timely manner, avoiding delays later on when timelines become critical.

Are the effects of AI on the legal world overplayed, or underplayed? 

Perhaps a few years ago, it was overplayed. Today, in my view, AI in the legal world is where it should be – helping lawyers with our day-to-day administrative tasks so that we can focus on more substantive work. Having said that, there have been predictions that generative AI may soon match the capabilities of a paralegal within a year, and within five years, it may match those of an ‘average lawyer.’ As such, it is more pertinent than ever for lawyers to consider upskilling themselves. The ‘value-add’ factor is imperative, and lawyers need to position themselves as invaluable members of any client or organisation. Furthermore, honing soft skills has become critical with the evolution of AI. Skills such as effective communication, critical thinking, flexibility and adaptability, creativity, problem-solving, and conflict management, to name a few, reinforce the fact that the intuitive nature of human connection is still crucial and difficult to replace.