What are some of your tips for dealing with an in-house legal crisis?

I think there are five key tips for dealing with a crisis as a general counsel:

Be the calm one – there will be panic, but you need to be the one who stays calm. This helps sound decision making during an often chaotic time.

Gather – and be truly clear about – the facts. This is often forgotten in a time of crisis and is fundamental to driving the right decisions – you need to be analytical about this as the incident evolves.

Have a plan, execute, and pivot. Although this plan will change as the situation develops, it helps you assess the risks and impact and guide you to a resolution.

Communicate as clearly as you can – this needs to be 100% transparent, to build trust and drive clear decision making.

Reflect after the event – it is vital to learn from the experience and reflect on how it went, being brutally honest and impartial. Often, crises can change the business for the better, even though they are stressful at the time.

How do you see the general counsel role evolving in Thailand over the next five to ten years?

As businesses in Thailand become more globalised, general counsel will be increasingly called upon to play the role of a strategic adviser and genuine business partner – instead of a pure service provider. There will, I believe, be a shift towards risk, compliance, and controls, with general counsel expected to possess not only a deep understanding of the law, but a forensic understanding of the business and the industry in which the company operates.

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

Strong business relationships are fundamental to the success of any general counsel. I believe there are five key things that a general counsel needs to build and develop strong ties with business partners:

Proactivity: do not wait for business partners to come to you – reach out to them and offer your assistance. Be an advocate for solution sourcing.

Business (and people) knowledge: The deeper your understanding of the business, the more nuanced you can be with your advice, and talk “business” – not just law. Understand what is important to your business partners so you can focus on delivering value to them and help them meet their goals.

Inquisitiveness – ask the tough questions and be the critical voice in the room. This is often ignored but can help in addressing risks and issues.

Genuine partnership: It is fundamental that you are seen as a business partner – not a generic addition to the company. Be creative with solutions and be a sounding board.

Be a doer; get your sleeves rolled up and get involved. The best way to be a valued business partner is by standing shoulder-to-shoulder with the team and having some shared experiences – these do not have to be purely legal.