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?

As a supporting function, communication with the operations teams is key to effective legal work, and that has been my number one priority since I joined the company. My aim is to make people understand the need for legal work and gradually change the mindset that legal work is a hindrance to doing business. This, in turn, enables legal to be integrated into the work streams in the early stages, which has saved a lot of time, effort, and expenses as well as being a better approach to risk management.

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

The role of the in-house legal function is often viewed as a good thing to have, rather than a necessity for businesses in Vietnam. Many big corporations do not have a dedicated legal team, and this is due to various reasons, among which the common view is that legal counsel are only required when there are legal issues and can be outsourced as necessary – often when it is too late! Networking is perceived by many to be more effective than seeking legal advice, especially when dealing with local authorities.

Nonetheless, with the continuous improvement of the legal framework and the enforcement of the law, as well as the integration of Vietnam’s economy at an international level, there is a growing need for a proactive in-house legal team. This team should anticipate issues, estimate risks strategically, and identify proactive solutions that will either eliminate or mitigate those risks.

In my personal view, the general counsel should strive to be an effective business partner, helping to facilitate business in a compliant manner, and the role in Vietnam appears to be evolving in that direction.