Team size: Nine

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

Over the past few years, I have been heavily involved in two significant areas of work that have greatly enhanced the organisation’s operational efficiency and strategic growth.

Firstly, I led the development of a comprehensive framework that clearly defines the roles and responsibilities of each department, paired with a well-structured delegation and authorisation. This approach ensures that tasks are executed with a clear understanding of accountability, aligned with the powers and functions assigned to each department. Additionally, I spearheaded the creation of an internal approval system as a key control within our corporate governance framework, ensuring all departmental activities are properly monitored and approved, enhancing compliance and decision-making efficiency. Moreover, I laid the groundwork for the development of the company’s P&P (Policies and procedures) system, through the implementation of the RACI model, we personalised individual accountability by ensuring each team member fully understands their role in decision-making and task execution. This not only helps in mitigating risks to the company’s reputation but also allows us to manage and scale our operations effectively, especially given the increasing size and complexity of our workforce at the store level.

I believe my involvement in these projects highlights my ability to design and implement structured systems that enhance operational clarity and ensure legal compliance, ultimately contributing to the company’s strategic objectives.

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

Most of the cases I handle involve potential legal disputes. From my experience, closely monitoring and addressing issues as they first arise can significantly reduce the intensity of the problem and may lead to a negotiation rather than a full-blown legal dispute in court or arbitration. The challenge often arises when issues are initially underestimated or not given the appropriate attention during communication with external partners.

To prevent such issues, it’s essential to establish clear principles like a code of conduct and ethics, ensuring that any issue is handled with professionalism and dedication. Additionally, having guidelines in place or a quick reporting mechanism to escalate matters to senior management for direction is crucial, allowing employees to address problems more effectively.

In resolving disputes, decisions often involve trade-offs to reach a peaceful settlement, even when we may not be at fault. Therefore, it is imperative to present all relevant information, including any legal or operational risks, clearly and accurately. This ensures that management and departments can make the most informed decisions when navigating these situations.

Apart from legal matters, has the team worked on other company initiatives you would like to highlight?

In addition to managing legal matters, I also oversee the company’s compliance functions, where I have established the current systems for policies and procedures (P&P), training, and audits. One notable initiative recently was the development of a process for monitoring and addressing non-conformity occurring at our stores. Given GS25’s operation of over 300 stores and the rapid pace of expansion, the foundation for effective management and continuous improvement had not been fully prioritised.

I built a process that integrates a feedback channel directly from store employees, who are the ones facing operational issues firsthand and have the most practical insights but are unable to directly communicate with the head office. This channel was designed based on: (i) categorising frequent issues; (ii) assigning a relevant department member to resolve each problem within a specific service level agreement (SLA); and (iii) monitoring and controlling the receipt, resolution of issues within the scope of each department’s function, ensuring compliance with the company’s legal interests. It also serves as a platform to gather feedback and implement preventive measures across the entire system based on recurring issues.

This initiative is expected to become a vital tool in supporting the company’s continuous improvement efforts.

How do you motivate and manage the other members of your legal team well?

I believe in motivating and managing my legal team by truly understanding their individual aspirations and strengths. By aligning tasks with each team member’s unique capabilities, I not only ensure that they perform at their best but also foster a sense of fulfillment and engagement. I take a coaching approach when it comes to work management, encouraging them to take ownership of their responsibilities rather than relying on constant supervision. This not only builds their confidence and independence but also helps mitigate risks within a structured framework. Furthermore, I emphasise learning from past experiences by developing case studies from previous challenges. These serve as key reference points, helping the team avoid recurring mistakes while offering clear guidelines, especially for new team members. This proactive approach fosters a culture of continuous improvement, ensuring that the team grows stronger with each case handled. By combining a strategic alignment of tasks with a focus on growth and learning, I ensure that the team remains motivated and equipped to handle complex legal challenges.