The evolving role of the APAC General Counsel (GC) was front and center at two recent October events: the Economist GC Summit Asia 2025 in Singapore and the Hong Kong In-House Community Congress 2025. Both highlighted how GCs are redefining their remit - balancing their traditional role as legal guardians with new responsibilities as strategists, innovators, and leaders alongside CEOs and CFOs. 

From Legal Advisor to Business Architect 

At the Hong Kong Congress, speakers stressed that GCs must move beyond problem-solving to become architects of business strategy. Corinne Katz, Senior Director at CLP, noted that GCs hold a “unique position inside the company - as partners to the business, not just fixers.” This requires fluency in revenue models, financing, and commercial constraints, and active participation in leadership discussions. 

Effie Vasilopoulos, Managing Partner at Broadfield Asia LLP, reframed the GC as a “lead generator,” using legal insight to unlock markets and accelerate investment. Felix Wang, GC and Consultant at Synergy Consulting Group, urged GCs to “think and act like a CEO,” shaping teams, hiring strategically, and influencing outcomes.  

To make this shift tangible, legal teams must communicate their strategic value. Rather than reporting tasks, they should show how legal advisory, governance, and risk management drive revenue protection, market access, and shareholder confidence. 

Regional Complexity and Global Alignment 

Operating across APAC means navigating diverse cultures, regulatory philosophies, and political sensitivities. Corinne Katz, reminded attendees that each jurisdiction presents unique opportunities and constraints. Effie Vasilopoulos cautioned against treating APAC as a single market, urging participation in regulatory think tanks and cross-border forums to anticipate change. Felix Wang emphasised a “global-first mindset,” aligning with international trends and engaging investors, regulators, and external counsel across borders. 

Commercial Impact as Core Expectation 

Both events reinforced that commercial impact is now a baseline expectation. Legal teams must contribute directly to shareholder value, moving beyond risk mitigation to enabling growth.  

At the Singapore Summit, Titus Rahiri, CEO of KorumLegal, highlighted the need for dynamic legal teams that scale with business demands. Ajay Dua, GC at IBM Asia Pacific, stressed the GC’s role as a strategic partner unlocking productivity. Jennifer Cheng, APAC GC at UBS, underscored the importance of understanding client value, while Sabrina Nguyen, Global Head of Legal & Compliance at Danone, likened the GC to a “maestro” orchestrating legal, regulatory, and commercial priorities across cultures and generations.   

Risk, Resilience, and Agility 

Risk management has shifted from reactive crisis response to proactive design. GCs must build resilience against regulatory, reputational, cyber, and geopolitical threats. Speakers in Hong Kong emphasised aligning risk appetite with decision-making, while technology, AI, predictive analytics, automated monitoring - enables early detection and frees teams for strategic work. 

At the Singapore Summit, Titus Rahiri highlighted operational agility as a resilience cornerstone. Integrating AI, alternative legal service providers, and automation allows legal teams to pivot quickly, anticipate disruption, and maintain competitive advantage. 

Future-Ready Talent, Technology, and Mindset 

Modern GCs must cultivate teams that blend legal expertise with commercial judgment, technological fluency, and adaptability. Across both events, speakers stressed curiosity, problem-solving, and a forward-looking mindset. Innovation, experimentation, and adoption of AI and legal ops tools are now essential. 

Talent strategies are evolving. Ajay Dua emphasised moving beyond pure advisory to unlock productivity and growth. Cheng and Nguyen reinforced the need for global experience, creative thinking, and cultural intelligence to integrate risk management and business strategy seamlessly. 

The Trusted Business Partner 

The era of reactive legal support is over. Today’s GCs embed themselves in business strategy, harness technology, and anticipate regulatory shifts to deliver tangible value. Balancing compliance with commercial ambition, leading with agility, and building innovative, high-performing teams define success in APAC’s dynamic markets.