The questions
getting harder.

The world your business operates in is becoming harder to predict. Geopolitical tensions, economic volatility, isolationism, and a shifting balance of power across the Asia-Pacific are creating new risks and new opportunities.

As general counsel, you’re expected to help your business make sense of it all: what matters, what needs protecting, and where you can still move with confidence.

This session explores how you can navigate uncertainty without allowing risk to become a reason to stand still.

High-profile corporate failures have made one thing clear: when an organisation comes under pressure, accountability does not stop at the boardroom door.

As general counsel, you are increasingly under the magnifying glass. Your advice, judgement, and decisions will be scrutinised alongside those of the board and executive team. When governance fails, disclosures are challenged or a crisis escalates, scrutiny extends to what you knew, and what you did next.

Being in the room is not the same as having influence over what happens. This session explores how you can continue to build influence and have a stronger hand in the decisions that matter, for you and your business.

The technology behind cyber attacks, fraud, and financial crime is evolving faster than the controls designed to stop them.

As general counsel, your role cannot stop at responding when something goes wrong. You need to understand how the threat landscape is changing, where your organisation is exposed and whether its risk appetite, controls, and investment are keeping pace.

This session explores how you can challenge outdated assumptions, influence where the business puts its resources, and help shape a security strategy that is built for the risks ahead.

You’ve heard a lot today about how the pressures surrounding in-house teams are compounding, but the most progressive general counsel aren’t waiting for the next challenge to force their hand.

In this closing session, we’ll ask leading GCs how they’re getting on the front foot: what they’ve stopped doing, where they’re investing, and what they’re changing inside their functions.

We’ll unpack which moves are making the biggest difference, and what you can take back to your own team.

This is a candid look at the choices separating legal teams that are adapting to change from those using it to fundamentally improve how they operate.

The world your business operates in is becoming harder to predict. Geopolitical tensions, economic volatility, isolationism, and a shifting balance of power across the Asia-Pacific are creating new risks and new opportunities.

As general counsel, you’re expected to help your business make sense of it all: what matters, what needs protecting, and where you can still move with confidence.

This session explores how you can navigate uncertainty without allowing risk to become a reason to stand still.

AI has come for the easiest hours first, leaving firms with an awkward equation to solve: the same efficiency that is eating into the billable hour is becoming more expensive to achieve as the industry shifts towards consumption-based pricing.

As General Counsel, you’re sitting on the other side of this equation, asking who captures the efficiency, who absorbs the technology costs, and how legal value is ultimately priced.

In this session, we’ll explore how leading General Counsel are approaching this tension and adopting commercial models that reflect how the work is actually being delivered.

AI is no longer on the sidelines. You’re managing a workforce of people and machines, and that changes how work is allocated, how teams are structured, where expertise sits and how processes are designed.

The old model assumes you own the workflow from start to finish. AI breaks that assumption, forcing new decisions about what stays with you, what can be delegated to agents and where human judgement matters most.

This session explores how leading General Counsel are rebuilding their operating models around AI, and what you need to rethink across workflows, roles, skills and systems.

You’ve heard a lot today about how the pressures surrounding in-house teams are compounding, but the most progressive general counsel aren’t waiting for the next challenge to force their hand.

In this closing session, we’ll ask leading GCs how they’re getting on the front foot: what they’ve stopped doing, where they’re investing, and what they’re changing inside their functions.

We’ll unpack which moves are making the biggest difference, and what you can take back to your own team.

This is a candid look at the choices separating legal teams that are adapting to change from those using it to fundamentally improve how they operate.