An interview with Do Do Chan, Associate Legal Director at Emperor Group in Hong Kong.
What are the biggest external forces or trends currently shaping your role as General Counsel and how are you responding to them?
To be honest, the biggest force shaping my role right now is the economic reality we’re all living through – especially here in Hong Kong. The property market, once a cornerstone of stability and growth, has come under immense pressure. Between rising interest rates, shifting investor sentiment, and geopolitical uncertainty, the real estate sector has had to adjust significantly. As General Counsel, I’ve had to evolve alongside it – adapting my legal strategy to support resilience, manage risk, and stay aligned with business priorities.
My role has become less about routine legal oversight and more about strategic risk management. I’m constantly asking: How do we stay relevant? How do we protect the company’s interests if things take a turn? That means being deeply involved in commercial decisions, stress-testing contracts, and preparing for scenarios that, a few years ago, would have seemed remote.
I’m spending more time with our business teams – not just reviewing documents, but helping them navigate uncertainty. Whether it’s advising on distressed assets, renegotiating leases, or managing disputes, legal has become a frontline function. We’re not just supporting the business; we’re helping shape its resilience.
In tough times, legal clarity and foresight can be a company’s greatest asset. So I’ve leaned into that – building stronger internal protocols, fostering a culture of transparency, and making sure our legal strategy is aligned with the realities of the market.
It’s not easy, but it’s meaningful. And in many ways, it’s reminded me why I love this profession.
How are you balancing the increasing demands of legal risk management with the expectation to drive business value and strategic insight?
Business conditions are unpredictable and the margin for error is slim – especially in Hong Kong, where economic headwinds where economic headwinds persist and compliance expectations remain high. My approach is to stay close to the business: I’m involved early, I listen actively, and I offer legal input that’s both protective and commercially practical.
Legal risk management is no longer just about protecting the company from what could go wrong; it’s about enabling the business to move forward with confidence.
I’ve learned that legal insight doesn’t have to slow things down – it can actually sharpen the strategy. By being pragmatic, responsive, and commercially minded, I’ve been able to help the business stay agile while still safeguarding its foundations.
Ultimately, it’s about building trust. When the business sees legal as a partner – not just a checkpoint – they’re more willing to engage, and that’s where the real value emerges.
What’s one lesson or insight from your in-house journey that you wish you’d known earlier and would share with a fellow GC today?
If I could go back and tell my younger self one thing, it would be this: you don’t have to have all the answers – what matters most is being present, being trusted, and being real.
Over time, I’ve learned that being a GC is less about having all the answers and more about being present – really present. When colleagues know you’re listening, that you understand their pressures and care about the outcome, they start to see you as more than just legal support. That’s when they bring you in early, and that’s when you can make the biggest difference.
So to any fellow GC: don’t underestimate the power of relationships. Be curious, be humble, and don’t be afraid to say, “Let me think about that.” Your legal expertise is important, but your ability to connect and guide through uncertainty is what makes you indispensable.
