”I would challenge the notion that in-house counsels exist to say “no” or to act as a barrier to progress.”

Joseph Jr. Gatchalian, Global Head of Legal & Compliance at Emerhub Group in Philippines, shares why the true value of in-house counsel lies not in having the right legal answer, but in guiding the business toward the right decision—balancing law, judgment, trust, and long-term strategy.

What has been the most defining moment of your career as an in-house lawyer so far?

A defining moment in my career was realising that my value as an in-house counsel in the organisation lies not in having the right legal answer, but in guiding the business to make the right decision. I was involved in a crucial commercial situation where the law was only one part of a much broader equation, where risk appetite, timing, organisational culture, and reputational impact were also equally critical. There was no clear precedent to rely on, and the legal path forward was uncertain. Being highly trusted to provide calm, principled, and practical guidance in that moment fundamentally reshaped how I view the role of an in-house counsel not only as a gatekeeper, but as a strategic and enabling partner whose responsibility is embedded in judgment, trust, and leadership, as much as in legal expertise.

In what ways do you see the role of the GC changing over the next 5–10 years?

The role of the General Counsel is becoming broader, more strategic, and more influential within the organisation. It is evolving beyond traditional legal oversight into a core leadership function encompassing ethics, ESG, data governance, AI integration and risk, corporate culture, and long-term risk foresight. As trusted members of the executive leadership team, General Counsels are increasingly expected to speak the language of the Board and the business, lead through ambiguity, and operate confidently at the intersection of law, strategy, technology, and ethics. While legal expertise remains foundational, it is contextual, commercial, and ethical judgment, often used in fast-moving and imperfect information environments, that will ultimately distinguish the most effective General Counsel.

How do you foster innovation and agility within your legal team?

My leadership approach centres on creating psychological safety and clarity of purpose, recognising that people do their best work and effort when they feel trusted and understand how their contributions connect to business outcomes. I focus on shifting the mindset from legal review to business enablement by designing proportionate, outcome-driven processes, encouraging early collaboration and empowering lawyers to make decisions at the appropriate level. In corporate legal practice, this means embracing calculated experimentation, adopting legal technology where it adds real value, simplifying workflows, and rewarding practical problem-solving and commercial judgment, not just technical excellence. I also invest deliberately in building commercial awareness across the team, so legal advice consistently supports strategic objectives rather than merely identifying risk.

What qualities do you believe distinguish truly impactful GCs from good ones?

Impactful General Counsels combine credibility with conviction. They are commercially fluent, decisive under pressure, and willing to challenge constructively, particularly when doing so is uncomfortable or unpopular. Grounded in sound judgment, emotional intelligence, and moral clarity, they know when to push, when to pause, and when to escalate. They build strong teams, influence without dominating, and remain pragmatic and principled even when the stakes are high and crucial. Ultimately, they earn trust not only through expertise, but through consistency, integrity, and a clear understanding of the broader implications of decisions on people, reputation, and long-term organisational value.

How do you balance the pressures of your role with personal wellbeing and resilience?

I have learned that resilience is not about endurance alone, but managing energy with intention through clear boundaries, perspective, and support. I prioritise what truly requires my attention, delegate deliberately, and invest in building a strong leadership bench to ensure sustainable effectiveness. I make space for recovery and reflection, particularly during high-pressure periods, recognising that long-term performance depends on perspective as much as effort. I also invest in relationships, both inside and outside the organisation, because connection and trust are essential to sustained and effective leadership.

If you could change one perception about the in-house legal profession, what would it be?

I would challenge the notion that in-house counsels exist to say “no” or to act as a barrier to progress. In-house counsels enable progress by helping the business move faster and smarter through informed and responsible risk-taking. Our role is not to avoid risk, but to navigate it ethically, pragmatically, and with a long-term perspective. When done well, in-house counsels are a catalyst for sound decision-making, strategic and enabling execution, and sustained organisational trust.