“Confidence is less about volume than clarity,” says Resorts World Sentosa’s chief legal officer

An unexpected operational issue. An urgent cross-functional response. Decisions unfolding in real time.

For Liew Lan Hing, chief legal officer at Resorts World Sentosa, one of her most defining early lessons in leadership emerged not from contracts, but from the realities of an always-on operational environment.

“I recall an incident where an unexpected operational issue required an immediate, cross functional response,” she says. “The legal team was not advising from the sidelines – we were at the centre of decision-making alongside senior leadership, balancing compliance, guest experience, and business continuity, as events unfolded minute by minute.”

The experience reshaped her understanding of leadership. “The lesson was clear: in an operational business, leadership is a team sport.”

That perspective would later prove pivotal. After more than two decades in private practice, Lan Hing moved into an environment where decisions carry immediate operational consequences, and where clarity, judgement and composure are as critical as legal precision.

Now in her 50s, she reflects on the demands of her role, the pressures that have shaped her journey, and the philosophies guiding how she leads.

What do you do as chief legal officer at Resorts World Sentosa, and how different is it from your time in private practice?

People often view the chief legal officer as the custodian of risk and compliance, but the role extends well beyond contracts. My work centres on enabling sound decision-making across the organisation, spanning operations, transactions, governance, and stakeholder management – from navigating issues to anticipating risk. That breadth is what makes the role so engaging.

My early career in private practice focused on capital markets, and mergers and acquisitions, advising on highly technical, fast-paced transactions. Moving in-house shifted my perspective from external adviser to embedded partner – working alongside the business, shaping strategy, and balancing legal considerations with commercial realities. Private practice built my technical foundations; the in-house environment allows me to apply them with deeper context and purpose.

What have been some of the more challenging moments in your role, and how have they influenced you as a leader?

Early on, I felt the pressure of mastering every facet of the role – a phase that accelerated my learning and reshaped my view of leadership. I came to see leadership less as having all the answers, and more as staying composed, listening carefully, and trusting those closest to the ground.

Over time, I’ve also recognised how deeply the people around me shape the experience. The trust and collaboration within my team are what make the work meaningful, turning the role into a continual journey of growth.

What has your team taught you about leading well?

One of the most important lessons my team has taught me is that leadership is not about being the one who knows it all, but about creating the conditions for better thinking. Listening and allowing space for diverse views consistently lead to stronger decisions.

Sometimes, simply asking, “What do you think?” opens the door to richer discussions and greater ownership.

In what ways do you support your team while fostering a safe and trusting work environment?

I try to lead in an approachable and collaborative way, so my team feels safe to speak openly and raise concerns. Creating trust also means treating mistakes as opportunities for learning rather than blame.

Support is equally practical. I’m mindful of boundaries, such as avoiding after-hours messages unless truly urgent, and I review workloads regularly to ensure that no one feels quietly overwhelmed. Routine check-ins are not just about tasks, but about understanding how people are coping. A safe and supportive environment is ultimately inseparable from sustainable high performance.

In what ways have you pushed for equity in the workplace?

Equity is central to how I lead at Resorts World Sentosa, grounded in intentional inclusivity – ensuring voices across levels are heard and differing views welcomed, as they often lead to stronger decisions. I also support flexibility where possible, recognising that colleagues may be balancing caregiving, health or personal commitments.

Equity is equally embedded within RWS. Strong female representation in senior management reinforces a culture where leadership pathways remain visible and attainable.

For women aspiring to leadership roles, what lessons would you share?

Confidence is less about having the loudest voice than the clearest one. Preparation builds composure, and clarity matters more than perfection. Empathy, deep listening and strong relationships are not soft skills – they are leadership strengths. Build a circle of mentors and allies, allow room for growth, and be intentional about how you invest your energy. Thriving at work requires not only performance, but sustainability.