Michelle Pham: Turning Legal Judgment into Strategic Advantage

A legal decision rarely ends when the lawyer leaves the room. The contract may be signed, the advice may be delivered and the legal position may be clear, but the organisation still has to live with the consequences. This is where the role of a Chief Legal Officer has fundamentally changed. The modern CLO is not simply expected to identify what a business can do; the role increasingly demands judgement on what it should do, why it should do it and how the organisation can carry that decision responsibly.

For Michelle Pham, Chief Legal Officer, Levare, this distinction has shaped a career spanning more than two decades across Australia, the United Kingdom and other international markets. Her transition from private practice to in-house leadership was driven by a desire to take accountability beyond legal advice and become part of the decisions that shape a business.

After qualifying in Australia, Michelle began her career in private practice, alongside a period as a pro bono coordinator at DLA Piper. The experience taught her the discipline of giving sound legal advice, but also revealed the limits of being an adviser who could leave once the advice was delivered. Moving in-house brought her closer to the realities behind business decisions, where questions of people, timing, budgets and commercial consequences are inseparable from the law. Her progression into General Counsel roles further expanded this perspective.

This experience shaped her view that governance is not merely a framework documented in policies, but a continuing conversation through which responsible decisions are made.

Alongside her corporate responsibilities, she places particular emphasis on mentoring women and encourages them to accept stretch assignments and board opportunities before they feel entirely ready. For her, leadership is as much about building the confidence and capability of others as it is about making the right decisions herself.

Michelle pham transforms legal expertise into strategic leadership, strengthening governance, managing risk, and empowering future women leaders

As Chief Legal Officer, how do you ensure the legal function contributes to business strategy rather than becoming involved only after decisions have been made?

It starts with building trust and social capital within the organisation and being in the room where decisions are formed, not where they are documented. Most legal risks are determined before a lawyer sees a contract - through the choice of counterparty, deal structure and jurisdiction. If I only see a transaction at signing, it is too late. I therefore participate in strategic discussions and ask commercial questions first: What is the business trying to achieve? What happens if it fails? Who bears the loss? The legal analysis then follows that understanding. Staying close to business teams also helps ensure legal advice remains commercially relevant.

How does your international legal experience shape your approach to cross-border transactions, governance and diverse stakeholder interests?

I believe many legal skills are transferable, and judgement is portable. I was born in Vietnam, grew up and qualified in Australia, built my career across Austra­lia and the United Kingdom, and have worked on second­ments across different client offices. I am now also work­ing in the Gulf. As a General Counsel, I recognise what I do not know and work with local counsel where necessary, while retaining ownership of the advice. Local counsel can explain what the law is, but someone who under­stands the wider transaction must explain what it means for the business. I therefore map stakeholders before doc­uments - including regulators, lenders and customers.

How do you turn board oversight, compliance and risk principles into consistent governance practices across a global organisation?

I believe effective governance begins with internal credibility and ensuring the General Counsel is involved early in transactions and strategy. A key part of my role is understanding the delegation framework: what decisions are reserved for the board and where management’s authority begins and ends. These need to work in harmony. Board papers and presentations must also be clear and succinct, while individuals need to take accountability for their own areas. Committees such as audit and finance play an important role by working together and making informed recommendations. When these elements function properly, governance becomes a habit embedded in the organisation rather than something addressed immediately before a board meeting.

Can you share a situation where competing regulatory, commercial and stakeholder priorities tested your judgement as a legal leader?

The hardest situations today are not simply legal puzzles; they are also timing problems. In one, a commitment fell due on a date that could not move. It spanned several jurisdictions, and the parties whose agreement we needed did not want the same things. Each position was legitimate, but they could not all come first. The judgement was in the order. I worked backwards from the deadline and mapped every dependency, so the team understood the timelines. I kept the board engaged throughout. The key lesson was that the General Counsel adds value by making uncertainty visible and risk manageable.

Looking ahead, what lasting impact do you hope to create through your leadership, governance work and support for women leaders?

I have thought about this question a lot, and I believe you should leave a place better than you found it. The impact I want to make is institutional rather than personal. If an organisation continues to make good decisions after I have left, that will be one measure of my success within it. I also care deeply about the women I mentor. Watching their growth and seeing them develop into stronger leaders would have a lasting impact for me. As I move into the next phase of my senior career, I want to continue building people up, creating opportunities for women and helping develop leaders who can make a difference beyond my own involvement.

Michelle Pham, Chief Legal Officer, Levare

Michelle Pham is Chief Legal Officer at Levare, with more than 25 years of legal and corporate experience across Australia, the UK and international markets. An experienced governance leader and board professional, she brings expertise in legal strategy, risk and cross-border matters, while actively mentoring women and supporting leadership development.