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When Seradesy Sumardi became the first woman elected president of the Indonesian Corporate Counsel Association (ICCA), she redefined boundaries. Here she speaks with Sheryl Ubana

Seradesy Sumardi’s groundbreaking appointment, ahead of the ICCA’s 21st anniversary, marks a moment of progress for the organisation, and she undoubtedly provides inspiration for women in Indonesia’s legal profession, and further afield.

“This anniversary is not just a celebration of our past. It’s a launchpad for our future,” says Sumardi, who also serves as chief legal counsel and data privacy officer at L’Oréal Indonesia.

With more than two decades of experience as an in-house counsel, Sumardi leads with a clear motto: “Lead with integrity, empower with collaboration and achieve with innovation”. It is a vision she is bringing to the ICCA, and one she hopes will resonate with a new generation of legal professionals ready to challenge limits and embrace leadership.

In this interview with Asia Business Law Journal, Sumardi reflects on her journey from private practice to senior in-house roles, her vision for the ICCA, and what her appointment means for gender representation in legal leadership.

Asia Business Law Journal: This year marks the ICCA’s 21st anniversary. What does this milestone mean to you personally, now that you are leading the organisation as its first female president?

Seradesy Sumardi: The 21st anniversary of our association is a momentous occasion, marking not only a significant milestone in our organisation’s history, but also a deeply personal one for me. Leading this organisation as its first female president during this landmark year is a profound honour and a responsibility I embrace with both humility and excitement.

This anniversary represents the culmination of years of dedication, collaboration and hard work by countless individuals who have built this association into the thriving community it is today. It’s a testament to their vision, their commitment to our shared mission and their unwavering belief in the power of collective action.

As the first woman to hold this position, I recognise the significance of this moment and the responsibility it carries. It’s a testament to the progress we’ve made as an organisation in embracing diversity and inclusion, and it inspires me to further champion these values in all that we do. I’m deeply committed to ensuring that our association is a welcoming and supportive environment for all members, regardless of their background or gender.

Looking ahead, I see this anniversary as an opportunity to not only celebrate our past achievements, but also to envision an even brighter future for our association. It’s a time to reflect on our successes, learn from our challenges and chart a course for continued growth and impact.

I’m eager to work with all of our members to build on the strong foundation we have established and to create an even more vibrant and influential organisation in the years to come.

This anniversary is not just a celebration of our past; it’s a launchpad for our future.

ABLJ: How do you view the current role and status of female in-house counsel in Indonesia? What does your achievement mean as the first female president of ICCA?

Sumardi: The role and status of female in-house counsel in Indonesia is a complex and evolving landscape. While progress has undoubtedly been made, challenges and opportunities still co-exist. We’re seeing more women taking on leadership roles within legal departments and contributing significantly to the strategic direction of their organisations.

However, there’s still work to be done to ensure equal representation at all levels, address gender pay gaps, and create truly inclusive work environments.

My achievement as the first female president of ICCA holds multiple meanings in this context. Firstly, it’s a symbol of progress, demonstrating that barriers are breaking down and that women are increasingly achieving leadership positions within the legal profession.

Secondly, it serves as an inspiration to aspiring female lawyers, showing them that the highest levels of leadership are attainable. Thirdly, it underscores the importance of diversity and inclusion, not just within the ICCA but across the entire legal profession.

Having diverse voices and perspectives at the leadership table enriches our decision making and strengthens our ability to address the complex challenges facing our members and the broader legal community.

Why does this matter? Because representation matters. When young women see someone who looks like them achieving leadership positions, it expands their sense of what’s possible. It reinforces the idea that their aspirations are valid and achievable.

Furthermore, a diverse leadership team brings a wider range of perspectives and experiences to the table, leading to better decisions and more effective solutions. My presidency, therefore, is not just about me; it’s about paving the way for future generations of female leaders and creating a more inclusive and equitable legal profession for all.

ABLJ: Do you have a personal motto or guiding principle that shapes your approach to leading the ICCA and your career as in-house counsel?

Sumardi: Yes, my guiding principle, both in leading the ICCA and in my career as in-house counsel, is: ‘Lead with integrity, empower with collaboration and achieve with innovation’. This motto encapsulates my core values and my belief in the power of collaborative leadership.

Let me break down each component. Lead with integrity: Integrity is the foundation of effective leadership. It means acting ethically and transparently in all situations, building trust with colleagues and stakeholders, and upholding the highest standards of professionalism. I believe that leading with integrity inspires trust and respect, fosters a positive work environment and ultimately leads to better outcomes.

Empower with collaboration: I believe that the best results are achieved through collaboration. Empowering others to contribute their unique skills and perspectives creates a sense of shared ownership and fosters a more dynamic and innovative environment. As the ICCA president, I’m committed to empowering our members, committees and staff to actively participate in shaping the future of our association.

Achieve with innovation: The legal profession is constantly evolving, and it’s essential to embrace innovation to stay ahead of the curve. This means exploring new technologies, adopting best practices and challenging traditional ways of thinking. I believe that innovation is key to driving progress and achieving meaningful results for our association and our members.

This guiding principle reflects my belief that leadership is not about wielding power but about empowering others. It’s about creating a shared vision, fostering collaboration and inspiring others to achieve their full potential. By adhering to these principles, I strive to create a positive and impactful experience for our members and contribute to the advancement of the in-house counsel profession.

ABLJ: You started your legal career in 2000, at Karim Sani Law Firm, then moved in-house. What motivated you to make that shift?

Sumardi: Greater influence and impact. As part of the company’s leadership team, in-house counsel can directly influence business decisions and strategy. This level of impact can be very rewarding.

Collaboration and teamwork. In-house counsel work closely with other departments within the company, fostering a collaborative and team-oriented environment. This can be a welcome change for lawyers who prefer working as part of a larger team rather than independently.

Focus on a specific industry or company. In-house counsel become deeply involved in the business of their employer, gaining specialised knowledge and contributing directly to the company’s strategic goals. This focus can be more appealing to some than the broader, less specialised work often found in private practice.

Different types of legal work. In-house roles often involve a wider variety of legal tasks, from contract negotiation and regulatory compliance to IP management and corporate governance. This diversity can be more stimulating for some lawyers than focusing on a specific legal area in private practice.

ABLJ: Looking back on your career, what key experiences, choices or values do you believe helped you reach your current leadership role?

Sumardi: Reflecting on my career, several key experiences, choices and values have shaped my leadership journey. Firstly, leading the new products, which were pivotal. This complex project demanded effective collaboration across multiple teams, and I learned the importance of clear communication, strategic planning and empowering team members to achieve ambitious goals. These experiences solidified my belief in collaborative leadership and demonstrated my ability to navigate complex projects successfully.

Secondly, my decision to pursue courses that relate to business, such as finance for non-finance, and business acumen, was a conscious choice to enhance my business acumen and strategic thinking. These experiences broadened my perspective, equipped me with valuable analytical tools, and strengthened my ability to make data-driven decisions, which are crucial for effective leadership in today’s dynamic business environment.

Finally, my core value of continuous learning has been a constant driver throughout my career. I actively seek opportunities to expand my knowledge, develop new skills and stay ahead of industry trends. This commitment to growth has enabled me to adapt to new challenges, embrace innovation and inspire my teams to strive for excellence. These combined experiences and values have been instrumental in my development as a leader and have prepared me for the challenges and opportunities of my current role.

ABLJ: You have worked across a wide range of in-house industries including manufacturing, tech, e-commerce and now beauty. Has your experience shaped your vision and priorities as the ICCA president?

Sumardi: Yes, my diverse experience across industries has profoundly shaped my vision and priorities as an in-house counsel, and also the ICCA president. Working in such varied sectors has provided me with a unique perspective on the challenges and opportunities facing in-house counsel today.

Here’s how my cross-industry experience has influenced my leadership:

Broader understanding of business needs. Each industry has its own unique legal and regulatory landscape, as well as its own set of business priorities. My experience across diverse sectors has given me a comprehensive understanding of these nuances, enabling me to better serve the diverse needs of our members. For example, my time in the beauty and telco industries highlighted the importance of intellectual property protection and data privacy, while my experience in manufacturing emphasised the complexities of supply chain management and regulatory compliance.

Adaptability and problem-solving skills. Navigating the legal complexities of different industries has honed my adaptability and problem-solving skills. I’ve learned to approach challenges from multiple perspectives and develop creative solutions tailored to specific business contexts. This adaptability is essential for leading an organisation like the ICCA, which represents members from a wide range of industries.

Appreciation for diverse perspectives. Working with professionals from different backgrounds and industries has fostered an appreciation for diverse perspectives. I believe that diverse viewpoints are crucial for effective decision-making and problem-solving, and I’m committed to fostering a culture of inclusivity within the ICCA.