Excellence isn’t optional in law – it’s the baseline, says Samson Chan, newly named general counsel at London Drugs. He pushes junior lawyers to be intentional about their choices, urging them to chart their paths with purpose and avoid drifting through their early years. “Excellence matters, no matter where you go and what path you choose. And have some urgency. It's good to know what you want earlier and not waste time,” he says.
Chan’s route to the top legal seat wasn’t a straight shot. He began his career in public health, spending years as a vaccine safety researcher at the BC Centre for Disease Control during the swine flu pandemic. He was deeply engaged in clinical work, analyzing vaccine side effects and helping to shape provincial rollout strategies. But after considering medical school, he realized he was boxing himself in. The healthcare sector was familiar, but he wanted more options. Law, he decided, offered the flexibility and policy influence he was after. The transition wasn’t about chasing a title – he didn’t know any lawyers and never planned to become one. Instead, he was drawn to the intersection of health policy and law, hoping to leverage his science background in a new way.
After completing his degree, he entered private practice. He was introduced to the world of privacy law through his technology law practice, a field that had not yet become mainstream. He gravitated to the ambiguity and constant evolution of the privacy space. “Privacy back then wasn't as popular as now, but it was still one of those gray areas. And I love dealing with gray areas because it involves practicality and creativity,” he says. He gained experience navigating complex, uncertain territory, but the work often felt disconnected from the business itself. As an associate, he was the advisor brought in to flag risks, not the partner shaping solutions.
The pandemic pushed him to make a pivotal decision. Chan left his firm for a one-year, in-house contract at London Drugs – a maternity leave cover that most risk-averse lawyers wouldn’t touch, especially in a time of crisis. He saw it as a two-way audition. The short-term nature of the job brought urgency: he had to make an impact quickly if he wanted to stay. Chan embedded himself with business units, learning their priorities and translating legal advice into actionable business strategies. He refused to be the department of “no,” focusing instead on building trust and becoming a true partner to the business. “I want to be very much involved with the business direction and be able to offer practical solutions,” he says. That mindset set him apart, earning him bigger projects and, ultimately, the general counsel role.
Now at the helm of the day-to-day legal at the company, reporting directly to the executives, including the chief legal officer, Chan calls this year transformational but insists that job titles don’t define him. “I've never defined myself by my positions and titles – rather, it's what I can create, provide and deliver that matters the most to me. Still the same person just under a new title,” he wrote in his announcement on LinkedIn. He credits a long list of mentors and colleagues for his growth and signals that the work ahead is what matters most: “Looking forward to more collaborations and adventures ahead.”
Chan’s leadership is rooted in collaboration and a willingness to take calculated risks. He’s quick to point out that in-house law isn’t for everyone. The job demands a shift in mindset from private practice – lawyers must accept that business involves risk and uncertainty, and not every problem can be solved by playing it completely safe and searching for absolute certainty. “You can't really do business without taking any risk,” he says. He fields frequent inquiries from lawyers considering the move in-house, but he’s blunt about the reality: the work is fundamentally different, and not everyone is suited for it.
Regulation, particularly in the areas of privacy and technology, remains a persistent challenge. Chan says the law rarely keeps pace with business innovation, especially with the rise of AI and new technologies. The lack of clear standards and accreditation systems leaves companies in a gray zone, forcing them to interpret vague guidance while trying to stay compliant. “We want to do more as a business, we think it makes business sense, but regulators may not see it the same way,” he says.
His multicultural background shapes his approach to both law and business. Chan blends Eastern and Western business styles, seeing value in both relationship-driven and contract-driven models. He draws on generational, long-term thinking from his Chinese heritage and pairs it with the fast-paced, innovative mindset of Western business. “I like to be that person who can mix both, learn the best from different cultures, and I think that makes my practice unique,” he says.
For lawyers eyeing the in-house track, Chan’s advice is direct: don’t rush, know your reasons, and build real expertise before making the leap. He warns that moving too early, without a clear plan or specialty, can leave lawyers stranded – too senior and expensive to pivot, but lacking the depth needed to stand out. “You don't want to be in a position where you're a fifth-year call, you still don't really know what you're doing, you don't have a particular expertise, nothing to really show for. It's really tough because now you become a bit too senior, too expensive. Not impossible, but it can be hard to make a switch and stay competitive,” he says.
Looking back, Chan says his own path only makes sense in hindsight. “Back then, I had a lot of self-discovery I had to do….It's a lot of strategy and self-awareness [and] not being trapped in an echo chamber. I think that all helps,” he says.