In-House Insights: Peter Ho – passionate about doing the right thing

As part of the Counsel+ In-House Insights series of interviews, seasoned in-house counsel Peter Ho, spoke to Blake Morgan about his journey. He has built his career around a strong sense of ethics and a belief that businesses should not just aim for profitability but should also do the right thing. His faith plays a central role in shaping his approach to ethics and transparency in business.

Doing business the right way

Peter’s driving force is clear: he wants to see businesses act ethically. “I like to see businesses do the right thing,” he says. “And I hope that in every situation, I do as well.”

For Peter, ethical business practices are not just about compliance — they are about culture and long-term sustainability.

He believes that many companies still operate as “black boxes,” assuming that secrecy is a competitive advantage. “Too often, companies think that a PR or reputation management strategy can substitute for doing the right thing,” he observes. But in an era of social media and increased scrutiny, that approach is no longer sustainable. Instead, he advocates for companies to take a long-term view of risk and responsibility.

In some cases, businesses don’t realise they are actively contributing to their own long-term risks. If you continue to manufacture high-carbon-emitting products, for instance, you are potentially creating an environment where your own factories may struggle to operate in extreme heat. You’re also impoverishing your customers, which in turn shrinks your market. The consequences impact everything — capital expenditure, business strategy, and even the total addressable market.

Leading by example

As a general counsel and company secretary, Peter sees his role as more than just a legal advisor. He views himself as a leader, helping to shape company culture and guide decision-makers toward ethical and sustainable practices. “I have the privilege of being in meetings with decision-makers,” he says. “I want to help them do the right thing.”

But how does he achieve this? “It requires a lot of contact with colleagues,” he explains. “As a senior leader, you have to set the example — not just in what you say, but in how you behave. People’s morale depends on what you say and do every day.”

He emphasises that leadership is about more than just making decisions; it’s about influencing company culture.

Identifying and mitigating risk

Risk management is a key part of Peter’s role, and his approach is both pragmatic and forward-thinking. “In contracts, M&A, and even bank facilities, we’re seeing novel terms that incorporate sustainability-linked targets,” he notes. “These targets influence interest rates and margins, which shows that ethical considerations are becoming more deeply embedded in financial structures.”

One of his most significant projects involved assessing compliance risks within his organisation. “Early on, after speaking with our sales and supply chain teams, I determined that bribery and corruption weren’t major risks for us,” he explains. “Our business model — selling in small batches, with minimal interaction with government authorities — made bribery unlikely.”

However, a different risk loomed large: fair competition. “In our sector, companies are often both suppliers and customers to each other. Employees frequently move between competitors, attend the same industry events, and interact socially. That creates a high risk of commercially sensitive information being shared improperly.”

To address this, Peter led a series of workshops across the UK, Italy, and the US.

He recalls. The impact was immediate. “I was so proud when a colleague from the US called to say she had used the playbook to handle a sensitive situation involving competitor quotations. She had followed the guidelines perfectly — and it was amazing to see that in action.”

The shift from private practice to in-house

Reflecting on his transition from private practice to an in-house role, Peter acknowledges the significant shift in mindset required. “In private practice, lawyers derive authority from their subject matter expertise. But in-house, that’s not enough,” he says.

A key difference, he explains, is the need for pragmatic decision-making. “It’s not always possible to ensure 100% legal certainty. You have to assess risk and advise accordingly — acting as a colleague rather than just an external lawyer.”

One challenge he identifies is the tendency for lawyers to overcomplicate matters. “There’s a danger in moving from an environment where complexity is celebrated — where lengthy legal documents are rewarded — to an in-house setting where simplicity is key,” he says. “Sometimes, the best solution isn’t a legal policy — it’s working with the operations team to, for example, create a physical safeguard that prevents an issue from arising in the first place.”

The power of networking and mentorship

Networking has played a vital role in Peter’s professional development. “I’ve learned so much from my fellow professionals over the years,” he says. He actively seeks out mentorship, learning from experienced general counsels and company secretaries. “Their insights — especially on how to have difficult conversations — have been invaluable.”

Beyond one-on-one mentorship, Peter is deeply engaged in professional communities. “I’m part of various WhatsApp groups with other lawyers and company secretaries, where we share insights and solutions. It’s incredibly helpful.”

He also attends industry events including Counsel+ roundtables, which have proved highly beneficial, and helps with affinity groups, including the Asian Corporate Governance Network and the East Asian Lawyers Organisation.

What does Peter enjoy most about his job? “That moment when someone truly understands what they need to do to help the business grow while staying within legal and ethical boundaries,” he says.

Even in the boardroom, where enthusiasm can be more restrained, Peter takes satisfaction in knowing he’s making a difference. “They may not always show it,” he jokes, “but I know when they get it.”

Peter Ho’s journey into law may have been accidental, but his passion for ethical business, leadership, and meaningful impact is anything but. Through his work, he continues to shape not only the companies he serves but also the broader business and legal landscape — one decision at a time.

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This interview is part of a series of conversations with in-house lawyers which Blake Morgan are documenting, as part of our business forum for in-house counsel.