What are the projects that you are most proud of working on over the past 12 months?

One of the projects I am most proud of over the past 12 months is guiding Quadrum Capital through a period of significant transition and regulatory change. Shortly after I joined, the unexpected resignation of the CFRO required me to step up and take on (additional) key responsibilities to ensure stability, regulatory compliance, and operational continuity.

At the same time, Quadrum secured an AIFMD license in the Netherlands, surpassing AuM 1bn. This milestone brought new regulatory obligations, requiring swift enhancements to governance, policies, and compliance frameworks. Since the CFRO had led the licensing process, I had to quickly bridge the knowledge gap and help the organisation adapt.

My focus was twofold: (1) strengthening internal governance, policies, and compliance culture, and (2) maintaining strong relationships with stakeholders, regulators and advisors. Through strategic engagement, we secured record-time approvals for board changes and the registration of a new co-investment fund.

Beyond compliance, I helped transform Quadrum from a rapidly growing, informal organisation into a structured and professional firm. This involved driving operational improvements across KYC, governance, M&A, corporate administration, and compliance integration. Change is never easy, but by aligning leadership, investors, and colleagues around necessary improvements, we created a more resilient and efficient organisation positioned for future growth.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Throughout my career, I have stepped into legal roles during times of significant organisational change. At both my previous and current employer, I joined at pivotal moments when the company was experiencing rapid growth, leadership transitions, and evolving business strategies. Rather than seeing this as a challenge, I embraced it as an opportunity to shape legal, governance, and compliance frameworks that not only ensure sound risk management and regulatory adherence, but also drive business success.

A key aspect of my role has been balancing legal priorities — covering corporate governance, M&A, commercial contracts, and regulatory matters — with an organisation’s broader strategic goals. I focus on embedding legal solutions that are both practical and business-aligned, ensuring that legal considerations enhance rather than hinder growth.

For example, in my current role, I played a key part in navigating leadership transitions, structuring investment vehicles, managing regulatory approvals, and enhancing corporate governance. I thrive in fast-changing environments where legal expertise is crucial in shaping a company’s future, making the intersection of law, business, and change management particularly rewarding.

What do you think sets you apart from other in-house counsel?

What sets me apart as in-house counsel is my unique combination of top-tier private practice experience, broad legal expertise, and adaptability to different organisations and industries.

With 12 years at a Magic Circle firm, I developed deep expertise across multiple legal areas, including private equity, M&A, commercial contracts, real estate, regulatory matters, and complex joint ventures. Unlike many in-house lawyers with a narrower focus, this diverse background allows me to approach legal challenges from multiple angles, providing well-rounded and strategic advice.

Beyond technical expertise, my ability to quickly adapt to new organisations and business cultures has been a key asset. Transitioning from private practice to in-house roles, I’ve learned to bridge legal considerations with commercial realities, ensuring that legal solutions are both pragmatic and aligned with business goals. I have been consistently recognised for my ability to get up to speed quickly in new areas of law and business, allowing me to add value from day one.

This blend of legal breadth, adaptability, and a pragmatic approach enables me to serve as a trusted advisor, helping organisations navigate complex challenges with confidence.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on, of which you think other in-house lawyers should be mindful?

A key trend that in-house lawyers must stay ahead of is AI. While AI is not a future concern — it’s already here — many organisations are still playing catch-up in understanding its risks and opportunities. Rather than overcomplicating the legal approach, companies should focus on three priorities: (1) educating staff on responsible AI use; (2) leveraging AI-driven efficiencies in legal and business operations; and (3) setting clear, practical boundaries around data usage and model training.

AI should be seen as a tool to collaborate with, not to replace, human decision-making. The key is ensuring that legal teams remain the “human in the loop” — providing oversight, critical thinking, and ethical judgment where AI – at least for now – falls short. While AI can enhance efficiency, it lacks contextual understanding and accountability, making human intervention essential, especially in high-stakes legal and compliance matters.

AI is already embedded in supply chains, cloud services, and customer interactions. In-house counsel must proactively assess where AI is being used and integrate AI governance into broader compliance frameworks. Organisations that embrace AI thoughtfully — balancing innovation with risk mitigation — will be better positioned for long-term success.