Career biography

Prof. Fayez Abdullah Al-Kandari is a distinguished Kuwaiti legal scholar, practitioner, and advisor whose career spans academia, financial regulation, and public service. With expertise in private law, banking and finance, and public–private partnership (PPP) frameworks, he has made lasting contributions to Kuwait’s legal system and the wider region.

Prof. Al-Kandari earned his master’s and PhD degrees in law in France, graduating with highest honours. His early academic excellence was recognised by the Kuwait Foundation for the Advancement of Sciences, which awarded him the Scientific Production Prize in 2006. Alongside his academic career, he built a reputation as one of Kuwait’s foremost legal practitioners, licensed as an advocate before both the Court of Cassation and the Constitutional Court of Kuwait.

Currently, Prof. Al-Kandari serves as group general manager of legal affairs at Boubyan Bank and its subsidiaries, where he advises on complex financial and regulatory matters, and as Professor of Private Law at Kuwait University, where he continues to teach and mentor future generations of legal professionals.

A central feature of Prof. Al-Kandari career has been his role in drafting and reviewing key legislation and executive regulations in Kuwait. His contributions include reforms in PPP law, amendments to civil law, labour law, insolvency, and financial restructuring frameworks. Most recently, he participated in drafting amendments to Decree Law No. 7/2025 on real property rights, underscoring his ongoing influence in shaping Kuwait’s commercial and financial legal landscape.

In addition to his dual roles in academia and banking, Prof. Al-Kandari has held prominent leadership positions. He served as chairman of the legal advisors committee at the Kuwait Banking Association (2020–2021) and as chairman of the grievance committee at the Public–Private Partnership Authority (2015–2025). His earlier career reflects his versatility and commitment to public service, with positions including cultural attaché at the Embassy of Kuwait in Paris, legal advisor to the Minister of Information, Dean of Student Affairs at Kuwait University, and Director of the University’s Legal Department.

His accomplishments have earned him both national and regional recognition. In 2017, he was awarded Best Legal Personality in the Banking Sector, reflecting his impact on financial law and corporate governance in the Gulf region. For him though, the most meaningful achievements lie in the ongoing support to the development of future legal professionals and contributing to the development of Kuwait’s legal framework. Through teaching, advisory work, and public service, he continues to seek practical ways to strengthen and ensure that the law serves both the profession and the broader community.

What are the most significant cases and/or transactions that you have been involved in over the past year?

One of the most significant transactions I was involved in the past year was the proposed merger between Boubyan Bank and Gulf Bank. My involvement in the transaction was broad and hands-on. I focused on reviewing and negotiating key legal documentation, assessing complex regulatory considerations, and supporting the due diligence process, which required collaboration with multiple internal stakeholders and external advisors. It was a unique opportunity to work at the intersection of legal, financial, and strategic issues, giving me insight into how legal structuring supports large-scale business ambitions.

Although the merger discussions ultimately did not lead to a final agreement, the transaction was a testament to Boubyan Bank’s growth trajectory and its strategic ambition to reinforce its leadership position in Islamic banking.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

The decision to use external legal services really comes down to complexity and specialisation. If the matter requires niche expertise, such as international regulatory issues, specialised litigation, or complex cross-border transactions, we often bring in external counsel. For routine matters or areas where our team already has strong expertise, we handle them in-house. When we do work with external counsel, collaboration is key. We view them as partners, so it’s important that they understand our business context, align with our strategic objectives, and work seamlessly with our internal team. When we do work with external counsel, we look at a few key things: the quality and timeliness of their advice, their ability to understand our business, how they manage costs, and ultimately, the value they add beyond just answering the legal question. Given that business in Kuwait is conducted in both English and Arabic, we also place significant value on counsel who are comfortable with bilingual drafting and understand the nuances of local laws, customs, and documentation requirements.

Ultimately, we are looking for external counsel who do not just deliver technical advice, but who can integrate smoothly with our team, provide practical solutions, and support our wider business strategy.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Emerging technologies, particularly the use of AI, are really impacting the way we provide legal services. AI streamlines our workflow, helps with formatting, and bridges language and jurisdictional differences together. That means we can spend less time on repetitive tasks and more time on high-value, strategic work.

That said, one concern is that non-legal teams might rely too heavily on AI and skip reaching out for professional legal advice. While AI can provide quick, accessible guidance, it lacks nuanced judgment, understanding of the full context, and accountability that legal professionals bring. This highlights the need for clear internal policies, proper training, and guidelines to ensure AI is used as an assistive tool rather than a substitute for qualified legal review.

To stay ahead of these developments, I follow legal technology publications, attend industry webinars, and engage with professional networks focused on legal innovation. This ensures I remain informed not only about the technology itself but also about best practices, evolving regulations, and ethical considerations surrounding its use.