What are the key projects you have been involved in over the past twelve months?

Over the past twelve months, one of my key priorities has been supporting the development and expansion of a Luxembourg evergreen fund while establishing a harmonised distribution framework across European regulated entities.

My role has been to provide legal and regulatory guidance throughout the project, working closely with business, compliance, operations and external counsel. This involved interpreting regulatory requirements across jurisdictions, aligning governance and documentation, and helping develop a scalable distribution model that supports future growth.

The project has delivered both strategic and operational benefits. It has strengthened the platform for broader investor access while creating a more consistent and efficient framework across entities, improving governance, reducing complexity and supporting sustainable expansion.

Can you describe an instance where your legal advice directly influenced business strategy or commercial objectives?

A good example was the implementation of AIFMD II, particularly the assessment and selection of liquidity management tools. This was more than a regulatory exercise — it had a direct impact on how the fund would be managed in practice and on the commercial model that had initially been envisaged.

My role was to translate the new regulatory requirements into practical implications for the business, assessing how different liquidity management tools would affect fund operations, investor expectations and governance. Working closely with key stakeholders, we identified an approach that was both commercially viable and capable of being implemented within the regulatory framework.

The outcome was a revised solution that aligned commercial objectives with legal requirements while providing a practical and robust operating model.

How do you navigate situations where legal advice and commercial objectives conflict?

Balancing legal advice with commercial objectives is one of the most rewarding aspects of an in-house legal role. Rather than approaching issues as a simple “yes” or “no”, I focus on understanding the commercial objective and identifying compliant ways to achieve it.

This often requires creative thinking, open dialogue and a willingness to explore alternative structures. Where market practice is evolving, insights from external counsel can be invaluable in validating whether proposed solutions are practical and aligned with industry standards.

Ultimately, my role is to help the business manage risk while enabling progress.

How have you implemented AI within your legal team to improve efficiency while maintaining quality and governance – and keeping the human element?

AI is a key focus at Carlyle as we continue to improve efficiency and enhance the way legal teams support the business. We are exploring its use to automate administrative tasks, extract and monitor contractual obligations, and help organise complex legal information into clear, accessible summaries.

These tools can also improve communication by making technical legal concepts easier for operational teams to understand, allowing lawyers to focus more of their time on strategic advice and higher-value work.

However, AI should support legal judgement rather than replace it. Every output must be reviewed critically to ensure it is accurate, complete and appropriate for the specific legal and commercial context. Human oversight remains essential, particularly where legal interpretation, nuance and professional judgement are involved.