Team size: Seven

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

At the end of January 2026, we successfully completed Soho House’s go-private deal. This involved $245m of equity subscriptions by new investors, a $1bn refinancing and extension of senior debt arrangements across three institutional lenders and simultaneous de-listing of the company from the NYSE. I was the critical point of coordination for multiple stakeholders and advisors and acted as the bridge between the corporate, debt and capital markets aspects of the deal. At the same time, I was responsible for ensuring compliance with our listed company reporting and governance obligations. The size, complexity and multiple strands involved in the transaction, which extended over many months, demanded particularly sensitive oversight, regularly calling for lengthy working sessions across multiple time zones. Successful completion of the deal marked a milestone in the company’s 30 year history and has provided the launchpad for the business to drive the next phase of enhanced membership experience and growth.

What are the most important attributes of the modern in-house counsel and what advice would you give to those aspiring to be an in-house lawyer?

I’ve been fortunate enough to have had the opportunity to take a front seat in implementing and growing the Soho House legal function from its inception ten years ago. A key part of our team’s success has been the way we interact with the business, communicating clearly and effectively, both within the team as well as with other business units and external stakeholders. It’s amazing what an ‘approach me anytime’ desk policy, a breezy lunchtime training, or a concise update in plain English can unlock!

Our team has actively nurtured a culture of open dialogue and being outcome focused. In a creative environment such as ours, this has earned us a trusted position as a business partner, going beyond the mere legal advisory function. A key individual attribute is to be forward thinking, and to remain curious and open to future development at every level of seniority, particularly in areas that are rapidly evolving or which involve cross-border considerations.

Importantly, to be able to adopt a truly pragmatic commercial approach, I believe it’s critical to be alert to the company’s strategic objectives at every stage. A deep understanding of board level priorities provides a valuable yardstick for determining what’s most important for our members, and therefore for the business and our team.

Beyond your legal role, is there a cause or initiative you are especially passionate about?

I have become acutely aware of the often ‘invisible’ barriers to accessing the in-house legal profession. In my recruitment and training role, I often meet with people very early in their careers to provide guidance, insights into the role, and, where appropriate, on-the-job experience.

I’m perhaps most proud of our work supporting the Social Mobility Business Partnership. Since learning of this fantastic initiative and reaching out to them in 2022, we’ve held an annual one-day interactive workshop for students to better understand the role and work of the Soho House legal team, as well as to learn more about the company and the wider hospitality sector.

Further, throughout my career, both in my 5 years as a private practice lawyer at Withers LLP, as well as in my current role at Soho House, I’ve been fortunate enough that others

have offered their time to share knowledge and provide me with support and guidance. As legal business leaders, we too have a duty to take this forward by dedicating our own time to training and supporting others. Since many of the skills and learnings developed by in-house lawyers can be applied to other areas, I feel that this can extend well beyond just the legal function. To that end, I’m passionate about mentoring colleagues within the legal team and more broadly across the business and, in particular, seeking opportunities for junior talent to shine.