Sreelakshmi Nair is a Junior Fund Accountant in Real Estate at Langham Hall Luxembourg. She joined the company as a trainee in January 2026 and has since progressed into her current role. Transitioning from audit to fund accounting and administration marked a significant career change, but it has proven to be an incredibly rewarding journey. The fund industry continues to challenge and inspire her, and her experience at Langham Hall has reinforced that it was the right step for her professional growth.

We spoke with Sreelakshmi about making the move into funds, what high standards look like in practice and the advice she would give to someone starting out.

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Q&A with Sreelakshmi Nair, Junior Fund Accountant

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What does a “high standards” culture look like in practice in Luxembourg?

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To me, a high-standards culture is one that balances growth with accountability. You're trusted to take ownership of your work from an early stage, while having clear development paths and support to help you succeed.

What stands out is that high standards don't mean expecting perfection. You're encouraged to ask questions, learn from mistakes and continuously improve, with strong review processes in place to maintain quality and provide valuable learning opportunities.

Continuous learning is also a key part of the culture through initiatives like Learning Lux and the buddy system, which promote knowledge sharing, collaboration and professional development.

Overall, it's a culture that empowers people to learn, grow, take ownership and consistently deliver their best work.

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What was the steepest learning curve in your first few months and how did you get through it?

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The steepest learning curve during my first few months was transitioning back into accounting after spending several years in audit. While the two fields are closely related, the mindset required is quite different. Adapting my thought process took some time and effort.

Another challenge was understanding the fund industry and its various structures. There were many new concepts, processes and stakeholders to learn about. I found it particularly important to understand how different service providers interact within the fund ecosystem and how their roles contribute to the overall operation of a fund.

One area that especially interested me was Transfer Agency services. In the initial days, I invested additional time in self-learning to deepen my knowledge of the topic. I found that combining on-the-job experience with independent research helped me develop a much deeper understanding of the subject.

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What advice would you give to someone starting as an intern or trainee here?

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The fund industry offers a unique learning experience compared with traditional financial services, as it exposes you to a wide range of specialised areas. My first piece of advice would be to focus on building a strong foundation. While Langham Hall provides excellent training, I would also recommend supplementing it with self-learning. Whenever you come across a new concept or term, take the time to research and understand it. There are plenty of valuable resources available online and having a strong grasp of the fundamentals will help you progress much faster in your career.

Secondly, try to take ownership of your work as early as possible. As an intern or trainee, it's easy to rely heavily on others because you're still learning. However, stepping up, taking responsibility and treating tasks as your own will accelerate your learning and make your contributions more impactful and rewarding.

Also, don't be afraid to make mistakes. There are generally two ways to learn: one is by seeking guidance at every step and minimising errors, which is perfectly fine. The other is by exploring independently, using your judgement and learning through experience. Personally, I prefer the latter approach because the lessons learned from mistakes tend to stay with you longer and help you grow more quickly.

Lastly, always strive to be solution-oriented. In accounting and fund administration, you will frequently encounter challenges and bottlenecks that require investigation and problem-solving. Rather than focusing on the obstacles, focus on finding ways to move forward and deliver results. This mindset not only improves your critical thinking and analytical skills but also contributes to a more efficient and productive way of working.

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Sreelakshmi’s experience is a strong example of how ownership, curiosity and a willingness to keep learning can help early-career professionals build confidence in a new area.

Natalie Bailey has spent five years at Langham Hall’s Guernsey office, watching it grow from a team of 24 to four times that size. This summer, she marked a milestone of her own, achieving her CIPD Level 5 qualification and marking the next step in her HR career.

We caught up with Natalie to hear about her journey, what motivated her to continue her professional development and how the qualification has helped shape her career.

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Can you tell us about your journey at Langham Hall?

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I came to Langham Hall five years ago with a little bit of administrative experience, and what started as an operational role quickly turned into an HR and people-focused position. I joined when the Guernsey office was just 24 people, and to have seen and been involved in the growth as we quadrupled in size has been a great experience.

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What inspired you to pursue a qualification in HR?

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The CIPD Levels 3 and 5 felt like the natural route to pursue as I grew within my role. I knew that I wanted to develop within HR, so undertaking the Level 3 qualification felt like the right way to really kick-start my career. The Level 5 was the next step after gaining more real life and hands-on experience. It was easy to enrol with a tuition provider locally and Langham Hall has been really encouraging and supportive throughout.

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How did you find balancing work and studying?

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Langham Hall provides a very good study package, and so I was able to take all my tuition days as paid study leave. This meant I could dedicate specific days to my classes and writing my assignments. It did mean having to commit some weeknights and weekends to completing all the coursework, but work, study and life never felt unbalanced.

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What skills or knowledge have you gained from the CIPD Level 5 qualification?

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The Level 5 course taught me a lot about people strategy, rather than just the day-to-day, and how to build a supportive HR community within a business. Being able to understand and be involved in the bigger picture has really helped my development and understanding to take the next step.

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How has this achievement impacted your role?

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Completing the Level 5 has given me a confidence boost in a way I didn’t expect. I dedicated a whole year to completing the course and I am starting to see it pay off in the way I conduct myself in my role, especially as we continue to go through growth and change in the business. I’m able to apply what I have learnt much more constructively and see the bigger impact of my work.

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What advice would you give to someone considering a career in HR?

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I would say it depends on if you want to specialise in something or become more of a generalist. My work is very much generalist, getting involved in everything from recruitment to payroll to performance management, but each stage is equally rewarding. My advice would be to get stuck in and put yourself out there with the rest of the team; visibility and trust go miles in this kind of role, and reaching out to make the connections with colleagues is the first part of building that.

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What’s next for you?

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Following recent promotion, I am stepping into a new and exciting role within the HR management team, so I’m going to take a little study break before considering doing anything further. This will give me some time away from the classroom, but also allow me to focus on development within my new role and really apply all that I have learnt during the Level 5 course. Our HR team has grown to four in the recent months and so I’m looking forward to seeing what our team will look like in the near future.

Natalie's journey is a great example of how curiosity, commitment and a willingness to keep learning can open new opportunities. Congratulations to Natalie on achieving her CIPD Level 5 qualification and on her recent promotion. We look forward to seeing her continue to grow her career and support our people as Langham Hall continues to evolve.

Langham Hall has supported Clipway on the successful final close of its secondary fund, Clipway Secondary Fund I (“CSF I”), at $6.4 billion. This marks the largest-ever debut secondaries platform and establishes Clipway as the world’s largest independent, dedicated, tech-enabled secondaries firm.

CSF I focuses on diversified LP-led secondary transactions in North American and Western European buyout funds. The final close comes at a time of significant growth in the global secondaries market driven by the continued expansion of private markets, slower exit activity and increasing demand for LP liquidity. CSF I secured commitments from 186 limited partners globally, including sovereign wealth funds, pension plans, insurance companies, endowments, foundations, family offices and other leading institutional investors.

Langham Hall’s team, led by Elijah Kanevskiy, Head of Luxembourg and Hanny Tirta, Head of Regulatory Hosting, provides fund administration, AIFM and depositary services from its Luxembourg office, supporting Clipway from launch through to final close.

Clipway has received fundraising support from Mubadala Investment Company, Carmignac and General Atlantic.

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‍Elijah Kanevskiy, Head of Luxembourg, Langham Hall said: “It has been a pleasure to work with Clipway on this milestone fundraise. This is a remarkable and well-deserved achievement and we are proud to have worked alongside the team as they established the largest-ever debut secondaries platform and the world's largest independent secondaries firm.”

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‍Hanny Tirta, Head of Regulatory Hosting, Langham Hall said: “We have supported Clipway from its establishment in the UK, providing regulatory cover under the FCA regime and journeying with them to provide one-stop-shop support on this landmark fund. We look forward to working with the team as they capture the opportunities the secondaries market presents and go from strength to strength.”

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‍Millie Silver, CFO, Clipway said: “Closing CSF I is a defining milestone for Clipway and we are grateful for the trust placed in us by our investors and strategic partners. Langham Hall has been a fantastic partner, delivering exceptionally high-quality support with precision and efficiency. Their excellence in what they do has allowed us to focus on the job of investing and creating value.”

Why is the role of an offshore management company so often misunderstood in Japan?

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The answer lies less in the offshore vehicle itself than in the different traditions from which the two markets evolved.

In Japan, investment trusts developed around a model in which the trust bank provides much of the infrastructure surrounding the fund, allowing the asset manager to concentrate principally on investment decisions.

Offshore vehicles are organised differently. Responsibility is distributed among a number of specialist parties. The investment manager determines the investment strategy. The administrator handles accounting, NAV calculation and reporting. Trustees or custodians safeguard assets, depending on the vehicle. Directors and corporate secretarial functions support governance where applicable. The management company provides and oversees the operating framework that brings these responsibilities together and helps ensure that contractual, regulatory and governance requirements continue to be met.

This is more than a legal distinction; it determines how responsibilities are allocated and how the fund functions from day to day.

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Different models, different assumptions

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Many of the questions Japanese managers raise about offshore funds reflect entirely understandable assumptions formed through domestic market practice.

• If the investment manager determines what the fund buys and sells, who is responsible for the vehicle itself?
• If the administrator prepares the accounts, who oversees the broader operation?
• If governance is divided among directors and specialist providers, who ensures that those functions remain coordinated?

Offshore models are built around the deliberate separation of these responsibilities rather than their concentration within a single institution.

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The role of the management company

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Seen in this context, the function of the management company becomes clearer. It does not exist to make investment decisions, nor must it perform every task directly. Its role is to establish, maintain and oversee the framework through which the vehicle operates, bringing together governance, regulatory compliance, contractual obligations and the work of multiple service providers.

That separation allows the investment manager to focus on investing, whilst the fund is supported by an operating model designed to preserve continuity, accountability and investor protection throughout its life.

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Looking beyond domestic convention

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Neither model is inherently superior. Each reflects the legal, institutional and market environment in which it developed.

For managers operating internationally, however, the distinction matters. As capital moves across borders, domestic assumptions do not always transfer neatly into offshore arrangements.

The role of the management company is therefore not simply a question of where responsibilities appear on an organisational chart. It is central to understanding how an offshore fund is established, governed and kept operating over time.

The FCA has published CP26/28, its long-awaited consultation on the future UK AIFM regime. Together with the Treasury's parallel consultation on the underlying legislation, this is the most significant reshaping of UK alternative fund regulation since AIFMD was implemented in 2013. Most of the regime would move out of legislation and into a new FCA sourcebook, “ALTS”, with implementation targeted for 2028. For private capital managers, the direction of travel is broadly positive: a regime that is more proportionate to closed-ended, illiquid strategies, but with a wider perimeter that could catch some structures currently sitting outside it.

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A new three-tier regime, with a much higher depositary threshold

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The familiar small and full-scope categories would be replaced by small, medium and large AIFMs, measured by aggregate net asset value (NAV) rather than the current leverage-adjusted assets under management calculation. Following industry feedback on its original £100m proposal, the FCA proposes to set the small threshold at £750m NAV, with medium firms being those between £750m and £5bn, and firms above £5bn NAV classified as large.

Under the proposals, small AIFMs would not be required to appoint a depositary for each unauthorised UK AIF they manage. This would raise the point at which a depositary is generally required to £750m aggregate NAV, compared with the current €500m threshold for unleveraged closed-ended funds. Small AIFMs would instead remain subject to CASS 6 custody rules.

The cliff-edge on crossing a threshold would also be softened: firms would have six months to comply with the other requirements of their new category and 12 months to appoint a depositary. Moving between tiers would require notification to the FCA rather than a variation of permission as before. Different requirements would continue to apply where a UK AIFM manages a non-UK AIF that is marketed in the UK.

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A wider perimeter: registration changes and CIS structures pulled in

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The Treasury proposes to abolish the AIFM registration regime, except for Registered Venture Capital Funds and Social Enterprise Funds, with no grandfathering for those required to become authorised. Unauthorised property fund managers would need to seek FCA authorisation ahead of implementation, although certain small, internally managed closed-ended investment companies would be exempt.

Alongside this, the definition of an AIF would be clarified in legislation. The FCA is explicit that some vehicles currently treated as collective investment schemes but not AIFs would be re-categorised as AIFs, requiring their operators to seek the Part 4A permission of managing an AIF and to notify investors.

Helpfully for private capital managers, the FCA proposes to exempt carried interest vehicles, joint venture vehicles, single-investor vehicles and excluded entities from the enhanced disclosure requirements that would otherwise apply to certain residual CISs. Other residual CIS operators would nonetheless face new periodic reporting to the FCA on the number, gross value and purpose of the vehicles they operate. Managers may therefore want to begin reviewing their structure charts now to assess which entities may be affected.

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A more proportionate regime for closed-ended, unleveraged funds

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The FCA has accepted the longstanding criticism that parts of the current framework appear to have been designed with more liquid, leveraged and trading-oriented strategies in mind. Under the proposals, firms managing only closed-ended, unleveraged AIFs would be subject to baseline risk management requirements, essentially appropriate due diligence and understanding of investments, and no liquidity risk management rules at all.

Importantly, a proposed hedging exemption means that funds using derivatives solely to hedge risks, for example currency or interest-rate risk, would be treated as unleveraged for these purposes. Funds that borrow to invest at fund level would remain leveraged and subject to the relevant risk and liquidity rules. Managers may therefore need to consider how particular borrowing arrangements, including subscription lines and NAV facilities, would be treated under the proposed framework.

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Leverage calculations scrapped

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The gross and commitment methods are proposed to be removed entirely. The FCA acknowledges these calculations are complex, burdensome and of limited value in comparing a buyout fund with a hedge fund. Instead, firms would disclose the quantum of leverage to investors using whichever method best suits the fund and its strategy, provided the disclosure is fair, clear and not misleading.

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FRAME to replace UK Annex IV reporting

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Most unauthorised AIFs other than hedge funds would report annually only, with more detailed requirements for larger funds and certain private market strategies. Reporting timelines for these funds would also be pushed to 120 days post reporting period end, rather than the typical 30 days currently.

For funds under £500 million in NAV, only ‘essential’ reporting needs to be completed going forward. This is a much-reduced version of the current reporting, with a tight set of questions intended to provide the FCA with only the data it absolutely requires to market map. For funds over this threshold, ‘enhanced’ reporting would be required, with a question set more similar to the existing Annex IV requirement.

Loan origination funds would need to complete their own specialised set of questions specific to their portfolios, with the intention of providing the FCA with more insights into this fast-growing market. The additional questions are expected to be measures which the majority of managers already track through their portfolio monitoring and reporting processes.

However, the change may create a different rather than necessarily simpler reporting burden, as the new UK framework would need to sit alongside continuing European reporting obligations. This is likely to be one of the most significant practical implications of the reforms, especially for managers marketing funds in both the UK and throughout Europe.

This is expected to be implemented from 2028 onwards, with the consultation ending in September 2026. Langham Hall will continue to engage with the FCA on the impact of any changes to managers, especially those who currently report across multiple jurisdictions and frameworks.

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Valuation rules for all, informed by the 2025 multi-firm review

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Valuation rules would apply to AIFMs of every size for the first time, including firms that are currently small authorised AIFMs. The rules embed the findings of the FCA's March 2025 private market valuations review: documented conflicts identification, defined triggers for ad hoc valuations during market events, and record keeping around valuation decisions. Assets would need to be valued at fair value, with the proposed approach aligned with IFRS definitions and IOSCO standards. The Treasury proposes to remove the statutory strict liability regime for external valuers, replacing it with conditions that an independent valuer must meet before appointment. Full functional independence of the valuation function would be expected only of the largest firms, with small and medium AIFMs instead required to take appropriate steps to manage conflicts.

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Reporting, disclosure and delegation

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Medium and large AIFMs would be required to produce audited annual reports for each fund, but remuneration disclosure would narrow to material risk-takers only. Small AIFMs and in-scope residual CISs would instead prepare a lighter, unaudited annual summary. Pre-contractual disclosure to professional investors would become principles-based, reflecting that LPs negotiate for information directly. The proposals retain a prescriptive disclosure regime for retail investors.

On delegation, the proposals would remove the requirement to pre-notify the FCA. AIFMs would instead be required to notify the FCA as soon as practicable after the delegation becomes effective, with the substance and letter-box provisions retained.

A further cross-border question is whether entities within each of the proposed UK AIFM tiers would be regarded as meeting the EU requirements for portfolio management delegates to be authorised or registered for asset management and subject to supervision. This is particularly relevant for UK-based sponsors using Luxembourg or Irish third-party AIFMs.

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The depositary regime: open for debate

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A discussion chapter, ahead of formal proposals in a second consultation, indicates that medium and large AIFMs would continue to appoint a depositary for each unauthorised UK AIF. Two ideas stand out. First, small AIFMs would be able to opt in to appointing a depositary, where investors want one, without taking on the whole medium firm rulebook. Second, the FCA is contemplating allowing the depositary functions to be split between more than one provider and removing the daily re-performance of cash reconciliations in favour of oversight of the manager's own processes.

The core oversight responsibilities are not expected to change significantly, although the proposals could create greater flexibility around how safekeeping, cash monitoring and oversight are delivered. The FCA explicitly invites views on whether the regime is disproportionate for private equity funds with limited trading and infrequent cash movements, a question with wider relevance across private capital.

Our view is that independent depositary oversight remains an important part of the AIFMD framework, providing valuable challenge around governance, operational risk, safekeeping and cash monitoring. The question is therefore how the role can be applied proportionately and in the context of the type of assets held by a fund, rather than whether it adds value.

Langham Hall has long taken a risk-based approach to the delivery of depositary services, including cash monitoring. We welcome the FCA’s recognition that greater proportionality can be achieved without weakening the core oversight function and will continue to engage with the FCA and the wider market as the proposals develop.

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Also worth noting

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The FCA is minded to remove the business restriction on AIFM activities and has opened up a separate discussion on moving fund managers into a single prudential framework, COREPRU, partly to smooth the jump from the £5,000 base capital requirement to €125,000 on becoming full scope.

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The National Private Placement Regime would remain

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The Treasury proposes to retain the National Private Placement Regime, with limited changes intended to support its continued operation. For many international private capital managers, this would provide important continuity in a key route used to market non-UK funds in the UK.

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What managers should consider now

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Managers can begin mapping aggregate NAV across their AIF and residual CIS structures, identifying vehicles that may be affected by the clarified AIF perimeter and assessing whether their reporting data will support the proposed FRAME requirements. International managers should also consider how the proposals may affect their UK marketing approach, including their continued use of the National Private Placement Regime.

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Timing

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Responses on the discussion chapters covering depositaries, prime brokers and the business restriction are due by 18 September 2026. Responses to the FRAME consultation are due by 22 September 2026, with the main AIFM consultation closing on 14 October 2026. The FCA aims to publish final rules in 2027, with implementation currently envisaged for 2028.

We are reviewing the proposals in detail and will be responding to the consultation. If you would like to discuss what the proposed regime could mean for your funds, please speak to your usual Langham Hall contact.

Langham Hall is pleased to bring you the second episode of First Close, where Tom Pinnell, sits down with emerging private equity managers and the people who work alongside them for an honest look at what it takes to build a private equity firm from scratch.

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In this episode, Tom is joined by John Messer, founder of Copilot Capital, a lower mid-market SaaS investor backing founder-led software businesses across Europe. John spent a decade in UK private equity, including at Inflexion, Alchemy Partners and Tenzing, before launching Copilot Capital in 2023. Its first fund is now almost fully deployed, with investments in Sweden, Denmark and the UK.

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They discuss:

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• John's unusual route into private equity
• The “SaaSpocalypse” and how AI is reshaping software investing
• How AI could change the structure of private equity deal teams
• When founders should step back from the CEO role
• The trade-offs of taking seed capital as an emerging manager
• Why zombie funds may create new opportunities for specialist managers
• What success looks like for Copilot Capital

Click the link to listen to the full epsiode.

Available on Spotify, Apple Podcasts and all major platforms.

In the first half of 2026, colleagues across Langham Hall’s offices gave their time, energy and support to a wide range of charitable initiatives, from individual fundraising challenges to office events and community activities.

Below is an overview of how our teams have contributed to organisations addressing important social and environmental challenges.

We would like to thank everyone who took part, donated, volunteered or helped organise an initiative.

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London

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The London office started the year with a £150 donation towards Megan Eccles’ London Landmarks Half Marathon fundraiser, supporting her efforts to raise money for Mental Health UK.

In May, our Charity Committee collaborated with the Wellbeing & Social Committee to host a pub quiz fundraiser. Donations of £75, £125 and £200 were awarded to the top three teams’ chosen UK charities. A further £150 donation was made to Olivia Henry's Royal Parks Half Marathon fundraiser, supporting her efforts to raise money for the British Heart Foundation.

Lastly, Khadija Chaudhary has partnered with Salam Charity and is currently fundraising to help deliver life-changing aid to Syrian and Palestinian refugees in Lebanon. Langham Hall has donated £150 to support her journey to Lebanon to deliver hands-on support.

Looking ahead, the London office will be holding a special wellbeing initiative for National Samaritans Day. Later this year, staff will also be volunteering at a local food bank, helping to organise and pack food boxes.

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Jersey

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The Jersey office has continued its commitment to supporting the local community through a range of charitable initiatives, helping both its chosen charities, Jersey Hospice Care and Dementia Jersey, and several other local organisations. Colleagues have taken part in fundraising events, sporting challenges and community activities.

The year began with eight colleagues taking part in the inaugural Love Hospice 10K in February.

In March, the office proudly sponsored three colleagues who participated in the Hospice 2 Hospice Half Marathon. To support their fundraising efforts, the office hosted a raffle, raising £227 for Jersey Hospice Care. Later that month, Team Langham Crawl took part in the Swimarathon, a community event raising money for local charities. The team completed an impressive 79 laps, covering 3,950m and beating their previous record.

April was another busy month for fundraising and community engagement. The Jersey office sponsored colleague Charlotte as she took part in the London Landmarks Half Marathon in support of Jersey Heart Support Group. A healthy bake sale was also organised, raising £170 towards her fundraising efforts. The office also sponsored the Sandpit Crawl obstacle and entered a team in the True Grit Wetwheels Challenge. The event raised funds for Wetwheels Jersey, a charity providing life-changing access to the sea for people with disabilities.

In May, team members took part in the annual James Keating Football Tournament, an event close to the hearts of many at Langham Hall. An impressive £587 was raised through office fundraising efforts, with all proceeds supporting Autism Jersey.

To round off the first half of the year, colleagues attended two events hosted by the office’s chosen charities, Dementia Jersey's Afternoon Tea and Jersey Hospice Care's Summer Huddle. The Afternoon Tea celebrated Dementia Jersey's achievements over the past year and highlighted the positive impact of its work within the local community. The Summer Huddle brought together supporters for a garden party featuring a raffle and pop-up shop, providing an opportunity to learn more about Jersey Hospice Care's ongoing initiatives.

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Guernsey

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The Guernsey office has taken part in several fundraising initiatives during the year. For Red Nose Day, colleagues supported Comic Relief through a team fundraising activity.

Staff also took part in the 2026 Saffery Rotary Walk, with a relay team and four individual entrants completing the challenge in support of local charities.

The office is delighted to announce Autism Guernsey as its Charity of the Year for 2026. The organisation provides invaluable support to autistic people and their families across Guernsey. Throughout the year, the team will focus on raising both funds and awareness through a series of initiatives.

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Luxembourg

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For International Women’s Day, the Luxembourg office made a donation to Femmes en Détresse, a non-profit organisation supporting women and children facing domestic violence and social distress. The office also hosted a Lunch & Learn panel featuring female leaders from our team, who shared insights on career growth, confidence and resilience.

Staff later organised a “Cooking for Purpose” charity lunch, inviting employees to bring a dish representing their nationality or cultural background. Colleagues joined the lunch by making a contribution, with all proceeds donated to Fondation Cancer Luxembourg. In addition to the amount raised by employees, Langham Hall made a further donation to support the foundation’s work.

The office continues to participate in The Social Goal, an initiative that brings together corporate teams across Europe and Asia to support local NGOs through sport. As part of this programme, the Langham Hall football team competes alongside other organisations in a collaborative environment that promotes teamwork and supports positive social impact.

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Thank you

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To everyone who took part, donated, volunteered or helped organise an initiative during the first half of the year, thank you.

We are proud of the contribution colleagues have made to the communities around them and look forward to continuing this work throughout 2026.

A non-traditional start with a clear opportunity

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Megan’s journey from Trainee to Associate Director at Langham Hall reflects the value of adaptability, continuous development and being given the right opportunities to grow.

Megan joined the firm from a non-traditional background, having previously worked in organising events for professional orchestras across the UK. Moving into financial services was a significant transition and one she approached without fixed expectations. Instead, it was Langham Hall’s clear commitment to training and career progression that stood out. The presence of genuine opportunities for advancement made the role particularly appealing.

That decision has proven to be well-founded. Since joining the Guernsey office in 2020, Megan has become an Associate of the Chartered Governance Institute and has progressed to Associate Director. While her previous experience may appear unrelated, she has found that many of the core skills are highly transferable. Coordinating complex events, managing stakeholders and overseeing multiple moving parts have translated effectively into managing client workstreams and delivering consistent results.

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Adapting to a fast-paced, evolving environment

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One of the most notable aspects of Megan’s early experience at Langham Hall was the pace of change. The business environment is shaped by evolving client requirements, regulatory developments and internal growth, all of which require a high degree of flexibility.

At the outset, this constant change presented a challenge. Over time, however, it has become one of the most engaging elements of the role. In particular, the increasing influence of technology across the industry continues to drive both internal efficiencies and new client opportunities, reinforcing the importance of staying adaptable and forward-thinking.

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Building expertise and developing leadership

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Technical knowledge has been a critical component of Megan’s development, supported by professional qualifications and ongoing learning. However, her progression into a leadership role has also required a strong focus on people management and team development.

Megan places significant importance on understanding how individuals work most effectively, creating clarity around expectations and fostering an environment where team members feel both trusted and empowered to contribute. A key aspect of her leadership approach is encouraging critical thinking. She actively promotes new ideas and improvements to existing processes, recognising that innovation is often driven by those willing to question established practices rather than accept them.

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The importance of support and mentorship

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Support from colleagues and senior leadership has played an important role in Megan’s journey. Through the firm’s mentorship programme, she has benefited from perspectives beyond her immediate team, helping her navigate challenges and develop her approach.

At the same time, senior leaders have supported her progression by striking a balance between autonomy and oversight. This has enabled Megan to take ownership of her responsibilities and build confidence in her decision-making, while maintaining access to guidance when needed.

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Balancing professional and personal commitments

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Like many professionals working towards qualifications, Megan experienced the challenge of balancing study commitments alongside full-time work and personal interests. Managing these competing demands required discipline, organisation and resilience.

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Growing with the business

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During Megan’s time at Langham Hall, the Guernsey office has undergone significant growth, expanding from 20 employees to over 90. This growth has brought changes in scale, structure and infrastructure, including a move to a new office space.

Despite this evolution, the organisation has retained a strong sense of culture and belonging. Maintaining this culture while continuing to grow has been a key factor in supporting employee engagement and long-term development.

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Advice for future trainees

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For new trainees entering the business, Megan emphasises the importance of curiosity and developing a broad understanding of client activity. Taking the time to ask questions and engage with work beyond immediate responsibilities helps to build context, strengthen technical understanding and ultimately improve performance.

Developing this wider perspective enables individuals to contribute more effectively and positions them for future progression within the organisation.

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Redefining success

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As her career has progressed, Megan’s perspective on success has also evolved. While professional achievement remains important, she now places equal value on having the time, resources and headspace to pursue interests outside of work.

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Conclusion

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Megan’s journey from trainee to Associate Director highlights the value of transferable skills, curiosity and the confidence to embrace change. It also reflects something central to Langham Hall’s culture: that long-term careers are built through trust, ownership and sustained investment in people.

A compliance manager’s perspective

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In fund administration, compliance plays a central role in maintaining trust, transparency and long-term success. We sat down with Steven Brouard, Compliance Manager in our Guernsey office, to learn more about what working in the field really involves and why it is such a meaningful career path.

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A role built on precision and trust

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As a manager in a fund administration firm, the role is varied and rarely routine. It sits at the intersection of operations, regulation and client service and requires a strong eye for detail and a proactive mindset.

Compliance is not just about ticking boxes, it is about understanding the purpose behind regulations and making sure the business operates with integrity at every level.

From monitoring regulatory developments to ensuring internal policies are up to date, the role is essential in safeguarding both the firm and its clients.

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What does a typical day look like?

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For Steven, a typical day is a balance between planned responsibilities and responding to the evolving needs of the business.

Much of his time is spent managing scheduled activities such as compliance monitoring and testing, while also responding to queries from colleagues and providing advice and guidance on matters such as complex customer due diligence (CDD) requirements.

Given the varied nature of the role, effective planning and prioritisation are essential. Steven explains that managing expectations and balancing demand are key aspects of the job, ensuring that support is delivered efficiently across the business. Maintaining an approachable and proactive attitude is equally important, helping to foster strong working relationships and encouraging colleagues to seek guidance when needed.

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What the role demands

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When asked about the most valuable skills in a compliance role, Steven refers to what he calls the "three P's": Patience, Pragmatism, and Prudence.

Patience is essential for remaining calm and focused under pressure, particularly when dealing with complex issues or competing priorities. Pragmatism enables compliance professionals to balance risk management with commercial considerations, helping the business achieve its objectives while remaining within regulatory requirements. Prudence, meanwhile, draws on experience and sound judgement to avoid unnecessary risk and support effective decision-making.

Together, these qualities help compliance professionals navigate challenges, provide practical guidance, and contribute positively to the organisation's success.

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Why it matters

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At its core, compliance is about protecting clients, maintaining market confidence and upholding the reputation of the firm.

Steven believes that a strong compliance culture and robust control framework are essential for a highly regulated financial services organisation. These foundations help ensure the business continues to adhere to relevant legislation and regulatory guidance while remaining alert to the ever-present threat of financial crime.

By embedding compliance throughout the organisation, firms can operate with confidence, protect their reputation, and demonstrate their commitment to the highest professional standards. This helps reinforce trust and positions the business as a reliable and dependable partner for its clients.

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Making an impact

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Ultimately, compliance is about more than regulation, it is about accountability.

The work carries real impact, helping to protect clients, support the integrity of the business and uphold industry standards. For those working in the field, that sense of responsibility is part of what makes the role so rewarding.