You began your career in Australia and later moved to New York to join Sullivan & Cromwell before transitioning in-house to Booking Holdings. What motivated your move in-house? And what took you by surprise the most with that transition?
The first matter I worked on at Sullivan & Cromwell was an acquisition for Booking Holdings (then The Priceline Group), and I worked on many more for them after that. Those deals were always my favorite – an incredible team and the deals were innovative and truly global. When Booking approached me to help lead legal M&A and strategic investments for the group, it was a unique opportunity to join a company that I admired and already knew well.
Even then, the decision wasn’t easy. I had returned from maternity leave, and the S&C M&A group was a supportive place to be; plus, I really valued the relationships I had across the firm. Ultimately, the opportunity to be part of a world-class business with a strong acquisitive focus was compelling. I told myself that if it didn’t work out, I could always return to private practice. I haven’t needed to beg for my job back yet, but it gave me comfort at the time to take the leap.
The biggest adjustment as an in-house advisor has been learning to give advice quickly and efficiently. CEOs and senior leadership are managing countless workstreams, so you usually only have a brief window to get your point across. At S&C, you’re striving for legal precision and perfection in every email, memo and agreement. I still rely on that foundation (and flag the occasional typo to prove I’m still paying attention), but I am more focused on finding a way to get to “yes” – within reason of course. I’ve learnt to trust my judgment and instincts even if the answer isn’t always technically perfect.
You joined American Securities as Associate General Counsel in November 2022, overseeing legal and regulatory matters across multiple funds and portfolio companies. What does a typical day look like in that role—or is there really such a thing as a “typical” day?
No two days look the same. My work spans the full deal lifecycle – one day we might be pursuing a platform acquisition through a sponsor-led auction, and the next we’re evaluating a take-private. Beyond platform deals, I work closely with the capital markets team on financings and refinancings and with investor relations on fund formation and co-invests.
I also spend a lot of time with our portfolio companies, supporting them with add-ons, divestments, restructurings, key employment arrangements, and litigation. Since the private equity model depends on achieving strong exits, I help prepare our companies for a sale to another sponsor or strategic buyer, or to go public via IPO.
Moving from the tech-driven travel sector to private equity marks a significant industry shift. What similarities and differences have you noticed in the legal challenges of those environments?
There are more similarities than you might think. On the surface, the priorities are different – Booking has a tangible global consumer business and is publicly listed. It was genuinely fun to think creatively about the strategy and direction of the business and how to use M&A and tactical partnerships to help achieve that vision. Private equity is also about spotting opportunities and structuring deals thoughtfully with businesses where we believe we can create real value, but with a different valuation lens and ownership timeline.
The pace of transactions is a little faster now and is a bit like pinball – I am often working across multiple industries at any one time, buying or selling, with different teams and advisors. But at the end of the day, it’s still about figuring out what you need the most in each situation and then doing the dance to get to an outcome your team can live with. In my current role, I’ve had to build a strong understanding of finance and operations. I sit with the investment team and the questions I get are rarely purely legal; they’re tightly intertwined with the broader business and its objectives.
What is your relationship with the S&C alumni network?
As an Aussie far from home, I feel very fortunate to be part of the Sullivan & Cromwell family and to have worked with such talented people. Many remain my closest allies and friends, both professionally and personally. I’ve run every major career move by trusted S&C partners and appreciate that someone usually picks up the “S&C hotline” phone if I call in for advice.
The alumni events are particularly meaningful. There’s something about bonding in the trenches on late-night, high-pressure deals that makes it easy to pick up with prior colleagues right where you left off. Fortunately, that now happens over a martini instead of at the printer, but it’s genuinely wonderful to stay connected and see where everyone’s paths have taken them.
You once joked that being a lawyer was a “backup plan” to being a professional tennis player. What parallels, if any, do you see between competitive sports and navigating complex legal negotiations?
Based on the fact I’m doing this interview; you can see how that panned out for me – not with a Nike sponsorship or a Wimbledon trophy. Do deal trophies count? All jokes aside, I’ve always loved playing competitive sports, especially team sports. I think there are parallels between competing at a high level athletically and M&A. Both demand hard work, composure under pressure, and the ability to navigate a broad range of personalities and temperaments. In both situations, you need to stay calm, focused, and collaborative when the stakes are high and things are tense – not always easy to do.
I’m always amazed that the difference between the winner and loser in a tennis match is often just a couple of points. It’s a good reminder that you won’t win every point or argument (on or off the court), so it’s best to brush it off and keep sight of the bigger picture.
What advice would you give to more junior lawyers who may be interested in following a similar career path as you?
S&C is such a great place to learn; I was lucky to have worked with so many people and gained exposure to a lot of different types of work. As I wade through credit agreements now, I do wish I’d listened to John Estes when he suggested I do some finance work with him…
My advice for more junior lawyers is probably clichéd, but clichéd for a reason. Learn from each experience and say yes, even if it’s not what you think you want to do in the long run. The more exposure you have to situations – both good and bad – the better your instincts and judgment will likely be the next time (and there usually seems to be a next time). Try to understand your client, their business, and what they are trying to achieve.
Easier said than done, as I certainly haven’t forgotten that things move quickly, and it can be stressful to keep up with the immediate demands of clients, partners and other associates, let alone adding more to your plate. Lastly, its ok to make mistakes – I have made plenty, and those are often the first things I get right the next time.
