Takeaways from the HKVCA Venture Capital Forum

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The discussions at the HKVCA Venture Capital Forum pointed to an Asian venture capital market that is becoming more selective, but no less relevant or dynamic. The mood suggested a market entering a more mature phase, with investor confidence beginning to recover and attention focused on the areas where long-term value is most likely to be created.

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One of the clearest themes was that opportunity in Asia remains substantial, particularly in sectors such as AI, robotics, new energy and healthcare. At the same time, the way investors assess that opportunity is becoming more disciplined. The conversation is moving beyond broad enthusiasm and towards a sharper focus on execution, governance and realised outcomes. That does not signal retrenchment. It signals a market becoming more exacting about what quality looks like.

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Selectivity is becoming more pronounced

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This was particularly evident in the discussion around manager selection. LPs continue to see opportunities in Asia, but they are applying a more rigorous lens to track record, reputation and the clarity of a manager’s narrative. DPI is also receiving closer attention alongside IRR, reflecting a stronger focus on realised performance. For managers seeking to raise capital, the message is not discouraging, but clear: strong opportunities remain available to those who can demonstrate credible execution, transparent reporting and a well-developed plan for value creation and exit.

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AI is moving from promise to practical application

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Technology remained central to the discussion, though the emphasis has become more practical. AI continues to attract significant interest, but the most compelling opportunities appear to lie in businesses that can translate technical capability into genuine customer value. The wider application of AI into mid-market use cases was highlighted as especially promising, suggesting that the most durable opportunities may come not simply from technological novelty, but from thoughtful and commercially grounded deployment.

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China and Southeast Asia remain central to the opportunity set

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China also emerged as an area of continuing significance, particularly as founders increasingly build products with global markets in mind. Panel discussions pointed to growing competitiveness in AI, notable cost efficiency and strong momentum in consumer-led innovation. Although valuation froth remains a consideration in some areas, the broader direction of travel is encouraging. Companies that combine product strength with the ability to connect technology to real market demand may be especially well placed to build lasting advantage over the coming years.

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Across Southeast Asia, the outlook was similarly constructive, although with a clear premium on execution. India, Indonesia and Vietnam were identified as particularly important markets, with attention centred on the teams most capable of combining local understanding with operational rigour. The implication is not that capital is absent, but that it is increasingly discerning. In that environment, execution capability becomes one of the strongest signals of quality.

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Cross-border growth and corporate capital

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Another important theme was the role of corporate capital and cross-border expansion. Corporates are expected to remain key strategic partners for start-ups, while Chinese companies are playing a growing role across Asia and beyond. For fund managers, this adds a further layer of opportunity, particularly where they can identify businesses with the potential to internationalise successfully or to form meaningful strategic partnerships beyond their home market.

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What this means for general partners

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Taken together, the forum suggested an ecosystem that is evolving in a healthy and increasingly sophisticated way. There is strong investor interest in innovation-led sectors, rising global appetite for Asian technology and a clear recognition that high-quality managers can still attract capital. The difference is that the market is rewarding discipline more explicitly than before.

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For general partners, that is a constructive signal. The opportunity set remains broad, but success will increasingly favour those who can combine local insight, sector expertise and operational credibility with clear governance and a realistic path to liquidity. In a market that is growing up rather than slowing down, that is a promising position for well-prepared managers to be in.

We welcome today’s announcement from the British Business Bank on the successful first close of British Growth Partnership Fund I at £200 million.

The fund achieved a first close with commitments from Aegon UK, Cushon Master Trust, M&G and the British Business Bank. Its first investment will be £8 million into Wayve, the UK autonomous driving company.

The fund has been established to increase access to venture capital for UK defined contribution pension schemes, supporting greater participation in the asset class.

Langham Hall is supporting the fund from its London office, providing fund accounting and administration alongside AIFM and depositary services.

Read the full British Business Bank announcement here: Press release - 1 April, 2026 | British Business Bank

Data used to be a by-product of reporting cycles. Today it is central to reporting, analysis and decision-making. Investors, lenders and fund managers expect faster answers, often within hours. Across the market, many teams are contending not just with an oversupply of data, but with data that is often poorly organised and poorly integrated, leaving them reliant on fragile workarounds. Wolfram exists to reverse that pattern.

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Where standard tools fail

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Generic platforms are built for standardisation. Funds are not standard. Divergent terms, secondaries and evolving structures expose their limits. Workarounds follow and control weakens. The pattern is familiar: significant effort in, limited flexibility out.

The root cause is architectural. If a system hard-codes processes and reports, anything outside the template becomes manual. Late valuation changes, bespoke waterfalls or lender requests trigger parallel spreadsheets that sit outside proper lineage. Confidence erodes, not because the team lacks discipline, but because the tool cannot adapt at the speed the business operates.

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Computable, not merely programmable

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Wolfram takes a different approach. We work from computable data, developed in collaboration with Wolfram Inc, the company behind the computable data paradigm. The model is built around one coherently structured source of truth, with every output generated as a view of it, so data can be interrogated as easily as it can be reported. Change a parameter, extend a structure or add a data point and the next report recomputes. No black box, no dead ends. Structure at source, flexibility in use. The benefit is practical, not cosmetic: late adjustments are absorbed without re-runs or shadow files.

This approach also removes a common false choice. You do not need to force your operating model into our software, nor rip out your processes to suit a vendor’s template. We fit the framework to the fund and return the data in formats stakeholders can use.

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Provenance and model

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The approach is deliberate. On one side, Langham Hall’s deep fund administration expertise: how funds are structured, how terms diverge, what CFOs and COOs need to run the business. On the other, Wolfram Inc’s strengths: computable data, symbolic computation and knowledge-based automation refined over decades in Mathematica, Stephen Wolfram’s flagship system for technical computing. The result is a core that is mathematically sound and extensible, fitted by our team to the specifics of each mandate. We tried other routes. Full outsourcing delivered scale without fit. Full in-house delivered fit without scale. This blended approach does both and adapts as requirements evolve.

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Governance at speed

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Velocity without loss of control is the test. With computable data, permissions, lineage and review sit alongside speed rather than behind it. Reviewers can interrogate inputs and logic. Changes are visible, auditable and contained within the same model. The outcome is less rework, fewer hand-offs and a cleaner path from booking to board pack.

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Transparent by design

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Examinability matters. Outputs are explainable and traceable back to source. Internal teams and external reviewers can follow the thread. The aim is not to impress with opacity but to build confidence through clarity.

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From administration to advantage

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The future is not a prettier quarter-end. It is decision-quality information available when it matters. With a computable core, managers can:

• See performance as a living picture, with outputs recalculated as assumptions change
• Run underwriting feedback loops by pushing deal-level updates once and propagating them through fund-level views without rebuilding models
• Answer lenders and LPs in the moment by interrogating one dataset, generating relevant views and keeping the logic intact
• Coordinate across jurisdictions using the same architecture while adapting outputs to local requirements without duplication

In short, data stops being a by-product of administration and becomes an operating advantage for investment decision-making.

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Why others haven't followed

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The constraint is not imagination. It is time horizon and execution. Several structural forces hold the market back:

• Legacy gravity: Vendors of older systems optimise for backwards compatibility and broad market appeal. Those incentives favour stability over change and make deep innovation hard to deliver
• Cosmetic over core: Many competitors are not led by owner-managers with the appetite for the hard, unglamorous work. The common shortcut is a better front end laid over a legacy core, which does little to improve control or flexibility
• Point solutions without a backbone: Newer entrants have cherry-picked elements like waterfall automation, but most are not end-to-end. Data still moves in and out manually, breaking lineage and slowing teams. Adoption remains low as a result
• In-house builds that stall: A few large GPs have invested heavily in internal systems. In practice these are often treated as back-office utilities and momentum fades once an initial version is live
• Moving frontier: Built with Wolfram Inc’s computable stack, we benefit from ongoing advances in symbolic computation and automation, so capability compounds rather than freezing after go-live

Success needs a different model: a long-term architecture, tight client-side understanding and the technical leadership to guide developers, backed by ownership willing to persist until the details work and an R&D partner committed to pushing the computable core forward.

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What clients tell us

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The themes are consistent:

• Time returned to the business. A debt manager asked for mid-quarter cash flow views. Because the underlying data already sat in Wolfram, the report was generated without extra team effort and the middle office adopted the approach
• Greater confidence at month-end. Finance leads report fewer last-minute workarounds and a more reliable review process because late changes recompute through the same model rather than spawning spreadsheets
• A clearer view of performance. Investors want to understand the shape of returns, not just receive a static table. The ability to interrogate a single dataset, drill down where needed and produce relevant views has been a clear step forward
• Data delivered in formats clients can use directly. We do not force clients into our portal. If they prefer to receive a computable file they can use directly, we provide exactly that, with the logic intact and fully visible to the client

In practice this feels simple. Update one item and on the next run everything that depends on it updates. Reviewers can interrogate both inputs and logic. Nothing disappears from view.

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Beyond quarter-end

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Treating data as a living system rather than a quarterly by-product changes what is possible. The same structured dataset can produce management information for the executive team, lender packs mid-period and investor reporting at period end without rework. Onboarding is faster because structure is captured at source rather than corrected later. This approach has proved effective across jurisdictions and has resonated with CFOs and COOs facing heavy information demands and underwhelming vendor systems.

The aim is straightforward. Use a rigorous, computable core; fit it precisely to each client’s funds; keep outputs examinable; and allow change without collateral cost. In a market long on data and short on confidence, the advantage lies in architecture, not in volume. That is what Wolfram is designed to provide: data without dead ends.

Langham Hall has been shortlisted for the Drawdown Awards 2026 in the following categories:

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•    Fund Administration: $50-500bn (total global private equity AUA)
•    Fund Accounting Technology

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The judging panel will now review all shortlisted entries before selecting the winners, who will be announced at the ceremony on Tuesday 23 June.

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Commenting on the shortlisting, Tom Pinnell, Head of Commercial, Europe, said: 

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“We are pleased to be recognised across multiple categories. Our partner-led approach, robust controls and open-architecture technology help set us apart in the market and we remain focused on delivering the high-quality service our clients expect from us.”

A fund does not become well governed simply because it has been legally established. Its governance depends on how decisions are made, delegated, documented and reviewed over time. That distinction matters, particularly in cross-border structures involving Japan, where legal formation is often treated as the decisive step and governance as something that can be addressed later. In practice, a fund’s legal shell may be created quickly. A credible governance framework takes deliberate design, discipline and oversight.

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Legal formation is only the starting point

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Many managers establishing funds across jurisdictions focus understandably on constitutional documents, regulatory classification and tax treatment. All of these are essential. None of them, however, ensures that governance functions in practice. Governance is not embedded in the entity itself; it is expressed through the quality and consistency of its decision-making processes.

This is an important distinction because legal existence and good governance are often discussed as if they were one and the same; they are not. A fund may be properly incorporated, appropriately structured and fully operational on paper, whilst still lacking the processes needed to support effective oversight over time.

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Why funds are different from ordinary companies

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The operational reality of a fund makes this more complex than it first appears. Unlike a typical company, a fund does not usually employ staff directly. Instead, it delegates almost all of its core functions. Investment decision-making may sit with the general partner, an investment committee or an external manager. Administration, valuation and reporting are handled by third-party providers. Custody sits with banks or depositaries. Even elements of compliance may be supported externally.

The structure is therefore inherently distributed. That distribution does not reduce the governance burden, it increases it.

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Delegation makes governance more important, not less

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Delegation is not a reduction of responsibility but a reconfiguration of it. The governing body must be able to demonstrate that delegation is appropriate, that delegates are performing as expected and that conflicts are identified and managed. It must also be able to evidence how decisions have been reached and on what basis they can be revisited.

This is where governance becomes real. It sits not in the existence of the structure, but in the processes that sustain it. A fund that relies on multiple external parties needs a framework that ties those functions together, preserves accountability and creates a reliable record of how oversight has been exercised.

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The Corporate Secretary’s role in fund governance

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In this context, the role of the Corporate Secretary is often underestimated. In many jurisdictions, it is a defined and recognised function, sometimes supported by formal qualifications and specialist providers. Its purpose is not administrative in a narrow sense, but structural. This can be particularly relevant in Japan, where the role is less formally embedded than in some other jurisdictions.

The Corporate Secretary supports the board as the fund’s decision-making body by ensuring that meetings are properly convened, agendas are clear, materials are prepared and circulated, minutes are accurate and complete and statutory and governance records are maintained in line with local requirements. It also plays a central role in managing director changes, documenting delegation arrangements and maintaining continuity in the governance framework over time.

These are not procedural details: they are the mechanisms through which governance is made visible and defensible.

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Why records matter to investors

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Institutional investors increasingly look beyond performance alone and ask how decisions have been taken, how conflicts have been managed and whether there is a reliable record of the reasoning behind key outcomes. In that context, board minutes, committee records and delegation documentation are not formalities; they are part of the evidential foundation of the fund itself.

That is especially relevant in cross-border settings, where expectations around transparency and process may differ by market. A manager may be entirely comfortable with one local norm, only to find that investor expectations elsewhere are more exacting, particularly in relation to record-keeping and governance discipline.

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Cross-border assumptions do not always travel well

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Differences in market practice make this particularly relevant in international structures. In some jurisdictions, there has historically been less emphasis on documenting the process behind investment decisions, with greater weight placed on outcomes. In others, detailed records and formal governance processes are expected as a matter of course.

As capital moves across these environments, assumptions do not always travel with it. Managers who are comfortable in one system may find that investors, regulators or counterparties in another expect a more formal governance framework than they are used to. That is not simply a matter of style; it can shape confidence in the structure itself.

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Registered Office and Corporate Secretary are not the same

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It is also important to distinguish clearly between functions that are sometimes conflated. In offshore structures, the Registered Office provides a legal address, maintains statutory registers and acts as a point of contact for regulators. It supports the entity’s legal existence.

The Corporate Secretary, by contrast, supports the functioning of its governance. It manages the processes through which decisions are taken, recorded and maintained. The two roles are complementary, but they are not interchangeable. One helps ensure that the entity exists in law; the other helps ensure that it operates with discipline and coherence.

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Governance gaps usually appear later

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The practical consequences of underestimating this distinction can be seen over time rather than at the point of launch. Governance gaps rarely appear immediately. They emerge gradually through missed updates, inconsistent documentation, incomplete records or an inability to reconstruct how decisions were made.

When investor questions become more detailed, or regulatory scrutiny increases, those gaps become visible. At that point, they are far more difficult to address. Good governance is therefore not simply a matter of satisfying formal requirements. It is about building a structure that can withstand challenge, explain itself clearly and retain institutional memory over time.

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Conclusion

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For managers establishing or operating funds across jurisdictions, the implication is straightforward. Legal formation is only the starting point. Equal attention must be given to the governance architecture that will support the structure over its life. That includes clarity over delegation, consistency in documentation and a defined function responsible for maintaining the integrity of the process.

A fund’s legal shell gives it existence. Its governance is created through process, records and people. The distinction is simple, but fundamental.

Completing the ACCA alongside client work requires consistency, discipline and the ability to apply learning in a practical environment. At Langham Hall, trainees develop their technical knowledge while gaining real experience through client work, supported by structured learning and guidance from colleagues.

We spoke with Ollie Boleat, now a Senior Fund Accountant in our Jersey office, about his journey from joining Langham Hall as a trainee to becoming fully ACCA qualified, the support that made a difference along the way and the advice he would give to others considering the qualification.

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Q&A

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Can you talk us through your journey at Langham Hall and how that developed alongside your ACCA?

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I joined Langham Hall having just finished my university degree, knowing that I wanted to pursue ACCA but without any clear career plan. I started out as an Assistant Accountant and through Langham Hall’s apprenticeship model I was given the chance to learn, take ownership of my development, and progress at a pace that worked for me. With that support, I’ve since grown into my current role as a Senior Fund Accountant and am now fully qualified after passing all my ACCA exams.

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How has Langham Hall supported your career progression while you were completing the ACCA?

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Langham Hall’s support has been integral to my ACCA journey. The company offers ACCA students support above and beyond the industry standard study programme offering, such as in-person, full time tutoring rather than online classes after work in the evenings. This makes a real difference and has allowed me to fully focus on each exam.

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What advice would you give to someone interested in the ACCA or a career in accounting?

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My advice for anyone considering a career as an ACCA qualified accountant would be to absolutely give it a go. The career offers an excellent balance of tough but rewarding work, and the skills and experience that you will gain are relevant for a wide range of future opportunities.

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Supporting trainees at Langham Hall

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At Langham Hall, trainees build technical knowledge alongside the judgement and confidence that come from early responsibility and exposure to client work. For those studying towards professional qualifications, that means developing sustainable habits, learning from experienced colleagues and growing into more complex roles over time.

Ollie’s experience reflects that progression, from trainee to fully qualified professional, supported by an environment that encourages development at each stage.

Takeaways from the Unigestion Emerging Manager Conference on Tour

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We are continuing to see increased momentum in private equity spinouts and first-time manager launches. That theme came through strongly at Unigestion’s Emerging Manager Conference on Tour in London last week, where discussions reflected a broader shift in how talent, incentives and opportunity are evolving across the market.

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Why spinouts are increasing

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Consolidation in private markets means many of the top GPs of the last cycle have been absorbed into bigger platforms. At the same time, incentives for dealmakers are perhaps not as compelling as they once were. Carry can become more diluted and GP stakes deals can leave strong investors feeling under-rewarded despite often being the ones with the best track records.

Further, as LPs look for specialist strategies, sector-specific teams are increasingly being incubated within larger organisations before spinning out independently.

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Why LPs continue to back emerging managers

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For LPs, the attraction is clear: the data shows that emerging managers outperform established players, in particular those with specialist rather than generalist strategies.

Unigestion’s proprietary research suggests that specialist managers return commitments to investors in just over four years compared with closer to seven years for generalist strategies, with TVPI around 2.14x versus approximately 1.74x respectively.

For LPs who back these managers early, there can also be lasting strategic value through relationships that deepen as firms grow, for example with first rights on future co-investment opportunities and often a near guaranteed LPAC seat. As one speaker put it, “they never forget you.”

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What drives outperformance

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The delta is not the result of multiple arbitrage. “There is no such thing as proprietary deal flow”, according to one GP, and so these spinouts are not simply buying cheap. More often, it comes from deep sector expertise and intensive asset management.

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Building the right platform from day one

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For emerging managers, however, investment capability is only part of the story. The operational and regulatory platform behind the strategy must also withstand LP scrutiny from the outset.

At Langham Hall, we support spinout and start-up managers from inception, helping them build the operational and regulatory platform investors expect as they launch and scale. That includes regulatory hosting, fund administration and direct access to experienced senior practitioners from day one.

As the market continues to evolve, specialist spinouts and first-time managers are likely to remain an important source of opportunity across private equity. For managers preparing to launch, success will depend not only on the quality of the investment thesis, but on the strength of the platform built around it. That is where experienced operational support can make a meaningful difference from the outset.

Why the evidence trail now shapes fundraising confidence

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So much has changed in the last five to six years that valuations have quietly become a test of governance. Many managers raised funds in 2018 and 2019 expecting a different exit environment. Those portfolios are now older, holding periods have stretched beyond original assumptions and the cost of capital has reset the bar for valuation discipline. The temptation is familiar: hold valuations steady, avoid hard conversations and hope exits arrive before the next fundraise.

Good assets will remain good assets. But the valuation challenge in private markets begins with something more basic than methodology: honesty and the willingness to evidence the judgement behind the number.

In the low-rate years, valuation debates often started with the number: did it sit in the right range, could you justify it against the market and would it withstand audit review. Today that comes second. Increasingly, LPs, auditors and transaction counterparties ask a simpler question and a harder one to answer: can you show how you got there?

The structural context is clear across private markets. According to PitchBook's 2026 US Private Equity Outlook, US sponsor portfolios now hold nearly 12,900 PE-backed companies with 30 percent held for seven years or more. Ropes & Gray puts the average US buyout holding period at 6.4 years. The same dynamic is playing out across infrastructure, real estate and credit. Duration creates exposure. As holding periods extend, valuations are less often anchored to a recent transaction price and more often inferred from indirect market evidence: comparables, proxies and the asset’s own performance. The judgement required in that inference must be evidenced and properly approved.

In the US specifically, the conditions are compounding. GP-led continuation vehicles have become structural, not opportunistic, tools for managing liquidity. LP operational due diligence has, in many firms, moved closer to an audit function. In an environment where exit pricing is determined by sophisticated counterparties and independent fairness opinions, tolerance for ambiguity has narrowed.

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"Valuation credibility is no longer a finance issue. It is a governance issue."

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Who actually owns the number?

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Are valuations owned by the CFO or are they recorded from inputs provided by investment teams and third parties? In many firms ownership is shared, with investment professionals building models, selecting comparables and shaping the narrative, while third-party advisers provide valuation support. Yet when scrutiny arrives from LP diligence, auditors, independent committees or GP-led counterparties, it is the CFO who is expected to demonstrate that the valuation process has been disciplined, evidenced and properly governed.

It is a pattern we see repeatedly across mid-market GPs: three or four funds under management, one CFO, one controller. A lean team being asked to cover entity complexity, quarter-end reporting, investor accuracy, evidence packs and the follow-up that now comes as standard. The issue is rarely competence; it is capacity. In private markets, capacity constraints become a governance risk.

McKinsey’s Global Private Markets Report 2026 describes private equity as entering “more technical, demanding terrain”, with portfolio ageing and sustained liquidity pressure raising the bar on operational robustness, including valuation governance. LPs are increasingly assessing that robustness as part of their underwriting and it is becoming more visible in fundraising.

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Where reviews stall and why it matters

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When valuations are challenged, friction rarely starts with the number itself. It begins with the record: whether there is a clear line of sight from the assumptions and inputs to the figure ultimately reported to investors.

Across mid-market platforms, the pressure points are often procedural rather than technical. Assumptions are made, but not always documented at the time. Model versions evolve without a clearly locked reporting record. Supporting materials exist, yet must be assembled when questions arise. The valuation judgement remains with the GP; the scrutiny tests whether the surrounding process is disciplined and consistently evidenced.

The result is rarely disagreement over value; it is delay. When assumptions, approvals and reporting outputs cannot be aligned quickly, review turns into reconstruction, timelines extend and audit queries multiply. In a continuation vehicle or secondary process, that loss of momentum can carry real commercial cost.

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Two structural shifts increasing scrutiny in the US

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The first is the rise of continuation vehicles. These transactions move an asset from an existing fund into a new vehicle led by the GP and they place valuation under a different kind of spotlight. In such processes, valuation is not simply reporting. It becomes price discovery, conflict management and reputational exposure in a single transaction. Recent legal disputes involving continuation vehicle processes have only reinforced how important it is for valuation governance to be demonstrable as well as sound. Material that satisfied the auditor in a standard quarter-end cycle may face scrutiny from independent committees, incoming LP counsel and buyer due diligence teams, often at the same time and under compressed timelines. The operational model needs to be built for that pressure, not retrofitted when it arrives.

The second is sector rotation. Aerospace, defence and cybersecurity strategies are attracting serious institutional capital, but they bring documentation complexity that generic fund administration models were not designed for. Long-cycle contracts, milestone revenue recognition and specialist intellectual property exposure demand a disciplined audit trail from assumptions to outputs. When investor requirements also vary across LPs, jurisdictions and disclosure sensitivities, the demands on the reporting infrastructure multiply.

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What a strong control environment looks like

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The strongest platforms treat valuation governance as part of the firm’s ordinary discipline, not something assembled at quarter end. The objective is clarity: results can be recomputed, evidenced and explained without guesswork or reconstruction, whenever needed.

A strong control environment is rarely complex; it is clear, repeatable and owned. In practice it includes:

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• Defined ownership and escalation, so assumptions have a named author, challenge has a recognised forum and approval is explicit
• A functioning valuation committee, with predictable cadence, consistent materials and a concise record of decisions
• A coherent evidence trail, linking inputs, rationale, approvals and reported figures in a way that can be followed by someone not present in the room
• Disciplined version control, with a locked quarter-end record and an auditable history of material changes
• Recomputable outcomes, so valuation cases and related calculations can be rerun without reliance on individual memory
• Clean reporting alignment, so what is approved reconciles directly to what investors receive
• Use of specialist third parties, including external valuers and transaction advisers, where additional independence and process credibility are required

For CFOs building or reviewing the operating model, the governance questions remain straightforward, even if the answers are not: how assumptions are formed, how they are challenged, who approves them and when the record is fixed. When that discipline is in place, scrutiny becomes a matter of verification rather than rework.

In today’s market, what matters is not simply the valuation conclusion but the quality of the record behind it and the ability to move from inputs to computations to outputs without reconstruction. At Langham Hall, we support that discipline through administration, data and operating infrastructure, including a computable platform for recomputation and version control.

Give to Gain: How mentorship and support help women thrive at work

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International Women’s Day provides an opportunity to reflect on how progress happens in careers and organisations.

Progress is built through everyday actions: mentoring a colleague, encouraging someone to speak up in a meeting or supporting someone to take on new responsibilities.

This year’s theme, Give to Gain, recognises that progress is rarely one directional. When people invest time, support and experience in others, they often strengthen their own leadership skills, build stronger teams and contribute to a more supportive workplace culture.

To mark International Women’s Day, colleagues from across Langham Hall’s global offices share their reflections on what they have given in their careers so far and how those actions can help women thrive.

Below are their reflections:

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Jersey

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“There is no greater pleasure in life than watching a colleague you have coached and mentored step into their own light. It's seeing someone realise they had the key in their pocket all along. Mentoring colleagues is deeply rewarding for me as it's about unlocking an independence, not just building their skills but building their belief. And belief changes everything.” – Nicki Yates, Senior Client Director, Jersey

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United States

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"So far in my career, what I have given most intentionally, is leadership through mentorship, and a commitment to building strong relationships within teams. Given the spotlight on International Women’s Day, it's important for me to share my experience as a mother and bring a personal touch to the firm. This results in a strong team, improves culture and allows us to better serve our clients. Ultimately, I see my career not just as a professional advancement, but to strengthen both the business and the people within it.” – JingJing Li, Manager, US

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London

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"One of the most meaningful things I have been given in my career so far is seeing Rachel, our head of UK fund administration, truly own her authority in a male dominated industry. Seeing a woman lead with such confidence has told me that leadership is not about title, it is about presence. And it has inspired me to believe that I, too, can lead boldly and hopefully continue to empower other women, as I progress in my career.” – Christie Sawyerr, Depositary Associate, London

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Guernsey

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"In my career at Langham Hall, I have many opportunities to help women thrive in the business. One of the key opportunities I have had more recently is being a mentor to multiple staff members. This has included working on their strengths and areas of development to help build their confidence, as well as allow them to grow on their aspirations for the business and the future.” – Emma-Louise Sarre, Associate Director, Guernsey 

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Luxembourg

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“In my career so far, one of the most important things I have given is support and encouragement. I have had to create space for women to speak, to take opportunities, and to believe in their abilities, encourage their ideas, and celebrate their achievements, to help them grow with confidence. When you give support to a woman, you do not only help them, but you create a strong workplace for everyone.” – Sotiria Kampyli, Director, Head of Real Estate, Luxembourg

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