On The Line

Alice Murray

The Line is a community for operational professionals working in alternatives. Our podcasts bring hot topics to life with leading experts in the space. 

  1. Operational themes for private capital in 2026

    FEB 3

    Operational themes for private capital in 2026

    In this episode, Alice is joined by Jeremy Hocter (Holland Mountain) to explore the seven operational themes he expects to shape 2026 for private capital firms. Building on Holland Mountain’s work across a record year of operational strategy projects, Jeremy shares what he is seeing across the market, why operational leaders are feeling the pressure to do more without adding headcount, and where firms should focus to scale efficiently. The conversation focuses in on the investor experience, faster data cycles, fund administrator benchmarking, the difference between a data warehouse and a true data platform, business ownership of data, the surge in AI point solutions and governance, and the widening divergence in the fund administration market. Jeremy closes with a clear view on what is most urgent for 2026 and why data platforms now sit at the centre of operational competitiveness. Key takeaways Operational leaders are under pressure to scale without additional headcount, which puts efficiency, process design, and data-enabled workflows at the centre of 2026 priorities.Investor experience technology has matured, moving from early adoption to a baseline expectation that will increasingly influence fundraising competitiveness.The shift towards more frequent valuations and reporting is being driven by product innovation (evergreen, interval and listed structures), LP expectations, and broader market dynamics like the growth of secondaries.Many firms are discovering that legacy fund admin agreements and operating models are misaligned with new demands, making benchmarking and re-scoping relationships more important than ever.A data warehouse is infrastructure, not a full data platform. Business value depends on mastering, validation, reconciliation, usability, reporting layers and user adoption.Data strategy is becoming a business agenda item, not an IT project, with a growing focus on ownership, self-service and behaviour change.AI adoption is accelerating through vertical point solutions. The opportunity is significant, but governance and internal knowledge sharing need to catch up to avoid duplication and wasted spend.Fund administration is diverging: some providers are investing in modern tech and automation, while others are constrained by legacy processes and systems.

    50 min
  2. Emily Cook on brain capital and peak performance in private equity

    JAN 13

    Emily Cook on brain capital and peak performance in private equity

    Private markets is built on performance, but the industry often treats performance as purely output-based: deals closed, returns delivered, targets hit. In this episode, Alice sits down with Emily Cook, founder of FOUND and a certified performance coach, to explore what sits underneath those outcomes: brain health, cognitive performance, and the emerging concept of “brain capital”. Emily shares why measuring brain skills and brain health can help individuals, teams and firms make smarter decisions, reduce burnout risk, and build sustainable high performance in a “do more with less” market. Key topics covered Emily’s journey from finance to performance coaching, and why she became focused on sustainable high performanceWhat “brain capital” means and why it matters in private marketsThe two sides of brain capital: brain skills (cognitive capabilities) and brain health (lifestyle pillars)Why cognitive ability is assessed at hiring, then rarely discussed againMaking the invisible visible: clinically validated cognitive testing for performance optimisationWhy personalisation matters, especially for time-poor professionalsWhat changes when firms take a team-wide approach: shared language, reduced taboo, better conversationsThe common pressure points in PE and private credit: sleep, stress, and attentionHow constant interruption and hyper-connectivity erode deep thinking and judgementWhat happens in the brain under overload: prefrontal cortex impairment and an overactive amygdalaWhy brain capital is also a risk management issue for firms and portfolio companiesPractical starting points: awareness, identifying bottlenecks, and protecting focused timePractical takeaways for listeners For individuals Treat your brain like a performance asset, not an afterthought.Identify your own bottlenecks (sleep, stress, attention, overwhelm) and focus on the highest-leverage changes rather than trying to “do everything”.Create a weekly distraction-free block (Emily suggests 60 to 90 minutes) to support deep thinking and higher-value work.For leaders and teams Build shared vocabulary around brain health and performance, so people can speak openly without fear of judgement.Look for systemic performance blockers such as meeting culture, constant interruptions, and unsustainable workload expectations.Create team-wide protected focus time to improve attention, deep work and decision quality.For firms Consider brain capital as both an optimisation lever and a risk management lens, especially in “do more with less” operating conditions.Extend the thinking beyond the fund to portfolio companies: stretched management teams may struggle to execute value creation plans even when strategy is sound.About the guest Emily Cook is the founder of FOUND, a performance coaching business working with private equity, private credit and broader financial professional services. Her work focuses on helping individuals and organisations understand, measure and improve brain health and brain performance as a foundation for sustainable high performance.

    49 min
  3. Training the executive brain

    12/10/2025

    Training the executive brain

    In this episode of On The Line, Alice speaks to Natalia Ramsden, founder of SOFOS Associates, business psychologist and cognitive performance expert. Natalia’s work sits at the intersection of neuroscience, leadership and organisational performance. She and her team help senior leaders and investment teams understand how their brains function under pressure, how they make decisions, and how they can build greater focus, resilience and clarity. Using tools such as brain mapping, biomarker analysis and psychological assessment, SOFOS creates development programmes that are grounded in data and tailored to each individual. A growing number of private equity firms are bringing Natalia in to give their leaders a genuine cognitive edge and to support healthier, more sustainable high performance. In this episode, we cover: From leadership consulting to brain optimisation How Natalia moved from classic leadership assessment into building SOFOS, and why she wanted to bring medical, health and neuroscience disciplines into executive development.What a “brain lab” looks like in practice How SOFOS runs its programmes, including brain mapping (EEG), blood work, hormone and neurotransmitter analysis, sleep and heart rate data, and how all of this is pulled together into a personalised development plan.From supplements to brainwave training The mix of interventions used, from diet, supplements and nootropics through to brainwave training, hyperbaric oxygen and light therapies, and how these are integrated into a very time-poor executive’s life.Why private equity leaders are a natural fit The competitive, high-intelligence profile of PE professionals, why they are willing to share data in exchange for an edge, and how privacy is managed so individuals own their personal data while firms get high level themes.Cognitive efficiency as a competitive advantage The difference between rereading a board pack three times versus assimilating it quickly, and how improvements in learning speed, decision-making and mental stamina translate into real commercial advantage.What the data is telling us about today’s executives Common patterns that show up in brain maps: poor sleep, overactive frontal lobes, being constantly “wired”, flattened stress variability and shrinking attention spans in a world of notifications, shorts and scrolls.The role of rest, recovery and time How chronic cortisol, lack of proper recovery and our relationship with time are reshaping executive brains, and why rest and deliberate downtime now sit at the centre of sustainable performance.How the programmes actually run What an engagement looks like day to day: intensive upfront data collection, one-to-one brainwave training and coaching, and lifestyle tweaks around diet, exercise and daily routines that protect sleep and focus.Beyond performance: impact on life outside work The wider benefits clients report, from having energy left at the end of the week for family life, through to feeling mentally sharper, more emotionally regulated and more present.The future: brain gyms in PE firms Natalia’s view on where this is heading: HR and L&D functions designing learning curricula around cognitive function, and offices where the physical gym sits next to a brain training set-up.Why this matters for private capital firms and LPs How optimising the brains behind investment decisions can give firms a new edge, and how it can support their role as fiduciaries by safeguarding and enhancing decision quality over the long term.

    41 min
  4. How CFOs and COOs can own their hours

    12/03/2025

    How CFOs and COOs can own their hours

    In the second instalment with executive coach and former COO Cressida Hamilton, we explore one of the toughest challenges facing finance and operations leaders in private markets: managing time, energy and competing demands in roles that never stop. Drawing on 26 years in financial services, Cressida offers practical, real life advice for CFOs, COOs and senior ops professionals who want to take back some control of their day. This is a conversation about the real work: dealing with crises, making meetings matter, managing stakeholder demands and designing routines that reduce overload. If you or your team are regularly stretched, reactive or working into evenings and weekends, this episode will feel highly recognisable and genuinely useful. In this episode: Why ops leaders lose so much time Cressida identifies the two biggest time drains in finance and operations roles: constant crisis management and meeting overload. She explains why both are so difficult to avoid in private markets, and what you can realistically do to reduce their impact. Handling crises without burning hours How to stay calm when everything around you is reactive; the importance of asking the right questions before jumping in; why getting the right people on a call matters; and how to update stakeholders without creating more work for yourself. Making meetings purposeful Cressida’s simple three question test for any meeting: what do you want, does the other person know that, and what do they want? She sets out how this approach cuts down time wasted and improves alignment across the firm. Prioritisation in a world where everything is a priority Why CFOs and COOs struggle to control their own priorities, how to deal with conflicting demands from different stakeholders, and how to bring people together to agree the order of work instead of absorbing all the pressure yourself. Energy management for senior leaders How your chronotype shapes your productivity; why matching tasks to your energy is more effective than classic time management; and how small adjustments can lead to significantly better output and less exhaustion. Time blocking, planning and the Friday reset Cressida’s preferred approach to structuring a week, why planning becomes more important the busier you are, and the Friday routine that helps reduce overwhelm and avoid the Sunday night dread. Strategic time management without the jargon A practical explanation of what it actually means, plus how to run a simple time audit using the urgent/important matrix to understand where your hours really go. Who this episode is for: CFOs, COOs, finance directors, operations leaders, rising ops talent, and anyone in a high demand support or oversight role within private capital firms.

    49 min
  5. Becoming a modern finance leader

    11/25/2025

    Becoming a modern finance leader

    In this episode, Alice speaks with Seán Allen, Deputy Head of Finance at Coller Capital. Sean joined Coller 13 years ago as a financial analyst and now leads a 60-strong finance function across London and Luxembourg. His career has spanned Coller’s evolution from a single-strategy secondaries house to a diversified platform with credit and private wealth capabilities.  This conversation delves into what it takes to rise through the ranks inside a modern private markets finance function. Seán shares candid reflections on leadership, influence, internal networks, navigating the shift from peer to manager and the importance of being proactive rather than reactive. The episode is especially relevant for next-generation finance professionals thinking about their own progression.  Key discussion points  Why staying put can sometimes be the power move: how luck, timing and Coller’s growth shaped Seán’s career Leadership loneliness: why senior roles feel isolating and the role of “running mates” in staying sane The jump from peer to manager: awkward transitions, first-time feedback mistakes and building confidenceHow authority is earned: relationships, problem-solving and letting go of technical one-upmanship The modern finance remit: moving beyond operations to influencing strategy, risk and product design Internal and external networks: why visibility across the business is a core part of the job Culture, accountability and feedback: the behavioural traits Coller values when assessing rising talent Proactivity, curiosity and problem-solving: what genuinely moves the needle for promotion A practical piece of advice for juniors: capture the things you want to learn and carve out time to follow through Why the CFO role is far more than “just the numbers” Who this episode is for  Operational leaders, rising finance professionals, and anyone curious about what modern fund finance leadership looks like inside a global secondaries house.

    54 min
  6. THE LINE UP_ Aimee Fabri, Head of Legal at Oakley Capital

    09/09/2025

    THE LINE UP_ Aimee Fabri, Head of Legal at Oakley Capital

    Head of Legal, Aimee Fabri joins Alice and Malcolm to trace an unconventional career from the Aldi shop floor to leading Oakley Capital’s legal function. She explains why legal belongs at the centre of the firm (not the side lines), how to balance breadth versus depth in-house, the value of “usefulness over perfectionism,” and how to build a tight, trusted network that you can lean on when it counts.  Episode highlights  Legal as an enabler, not a blocker: “We’re not here to say no, we’re here to say stop and think: how do we enable this the right way?” In-house = breadth and judgement: Moving from deep memo-writing to decisive, business-critical calls made in minutes. Healthy pride & healthy tension: Ops/Legal should benchmark outward against the market not against investment teams across the floor. Capacity and sustainability: Boundaries, trusted external counsel, and clear operating models prevent duplication and burnout. Networks that work: Small, reciprocal, “in-the-trenches” relationships beat noisy groups and notification overload. Key takeaways  Integrate early. Legal adds most value upstream, shaping decisions rather than rubber-stamping. Codify and share. Use legal’s vantage point across deals to spot patterns and reduce friction. Set scope and escalate. Clear operating models and escalation rules protect capacity. Benchmark outward. Take pride in function; compare with market peers, not internal counterparts. Curate your network. Quality, reciprocity and real-world pressure-tested relationships > large noisy groups.

    42 min

About

The Line is a community for operational professionals working in alternatives. Our podcasts bring hot topics to life with leading experts in the space.