Private equity (PE) firms in the UK aren’t exactly sailing in smooth waters right now.

With economic headwinds, higher interest rates, and increased regulatory scrutiny, the traditional playbook is being stress-tested. But amid all this uncertainty, one key player has quietly stepped up: the general counsel.

Once seen primarily as the go-to for legal compliance and firefighting, today’s general counsels are doing much more than keeping deals legally clean. They’re becoming strategic advisors, commercial enablers, and risk navigators, adding serious value when funds need it most.

Stuart Mason, Partner specialising in executive search appointments within the CEO & Board Practices at Eton Bridge Partners, explores the critical, and often underestimated, contribution that general counsels are now making to UK private equity firms. Drawing on market insight and executive-level conversations, he outlines how GCs are becoming vital to deal velocity, governance credibility, cultural integrity, and overall value creation.

1 – Risk management with a commercial edge

In a market where every decision carries more weight, GCs are helping funds make smarter calls. They’re spotting risks early – not just legal, but reputational, regulatory, and operational – and framing them in commercial terms. That’s a big shift. It’s no longer just about what can’t be done; it’s about what can be done, safely and smartly. Whether it’s structuring complex deals, navigating ESG obligations, or assessing new jurisdictions, GCs are working hand-in-glove with deal teams. And because they understand both the law and the business, their advice often leads to faster, more confident decision-making.

2 – Getting deals over the line

With financing getting tighter and due diligence processes more intense, private equity deals are under the microscope. GCs are making the difference between a deal dragging or getting done. Their early involvement in the deal cycle, especially in negotiation strategy and documentation, can help spot sticking points early and avoid surprises. They’re also streamlining processes, often acting as the bridge between external counsel, internal teams, and counterparties.

In a market where speed and precision can give a competitive edge, having a GC who can lead on legals while aligning with the fund’s commercial goals is invaluable.

3 – Compliance and regulation

UK regulators aren’t exactly slowing down. From the FCA’s increasing focus on conduct and transparency to the growing weight of ESG disclosure requirements, the compliance landscape is more demanding than ever. GCs are keeping funds ahead of the curve – not just to avoid fines, but to build reputations as trusted, well-run investment platforms. They’re turning regulatory know-how into a value-add, helping funds stand out in investor due diligence and LP communications.

Firms that treat compliance as a strategic asset, not just a legal necessity, are better positioned to maintain investor trust and unlock capital.

In some cases, they’re even helping design fund structures that offer greater flexibility while remaining fully compliant.

4 – Culture, governance, and the bigger picture

In challenging times, internal culture and governance can make or break a firm. GCs are taking more ownership in these areas too – advising boards, driving ethical practices, and helping build resilient operating models. Their broad oversight gives them a unique lens on how different parts of the fund interact, and they’re using that to drive cohesion and clarity.

But beyond stability, culture and governance are now recognised as levers of value creation. Investors and LPs are scrutinising not just financials, but how firms behave – from board composition to whistleblowing procedures to diversity metrics. GCs are helping shape governance narratives that build trust and differentiate the fund in capital-raising environments.

They’re also playing a quiet but pivotal role in leadership decisions across portfolio companies – advising on board dynamics, succession risks, and founder transitions. In doing so, they’re contributing to smoother exits, fewer surprises during due diligence, and stronger alignment with buyer expectations.

In today’s UK private equity landscape, the general counsel is no longer a cost centre – they’re a value creator. GCs are in the thick of it, proving themselves as strategic co-pilots with a sharp commercial instinct. From accelerating deals to shaping governance and steering through regulatory complexity, they’re showing that the legal lens, when paired with business acumen, can be a powerful force for agility, resilience, and competitive advantage.

As private equity continues to navigate a tougher landscape, the smartest firms aren’t just investing in assets, they’re investing in the right people. And more than ever, that includes a GC who can do far more than just keep the firm out of trouble. They can help drive it forward.

At Eton Bridge Partners, we work closely with private equity leaders to identify and place general counsels who don’t just react – they lead.

If you’re rethinking your legal function or need a GC who can step beyond compliance into commercial strategy, get in touch with Stuart to continue the conversation.