Shaping Cross-Border Deals with Authentic & Principled Leadership

Jacqueline, a dynamic leader, advises on a wide range of highly complex cross-border acquisition finance, M&A and restructuring transactions throughout Asia and globally. She is an investment advisor for some of the largest private equity funds, sovereign wealth funds, corporations as well as many of the world’s largest banks and financial institutions. Recognized for the excellence of her practice and legal acumen, Jacqueline is top-ranked in leading legal industry publications such as Chambers, Legal 500 and IFLR.

In a delicate interaction with Global Woman Leader magazine, Jacqueline shares her views on how trust, resilience, and authenticity shaped her leadership journey in n male dominated spaces.

Jacqueline also talks about practical insights on the navigation of cultural nuances, influencing boardroom dynamics and leveraging ESG to boost impactful deels. To explore her perspectives in depth, read the full interview below.

In your experience structuring complex cross-border M&A deals, which leadership traits have helped you gain trust as a woman in a traditionally male-dominated legal space?

In high-stakes cross-border M&A, trust is never assumed, it must be earned in every interaction, whether with clients, counterparties, or advisers. I’ve found that consistency, respect, and integrity are the traits that matter most: showing up prepared, listening carefully, and communicating openly even under pressure.

There are no shortcuts, for men or women, to building credibility.

What ultimately wins trust is demonstrating, time and again, that your word carries weight and your focus remains on guiding the deal to a principled and successful outcome

Can you share an anecdote where you created a breakthrough outcome for clients? What can women leaders in similar high-pressure industries learn from it?

In one restructuring I advised on, involving a highly leveraged cross-border borrower under intense creditor pressure, the breakthrough came not from pushing the hardest but from reframing the negotiation around shared interests. We focused all parties on long-term value preservation rather than immediate wins.

By creating space for dialogue and balancing firmness with empathy, we unlocked a consensual solution that preserved jobs, safeguarded core assets, and gave creditors a meaningful recovery. For women leaders in high-pressure industries, the lesson is that strength often lies in a calm and solutions-oriented presence. Showing that you can steer through complexity with both technical precision and human understanding build credibility, trust, and outcomes that endure.

Having worked in both Singapore and Hong Kong, how have you adapted your leadership and negotiation style to different cultural expectations?

Working across Singapore and Hong Kong has taught me that leadership is less about projecting a single fixed style and more about listening closely and adapting to context without losing your own centre. In Singapore, negotiations often reward patience, consensus-building and respect for hierarchy, whereas in Hong Kong, the pace can be sharper and stakeholders expect decisiveness and speed.

I’ve found that the key is to calibrate my approach, in knowing when to pause and build alignment, and when to move with conviction, while always being authentic in tone and intent.

Authority, in my experience, flows not from volume but from consistency: if people trust that you are principled, prepared, and genuinely invested in finding solutions, they will follow your lead across any cultural setting.

Many women leaders face challenges in boardroom dynamics. From your M&A and corporate finance work, what strategies have you seen work to command presence and influence decision-making?

In advising senior management, particularly in high-stakes M&A and financing discussions, one’s presence is less about speaking the loudest and more about speaking with clarity, timing, and conviction. Preparation is fundamental, as when you deeply understand the transaction, anticipate concerns, and frame solutions in a way that aligns with both commercial and human priorities, people do listen.

I’ve also found that asking the right questions can be as powerful as giving the right answers; it shifts dynamics and reframes discussions.

For women leaders, combining this technical command with composure, by holding your ground calmly even when challenged, creates influence that is hard to ignore. Over time, authority builds not only from individual contributions but from being the steady voice that moves the room toward consensus and action.

With increasing focus on ESG in global transactions, how can women leaders leverage this trend to shape deals that are commercially strong and socially impactful?

ESG has shifted from being a “nice-to-have” to a core driver of deal strategy. In my experience, approaching ESG not as a compliance box-tick but as a value-creation lever allows us to design structures that are both commercially robust and socially meaningful. For instance, linking financing terms to sustainability milestones or integrating governance reforms that enhance long-term resilience.

By championing ESG in a way that is pragmatic yet aspirational, we not only shape stronger deals today but also signal the kind of responsible leadership that clients, investors, and communities increasingly demand.

LAST WORD: Actionable Advice For Women Leaders Aiming To Excel

From my own journey in corporate law, I would highlight three actionable principles for women leaders navigating high-stakes environments.

First, Master your Craft—technical excellence and deep sector knowledge are the foundation of credibility.

Second, build and Leverage Networks—mentors, sponsors, and peers provide perspective, support, and opportunities that can accelerate growth, especially in traditionally male-dominated spaces.

Third, Lead with Authenticity and Resilience—bring your full self to the table, stay grounded under pressure, and approach challenges with a solutions-oriented mindset.

These three pillars—expertise, relationships, and principled presence—create a platform not just to survive, but to thrive and shape outcomes meaningfully.