• Lucia Soares is helming Carlyle's AI transformation after years of bringing tech to big companies.
• She spoke to BI about the firm's AI rollout and how it's already resulting in cost savings.
• She also spoke about life as a bicoastal executive and what she learned from her immigrant parents.

Lucia Soares had been working for Carlyle for four years when the private equity giant's CEO called to ask if she would take on a new role.

"I originally focused on using tech to create portfolio value," she told Business Insider, referring to the companies Carlyle controls. "Then, two years ago, our new CEO called me and said, 'Can you please do what you're doing for our portfolio companies but for our own company internally?'

Now, Soares — as Carlyle's chief information officer and head of technology transformation — is taking on a new challenge: Bringing artificial intelligence to the investment giant's 2,300 global employees.

She spoke with Business Insider about the rollout, including the successes, the pitfalls, and how the company is implementing checks and balances. She explained where the company is already seeing cost savings, for example.

She also walked us through her life as a bicoastal tech executive — and how she learned to hustle from a young age, helping her immigrant parents sell plants at the flea market on weekends. The interview has been edited for length and clarity.

What are your tech goals for Carlyle?

In my 27 years in technology, I've learned that you can't start with technology itself as the goal. People said that e-commerce is the goal, or that digital is the goal. Now, they say AI is the goal. And actually it's not.

Instead, we start with our business goals: we want to grow, create efficiencies, and build a strong tech foundation. AI and other technologies are levers to achieve these goals.

Tell us about Carlyle's AI rollout.

Increasing our employees' AI fluency is a strategic priority. They get AI training from the day they start at Carlyle, and are introduced to a wide range of tools they can use.

Now, 90% of our employees use tools like ChatGPT, Perplexity, and Copilot. We also have an AI champions' council where early adopters can play around with tools and eventually share best practices.

We're using AI to transform our workflows through Project Catalyst, which automates processes. We're also developing custom tools that leverage proprietary data to deliver insights instantly—saving investors from sifting through endless materials. Today, Carlyle's credit investors can assess a company in hours using generative AI, instead of spending weeks on research.

How is AI impacting the average worker at Carlyle? Are they required to use the technology?

It depends. Some business leaders have made it a requirement to put all investment committee memos in an AI tool for them to review. Others are not so direct about it, but everybody is seeing how it can make their jobs easier and challenging their teams in meetings to talk about the value they are deriving from AI tools.

As a firm, we have a return-on-investment strategy, and my team aims to deliver a certain amount of ROI every year.

We're not eliminating people's jobs, but we believe that it can help reduce dependency on outside services costs. For example, we can use AI to review legal invoices and catch errors that will reduce our costs. We've seen real savings as a result.

How do you balance autonomy with the risks of adoption?

I think a lot about that. I worry about kids in school using a tool to write an essay and not being able to think. But you have to wonder how people felt when the calculator came out, and if they thought no one would ever be able to do math on their own again.

We never allow AI to make a final decision. There's always a human in the loop, and someone needs to be accountable for the final results.

For example, when employees use AI to write a report, we have employees write a final paragraph summarizing the output to ensure they're thinking critically about it.

Can you give examples of success and failure in Carlyle's tech transformation?

Let's start with success.

When investors invest with us, we can at times receive up to 80-page documents with questions about everything from our employees to cybersecurity training. It's very manual.

We had one team decide they'd try to use AI to make investor diligence easier. Despite having just one technologist, this team found a solution to automate the process, which we're launching later this year.

We seek to empower people to solve things themselves, with embedded technologists across the organization.

We experienced more challenges dealing with regulatory restrictions on large language models globally. We learned the hard way that these regulatory hurdles require a lot of evaluation. We're launching solutions, but it's taking longer than expected to deploy.

You might think you can go fast with AI, but it doesn't always work that way, especially in today's global climate.

Has any single piece of career advice stuck with you over the years, and what is it?

Early on, I was advised to always raise my hand for the extra hard assignments. In other words, take a risk and bet on yourself.

My parents are immigrants, and I learned work ethic, courage, and audacity from them. But when I entered the workforce, I had impostor syndrome. With blue-collar parents, the office environment was completely different for me.

By taking on difficult assignments, I created relationships and visibility and was able to learn and grow more.

Tell me about your parents.

They are from the Azores Islands in Portugal. They came to the US during the dictatorship years. My dad only went to school up until the age of 10, because his family could not afford to pay for more education. He can add, subtract, and multiply, but was never taught how to divide.

He came to the US after serving in the Portuguese Army to give his family a better future. He knew no English.

He became a custodian, cleaning schools, and had a side hustle selling house plants at a flea market on the weekends. We all helped cultivate and sell the plants. I learned a lot from my parents.

What does your morning routine look like?

I am bicoastal: I spend one week a month in DC and also time in New York, but I live on the West Coast and work out of our Menlo Park office.

On the East coast, I might start my day — work permitting — listening to news podcasts, going for a run, meditating, and eating a healthy breakfast.

At home, I start really early in the morning. I don't always get that workout in, but I start with some early calls, and then take a break to drive my daughter to school before heading to the office.

When I get to my desk, I write down the day's priorities. I've done this my whole career, and try not to let constant fire drills overtake those priorities. When you're driving transformation, you have to keep strategy at the forefront.

What are the most important meetings of your week?

The most important meetings are the unplanned ones. For example, I run into a coworker, and we start talking about our kids. Then they bring up a company we should partner with. Or I run into an administrative assistant, and they show me new ways they're using Copilot. I get inspired by solving problems with people in real time.

The second most important meetings are the ones where we drive strategy and brainstorm. As technologists, you can fall into the Dilbert category of employees, where you just work through problem resolutions. So I force strategy onto the calendar to ensure we think big and ambitiously about tech transformation.

• The Hamptons have long been a popular summer destination for bankers and traders.
• We spoke to Wall Street insiders and others about the top hot spots for summer 2025.
• Here are the 7 places they said you'll find finance industry insiders this summer.

Whether by car, helicopter, the LIRR, or the infamous Jitney bus, if it's a Friday afternoon between Memorial and Labor Day, Wall Street is going "out east."

The Hamptons have been a haven for the ultrawealthy since the Astors and Vanderbilts set up estates there more than a century ago, but the transition from fishing and whaling towns to playground for urban professionals really started to take off in the freewheeling 1980s, during Wall Street's boom years.

Since then, the secret has been out, and over the last decade, social media and Bravo's "Summer House" have introduced a whole new generation to these once-sleepy seaside towns of Long Island.

Walker Ward, who previously sold data and research to hedge funds and other large investors, told Business Insider that the Hamptons remain a recreation hub for stressed-out Wall Streeters looking to escape the heat and humidity of the city.

"There's so much to do there," Ward said, who has summered there for the better part of the last decade. "Why wouldn't you want to go out there if you could afford it?"

Whether you're looking to relax or rage, there's something for everyone — as long as you have deep pockets. And, as with any destination for the wealthy, these resort towns offer ample opportunity to peacock.

"The Hamptons, especially with social media, have become a runway show for people to go out and flaunt what they have, how much money they make, and what kind of car they're driving," said Ward, who now parodies Wall Street on social media as WalkSauce42.

In preparation for the July 4 holiday, we spoke to current and former financial industry professionals, as well as some Hamptons locals and business proprietors, about this year's hottest hangouts. Some of the industry insiders we spoke to asked to remain anonymous to protect their jobs because speaking to the press is either forbidden or frowned upon.

Here are 7 top Hamptons hangouts for bankers, traders, and more.

Surf Lodge

This was the most-mentioned spot, which is why we're putting it first. It's a quaint seaside hotel and restaurant, as well as a sceney place to get bottle service on the beach and hear live music and top DJs in Montauk. But FYI, tickets for entry on July 4th are pretty much sold out. A table on the beach for 10 for the next day is listed as $7,500.

A nearly $100 chicken tender tower went viral a few summers ago, thanks in part to TikTok and Instagram posts by Ward.

"The tendie towers baby, that's the intern's favorite, and the holy grail," Ward joked to BI. "Everyone knows Surf Lodge."

Someone who previously worked at a large investment bank confirmed it's popular with the Wall Street crowd.

"It's got a DJ, a deck. You pay thousands for a table," he said.

Le Bilboquet Sag Harbor

The Sag Harbor outpost of this Upper East Side French restaurant opened in 2017, and has since built a reputation for being "one of the satellite offices for the elite," said Ward, who currently summers in Amagansett, between East Hampton and Montauk.

The restaurant bans shorts and flip-flops and is perched alongside a marina deep enough to allow large yachts to dock.

"Everyone loves to sit there and drink wine and look at the sterns of all these massive yachts," Ward said.

The Wall Street recruiter described it as "another see and be seen spot."

The menu offers a seafood tower complete with a dozen oysters, king crab, langoustine, shrimp, a half lobster, snow crab and shrimp for $250, a 100-gram tin of Caviar Ossetra Imperial for $490, and their signature Le Poulet Cajun, a $39 Cajun-spice-rubbed chicken with a beurre-blanc sauce, salad, and fries.

Stephen Talkhouse

Stephen Talkhouse, founded in 1987, is also known for its live music scene. It's become so popular with vacationers that one Hamptons local complained to BI of summer lines that "wrapped around the village." Ward agreed, saying you have to know the staff in order to "Trojan Horse" your way in.

Located in Amagansett, between Montauk and East Hampton, its website describes it as "a legendary music scene and casual neighborhood bar in one. The music calendar for the July Fourth weekend includes "Secret Sellebrity Society Band" and alt-rockers "Kids That Fly."

Mary Lou's

The Palm Beach outpost of Mary Lou's is well attended by local financiers and the socially or politically connected. It's also attracted popular musical acts from The Chainsmokers to Mojave Grey.

Mary Lou's Montauk branch, which opened earlier this year, is aiming to provide the same ambiance and flair. Cofounder Alex Melilla told BI that the crowd so far has been "a more mature crowd, affluent crowd, influencers, tastemakers, as well as a great local scene." The

The Wall Street set may be especially drawn to the special menu set to be curated by the team behind Marea, the luxurious seafood restaurant just a stone's throw from Deutsche Bank Center in midtown, which Mary Lou's will offer during a weekend later this month.

Duryea's Montauk

Duryea's is a seafood restaurant on the water in Montauk known for its $97 lobster cobb salad.

Duryea's was purchased by Apollo CEO Marc Rowan in 2014, and it quickly turned from a classic lobster shack into one of the sceniest restaurants on the East Coast. Hampton's legend and Food Network star Ina Garten has said it is one of her favorite restaurants.

"In my 20's that was the only place we would go on summer weekends there because it was cheap and easy," one Wall Street recruiter said. Not anymore. "People go to Duryea's on their yachts and tender to shore."

Gurney's Montauk

Wall Streeters looking to decompress might turn to Gurney's Resort & Seawater Spa, a 146-room hotel and spa with multiple al fresco dining options along a lush stretch of beach in Montauk.

The Wall Street headhunter said it remains one of the most popular outposts for the financial crowd — and Lizabeth Zindel, the editor-in-chief of Hamptons Social Magazine, explained why: "It's absolutely beautiful," Zindel told BI. "There's a huge terrace as well, which overlooks the ocean from up above."

On the menu at the outdoor Firepit lounge are creative cocktail concoctions like the Chocolate Negroni; the "Afternoon Tea" featuring Earl Grey, bergamot, gin, and cream; and the "Improved Grasshopper" featuring mint and chocolate liqueurs. Each is $23.

The country clubs

As with any wealthy enclave, the Hamptons boasts numerous country clubs.

The Hampton's local described Southampton's Shinnecock, which is hosting next year's US Open, as the "fanciest golf place out here." Ward cited East Hampton's Maidstone Club as another place where "fancy people" from the Street spend their time "hobnobbing."

"Maidstone is the Arnie poster above the bed," he said, referring to a poster of Arnold Schwarzenegger as a pro bodybuilder above an aspiring muscleman's bed. "It's what you aspire to be."

• Jamie Dimon has criticized the private equity industry's recruiting of its junior bankers.
• On Thursday, the firm warned incoming juniors not to accept future-dated jobs from buyout firms.
• Those who do will be terminated, the bank said in a memo.

JPMorgan is warning junior bankers against taking future-dated jobs with buyout firms — or even sneaking out of job training to take interviews.

On Wednesday, JPMorgan Chase's top investment banking brass sent a memo to incoming first-year IB analysts warning them against participating in the private equity industry's annual recruiting ritual. This whirlwind affair is known as "on-cycle recruiting" and promises young bankers lucrative jobs at the end of their investment banking analyst programs, which often last two or three years.

In the memo, John Simmons and Filippo Gori, co-heads of global banking, admonished analysts who accept "future-dated job offer" or "a position with another company before joining us" within their first 18 months of employment, saying they will be terminated if discovered.

"You will be provided notice and your employment with the firm will end," the executives wrote. They said such offers could constitute a conflict for junior bankers working on transactions for PE sponsors who could also be their future employers.

This year's memo appears to be an escalation of a long-simmering personnel issue important to the bank's high-profile CEO, Jamie Dimon.

"I think that's unethical. I don't like it, and I may eliminate it regardless of what the private-equity guys say," Dimon told college students at Georgetown University last year.

Last year, the firm warned incoming junior bankers against the practice, but stopped short of saying it would terminate those who participated.

This year's memo even vowed to terminate junior bankers who dare sneak out of job training to interview with private equity firms, as many did in 2023.

"To succeed in the Investment Banking Analyst Program, your full attention and participation are essential," wrote Simmons and Gori. "Attendance at all training sessions, meetings and obligations is required. Missing any part of the training program may lead to removal from the program and termination," they said.

The memo was first reported by ExecSum, a newsletter offshoot of the popular Instagram account Litquidity. A JPMorgan spokesperson confirmed its authenticity to BI.

As Business Insider has previously reported, private equity's annual recruiting of junior bankers is a frenetic affair that often starts without warning. Young bankers can be asked to drop everything to interview or miss out — resulting in middle-of-the-night interviews or missed vacations and proving a nagging source of disruption for bank bosses.

Dimon has railed against PE recruiting and its impact on his staff. "I think it's wrong to put you in the position," he said in the fall, adding: "You have to kind of decide the next career move before you have a chance to even decide what the company is like."

It remains to be seen how this new rule could impact the future of buyside recruiting. The industry insiders who spoke to BI expressed skepticism over the bank's ability to enforce the new rule.

"I imagine while some junior bankers will be scared off, many will continue to take the risk," Anthony Keizner, a partner at the headhunting firm Odyssey Search Partners, told BI on Thursday. "They always saw banking as a stepping stone, and won't want to be put off starting the next phase of their career."

A former junior banker who now works in private equity agreed.

"Analysts are going to recruit regardless," this person said, adding that young bankers will simply "shut their mouths about" it.

In what appears to be an acknowledge of the competitive pressures young people in the industry face, the bank said in the memo that it would shorten its analyst program from three years to two and a half, offering juniors "quicker advancement opportunities within the firm."

"All the mega funds already fill spots within the first six months," said the private equity professional, who asked to remain anonymous to protect her job. "They're not going to wait for JPM analysts."