Modern Law Magazine Issue 68

Issue 68
ISSN 2976-9396
THE BUSINESS OF LAW
PREDICTING
2024
P06 Nick P10 Dr Wayne P15
Emmerson
Opening The Doors of The Law Society
Wright
Meet The Business Doctor
The Solicitors’
Charity:
Here for you.
Opening The Doors of The Law Society

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PREDICTING 2024
“The future depends on what we do in the present.”
Mahatma Gandhi
As we wave goodbye to the year that was
2023, we turn to 2024 and ponder what the
next 12 months has in store. There is no time
like the new year to reflect on all the work
that has taken place and celebrate the wins
and learn from the losses of 2023.
In this issue of Modern Law Magazine, we
discuss everything 2024, what the legal
industry has lined up, the upcoming trends
and challenges, and our industry experts’
predictions.
Opening this issue are two interviews.
The first interview is with Nick Emmerson,
President of The Law Society, where he
discusses what his plans are for his time as
President, and what he hopes to achieve.
The second interview is with Dr Wayne
Wright a.k.a. The Business Doctor where we
get the inside scoop on Dr Waynes approach
to remedying business ailments.
The first insight is from the The Solicitors’
Charity, they tell us all about taking care
of your mental health, and what they can
do to help any solicitors struggling in the
coming year. The second insight is from
Natasha Lewis, Managing Partner of Lewis
Denley, who tells us all about Lewis Denley’s
reflection on 2023, and how they are using
it to plan for 2024. The third insight is from
Paul Ippolito who tells us his predictions for
the 2024 legal landscape.
The Modern Law Magazine’s Editorial Board
return to divulge their thoughts on the year
ahead, what their first priorities are in 2024,
the latest trends, and what technology
advancements we will see in the next 12
months.
Our first In-depth is from Sophia Stancer of
the Law Firm Marketing Club, who tells us
why your law firm should prioritise ESG in
2024. Leena Birdi and Kush Birdi from Birdi
& Co bring us the second insight. They tell
us why prioritising client relationships and
nurturing them should be a priority and how
it can lead to sustainable business growth.
Bradley Collins returns with his LegalTechTalk
with a selection of interviews from leading
legal professionals who tell us their
predictions for 2024.
This issue we have special features from
Moneypenny, Search Acumen, CTT Group,
and Perfect Portal. They all share their
insights into what conveyancing has in
store for 2024 in regards to technology and
beyond.
The Wills and Probate Expert Panel are back
discussing the things to come in 2024 for the
sector, from legislation changes, professional
development, to their priorities.
On the final few pages, you will find a
Conveyancing interview with the one and
only Elizabeth Jarvis of Landmark. Elizabeth
discusses sustainability, client expectations,
and her 2024 priorities.
Closing the issue is our 10 Minutes With..
Marion Silvey. See who she would invite
round for dinner, and what her most
memorable achievement has been in her
career.
Emily Wade is Editor
at Modern Law Magazine
01765 600909 | emily@charltongrant.co.uk
modernlawmagazine.com
Editorial Contributors
Adrian Jaggard, Taylor Rose MW
Martin Cheek, SmartSearch
Paul Sams, Dutton Gregory
Alex Holt, Cashroom
Mark Holt, Frenkel Topping
Neville Dinshaw, Law Mergers & Acquisitions
Kathliya Harwood, Speech Processing Solutions
Dave Seager, Matrix Capital
Bronwyn Townsend, InfoTrack
Dominic Hendry, Estate Research
ISSUE 68
ISSN 2976-9396
Editor
Emily Wade
Project Manager & Events Sales
Kate McKittrick
Modern Law Magazine is published by Charlton Grant Ltd ©2023
All material is copyrighted both written and illustrated.
Reproduction in part or whole is strictly forbidden without
the written permission of the publisher. All images and
information is collated from extensive research and along
with advertisements is published in good faith. Although
the author and publisher have made every effort to ensure
that the information in this publication was correct at press
time, the author and publisher do not assume and hereby
disclaim any liability to any party for any loss, damage, or
disruption caused by errors or omissions, whether such
errors or omissions result from negligence, accident, or
any other cause.
3

CONTENTS
INTERVIEW
INSIGHT
EDITORIAL
BOARD
06 Opening The Doors of The Law Society
Nick Emmerson discusses his 2024 plans for The Law Society.
10 Meet The Business Doctor
Dr Wayne Wright discusses how he helps businesses get back on track.
15 The Solicitors Charity: Here for you
Nick Gallagher tells us all about taking care of your mental health, and what
The Solicitors Charity can do to help any solicitors struggling in the coming
year.
16 2023 Reflections, And 2024 Goals
Natasha Lewis, Managing Partner of Lewis Denley, tells us all about Lewis
Denley’s reflection on 2023, and how they are using it to plan for 2024.
17 The Practice Of Law – Things to Watch in 2024
Paul Ippolito tells us his predictions for the 2024 legal landscape.
19 Dutton Gregory
Give the people what they want Paul Sams, Partner, Dutton Gregory
19 Cashroom
Mystic Meg’s 2024 Legal Predictions Alex Holt, Director of Business
Development, Cashroom
21 Frenkel Topping
Values That Foster A Positive And Supportive Culture in 2024 Mark Holt,
COO, Frenkel Topping
21 Law Mergers & Acquititions
Evolving Expectations Of Clients Neville Dinshaw, Managing Director, Law
Mergers & Acquisitions
23 Philips Dictation
6 Positives of Speech Recognition Powered By AI Kathliya Harwood,
Marketing Manager, Philips Dictation
23 Estate Research
Estate Research’s First Priority In 2024 Dominic Hendry, Head of Private
Client, Estate Research
25 Taylor Rose MW
Navigating Trends, Technology and Client Expectations in 2024 Adrian
Jaggard, CEO, Taylor Rose MW
25 InfoTrack
Top Digital Conveyancing Trends for 2024 Bronwyn Townsend, Senior
Marketing Manager, InfoTrack
27 SmartSearch
Top Tech Tips for a Compliant 2024 Martin Cheek, Managing Director,
SmartSearch
27 Matrix Capital
Meeting evolving client expectations will mean thinking outside the legal
box Dave Seager, Consulting Adviser, Matrix Capital
EDITORIAL BOARD CONTRIBUTORS
SpeechLive
4

CONTENTS
28 Sustainable Success: Why your law firm should prioritise ESG in 2024
INDEPTH Sophia Stancer, Law Firm Marketing Club.
30 Building Sustainable Relationships In 2024 The Birdi & Co Way
Lenna Birdi & Kush Birdi, Birdi & Co
32 LegalTechTalk
Bradley Collins is back with his LegalTechTalk series discussing legal tech in
2024 Bradley Collins
FEATURES
37 Moneypenny
Bernadette Bennet
39 Real Estate Trends and Predictions 2024
Andrew Lloyd, Search Acumen
42 Why Law Firms Need To Embrace Automation in 2024
Josephine Clark, Perfect Portal
44 The Year Of AI
Jonathan Maskew, CTT Group
PANEL
47 Wills and Probate Expert Panel
A discussion with Ochresoft and Estate Research about 2024, their
predictions, and what they have planned. Emily Wade, Modern Law.
FORUM
10 MINS WITH
51 Conveyancing Interview
An interview with Elizabeth Jarvis about the conveyancing sectors 2024,
client expectations, and sustainability. Emily Wade, Modern Law
62 10 Mins With... Marion Silvey
See who Marion would invite round for dinner, and what her most
memorable achievement has been in her career.
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5

”
I want to fling
open the doors of the
Law Society, both
physically and virtually,
and invite our entire
profession in
to participate.
”

INTERVIEWS
Modern Law sat down with Nick Emmerson, the
President of The Law Society, to discuss his plans
for the coming year as President, what he hopes to
achieve, and his advice to Law Society Members.
What inspired you to pursue a career in law, and
how did you eventually become the President of
The Law Society?
My route to being a lawyer was founded on a fascination with how
society operates and the role of law within that. Being a lawyer puts you
at the centre of that and I thought that pretty cool when I was young
and actually still do! Being a solicitor also gave me the opportunity to
travel and work overseas fulfilling my other fascination with East Asia. I
have had the privilege of studying and working in China and Japan for
about 10 years.
The Law Society was always in the background throughout my career,
but it never really engaged me, and I never really engaged with it. I
was asked to stand for election to the Law Society Council, which I
did and won the election. This led me into the heart of the Law Society
and getting stuck into the great work that the Law Society does. After
a few years, Council gave me the honour of electing me as their 179th
President.
As we enter 2024, what are your primary goals and
priorities for The Law Society under your leadership
this year?
As momentum towards a general election in 2024 builds, we
are engaging with all parties to ensure that the next government
understands the importance of investing properly in the justice system
so that the fundamental right to access to justice is upheld.
I want to help demonstrate to the next government the value of the
legal profession as an economic powerhouse and the need to invest in
it to help it thrive.
Our legal system is a true global brand, recognised and respected the
world over and it remains central to the UK’s place on the international
stage. The world trusts the stability and quality of our courts and
tribunals, our arbitration and mediation centres, our law and our legal
professionals.
I also want to show the contribution our profession makes domestically,
with solicitor firms providing high quality jobs and prospects for young
people in every town and city across England and Wales.
From the criminal duty solicitor in Ceredigion, racing across the county
late at night to provide legal advice to their client at a police station; to
the conveyancer in Cornwall, helping a local family secure their dream
home; every solicitor in our profession supports people daily with the
challenges and the opportunities they face.
I want to ensure the voices of solicitors on the ground are being heard
on the national and international stage and look forward to meeting
solicitors based in all corners of England and Wales.
Local law societies provide a key link between the Law Society and
our members. As a past president of Leeds Law Society, I intend to
continue to champion the positive role that local law societies play in
our great towns and cities.
And most importantly, I want to demonstrate the value our profession
provides individuals within wider society. We uphold laws and ensure
justice is done, helping everyone in society navigate through some of
the most complex and difficult times in their lives.
7
Access to justice can’t and must never be taken for granted. Yet both
our civil and criminal legal aid systems are in a state of emergency.
We can’t have a state funded legal system without state investment.
Without it, the promise of justice for all will slip further and further away.
I will continue our campaign on legal aid deserts and highlighting the
dire state of the justice system to those in power. I will lead the Law
Society’s response to the Civil Legal Aid Review and push forward with
the fight to restore fair funding to the criminal legal aid system.
I will also continue to defend solicitors and challenge the criticism that
many are facing for simply doing their jobs.
Can you outline any specific initiatives or programs
you plan to introduce or enhance in 2024 to better
serve the needs of the legal community?
A few months ago, we published our 21st Century Justice Green
Paper, which is intended to place the Law Society and the solicitor
profession at the forefront of changes that are already underway,
shaping them to best serve the rule of law, access to justice, legal
services consumers and the profession, rather than responding after
they have already been made.
The project places the profession right in the centre of the conversation
to help ensure its long-term sustainability, as digitalisation is changing
the way legal services are delivered.
Consumer trends are also changing. Those on low-middle incomes
who need legal help want more transparency on cost and more
flexibility on how they work with solicitors – they are more likely to shop
around on price and put faith in online reviews.
This spring, we will be publishing our 21st Century Justice White Paper,
which will incorporate feedback from our members to present a revised
set of proposals.
In this election year, the White Paper will be important in setting out a
practical set of policies which have broad consensus and that a new
government could implement to realise the benefits of access to justice
to the wider economy and society.
We will also continue to build on our ongoing campaigns around
reframing justice and ethics. I will work with members in Wales and the
National Board for Wales to contribute to the discussions on the future
direction, shape and administration of justice in Wales.
How do you anticipate addressing the evolving
challenges in the legal profession this year, and
what strategies do you have in place to adapt to any
unforeseen circumstances?
We face a future with its fair share of challenges and opportunities.
In my presidency, we step closer to the bicentennial year of the Law
Society, marking 200 years of dedication and commitment to our
members.
We are also approaching a General Election and I will ensure that the
voice and views of our profession are heard by those in power.
I am sure the year ahead will have a number of challenges to throw at
me. We have big obstacles to overcome and the huge potential of the
profession to harness.
We will demonstrate that we are an outward-facing and internationally
minded Law Society.

INTERVIEWS
Are there any key legislative or policy changes that
The Law Society aims to advocate for or influence
in 2024, and what impact do you expect these
changes to have on the legal landscape?
The Law Society will continue to scrutinise government policies,
especially the new Safety of Rwanda Bill which potentially undermines
the rule of law and the constitutional separation of powers.
Regulation also remains a key issue for the profession, with the Legal
Services Board carrying out an independent review of regulatory
events leading up to the Solicitors Regulation Authority’s intervention
into Axiom Ince.
Another priority area for us is funding for criminal defence solicitors
who are the backbone of our criminal justice system.
At end of last year, we took the government to court over levels of
criminal legal aid funding, and we expect a decision to be made early
this year. We hope the High Court will recognise that the decision by
the Ministry of Justice not to award the recommended 15% uplift to
duty solicitor fees was irrational and the government reconsider it, so
that criminal legal aid lawyers have a chance at continuing their vital
work.
In terms of technology and innovation, what
advancements or updates can we expect from
The Law Society to support its members in staying
abreast of the latest trends in the legal sector?
This year, our focus is on advancing our work on Artificial Intelligence
(AI), so that we are well-informed on AI developments and open to
opportunities to directly collaborate with members who are working on
cutting-edge AI innovation across the legal sector.
We recently published a guide to generative AI, which helps members
make more informed decisions when deciding whether and how
generative AI technologies might be used.
We are also exploring the opportunities, challenges and impact of
technology as part of our 21st Century Justice campaign, in particular
identifying how we can unlock the potential of AI while protecting
consumers.
Last year, our response to the government’s pro-innovation approach
to AI regulation advocated for more clarity for our members to enable
the profession to capitalise on the technologies’ benefits.
”
I want to fling
open the doors of the
Law Society, both
physically and virtually,
and invite our entire
profession in
to participate.
”
8
We are also looking at understanding businesses’ accessibility needs
when it comes to technologies and remote processes in law firms and
organisations. This initiative is being led by the Law Society’s Disabled
Solicitors Network.
It is incredibly important that we consider adjustments needed for
disabled people to use software as the legal sector explores the use of
legal technologies to enhance the practice of law.
Cyberattacks pose a significant and growing risk to the legal sector.
We continue to work with the National Cyber Security Centre (NCSC)
to review our guidance for solicitors and law firms to understand and
mitigate these cybersecurity threats. The safe and secure transfer of
data for personal and professional purposes is fundamental to ensure
that people’s personal data is protected, and businesses are able to
operate seamlessly across borders.
We are following the developments of the Data Protection and Digital
Information Bill as it goes through Parliament to ensure that meaningful
human involvement is considered and included within automated
decision-making processes.
How does The Law Society plan to enhance its
commitment to diversity, equity, and inclusion
throughout 2024, and what specific actions are
being taken to promote a more inclusive legal
community?
I am committed to supporting diversity and inclusion, particularly when
it comes to social mobility and diversity among the judiciary. I want to
ensure our headquarters on Chancery Lane reflects the vibrancy and
diversity of our membership.
The Law Society has shared good practice and what works to advance
diversity and inclusion through our impact stories and D&I Framework.
We have also published guidance to support disabled students and
junior lawyers in the workplace to promote a more inclusive legal
community.
We continue to encourage more flexible and part-time training
opportunities to be offered in the legal sector. Our Women in Law
Pledge also brings gender equality to the forefront of the conversation
and we want organisations to show their support by signing the pledge.
The #10000BlackInterns scheme offers paid work experience for
young Black people which the Law Society takes part in and we
encourage the profession to also get involved. We’re also taking part in
#LegalPride to highlight the experience for LGBTQ+ solicitors.
This year marks 20 years of the Law Society’s Diversity Access
Scheme. The scheme aims to help improve social mobility and
diversity in the legal profession by supporting people who face
exceptional social, educational, financial or personal obstacles to
qualifying as a solicitor.
In terms of professional development, what new
resources or opportunities will The Law Society
offer its members to ensure their continued growth
and success in their legal careers?
The Law Society is committed on fostering the constant dedication
and success of both its members and non-solicitors. To that end, we
developed a new accreditation, the Residential Property Accreditation,
which serves as a critical instrument for achieving seamless, secure

and well-informed presence in the residential property sector.
Additionally, as part of our commitment to member success, we plan
to launch more products in the future, providing professionals with
enhanced tools for continuous growth and distinction in their legal
careers.
We also offer section membership which provides additional support
for professional development in the areas of law leadership and
management, risk and compliance, property law, private client legal
field, competition law and dispute resolution. New in 2024 in relation to
these is the inclusion of bigger discounts for library research services
and conferences.
How will The Law Society engage with law firms,
legal practitioners, and the broader community
in 2024 to foster a strong and collaborative legal
ecosystem?
Every individual solicitor has a special role to play in society and the
Law Society has its own important role to play in supporting every
single one of the 216,000 solicitors who make up our profession.
The influence and access the Law Society wields, must be put to use
for the benefit of all of our members, both across England and Wales
and overseas.
I want to fling open the doors of the Law Society, both physically and
virtually, and invite our entire profession in to participate.
I will advocate for the value that solicitors add to every part of England
and Wales when speaking to government, Parliament and senior
stakeholders. This means highlighting not just the role our profession
plays in providing access to justice but also our economic heft as a
successful business sector.
Lastly, what message or guidance would you like
to convey to The Law Society members and the
legal community as a whole as we embark on the
challenges and opportunities of 2024?
The state of our profession is strong. We are a powerful and influential
profession. Our sector attracts the brightest and most talented
individuals to serve the values that underpin our justice system.
To me being a solicitor is special. It’s a profession rooted in history and
tradition, but most importantly, it plays a vital role in our democracy and
society.
As solicitors, we must never underestimate the role we all play in
ensuring access to justice, upholding the rule of law and supporting the
public through challenging moments in their lives.
Nick Emmerson,
President, The Law Society
9

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INTERVIEWS
Meet The
Business Doctor
Modern Law sat down with Dr Wayne Wright, a.k.a.
the Business Doctor, to discuss his approach to trends
and challenges of 2024. Dr Wayne Wright has worked
in some of the most celebrated corporate entities
as well as fast-growing medium-sized businesses
at senior and board levels. His experience is in the
building of businesses from the bottom up with a clear
understanding of the strategic elements essential in
driving successful growth.
11

Dr Wayne, as the Business Doctor, your
Q expertise lies in diagnosing and solving
business challenges. Can you share a pivotal
moment or experience that inspired you to
pursue this unique niche in the business world?
It’s an interesting question because sometimes in life,
A things just crop up, and you think, ‘oh, that would be worth
pursuing.’ So, there was an opportunity where a relative of mine
had been having some business problems and was not quite sure
how to get through them. I found that from just spending some
time with them and working through their issues, we were able
to get to the root of their problems. I think having a PhD doesn’t
mean a lot for a lot of people, but what it does do is it gets you
to understand that attention to detail enables you to get to the
root of things really quickly. I thought, ‘oh wow if I can do that for
these people, I’m sure I could do that for others.’ We have a lot of
clients that come to us, and they’re at their lowest and they’ve lost
their mojo. They’re not quite sure which direction they’re going to
go, and they’re trying to understand what it’s all about. I’ve been
in business for 15 years, and I’m sometimes not quite sure. I enjoy
seeing clients get their mojo back and seeing some hope going into
the future in terms of what they want to achieve, and I’ve seen that
turnaround in their personality. The emotional journey is just really
heartwarming. That’s the bit that gets me out of bed really.
QMany business leaders struggle with
identifying the root causes of their
problems. How do you approach diagnosing
issues in a business, and what steps do you take to
develop effective solutions?
I think sometimes people think that every business has the
A same principles, but the route to get to where they want to
go is completely different. It’s that listening element that you’ve
got to be really clear about because what they may construe as
the problem is not necessarily the problem. It’s letting them speak
first and being really careful about understanding and reiterating
back so that you’ve heard, and they know that you’ve heard
what they’re trying to say. That builds trust because it means that
they know you’re listening; you’re not just assuming a number of
parities and paradigms in what they’re saying. Once you’ve done
that, then you say, ‘OK, let’s dig a little bit deeper.’ When you dig
a little bit deeper in terms of asking questions, root causes start
to emerge. I would say that 80% of the time, the root cause is not
what the client initially thought. The thing about business leaders
and partners is that they get so involved in the detail, what I call
the weeds of the business, and it’s sometimes difficult to take that
step back and look at the bigger picture. My approach is to help
clients take that step back and to look at the business as a whole
and walk them through figuring out the root of their issues.
QCan you give us a quick breakdown of your
book, 10 Commandments of Business
Growth? What inspired you to write it? Who
should read it, and what do you hope readers
take away from it?
AIt’s quite funny, in fact, because for years I’ve been wanting
to really put down some of the things that I felt were
principles. When the pandemic came along, everything stopped.
We told our clients we’re not going to be able to see you for
obvious reasons so just take it easy, and if anything, we were
telling them don’t spend any money with us. We just worked
things through with them that they needed to be doing to be able
to move forward as a business and organisation in that difficult
time. During that time, I would say we did more pro bono-type advice
and advisory, and as a result of doing that, I had a lot of time to be
able to process things and think about my own businesses. I took the
opportunity to dust off what I was working on for the last four years
and I said, ‘well, let me just finish it, let’s just get it done.’ The beauty
of it now is that you can actually do self-publishing. You can find it on
Amazon, Kindle, and I even did an Audible version as well. So, you can
hear my sultry tones on that, or not!
QIn your experience, what are some
misconceptions that business owners
or executives have about the health of their
organisation and how do you help them gain a
clearer perspective?
AGood question, in fact, because the Emperor with No Clothes
Syndrome is quite apparent at times with us business leaders.
So, there are a few things that we do, but the big one that really helps
to understand the organisations we work with is a 360-leadership
review. In my book, I talk about leadership as being the real key skill
that defines those really great organisations from those that are not so
great. We focus a lot around understanding your leadership potential,
and part of that process is helping you, as a leader, discover what your
strengths are. Then clearly, as Brits, we always focus on the bits that
are not so great. I ask my clients to focus on their strengths for the
time being, and make sure they are able to turn up the dial on their
strengths. Part of the 360 reviews we do is our online assessment. You
assess yourself as a leader based on a series of questions that you do
online. Then your team does the same about you, and they get to assess
you as a leader. The results of these assessments give you an overview
of the climate and culture you create as a leader, and that gives you a
good sense of how people see you and how you are behaving in your
organisation. By doing that with some of the senior leaders or some of
your key people, you get a really good indication of the health of the
business, its culture, team, work, goals, focus, and commercial focus. We
take that base data, which is qualitative and quantitative, and we say
to people, ‘look, this is how the organisation sees you. So, let’s work on
those things that will help you to improve the strengths that you have.
The areas that you’re not so great at let’s do two things; either you raise
your competency to be OK on those things or you delegate out and you
get somebody who’s better than you to do it.
QEffective communication is often the
cornerstone of a successful business
strategy. What advice do you have for leaders
looking to improve communication within their
organisations, particularly during times of change
or crisis?
AYou can never over communicate. I think that’s the first line that I
want to always tell any leaders, and you have to force a structure
and a process to communicate. For example, if you’re a partner in a law
firm, you should be communicating with the whole organisation once
a quarter about how things are going, what their goals are, what they
are planning to achieve, what the outlook is, and what they want to
happen. It is vital that leaders set the vision, be really clear about what
that looks like and how it will be achieved. Having your one-to-one
meetings with your people on a regular basis, and your team-type
discussions create varied and consistent two-way communication
channels. Use this time to set the scene in terms of the vision within
particular departments as well and then individually set goals and
targets for individuals as well, and then review both on a regular basis.
Keep people focused, keep people on track and more importantly
ensure that their goals and aspirations fit into the department goals but
also into the corporate goals. Doing this creates a clear line of focus that
people can see that what they’re doing is making a difference to the
overall vision and aspiration of the organisation.
12

A big topic being discussed in the legal
Q industry at the minute is pricing. As we
have seen with the cost-of-living crisis, almost
everything has gone up in price and many legal
firms have done the same to stay afloat. What do
you think the long-term impact of rising prices
will be? Do you have any advice for law firms on
what they can do before they have to resort to
increasing prices?
Always sell on value, never on price. The problem with law
A firms is that they’re not able to communicate what makes
them unique and what makes them different. We do a lot of work
with organisations to try and understand what their sweet spot is.
You have to ask yourself what is it that makes you different? What
makes you unique? Why should someone use you as a law firm
compared to somebody else? It is vital to understand what you are
in terms of how you can distinguish yourself in the marketplace.
Once you do that and you have clients who match that aspiration,
it’s easy to do business because you’re able to solve their problems.
If you’re meeting their needs and they see what you have
compared to other organisations that should then allow you to sell
and justify your price.
The COVID-19 pandemic has brought
Q unprecedented challenges to the business
world. How has the global crisis influenced
your approach to helping businesses navigate
uncertainty and build resilience?
When COVID came around, it created a lot of uncertainty.
A Businesses hate uncertainty, and we’ve always said to
organisations to plan for a rainy day. What I mean by that is that
the organisation that struggled did not have the financial resilience
to cope for such a shock. COVID is just an example, but a shock
could be in terms of supply costs. For example, in the construction
industry, supply costs have gone up 30-35%, and in manufacturing,
some of the raw materials have gone up 40-50%. All that has to
be passed on to the clients. Then some businesses are shouting
because they’re saying we’ve got contracts that we can’t change
the price of. There’s a whole host of different scenarios you need
financial resilience for in an organisation to be able to cope with
those types of shocks. What I mean by financial resilience is always
have at least three to six months operating finances in your Kitty.
Have three to six months’ worth of finances which pay for all your
expenses, salaries, overheads, leasing, and any other business
expenses that you have. So, if you have any sort of shock, whether
losing a new client, raw material suddenly increases, so you don’t
have to pass on those costs to the marketplace.
Looking ahead, what do you see as the
Q most pressing challenges or opportunities
for businesses in the coming year and how can
leaders proactively address these issues to ensure
long-term success?
Businesses will always have challenges. There are a number
A of things that come to mind. There’s certainly a fight for
skills, especially in the legal sector, and I think that’s going to
carry on. In the past, any legal practice outside London would
be able to attract good people from the city and give them the
opportunity to have a flexible working style and a better worklife
balance. Now, because of remote working, what the London
companies are doing is turning this on its head and offering work
from home options and in some cases giving a 30% increase in
salary. So, you’re getting this movement across London and other
metropolitan type of areas where legal professionals are heading
back to these places from smaller regional firms that are finding
ways of cutting costs any way they can. That’s a big challenge that
needs to be addressed, certainly for the regional ones, as clearly
the metropolitan ones have solved their problem. It’s now down to
the regional law firms and small law firms to ensure they hang on
to their key people, and the way to do that is to have incentives
and create partnerships which allow employees to have a bit more
equity stake in the organisation. The other challenges are global
pressures. There will always be global pressures, global issues. I
always say to leaders control the controllables. You cannot control
the election; you cannot control the weather. You can’t control
whether people want to leave or not. Focus on things that you can
control like providing a fantastic work environment, being close to
your customers, and being close to your employees. Control these
so employees and customers/clients don’t feel that they have to
go elsewhere. If you do that, rather than focusing on the things
you can’t control, then it allows you to be more focused rather
than scattered all over the place and being pulled pillar to post by
the wind of what the media says. So, control the controllables and
focus on those things that are going to provide long-term growth
in the business.
Dr Wayne Wright,
Managing Partner, [W]sq solutions
13

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14

INSIGHT
The Solicitors’ Charity: Here for you.
When times are hard, we provide practical, emotional and financial support to help people get
back on track. We aim to make a permanent and positive impact on the lives of the people
that we help. We may have been known by a few different names in our history (The Solicitors’
Benevolent Association and SBA being the most recent) but our purpose has never changed.
Speaking up about mental
health
More and more, we’re seeing people
open up about mental health and it’s
incredible positive to see this shift,
especially in the world of solicitors.
But, going into this year, The Solicitors’
Charity sends a reminder that it’s okay
not to be okay, and that feeling low
isn’t something that needs to be kept
a secret. In the hustle and bustle of
everyday life as a solicitor, it’s easy to
leave our own needs behind.
The most important message from this
is that there are options and support
available out there. Even if it’s chatting
with someone who understands your
typical day-to-day, getting practical
advice about the problems you face,
or having a case worker just listen,
it’s a support service that is available
to all solicitors in England and Wales
and their dependants. This year, make
your mental health and wellbeing a
priority, and when things get tough, let
someone help.
About the Solicitors’ Charity
We often avoid thinking about hardship,
but at The Solicitors’ Charity we’re raising
awareness that it’s normal to need
help – and there is help available. The
Solicitors’ Charity was set up specifically
for solicitors in England and Wales who
have hit tough times. It’s a role that the
charity has been dedicated to since 1858
and we are on a mission to ensure that
no solicitor is left alone. During that
time, the charity has been known by
a few different names (The Solicitors’
Benevolent Association and SBA being
the most recent), but the purpose has
never changed.
With a range of wellbeing and emotional
support, as well as practical and financial
help, The Solicitors’ Charity aims to
become the safe place for all solicitors
from various backgrounds. Every year,
The Solicitors’ Charity continues its work
and extend the types of support it can
offer.
One thing to remember this
year
We’re all human and feeling down is
completely normal. So, the world isn’t
going to stop if you take a step back to
find support that works for you. Whether
it’s taking a moment to recharge
outdoors, speaking with someone
supportive about your wellbeing, or
setting work boundaries, make time
for your mental health. Similarly, there
are many ways you can make a positive
difference to someone in need just
by being there. Sometimes we need
a trusted person to talk to, or a few
positive words to get us going through
the day. Even a small gesture can make
a big difference. No two people are the
same, and therefore the support offered
by The Solicitors’ Charity focuses on
listening in to understand the situation,
then offering practical help.
Partners for a more supported
profession
To provide holistic support, The
Solicitors’ Charity works side by side
with many support organisations such
as LawCare, Onebright, Renovo, Citizens
Advice Manchester (CAM), Pennysmart,
and Advice Works. Partnering with
mental health charities and other
support services, means that The
Solicitors’ Charity is able to go further
to support to get solicitors back on their
feet. Our close partner, LawCare, is the
mental health and wellbeing charity
offering peer-to-peer support to the
legal sector, while Onebright is dedicated
to providing end-to-end services for
mental health. We offer referrals,
signposting, and funding for both.
Jada (name changed for privacy)
explained: “The Solicitors’ Charity is
somewhere to turn to and ask for help,
there’s no judgement from them – it’s
a place of comfort and support and
I’d encourage any other solicitors in
difficulty to contact them. I now know
the value of hope, rather than facing
a bleak future. The charity helps in so
many ways, but just to have someone
listening to you is very healing”.
Nick Gallagher, CEO of The
Solicitors’ Charity shared:
“I’m pleased to be able to say that The
Solicitors’ Charity is able to offer such
extensive support to solicitors and get
them to a place where their wellbeing
and mental health is improved. My hope
for this year is that we can create an
even better, more connected solicitors’
profession, where reaching out for help
doesn’t seem so daunting.
“The most
important message
from this is that
there are options
and support
available out there.”
Where to go from here?
If you, or a solicitor you know, needs
support, get in touch with The Solicitors’
Charity today.
Find out more about the charity by
visiting www.thesolicitorscharity.org.
There’s also a variety of different ways
that solicitors can support The Solicitors’
Charity to provide help to their peers:
through one-off donations, fundraising,
donating unclaimed balances (RCBs), or
joining us at events such as the London
Legal Walk.
Nick Gallagher,
CEO, The Solicitors’ Charity
15

IN-DEPTH INSIGHT
2023 Reflections, And 2024 Goals
Reflecting is a vital part of running any business, and there is no time like New Year to do
so. Taking the time to look back and analyse your goals allows you to grow as a business
and demonstrates an eagerness to evolve alongside the industry. As we bid farewell to the
transformative year of 2023, Lewis Denley is looking forward to ambitious growth plans,
innovation, and a commitment to excellence in 2024. The past year has required adaptability,
growth, and dedication to redefining the legal landscape. Here are some of the goals we
have set for 2024 that I hope may provide some ideas and inspiration for other leaders.
Expanding Service Offerings
One way to drive growth in a business
is to expand the range of services
you offer to clients. We approached
this from our clients’ perspective and
sought to develop our service offering
to meet their evolving needs.
In an era dominated by digital
advancements, protecting sensitive
information and navigating the
complexities of cybersecurity have
become paramount. This is something
that many of our existing and potential
clients are concerned about. They are
looking for help safeguarding their
digital assets, complying with privacy
regulations and navigating the intricate
legal landscape of the cyber realm.
In 2024 we will expand our service
offerings to include Cyber and Privacy
services.
Technological Advancements
Technology continues to be a
transformative force in the legal sector.
Legal tech has the ability to streamline
many of a law firm’s functions, and
when it performs well it should make
life easier for clients and enhance the
service they receive.
Our approach at Lewis Denley has
always been to tackle this head on
by developing our own practice
management technology. We became
fed up with the challenges posed by
expensive and outdated systems, so we
transformed our internal workflows with
our own bespoke system. We have now
launched this as a start-up business,
under the brand Yao so that other firms
can benefit from it.
Team Growth and Development
Ambitious law firms need the best
talent in order to thrive and grow.
When I speak to fellow managing
partners this is often an area that
firms find challenging. The postpandemic
recruitment market is fierce
and law firms need to work hard to
attract and retain talent. Mentoring is
vital, as is fostering a workplace that
values collaboration, growth and the
development of future legal leaders.
A key hire in 2023 for us was Gurpreet
Jani, a Senior Associate within the
team, who was hired for her wealth
of knowledge and experience in all
things Private Client. This strategic hire
contributed significantly to our growth
last year. Looking ahead, team growth
remains a priority. We anticipate further
expansions to meet the diverse and
evolving needs of our expanding client
base.
Focus on People
People are the heart of any business,
and nowhere is that more evident than
in the legal profession where clients
trust us to help them through some of
the most stressful experiences of their
lives.
Workplace culture is an increasingly
important factor that people consider
when they are applying for jobs. Culture
is equally important for retaining
employees. Support, educational
opportunities and mentoring all play a
part in developing a positive culture.
A 2023 survey by Oak Engage of
more than 2000 employees in a
variety of sectors revealed that 75%
of employees have experienced a
toxic workplace culture. The survey
revealed that a negative workplace
culture hinders employee retention
(67%), overall happiness of employees
(63%), productivity (54%), employee
attendance (43%) and collaboration
(39%).
Our approach is to cultivate a workplace
culture that prioritises the personal
and professional development of our
team to empower our professionals and
enhance their contributions to the firm.
Community Engagement
and Local Impact
Focusing on CSR is the right thing to do
– and it makes business sense. Research
shows that businesses who have a
genuine commitment to community
engagement experience an increase in
staff and customer loyalty.
16
A three-year study by Tyl found that
companies with a good CSR rating had
19% higher returns than those with a
poor rating. The same study found that
customers and employees are looking
for transparency and authenticity from
companies, with 59% of consumers
stating that busi-nesses have a
responsibility to social good.
Beyond our organisational growth,
Lewis Denley remains dedicated to
making a positive impact on our local
community. In 2024, we will continue
our support for local businesses,
reinforcing our commitment to being
a responsible corporate citizen. Our
efforts include providing mentoring
services to law students from the
University of Sussex, contributing to
the education and development of
future legal professionals.
Looking Ahead: 2024 Vision
and Aspirations
While challenges are inevitable in any
journey, I believe it is important to look
ahead with optimism. Our overarching
focus remains on expanding our teams,
supporting the local community, and
offering mentorship opportunities to
aspiring legal professionals.
Here’s to a year of innovation,
expansion, and building a brighter legal
future together!
Natasha Lewis,
Co-managing partner, Lewis Denley

INSIGHT
The Practice Of Law – Things to Watch in 2024
The legal industry in 2024, like the rest of the post pandemic world is still in a transformative
state. I see 2024 as a year of transitioning and adjustment, rather than a return to whatever a
new normal may be. I say this from a diversified professional lens, of sensing a lot of people
are still exhausted and taking their time reinventing themselves a post pandemic lifestyle.
This lifestyle is still characterised by quite a bit of volatility and uncertainty, with no simple
answers to complex problems, ones that lawyers are increasingly sought to provide clarity, in
a world increasingly marked by a polarised mentality. This creates difficulties for and yet also
opportunities for lawyers as trusted advisors.
What follows is my watch list for 2024 for the legal profession. Most are continuing trends, but
some however are new and worth some special attention.
AI Stuffed Into Everything
AI is not going away. Indeed, AI
will become more mainstream than
ever, as it is increasingly “stuffed”
into everyday products and services
as well as into legal practice tools. I
am not anticipating any “big bang”
GenAI moments this year but more
a consolidation phase where issues
such as disclosure, best practice,
privacy, confidentiality, data security
and copyright all start to be slowly
advanced. Having said that, it will be
interesting to see if BigTech exercises its
entrepreneurialism to finally enter the
legal services market using GenAI.
AI will help lawyers automate the
routine and start to act more as a
smart companion. Smart lawyers using
GenAI smartly will see augmented
benefits. Client-centric law firms will
slowly start to see the opportunities
in the unique needs and challenges
of each client, by using GenAI more
to deliver customised, predictive and
risk orientated advice. Clients in turn,
will increasingly expect lawyers to
competently use GenAI in their matters.
The above all places pressure on the
redefining of the value and costing
of legal services in the law firm food
chain business model. Lawyers will be
increasingly faced with clients reluctant
to pay for routine work that can be
automated, and for work that they have
already advanced using GenAI.
What is the Office For?
The future of work will also continue
to be a hotly contested law firm issue
during 2024. Those employees who by
the nature of their roles can easily and
effectively work at home, will continue to
do so, as will those who commensurately
need to be at their office full-time. That
is the easy part.
Workplace flexibility and work-life
integration have established themselves
over the pandemic years and the reality
is people do not want to spend more
time commuting to, nor at the office
than they need. Law firm leaders
will have to consult closely with their
employees (frankly, almost on an
individual basis) to customise the
balance between remote and office
attendance, as well as reimagining the
purpose and use of office space. Things
like what is coming to the office for,
what it means to collaborate, how we
mentor, train and support, as well as
how to manage people remotely, will all
be key issues in 2024. I still see this as a
controversial and hotly contested topic,
one without precedents.
Lawyers Need To Know A Bit Of
Everything
I continue to advocate, that modern
lawyering requires lawyers to be aware
of the future of a bit of everything.
Complex social, political, economic, and
cultural issues post pandemic impact
existing legal practice areas and are also
forming the basis for niche and new
ones. Today’s lawyers need to be more
multi-disciplinary than ever, blending
their legal knowledge with cultural
intelligence, technological proficiency,
business acumen and societal dynamics.
This also takes us into areas of potential
reform for legal education, legal
regulation, affordable access to legal
services and indeed clarifying what is
the role of a modern lawyer. At the
same time, law firms will also continue
to be challenged to operate as ethical,
purposeful, socially responsible, and
financially viable businesses, with both
their employee and client bases having
greater expectations of them as positive
models of global citizenry.
The Road Ahead
The hot practice areas of lawyer demand
in 2024 I think will be in AI, climate,
energy and sustainability, and workplace
law. The emerging technology I am
looking more closely at this year, that
may be of increasing value to lawyers
and to their clients is blockchain.
As we move into 2024, I still hold a
positive view that the legal profession
can continue to play a vital role in
society, guiding and stabilising it
through a tumultuous time of continuing
transformation.
Paul Ippolito is a legal futurist and
principal of the consultancy Ippolito
Advisory. Its website is www.paulippolito.
com.au.
Paul Ippolito,
Legal Futurist
17

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Give the people
what they want
“The start of a new year always
brings a flurry of activity. People
returning to their offices to share
Christmas stories, piling into gyms
to lose weight from their perceived
overindulgence, embarking on “Dry
January” (which the hospitality
industry fears will do what the names
suggests to its profits) and everyone,
every business, everywhere declares
that in 2024 they are going to
“SMASH IT!”
Then reality hits.
People bemoan the fact they can’t have
a mince pie or chunk of cheese in front of
the box set they had more time to watch
in the holidays, after two weeks the gyms
start to look emptier and pubs breathe a
sigh of relief as their patrons return, and
businesses sober up when paying their tax
bill at the end of January.
The lesson? The need to balance
expectation with reality, and that means
concentrating on what the client wants,
rather than the industry. I believe the
Client Journey is THE big thing for 2024.
Gone are the days when a lawyer used to
inform a client “This is how we do it”. Now
we need to ask, “How would you like your
matter handled?”.
The box set previously mentioned gives
the perfect analogy. Some like to ‘binge
watch’ a show over a holiday or weekend,
others dip in and out over a series of
days and some will decide based on the
length and number of episodes. Thanks
to technology, not only do customers
of Netflix, Amazon and the increasing
number of streaming services have the
choice, but they are always right, and
this is a vital lesson that law firms really
need to understand. Even if a client is
misinformed, we have all been emboldened
to believe our perception is right, so we
need to be able to deliver what clients
ask for, and in the way they, not we,
want (because if you don’t, they will find
someone who will).
In the past, lawyers have gained a
reputation for speaking down to clients
from on high. The democratisation brought
by technology has levelled, if not reversed,
that relationship and, for law firms,
flexibility is key. The days of attaching
a brass plaque outside your office and
expecting work to flood through the door
are gone. The O’Jays had it right when
they sang “Give the people what they
want” and they didn’t even have a box
set!”
Paul Sams,
Partner, Dutton Gregory
Mystic Meg’s 2024
Legal Predictions
It’s kind of a traditional thing to
do- look at what we think lies ahead
for law firms in 2024. So, like a legal
sector version of Mystic Meg I’m
going to gaze into my crystal ball and
share some thoughts.
Many of the likely issues and opportunities
will fall into the technology sphere.
There will be a continued focus on Artificial
Intelligence and its potential applications.
I suspect that those firms who embrace
and carefully explore its utilisation will see
real benefits- at the very least I suggest
firms should continue to learn about it and
as a bare minimum should seek to stay
aware of what their competitors are doing.
The use of AI by ‘bad actors’ will be a
further challenge. The continued threat
of cyber-attack will be there, but with
the added problem that the baddies will
be using AI to make their efforts more
sophisticated and more voluminous. Many
cyber specialists say it’s not a question of
‘if’ your firm gets attacked, but ‘when’.
So, I’d say firms should consider their
vulnerabilities- look at your cyber policies,
look at your staff training, and (I would say
this wouldn’t I?) consider using specialists
for fundamental areas of risk- such as your
finance functions!
The world of Practice Management
Systems has been volatile and will continue
to be so, as conglomerates who now hold
several systems start to focus on getting
a return on their investments, and as
new entrant systems providers also come
into play. We are system agnostic, so we
support whatever system the law firm is
on- this means we have seen pretty much
every system out there and we have also
seen a trend in late 2023 of firms moving
to newer systems to gain benefits of speed
and efficiency amongst other things. I
expect this will continue.
Finally, we live in an increasingly complex
world from a geo-political standpoint
if nothing else. One of the biggest
challenges for firms has always been
uncertainty- what services will their own
clients be looking to buy? Will the property
market continue to fluctuate? What
regulatory or tax changes will be brought
in as we head into an election year? If I
really did have a crystal ball (and a velvet
cape no doubt) I’d say the only thing
certain is there will be a constant need for
change and so the firms that succeed will
be those who think fluidly and understand
that agility is key.
Alex Holt
Director of Business Development,
The Cashroom
19

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EDITORIAL
BOARD
Mark Holt
COO, Frenkel Topping
Values That Foster A Positive
And Supportive Culture in 2024
Frenkel Topping Group (FTG) has developed a distinctive
and dynamic set of company values to foster a positive
and supportive company culture in 2024. These values
are central to our mission and vision, aimed at enhancing
life after life-changing events for our clients. Our
commitment is rooted in a blend of traditional values
and fresh thinking, and we’re striving to modernise the
personal injury space while maintaining our reputation as
a collaborative, leading provider in our field.
Our purpose is to empower and protect clients, enabling them
to live their best lives. This is achieved by a team of individuals
who are not only proficient in their respective fields but also
deeply empathetic and committed to doing the right thing.
FTG’s values are thoughtfully crafted to resonate with both our
team and our clients. These include:
Give It Heart
Emphasising good manners and empathy, we encourage our
team to go the extra mile for clients and each other, fostering a
caring and human-centric approach in every interaction.
Show Resilience
Inspired by our clients, we value learning from experiences,
supporting each other, and constantly striving for improvement
and problem-solving.
Make It Easy
We are all about straightforward communication and
responsiveness, avoiding jargon and inflated egos, to make the
client experience as smooth and straightforward as possible.
Act with Integrity
Honesty, care, and expertise are the cornerstones of FTG’s
approach, ensuring trust and outstanding service for clients and
creating a positive place to be.
Respect
Understanding and valuing individual stories, FTG places
importance on empathy and positive attitudes, encouraging
employees to consider diverse perspectives and experiences.
Think Differently
Innovation and continuous learning are key, with a focus on
nurturing talent, fostering industry collaboration, and planning
for the future to create a larger impact.
FTG’s strategy for embedding these values includes internal
measures and self-reflective questions to guide daily actions
and decisions, ensuring that these principles are deeply
integrated in our company culture. This approach is intended
to make FTG stand out, not just in job adverts or client
interactions, but as a fundamental aspect of how the company
operates and evolves.
Our values, that we launched at our conference earlier this year,
are who we are, they are how we behave. They are designed to
create a supportive and positive culture, focusing on empathy,
resilience, simplicity, integrity, respect, and innovation. These
values are not just aspirational but are actively integrated into
the daily operations and mindset of our people.
Neville Dinshaw,
Managing Director Law
Mergers & Acquisitions
Evolving Expectations
Of Clients
In the ever-evolving landscape of the legal profession,
the expectations of clients are undergoing significant
transformations. As we step into 2024, the legal
sector is tasked with adjusting their customer service
strategies to align with the shifting demands and
preferences of their clients.
One notable trend in the legal sector, is the increasing demand
for seamless digital experiences. Clients are likely to expect
law firms to leverage technology to enhance communication,
streamline processes, and provide real-time updates. Practices
must therefore invest in user-friendly client portals, mobile
apps, and communication platforms if they are to remain
competitive. Embracing technologies such as AI for legal
research and document automation can not only improve
efficiency, but also demonstrate a commitment to staying at the
forefront of legal innovation.
Transparency and proactive communication are paramount in
meeting developing client expectations. Clients now expect
a higher degree of accessibility and responsiveness, and it
is expected that legal professionals will prioritise clear and
frequent communication, keeping clients informed about
case progress, and any potential challenges. Implementing
automated case tracking systems and adopting communication
channels, such as chatbots can also contribute to a more
transparent and responsive client experience.
The rise of remote work and flexible arrangements has reshaped
the way legal services are delivered. In 2024, clients are likely to
expect their representative to accommodate flexible meeting
schedules outside office norms, virtual consultations, and use
collaborative online platforms. Emphasising the use of secure
video conferencing tools and virtual collaboration platforms will
not only enhance accessibility but also showcase a commitment
to adapting to the changing dynamics of the professional
landscape.
Besides technological advancements, clients are increasingly
prioritising diversity, equity, and inclusion. The legal sector
needs to show a commitment to fostering diverse and inclusive
environments within their firms, as clients are likely to seek legal
representation from firms that mirror the diversity of the society
they serve.
Embracing technology, prioritising transparency, and
communication, adapting to flexible work arrangements, and
promoting diversity and inclusion are all crucial adjustments
that the legal sector must consider if they are to meet the
evolving expectations of clients in 2024. By aligning with these
trends, firms can not only enhance client satisfaction but also
position themselves as leaders in an industry that continues to
transform.
21

EDITORIAL
BOARD
6 Positives of Speech
Recognition Powered By AI
There are several technological
advancements that are already
positively impacting the workforce.
For Legal, the most transformative
tool that is poised to revolutionise
that sector is Speech Recognition
powered by Artificial Intelligence (AI).
As the legal profession grapples with
vast volumes of audio recordings,
court transcripts, and client meetings,
the ability of AI to accurately
transcribe and interpret spoken words
offers unparalleled efficiency gains.
Here are 6 ways in which Speech
Recognition powered AI will help law
firms:
Efficient Documentation: AI-powered
speech recognition can aid lawyers in quickly
transcribing spoken words into text. This can
significantly speed up the documentation
process, making it easier to create accurate
and detailed records of meetings, interviews,
and court proceedings.
Time and Cost Savings: Automation
of transcription and documentation tasks
through AI and speech recognition can save
legal professionals’ substantial time. This,
in turn, can reduce costs associated with
manual transcription services or time spent on
administrative tasks.
Improved Client Communication: AI-driven
virtual assistants and chatbots equipped with
speech recognition capabilities can enhance
client communication. These tools can answer
routine questions, schedule appointments,
and provide basic legal information, freeing
up lawyers to focus on more complex client
needs.
Enhanced Accessibility: Speech recognition
technology can make legal services more
accessible for individuals with disabilities. It can
facilitate communication for those who may
face challenges with traditional methods of
interaction.
Security and Confidentiality: AI
technologies can be employed to enhance
the security of legal communications and
documents. This is particularly crucial in the
legal sector, where confidentiality is of the
utmost importance.
Streamlined Workflow: Integrating AI
and speech recognition into legal practice
management systems can streamline
workflows. Automated document creation,
data entry, and other routine tasks can help
legal professionals focus on tasks that require
human expertise.
In conclusion, the integration of speech
recognition powered by AI stands to be ‘game
changing’ technology for the legal sector,
reshaping the way legal professionals approach
their work. This technology not only expedites
the time-consuming process of documentation
but also introduces a new level of accuracy
and efficiency. As technology continues to
evolve, the legal sector’s adoption of AI-driven
speech recognition will become a cornerstone
in the pursuit of efficiency, accuracy, and client
satisfaction. Embracing these advancements
not only modernises traditional practices
but also positions legal professionals at the
forefront of a tech-enabled legal future, where
the power of AI enhances their capabilities,
leading to a more streamlined and effective
legal practice.
Kathliya Harwood
Marketing Manager, Philips Dictation
Estate Research’s
First Priority In 2024
Our top priority for 2024 is to get out and
meet as many Private Client teams as
possible to assist them with their training
around risk in estate administration. Estate
Research started as a genealogy company,
offering services to locate beneficiaries
and verify family trees for practitioners.
But as the landscape of the Private Client
sector has changed so we have we. Estate
Research now focus on being a technical,
full probate service support service for every
stage of estate administration.
Many of our clients tell us that they
struggled to keep up with their training
with time constraints and pressures of their
daily workload. We are offering all firms
a free, in-house training session focusing
on the probate journey and risks that can
arise in estate administration and how firms
can best minimise or eliminate these risks.
These technical sessions are designed to
prompt Private Client departments to open
a conversation about these risks and start
the process of integrating services into their
workflow to mitigate these factors.
Estate Research are acutely aware of
the rising risks to practitioners of postdistribution
claims. In a world of fragmented
and blended families, of social media, of
international genealogical research sites
bringing families back together and of
DNA evidence progressively being used
to prove familial relationships it has never
been more important to really sit down and
make sure all of your team members have
run risk assessments. For this reason, Estate
Research have recently launched our Free
Risk Assessment for every intestate estate.
We believe this newly-available service will
be vital to practitioners moving forward.
Having the opportunity to visit our clients,
old and new, and work through these risks
in our technical sessions is, we believe, a
vital first step.
On top of these free, in-house sessions,
Estate Research will also be expanding our
popular Learning Hub facility this year,
to include many new topics. We are also
excited to confirm that Estate Research
have acquired LawSkills, Gill Steel’s
training platform. Some of Gill’s excellent
work is already available to access, free of
charge on our training system. See www.
estateresearchlearninghub.co.uk
Dominic Hendry,
Head of Private Client, Estate Research
23

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EDITORIAL
BOARD
Adrian Jaggard,
CEO, Taylor Rose MW
Bronwyn Townsend,
Senior Marketing Manager,
InfoTrack
Navigating Trends,
Technology and Client
Expectations in 2024
As legal professionals prepare to navigate the challenges and
opportunities of the coming year, strategic planning is essential.
The dynamic nature of the legal landscape, coupled with
evolving client expectations and technological advancements,
requires a proactive approach.
It is important to stay informed on legal trends. To effectively
plan for the year ahead, legal professionals must stay abreast
of the latest trends. The legal landscape is continually evolving,
influenced by legislative changes, technological advancements,
and societal shifts. Regularly engaging with legal publications,
attending industry conferences, and reviewing market research
material will help legal professionals stay informed and
anticipate changes in their practice areas.
Technology plays an increasing pivotal role in the legal field. By
leveraging technological tools to enhance efficiency, streamline
workflows and improve client communications. For instance,
at Taylor Rose MW, our colleagues access ever more integrated
practice and case management systems. We are becoming
more connected to clients and key business stakeholders,
reducing risk, improving speed/efficiency, and improving
client experience. Data needs to be managed closely and new
technologies like AI will incrementally add improvements,
supercharging lawyers and those working around them.
Embracing technological advancements is crucial for staying
competitive and delivering high-quality legal services.
Legal professionals should prioritise client-centric approaches,
emphasising clear communication, responsiveness, and
transparency. Regularly seeking client feedback and actively
addressing their needs will not only enhance client satisfaction
but also contribute to building lasting and positive client
relationships.
Legal professionals should invest in continuous learning to stay
updated on changes in their practice areas. Participating in
relevant continuing legal education (CLE) programs, workshops,
and seminars will ensure that as a professional you remain
knowledgeable and adept in your fields.
Our day job is not easy, and it is very difficult to make time and
intellectual bandwidth to change how we work. The scale of
opportunities and complexity of solutions also make taking the
first steps daunting.
We also need to consider ourselves. The demanding nature of
legal work underscores the importance of prioritising wellbeing
and maintain a healthy work-life balance. Legal professionals
should recognise the signs of burnout and establish clear
boundaries between their work and personal life. A balanced
and healthy workforce is more likely to be productive and
engaged.
Top Digital
Conveyancing Trends
for 2024
As law firms increasingly embrace the benefits of digital
transformation, the conveyancing landscape is poised for
further development in 2024. Early adopters are setting
their sights on innovative solutions, while those in the
early stages of digital adoption are turning to tried and
trusted tools. In the coming year, the focus will be on
platforms and tools that mitigate risk, reduce errors, and
enhance efficiency, with an overarching emphasis on
customer satisfaction and service delivery.
1. Increased use of Artificial Intelligence (AI)
Artificial Intelligence (AI) has dominated discussions throughout
2023, and its role in conveyancing has been a subject of intense
scrutiny. At the Digital Conveyancing Summit in November, legal
professionals and technology specialists engaged in a spirited
debate on the potential of AI in the conveyancing process. While
the consensus suggests that AI is a long way from replacing
conveyancing professionals, it is expected to augment their
capabilities by handling data-heavy and administrative tasks,
freeing them to focus on higher-value work.
2. More Collaboration via Digital Tools
Collaboration tools facilitating communication among
stakeholders in the conveyancing process are set to see greater
adoption in 2024. These tools aim to improve data integrity,
enhance security, and simplify processes. Shared platforms for
property enquiries and digital contract packs are gaining traction,
offering a centralised approach that avoids the complexities and
risks of email chains and manual document management. The
rise of these tools aligns with the industry’s push towards a more
efficient and secure digital conveyancing experience.
3. Digital ID Verification and more eSignature use
The persistent rise in identity fraud has prompted a growing
reliance on digital ID verification, proven safer and more secure
than traditional methods. As digital ID verification becomes a
staple, the focus will shift towards integrating it seamlessly into a
comprehensive digital onboarding process, consolidating various
information points and improving overall efficiency. Likewise, the
adoption of eSignatures is expected to expand, encompassing
client care letters, TA forms, reports on title, and Land Registry
deeds.
4. Integrated Technology Solutions
Recognising the need for streamlined technology solutions, legal
firms are seeking integrated platforms to simplify workflows. The
push for efficiency, accuracy, and adaptability is driving adoption
of integrated solutions with benefits extending beyond time
savings, encompassing data integrity and consistency. Integration
ensures a centralised source of truth, minimising the likelihood
of errors and improving overall accuracy. Case management
integration is proven to be a major step forward for many firms,
connecting the dots across the entire conveyancing process and
facilitating a cohesive and efficient experience.
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EDITORIAL
BOARD
Top Tech Tips
for a Compliant 2024
Legal professionals are acutely aware
of the risk of legal and reputational
fallout around non-compliance. And
yet “practicing what we preach” can
be challenging when it comes to basic
due diligence, let alone guarding our
businesses against financial crime such
as money laundering. The technology
required seems complicated,
time-consuming, too far down the list
of priorities.
If you plan to do anything in 2024 to
improve your processes – especially
when onboarding and managing
individual clients and businesses - you
could do a lot worse than considering
these three digital compliance
processes.
Tip 1: Electronic identity (ID)
verification
Electronic ID verification technology is
a recommended component of the due
diligence process in the Money Laundering
and Terrorist Finance Act 2020. And yet,
according to our 2023 survey of over 500
compliance decision-makers, nearly a
quarter (23 per cent) of legal professionals
mistrust it. Instead they are relying on
manual methods of ID verification to
identify a fake document such as a
passport, driving licence or utility bill. This is
possibly pushing the ‘legal eagles’ metaphor
one step too far.
Tip 2: Politically Exposed Person (PEP)
screening
Our annual survey also found that a mere
quarter (24 per cent) of people responsible
for compliance in the legal sector always
check new customers against sanctions
or PEP lists. Worryingly, this dropped
from a robust four-fifths (84 per cent) of
respondents in 2022.
As you are most likely aware, the Proceeds
of Crime Act requires regulated firms to
submit a Suspicious Activity Report (SAR)
to the National Crime Agency (NCA) if
they suspect money laundering. PEP and
sanctions screening - as well as initial and
perpetual Know Your Customer (KYC)
technology – will help identify potential
risks.
Tip 3: Open banking
The industry survey also found that three
quarters (75 per cent) of compliance
decision-makers in legal services have yet
to start verifying the sources of their clients’
funds using open banking – a system
that provides secure third-party access to
clients’ financial data through an application
programming interface (API).
Worryingly, 74 per cent of these
respondents admitted to not checking the
source of funds at all – not even manually,
which 28 per cent said they did. With open
banking, modern technology platforms can
run checks for source of funds, proof of
funds, source of wealth and income. And we
can all sleep better in 2024.
You can find out more at
www.smartsearch.com.
Martin Cheek
Managing Director, SmartSearch
Meeting evolving client
expectations will mean thinking
outside the legal box
Ever since my career focused on the cross
over between legal and financial, I have
been banging the same tune on the same
drum. However, it was a conversation with
Crispin Passmore, the SRA Director primarily
responsible for SARS in 2019, that gave my
tune a title – People don’t think in silos, so
why do we insist on offering them solutions
in silos?
In 2019 the SRA introduced certain flexibility
about how legal firms offered services,
both themselves and in conjunction with
fellow professionals. They also ushered
in an expectation of the introduction of
firm-wide processes, so clients dealing with
your firm would experience a consistency of
approach.
Nearly 5 years on, will your new customers
receive a consistency of approach and
style in your delivery of services. Will they
become an ongoing client as a result of that
firm led approach, which should highlight
other services and support they might need
either at that time of on their life journey?
One area where the regulator wants to
see the firm-wide consistency is in your
processes for the identification of and
referral to third parties, when your legal
advice requires complementary professional
advice. This is where my adopted mantra
is crucial because modern clients have
complex issues and problems that do need
multi-disciplinary collaborative advice. In
2024, you simply cannot operate in your
legal silo and ignore other relevant silos.
The SRA would justifiably point to ‘integrity’
and ‘best interest’ if your firm routinely
recognises the need for clients to receive
related professional advice, from for
example, a financial planner, but does not
have an established processes to ensure
they are referred to a carefully selected
third-party. If this is your firm, then you
need to sort this out swiftly.
Passmore also imparted another pearl of
wisdom that day – ‘How can know a referral
is in my client’s best interests, if I have not
first done due diligence on the third-party?’
Not referring a client in need of ancillary
financial planning is at best bad business,
and at worst contrary to the SRA’s
Principles, but equally referring to an
unsuitable or under qualified one can reflect
badly on your firm. Doing the due diligence
on the third parties you refer to before
including them in an established process is
important and expected by the SRA, but
many firms have not taken this seriously.
If this is your firm then please ensure
you develop a properly researched and
appropriate firm-wide third-party referral
process early in 2024 – Your future clients
deserve and expect it, or they might
become someone else’s future client.
Dave Seager,
Consulting Advisor, Matrix Capital
27

IN-DEPTH
Sustainable
Success:
Why your law firm should
prioritise ESG in 2024
The ‘sustainability’ vector of ESG has undeniably become a
ubiquitous buzzword across all industries, including the legal
sector. While the concept carries crucial implications for ethical
practices, environmental responsibility, and societal wellbeing,
its widespread use has also led to a certain level of dilution.
Fostering transparency and a genuine commitment to
sustainability is essential in avoiding greenwashing, as clients
are increasingly discerning and can feel perturbed when firms
fall short of authentic environmental efforts.
Why Bother?
As per the May 2023 edition of “Climate Change Insights,
Health and Well-being, UK,” a quarterly publication by the ONS
that consolidates the latest climate change-related statistics
and analysis from various sources, 64% of adults in Great Britain
have actively contributed to addressing climate change in the
past 12 months. Notably, the predominant actions taken include
alterations in purchasing decisions (40%) and travel habits
(31%). One could argue that the present moment is particularly
opportune for integrating ESG into your law firm’s marketing
strategy and reassessing communication channels to align with
these evolving priorities.
The Law Firm Marketing Club’s ‘What Clients Want 2023’
survey consolidates this view, shedding light on the shifting
currents and emerging trends relating to ESG. In 2023, 39% of
respondents considered a law firm’s approach to sustainability
to be very important or important—a modest increase from the
previous year’s 38%.
This subtle uptick signals a growing consciousness among
clients about the impact their legal representation can have
beyond the confines of their legal matters. Delving into the
survey’s comments reveals a nuanced understanding of client
perspectives. Some express a heightened interest in a firm’s
environmental approach. Others view sustainability as a valuable
but not decisive factor. The prevailing sentiment is that while
it’s not the sole criterion in selecting a law firm, sustainability
matters to your clients.
Generational divides
Examining the demographic breakdown within the Law Firm
Marketing Club’s ‘What Clients Want’ survey unveils intriguing
patterns, particularly in the context of generational and
business-oriented perspectives. A notable 55% of individuals
under 30 years old consider a law firm’s sustainability
approach to be very important or important, marking a
significant generational shift. This suggests that younger
clients, characterised by a strong commitment to social and
environmental causes, are evaluating law firms through a
different lens than their older counterparts.
Similarly, 55% of business clients express the same sentiment,
reinforcing the idea that sustainability is a key consideration in
corporate decision-making. As businesses increasingly adopt
sustainable practices, they expect their legal partners to align
with their values, creating a symbiotic relationship that extends
beyond legal expertise.
However, the survey also exposes a middle ground, with 31%
of respondents sitting on the fence and another 31% deeming
28

IN-DEPTH
sustainability not important or only slightly important. This
polarisation prompts a critical question: Do law firms need to do
more to bolster their efforts on the Environmental, Social, and
Governance (ESG) agenda?
The resounding answer is yes, particularly for law firms aiming
to appeal to younger clients and businesses. The data suggests
that sustainability is not just a checkbox but a decisive factor
that can influence the choice of a law firm. Ignoring this trend
could be perilous as a new generation of clients begins to build
relationships with law firms.
What are the Law Firm Marketing Club’s actionable ESG
tips?
Transparent Reporting: Law firms should embrace transparent
reporting on their sustainability initiatives. Clients want to know
what steps firms are taking to reduce their environmental impact,
promote social justice, and adhere to ethical governance practices.
Providing clear, accessible, and regular reports on these initiatives
builds trust and demonstrates accountability. Ensure all digital
touchpoints reflect this and the information is easily accessible.
Your clients are researching you online.
Educational Initiatives: Many clients, especially those under 30,
expressed a desire to know more about a law firm’s environmental
approach. Law firms can proactively engage in educational
initiatives to inform clients about their sustainability practices. This
could include webinars, articles, and workshops that shed light on
the firm’s commitment to ESG values.
Strategic Partnerships: Collaborate with organisations and
initiatives that align with ESG values. By forming strategic
partnerships with sustainability-focused entities, law firms can
amplify their impact and contribute to broader societal and
environmental goals. This not only enhances the firm’s reputation
but also creates a network of like-minded collaborators.
Regularly reassess and enhance ESG initiatives based on feedback,
industry best practices, and evolving societal expectations. This
iterative approach demonstrates a genuine commitment to
sustainability rather than a superficial checkbox exercise.
In conclusion, the LFMC’s survey paints a dynamic picture of the
intersection between sustainability and the legal profession. While
39% of clients consider a law firm’s approach to sustainability
important, the nuances within this figure reveal a complex
landscape.
As we set our sights on 2024 law firms are presented with an
interesting opportunity. Those that recognise the importance of
sustainability, adapt to evolving expectations, and proactively
communicate their ESG efforts stand not only meet current client
demands but also futureproof their practice.
In an increasingly conscientious business environment this
approach can ensure that client engagement remains as
sustainable as the firm’s ESG efforts.
References:
• Law Firm Marketing Club’s ‘What Clients Want 2023’ survey
data.
• ONS Climate Sentiment Survey 2023
For a more in-depth exploration of the survey findings and
a comprehensive understanding of ‘What Clients Want 2023,’
consider becoming a member of the Law Firm Marketing Club
or acquiring a copy of the report. Contact Sophia Stancer at
sophia@conscious.co.uk for more information.
Incorporate ESG in Decision-Making: Integrate ESG considerations
into the core decision-making processes of the firm. This involves
evaluating potential suppliers based on their sustainability
practices, ensuring the firm’s operations are environmentally
friendly, and actively participating in initiatives that promote social
responsibility.
Engage with social media: Sharing updates, achievements, and
insights related to sustainability not only keeps clients informed
but also contributes to a positive public perception. Notably, a
staggering 80% of UK adults aged 16 to 64 actively engage with
social media, underscoring the significant reach and that the
impact law firms can achieve with well-crafted ESG messaging.
Being vocal and proud about ESG initiatives helps build a strong
brand image.
Continuous Improvement: Sustainability is an ongoing journey
and law firms should commit to continuous improvement.
Sophia Stancer,
Community Manager,
Law Firm Marketing Club.
29

IN-DEPTH
Building
Sustainable
Relationships
In 2024
The Birdi & Co Way
The legal industry faces an unprecedented era of transformation. Traditional paradigms are being disrupted by technological
innovation and evolving client expectations. As a young but growing law firm, we embrace a guiding principle: "Be seen or
be forgotten." This article delves into the importance of nurturing referrals, building robust client relationships and how
these elements are instrumental for the growth and sustainability of law firms in 2024 and beyond.
Legal industry as a crossroads
The legal sector is often perceived as the
bastion of conservatism, but now we’re
at a crossroads. The inertia of tradition is
colliding with the necessity for innovation
and this overlap of approach can be seen by
the stark variances in practices across firms.
For example, the development of Artificial
Intelligence (AI) is clearly causing anxiety
among some, perhaps more traditional firms,
and others are probably putting their heads in
the sand thinking they do not need to think
about AI (or they just do not know where
to start). We’re already seeing the adoption
of AI in tasks like legal research and case
management, so these developments are
simply not going to disappear.
However, those firms that fail to embrace
modern methods of working are facing not
just a loss of relevance but the very threat
to existence. In contrast, at Birdi & Co, we
have consistently strived to be pioneers,
recognising early on that the future belongs
to those who anticipate and adapt to change.
This section will explore how the legal
industry's reluctance to evolve has led to a
pivotal moment where adaptation is not just
beneficial but essential.
Another path at a crossroads is the changing
client profile. Modern clients are not just
looking for legal expertise, they want to work
with a legal partner who understands their
changing needs in a digital age. While this
concept might not apply equally across all
practice areas, law firms must adapt to these
changing expectations or risk losing relevance
with a new generation of clients and lawyers.
Our philosophy
We met while working at a mid-size law
firm in London as we found our feet as
junior lawyers in the legal world. We worked
hard to deliver, promote our firm, and build
relationships. But we became frustrated with
the common characteristics of the firms we
had previously worked for, being stuck in
their ways, resistant to change and failing to
embrace modern ways of practising law.
Our views of the traditional route to
“partnership” in a law firm did not motivate
us. Once promoted as the “holy grail” in a
legal career, we just could not be excited
about a long trajectory to partnering up with
lawyers that were the epitome of traditional
law. We dream of a legal industry that
embraces change, inspires clients and the
next generation of lawyers. Our mission is
to change how lawyers are perceived and to
challenge the status quo and redefine what it
means to practice law in the modern world.
At Birdi & Co, we formulated our own
concept of “Infectious Enthusiasm” which
underpins our belief that by bringing energy
and positivity to everything we do, we can
achieve better outcomes for clients. Our
approach is about more than just delivering
high-quality work, which must be a given,
and it’s about the attitude that you adopt
in work (and life) that matters most. This is
what delivers real value and helps to cultivate
long-lasting client relationships. “Infectious
Enthusiasm” is the beating heart of Birdi
& Co and is what has helped the firm to
develop a reputation, not just for excellent
technical work, but for being a genuinely
enjoyable firm to work with.
The power of referrals and
relationships
Referrals have long been the cornerstone
of legal practice. They are more than just a
business necessity; they are a testament to
the trust and satisfaction of our clients. At
Birdi & Co, our approach to nurturing these
relationships has been holistic. We believe
in going beyond the transactional nature of
legal services to build enduring partnerships.
Competition is fierce in law and the humility
of the “be seen or be forgotten” mentality is
a key point to remember here.
We adopt a long-term view at Birdi & Co and
our approach is to prioritise the relationship
over profit. For example, we make the time to
personally call our referrers and clients to give
them detailed updates regarding an ongoing
matter. These calls are time consuming but
are very easy ways to be different than most
law firms that don’t do it, and this personal
touch has repeatedly proven its value, often
resulting in additional work and referrals.
We have also found that clients and referrers
love it when you connect with them on a
more personal level. It’s about understanding
their world beyond the legal issue or project
at hand. These types of connections will be
vital in 2024 and beyond where high-quality
30

IN-DEPTH
work, while essential, is no longer sufficient
to differentiate firms. We embraced this by
setting up our very own podcast, called The
Elevate Podcast, aimed at connecting with
our target audience rather than purely about
delivering legal content. We also have our
own Spotify playlists designed to connect
with people while they are on the move.
So, how do you connect with your clients
and referrers? In an era brimming with
technological advances, the human element
of personal connection has never been more
valuable. As the legal industry evolves, so too
must our approach to building and nurturing
these indispensable relationships.
Technology: a catalyst for change
The fast-paced emergence of AI and other
technological advancements represents a
fundamental shift in the legal landscape. This
technological revolution is, in our view, going
to redefine how legal services are delivered.
Our proactive adoption of technologies
underlines our belief in their capacity to
fundamentally enhance the practice of law.
Take, for instance, our electronic client
onboarding process. This system exemplifies
how technology can streamline what was
traditionally a cumbersome, paper-heavy
process. By digitising this procedure, we
not only reduce the administrative burden
but also significantly accelerate the client's
journey from initial contact to active
engagement. Electronic onboarding and ID
verification methods are not new by any
stretch of the imagination. However, we
still hear of firms that adopt the traditional
approach of requiring every client to visit the
office to produce their ID documentation – it
begs the question of how firms are screening
their clients for sanctions and politically
exposed persons (PEPs) as we recently heard
that some firms simply ask their client about
this, rather than undertake any independent
screening.
At Birdi & Co, we use automation as part of
our case management system to increase
efficiency, reduce human error and free
up time for our team to work on the more
challenging areas of our client-projects.
During 2024 and beyond, we plan to take
our automation to another level as we seek
greater efficiencies and expect a storm of
downward pressure on fees over the medium
term. It’s only natural that as efficiencies
become greater, clients will start to have
greater expectations of more affordable legal
services.
Overall, the benefits of technological
integration extend beyond mere efficiency
and additional advantages can be achieved
including staff engagement and retention,
improved client satisfaction, reduction in
errors and increased quality control. These
are all essential ingredients to building a
sustainable firm and promoting long-term
relationships.
Social media marketing – are you
putting yourself out there?
Social media stands as a massive force in
shaping public perception and building
professional networks. Its influence in the
realm of legal marketing is undeniable and
continues to grow rapidly. At Birdi & Co, we
have harnessed the power of social media to
not just attract clients and referrals but also
to transform cold leads into engaged, warm
leads. Moreover, the accessibility and reach
of these platforms come with minimal costs
(usually free) so there really is no excuse for
not adding social media to your marketing
arsenal.
Our firm’s presence on platforms such
as LinkedIn, Instagram, and even TikTok
has been instrumental in showcasing our
unique brand, core values and the personal
stories behind our team. We’ve found that
some of our strongest and most productive
relationships have originated from these
platforms. For instance, LinkedIn has
served as a crucial avenue for professional
networking, allowing us to connect with
potential clients, referrals and peers in the
legal community. This online engagement
has translated into numerous real-world
collaborations and client relationships.
The significance of personal branding in
this context cannot be overstated. While
corporate branding establishes a firm's
identity, personal branding brings a human
touch that is essential for building trust and
rapport. As lawyers, our personal brands
should extend beyond the image of legal
experts to encompass that of trusted advisors
and innovative thinkers. This personal
connection is what transforms transactional
client matters into enduring relationships.
So, are you putting yourself out there? Here,
the phrase “Be seen or be forgotten” holds
more truth than ever.
Conclusion
The world of law is undergoing a
transformation, and law firms must evolve
to meet the challenges and opportunities
this presents. We urge our peers to view
these changes not as threats but as
opportunities for growth and innovation.
Our industry’s future is bright for those
who are willing to embrace change,
innovate and think differently in building
sustainable relationships. Together, we have
a responsibility to show the rest of the world
that we aren’t still living in the past.
Kush Birdi and Leena Birdi,
Co-Founders, Birdi & Co Solicitors
31

LEGAL
TECH TALK
Bradley Collins Foreword
Greetings, dear readers, and welcome to an evolving world where the legal universe
intertwines with the electrifying realm of AI. As we stand on the precipice of 2024, the
legal landscape finds itself in a transformative era, shaped by the relentless surge of
technological advancement.
In this issue, I interview industry thought leaders to hear their predictions for 2024 - we
hear about the evolution of business models, the rise of in-house legal prowess, and
the delicate dance between AI and climate change concerns. Amara’s Law, a beacon of
wisdom, guides us, urging a nuanced understanding of AI’s impact—perhaps slower to
manifest than anticipated, yet undeniably transformative.
As the legal landscape evolves, legal teams diversify, and the hope for AI’s role in public
legal services brightens, we find ourselves at the dawn of a promising era. An era where
those who embrace technology with open arms will chart the course for a future where
law and AI seamlessly intertwine.
So, dear readers, fasten your seatbelts and immerse yourself in the
AI odyssey that awaits within these pages. The future is here, and
the legal world is not just adapting—it’s thriving in the embrace of
technology. Enjoy the journey…
Bradley Collins
32

LEGAL
TECH TALK
Interview with
William Peake
Global Managing Partner - Harneys
What were the biggest industry
shifts in 2023?
Necessity is the mother of invention,
and the uncertain global landscape
of 2023 paved the way for seismic
developments in processes and
technology.
Inflation rates soared, geopolitical
tensions bubbled up, and sanctions
and regulatory changes occurred
at a bewildering rate of knots.
Amidst this backdrop of economic
instability, individuals reassessed
their investment strategies to focus
specifically on value retention while
markets fluctuated. And the knock-on
effects of Covid continued to ripple.
Running parallel to these macro
changes was the legal industry’s
recognition of Artificial Intelligence.
Publications were replete with studies
on the opportunities presented from
this new technology as well as the
challenges that emerged. Law firms
are taking brave steps to ensure
they’re not left behind. The message
is clear, the legal world is going to
look unrecognisable in five years’
time, let alone ten years. AI continues
to throw up its own existential
problems but the efficiencies and
value add for clients are real.
Is this the end of law firms as we
know it? Let’s see what 2024 and
beyond brings.
What kind of evolution in terms of
trends are we going to see in 2024
in terms of priorities, tech, and
culture in the legal industry?
In 2024, we anticipate accelerated
technological progress and
substantial changes in client
expectations. This see-saw is critical
to acknowledge when contemplating
this question. In the first instance,
it will necessitate that legal service
providers adopt a proactive and
forward-thinking approach. To
flourish, the industry must not only
actively embrace and leverage
advancing technology but must also
cultivate a culture of adaptability. This
dynamism will need to be harnessed
to formulate innovative service
delivery methods that align with
client expectations.
Already in 2024 there are some
notable trends gaining momentum.
One such trend is the rise of
Generative AI, specifically Small
Language Models (SLMs). While large
language models like Chat GPT are
creating a splash in the market, it’s
the smaller models that have real
potential for practical application
and to revolutionise processes in
law firms. By integrating SLMs into
their everyday workflows, law firms
can achieve task-specific excellence,
enhancing their efficiency and
accuracy.
One area of AI that is generating a
buzz is the development of ‘Agents’
- applications designed to execute
tasks with high efficiency. Imagine
having an intelligent research
assistant at your disposal, powered
by a Small Language Model? Some
law firms have already embraced
this technology, and the possibilities
to amplify productivity are endless.
This could significantly streamline
research processes, reducing time
spent on mundane tasks and
allowing more focus on strategic,
forward-thinking decision-making.
At Harneys, our commitment to
embracing alternative solutions is
evident in our Harneys Wave and
H3 initiatives. Harneys Wave is our
tech and innovation hub. In brief,
it connects legal expertise with
technology to provide innovative
solutions for clients faced with
esoteric legal issues.
Our H3 initiative is designed
to connect tech builders and
entrepreneurs with verified service
providers in web3, blockchain,
and cryptocurrency domains.
Functioning as a one-stop shop, H3
provides specialised expertise in
legal compliance, accounting, audit
support, and DAO management. This
initiative emerged from discussions
we had with clients on the challenges
they faced when navigating the
rapidly changing web3 landscape. In
response, we sought creative ways
to leverage evolving technology,
develop innovative delivery methods,
and prioritise the user experience.
This initiative emerged from our
lawyers’ deep understanding of
the challenges faced by builders
and entrepreneurs navigating the
rapidly evolving web3 landscape. In
response, we sought creative ways
to leverage evolving technology,
develop innovative delivery methods,
and prioritise user experience whilst
being trusted legal advisors to our
clients, working alongside them to
achieve their goals.
The world, along with the
legal industry, is experiencing
transformative changes. A promising
future awaits only those who are
ready to embrace technology.
33

LEGAL
TECH TALK
Legal Innovation Predictions for 2024
Dr. Andrea Miskolczi,
Founder, InterAlia Consulting
Generative AI has taken the world
by storm in 2023, and the legal
sector was surprisingly open and
curious to test and onboard this
technology. Many law firms and
legal departments have started to
experiment with general or legal AI
Assistants available on the market.
The topic dominated partner retreats
and L&D discussions. Research
demonstrating that large language
models could pass the US Multistate
Bar Exam, along with studies
analysing the potential impact
of language models on the legal
industry, created a wide range of
emotions among lawyers.
Increasing Adoption
In 2024, we will see the legal
sector’s AI journey continue in a less
emotional and more practical way.
Firstly, there will be an Increased
Adoption of Generative AI tools,
mainly in the form of AI assistants.
Existing legal AI Assistants like
Harvey AI and CoCounsel will
continue to conquer the industry but
might also face local competitors
fine-tuned to the local legal system.
Legal databases like LexisNexis,
Wolters Kluwer, Thomson Reuters,
and Beck online will continue to
bring their own chatbots to the
market.
Given that the majority of law
firms and legal departments use
Microsoft 365, many of them will
test and add CoPilot to their stack.
Several firms will choose to build
their own Generative AI solutions.
The growing number of available
options for testing AI assistants
will go hand-in-hand with an
improved understanding of the
underlying technology, its benefits,
and limitations. The proficiency
in techniques such as prompting,
fine-tuning, and retrieval-augmented
generation will unlock new use cases.
Intelligent Applications
However, the adoption of AI will
continue to grow beyond Generative
AI and the use of AI assistants. Many
legaltech vendors have already
started to implement Generative
AI in their products, and we will
see many of them launching new
features in 2024. There will be a
growing number of firms and teams
starting to build AI into their existing
automations, for example, to add
chatbot functionality or to harness
internal data.
Developing such Intelligent
Applications is a trend also
mentioned by Gartner as one of the
major ones for 2024. Given the vast
amount of legal and business data
that law firms and legal departments
possess, they could be busy building
these applications. We might even
hear about the first examples
of autonomous agents in legal:
applications that figure out a series
of tasks to achieve a goal prompted
in natural language.
Information Architecture
Law firms and legal departments
will recognize that leveraging AI
successfully, whether in the form
of high-quality outputs from AI
Assistants or using intelligent
applications, requires a high-quality
Information Architecture. AI’s
effectiveness is directly linked to
the quality of the data on which it
was pretrained, fine-tuned, or the
data it accesses in connection with
retrieval-augmented generation.
Data and knowledge will become
central topics at law firms and legal
departments this year.
Many teams will focus on improving
their data and information
governance and repositories,
34
updating their document
management systems, and
refreshing their KM strategies. Such
activities will be governed not only
by the desire to harness the power
of AI but also to protect confidential
and client data. The increasing
prevalence of cyberattacks against
law firms, particularly evident in the
latter half of the previous year, will
increase investments in information
security systems.
Innovation Activities
In 2023, the focus of many legal
innovation and legal operations
teams was learning about
Generative AI, testing, and eventually
onboarding tools. Whereas 2024 will
require a continued focus on that
topic, ‘good old’ Innovation Activities
such as process automation or
project management will regain
relevance. With the hype calming
down a bit, Generative AI assistants
will be just one of the tools the
teams create value with – although
it will still be the easiest to get
adopted.
Innovative Adaptation
of Business Models
In 2023, there were many
discussions and predictions about
how AI will change legal workflows,
automate tasks, and augment
lawyers. While we will continue to
explore use cases, and as mentioned,
adoption of Generative AI tools
will continue to increase, many law
firms will start working on what this
technological revolution means for
their business model, their value
chain. Pricing will be one of the first
topics to be discussed in 2024, but
talent composition, client demands
and relationships, and competitive
environment might follow closely.
Increasing Agility
Lastly, the agility that we have
started to see in the sector in
2023 will continue to rise. The
developments around AI will
continue to be volatile, uncertain,
complex, and ambiguous, so leaders
will set their tactical and strategic
steps with a profound understanding
of their experimental and potentially
temporary nature. Increasing
Agility will allow law firms and legal
departments to keep experimenting,
keep learning, and keep creating
value for their respective clients with
high adaptability.

LEGAL
TECH TALK
Legal Innovation Predictions for 2024
Joe Cohen
Director of Innovation - Charles Russells Speechlys
1. The evolution of Value-Based
Pricing
2024 could be the start of a
significant shift in law firms’ billing
models, driven by the accelerated
adoption of Gen AI. This evolution
towards value-based pricing (as
opposed to hourly rate or fixed fees)
is challenging for both law firms and
clients, but there are large potential
gains on the table for those who do
it right. The transition, however, is
complex and demands a nuanced
understanding of both technology
and client needs.
2. Practical use cases of AI
Rather than overthinking the
application of AI, law firms should
focus on enabling their legal and
business services teams to use
AI safely and regularly and be
encouraged to do so. The natural
progression of this practice will
lead to the discovery of effective
use cases in and of itself. Key to
this strategy is the documentation
and sharing of these applications,
fostering a collaborative and
innovative environment, and in turn,
higher usage.
3. Moving beyond chat interfaces
The coming year will see a
departure from chat being the
dominant interface for Gen AI.
Instead, the underlying large
language models (LLMs) will
integrate more subtly into various
processes, operating behind
the scenes. This shift promises
impressive, more consistent
outcomes, albeit with potential risks
of appearing opaque. Transparency
and explainability will therefore
be crucial in maintaining trust
and understanding in these AI
applications.
4. The strengthening ‘build’
argument
2024 will witness a growing
preference for building in-house
solutions over purchasing them.
Factors like unique datasets,
complex user interfaces, and
specialised legal knowledge could
still, however, represent compelling
cases for buying, otherwise firms
can simply build light-touch front
ends for powerful LLMs themselves
– something that has never been
possible before. This represents a
significant shift from the traditional
reliance on external technology
solutions.
5. Ethical considerations in AI
Applications
The legal industry will increasingly
scrutinise the appropriate uses
of Gen AI. For example, while AI
can generate entire contracts, this
capability might lead to decreased
standardisation in a field that
benefits from uniformity – better to
focus on core document automation
for this. Similarly, Gen AI is in no
position at the moment to give
reliable legal advice without being
reviewed by a legal professional.
6. Increasing work delivered by In-
House Lawyers
AI’s efficiency boost will increase
the total work delivered by inhouse
lawyers. As AI enables more
efficient processes, legal teams will
uncover previously unaddressed
legal matters, shifting from a
reactive to a proactive approach
and tackling projects that were
once too resource-intensive to be
plausible.
7. AI, climate change, and ESG
conflicts
A critical area of concern in
2024 will be the environmental
impact of AI, particularly how its
energy consumption conflicts
with Environmental, Social, and
Governance (ESG) goals. This
tension highlights the need for
sustainable AI practices in legal
settings, and perhaps smaller, more
focused LLMs with less parameters.
8. Amara’s Law and Gen AI
The legal industry’s relationship with
Gen AI this year will be defined by
Amara’s Law, which suggests an
overestimation of tech’s short-term
impact (but an underestimation in
the long term). If you cast your mind
back to November 2022 and the
launch of chatGPT, it was tempting
to see widespread adoption very
quickly. Fast forward 15 months and
this has not materialised for most
law firms. More generally for Legal
Tech as a whole, this is exemplified
by a recent LexisNexis survey
revealing that only 37% of 900 UK
firms are utilising legal tech at all,
indicating a slower-than-expected
adoption rate despite the market
view that all law firms have long
started their innovation journey.
9. Diversifying legal teams
Moving away from technologyfocused
predictions, 2024 will
see legal teams further expand
to include more Legal Project
Managers, process improvement
experts, legal engineers, data
scientists and others. This trend
aligns with Richard Susskind’s
predictions of legal services
disaggregation, continuing to
evolve nearly three decades later.
10. AI in public legal services
Finally, there is a growing hope for
AI’s role in public legal services, for
example in improving the allocation
of courtrooms and achieving more
consistent sentencing. With over
400,000 outstanding cases in UK
courts, the need for efficiency is
pressing. The book “The Secret
Barrister” is almost 6 years old, but
the need for increased efficiency in
the justice system is as evident as
ever.
35

FEATURE
2024 THE YEAR TO PUT
The Conveyancing Customer First
Bernadette Bennett is Head of the Legal Sector at
Moneypenny, which handles more than 2 million legal
calls and live chats each year for more than 1,000 legal
firms in the UK, including 60 of the Top 200, thanks to its
dedicated team of 60 legal Pas.
Established in 2000, Moneypenny is the world’s market
leader for telephone answering, live chat, outsourced
switchboard and customer contact solutions—more
than 21,000 businesses across the UK benefit from
Moneypenny’s mix of extraordinary people and
ground-breaking technology.
When it comes to crystal ball gazing, the property market is
typically one of the most challenging sectors to predict. It’s
a rollercoaster, and if the last couple of years have taught us
anything, you never know what’s around the corner.
According to Nationwide’s House Price Index, UK
house prices fell by 1.8% in 2023, and market activity
was described as weak throughout the year. IRN Legal
Reports’ UK Residential Conveyancing Market 2023
revealed that the number of residential transactions during
the first nine months of 2023 fell by almost a quarter
compared to the same period in 2022.
The good news is that in January this year, Nationwide
reported that house prices improved at their strongest
rate in a year, signaling a much more positive outlook for
2024. So, how can conveyancers turn it around and use the
remainder of the year to recover from such a downturn and
make hay while the sun shines as the market becomes more
buoyant?
According to Bernadette Bennett, Head of the Legal
Sector at Moneypenny, the focus must be prioritising the
customer journey. This is the year to reignite trust among
buyers and sellers and foster a culture of customer service
excellence within your firm – and that all starts with solid
communication.
Communicate that you care
Communication is vital for conveyancing firms, and
first impressions are crucial in a somewhat unstable
marketplace. How inbound enquiries are answered gives
clues as to a firm’s values, priorities and approach to
service. Whether dealing with existing clients, handling
new business enquiries or speaking with estate agents,
surveyors or mortgage lenders – the human, friendly touch
is vital.
Consumer behaviour is changing, and in 2024, people are
impatient. They expect to get answers or have their needs
met instantly. We call this the Amazon effect, and the
demands are no different in the legal sector than in retail.
Moneypenny’s Customer Communications Trend Report
tells us that 35% of people hate calls not being answered,
and more than half (54%) won’t leave a voicemail if they
can’t get through. People won’t wait around nowadays, and
for firms striving to offer the very best standards in client
care and adapt to evolving consumer needs and wants – it’s
imperative to demonstrate that you value their business.
Handling enquiries quickly, efficiently, and professionally
supports conveyancers in improving service, revenues, and
reputation.
Get ahead of the competition
This year, the firms that genuinely put the customer first
and focus on making gold-standard service their USP will
reap the benefits throughout 2024 and beyond.
Buying and selling property is often billed as one of the
most stressful experiences, and one way to stand out is by
reassuring clients and prospects that you understand this
by delivering legal advice with empathy.
When someone’s needs are urgent, complicated or
sensitive, as is so often the case during a house purchase
or sale, data tells us that they’re more likely to reach for the
37

FEATURE
phone than use any other method of communication. We
also know that 64% of people spend longer on the phone
with firms than three years ago – a marked increase on
2022’s figure of 45%.
Legal firms must factor this into their call-handling
approach and ensure callers receive an empathetic, patient
and supportive ear. Empathy shapes client experience and
has the power to transform reputation. Actively listening
and displaying empathy puts nervous, worried or vulnerable
buyers and sellers at ease, gives your firm a competitive
edge and helps shape future service delivery.
Empathy can be shown by how well a call handler takes
a detailed message and captures the nuance of a client’s
needs or from the conveyancing fee earner as they listen
to a client’s concerns before explaining the next steps.
Make your digital presence work harder.
We know that just over half of law firms (52%) fail to
articulate their offering online, and almost two-thirds
of legal websites (58%) don’t rate highly for customer
friendliness. This is the year to ensure you don’t fall into
one of these categories, and live chat is a proven way to
improve your customer journey and your website’s ROI.
A well-timed live chat pop-up helps to turn website visitors
into potential new clients at any hour of the day. Enquirers,
via live chat, tend to offer more personal information
than any other marketing channel, which helps our clients
improve their understanding and nurture prospects through
the conveyancing sales cycle. Plus, as 46% of chats occur
outside the 9-5 – the volume of potential business via this
channel is hugely valuable. Live chat makes providing 24/7
client care and meeting changing demands easy.
Be open to innovation.
A growing number of conveyancing firms are investing in
wider technologies to support operations – and 2024 will be
no different. Moneypenny’s outsourced solutions, including
telephone answering and live chat, integrate seamlessly with
other software to automate the technology and save firms
valuable time.
Our full suite of integrations means our team can clearly
see lawyers’ working days, logging calls and appointments
into firms’ systems. Our integrations include HubSpot, Slack,
and legal-specific tools such as Perfect Portal. We’ve also
launched a world-first integration with Microsoft Teams to
minimise interruptions for time-poor conveyancers, improve
clients’ call experience and support conveyancers’ new
hybrid work behaviours.
The innovative and intuitive technology enables incoming
calls to conveyancers’ switchboards to be directly transferred
to employees’ Teams’ platforms, wherever they’re working
and ensures they are routed to the right employee the first
time. Moneypenny can also monitor the team member’s
status in the application, only transferring calls when the
individual is free and taking a message if they’re in another
Microsoft Teams meeting. This provides real added value to
the conveyancing community.
In 2024, it’s time to give conveyancing clients what they
want – consistently high-quality and empathetic customer
care. If firms invest in their customer service to meet
consumers’ changing needs, they will deliver a much more
well-rounded, seamless and positive experience, which
translates to higher revenue and improved reputation – two
things we all strive for.
For more information about Moneypenny’s work in the legal
sector, visit:
https://www.moneypenny.com/uk/legal-answering-services/
Bernadette Bennett,
Head of the Legal Sector,
Moneypenny
38

FEATURE
REAL ESTATE
TRENDS AND PREDICTION
FOR 2024
The past year was a challenging one for the
real estate market, with tough macroeconomic
conditions to contend with, having an
understandable impact on lawyers working
in this sector. As we enter 2024, we will see a
continuation of some of the pressures felt last
year, but also see some new trends emerge.
Cost of capital will continue to subdue
market activity in 2024
In 2023, interest rates rose to 5.25% in the UK to combat
inflation, meaning the cost of capital was at its most expensive
level since 2007. This had a significant impact on market
activity and the cost of borrowing and debt servicing will
continue to be the defining theme of 2024’s commercial real
estate market.
Whilst banks may offer a plethora of competitive mortgage
rates in 2024 to stimulate the residential sector, such large
increases in the cost of borrowing continue to impact asset
management decisions, with investors instead focusing on debt
servicing. We saw evidence in Q4 that this monetary plan is
working, but it will not be an easy road to recovery.
The full impact of base rate rises on markets usually has a
significant lag which means 2024 will likely see a slow start
overall. But with the prediction that inflation will be at target
rates by the end of 2024, a more optimistic outlook is likely
by Q4 2024, looking to 2025 as a year where we may see
significant opportunities for growth.
2023 was AI’s breakout year but from 2024,
it will define the shape of the market
2023 saw AI arrive in the public consciousness with ChatGPT,
Bard, Claude and more, becoming household names. AI
is not new, but for the first time, its immense potential to
revolutionise the property and legal sectors became fully
apparent. As such, through 2023, firms have been investing
significant time and resources to understand what this
technology means for their organisation. 2023 was a
break-out year for AI, but Search Acumen predicts that
2024 will be the year that AI will start to be integrated
into firm’s day-to-day operations as standard, with
most companies recognising they will quickly lose their
competitive advantage unless they do so.
As a technology business, we’ve had AI integrated into
our digital legal and property data platforms for almost a
decade, but 2023 was the first time where the industry and
the public collectively grasped the seismic potential of this
technology. Last year Search Acumen became one of the
first companies in the legal sector to integrate ChatGPT into
our platform, accelerating the development of its new Real
Estate Intelligence (REI) software. This was the first time
the tool had been used to support property lawyers’
day-to-day functions, marking the company as a true
innovator in the sector, and signalling a huge step towards
rapidly automating parts of the transaction process.
Now the potential is widely understood, by the end of next
year, we’ll already see AI more as a baseline standard for
most business operations than an experimental technology
for special projects. Where 2023 saw the emergence of AI,
2024 will be the year that it starts to truly define success
in the legal and property sectors and take a lead role in
reshaping market activity.
Digital skills will emerge as a major
challenge for legal and real estate firms
Whilst technology brings with it efficiency and opportunity,
the pace at which it is developing also delivers an
understandable skills gap for many law firms. To properly
leverage AI at scale, an incredible amount of training will
be needed in 2024, alongside the budgets to support and
develop talent in this field.
A deep understanding of appropriate tools, AI regulation,
and cyber security all come into play in order for our
economy and our society to take advantage safely. However,
as is usually the case with innovation, it takes a lot longer
for these socio-economic impacts to be understood and
39

FEATURE
In the medium to long term, legal businesses have to start
prioritising the skills they are going to need for the coming
decades, and I expect we’ll see the industry increasingly look
outside of its usual talent pools to bring more people with
technology and innovation expertise into senior leadership roles.
2024 will be make-or-break for hybrid working
Search Acumen’s research in 2023 found that 1.47 million square
meters of office space was lost in England and Wales in just 12
months, with many companies cutting down on their floorspace
as large swathes of their workforce continued to work remotely.
Will this trend continue? Search Acumen believes 2024 will be
a make-or-break year for hybrid working, which could lead to a
renaissance for the beleaguered office sub-sector.
Most firms have recognised that there is plenty to be gained
in terms of productivity by allowing employees to work more
flexibly when they need to. That being said, I do think there is a
consensus building around the collaborative and creative value of
bringing staff together in the office more frequently than we have
seen over the past few years. Looking back at 2023, it is fair to say
some firms even saw a rebalancing for many employees, where
they perhaps became a little more frustrated with the downsides
of homeworking, like the isolation and blurred lines between
home and work life.
planned for. The technology will outpace our ability to keep up
in terms of a digitally up-skilled labour force, and that could
well cause problems next year for real estate companies and
law firms as they start to think about scaling their use of AI.
In the short term, there is going to be a really important role
to play for third-party technology companies helping clients
navigate the transition. The legal tech market is expanding
rapidly, and new solutions are being launched on an almost
weekly basis. Firms must be savvy about the technology
partners they choose in a crowded market. While it would be
tempting to recommend exclusively opting for Search Acumen
in the legal sector, I suggest that companies conduct thorough
tender processes. This approach ensures they identify suppliers
capable of meeting their objectives, boasting a proven
track record, and providing value for money, particularly in
challenging economic circumstances.
I will be watching office market statistics closely next year as I
think it’s one where we could see a mini renaissance in terms of
transaction activity, as well as law firms themselves finding new
and improved office space. Matching office space to the evolving
needs of business and employees, could also mean we see more
investment in asset management. What constitutes a good
workspace in 2024 is vastly different to what that looked like five
years ago, creating more opportunity in the years to come.
Andrew Lloyd,
Managing Director, Search Acumen
Third-party providers of technology should be a tool in the
arsenal of all firms who are looking to remain competitive in the
AI space. They should be a partner for change towards a more
digitally driven and future-proofed path. Staying ahead of the
curve in 2024 will not just be about business perception, pricing
and other considerations, but there should also be considerable
thought behind the third-party partners that can powerfully
support business function via the use of AI.
41

WHY LAW FIRMS NEED TO
EMBRACE AUTOMATION
IN 2024
The legal sector has had to navigate a multitude of
challenges, including the cost-of-living crisis. However, UK
household incomes are set to see a slight increase in 2024
due to falling inflation, interest rate cuts and tax reductions.
The EY Item Club has upgraded its outlook for UK growth to
0.9% from 0.7% that was previously predicted last October.
On top of this, Foxtons surveyed 1,002 UK home sellers
on their priorities for moving and 73% said they feel more
motivated to tackle the move in 2024. The latest Bank
of England data revealed that mortgage approvals have
climbed for the second consecutive month as buyers return
to the market following a hold on interest rates and we’re
already seeing mortgage lenders react accordingly with rate
reductions. Whilst this property listings surge does bring
positivity to the industry, 2024 is still going to have its share
of challenges, but what does this mean for the legal sector?
Data is showing the legal sector is to experience some
growth in 2024 across most areas of law and the recent news
of predicted increased transaction volumes is set to take this
growth even further. This prediction shows the legal sector’s
resilience, ability to adapt and move forward.
However, with growth comes change and adaptability to
client expectations, and these are higher than ever. Not only
are clients expecting faster response times, improved value
and greater transparency on price and efficiency, but they
are also placing a high importance on receiving expertise
and the strength of the relationship between client and law
firm as discussed in Thomas Reuters’ report on the State of
the UK Legal Market. However, due to the growing number
of tasks a legal professional is expected to complete, this can
make building lasting relationships difficult, but this is where
legal tech plays a key role in freeing up their time.
Technology is only going to keep growing, as are client
demands. No longer do clients want to have to make time to
come into a law firms office to provide legal documentation
or having to chase for an update on their matter. By
implementing technology, law firms will take this stress
away not only from their clients, but also their staff. Mike
Leeman, Managing Partner at Bell Lamb & Joynson, agrees
that technology is imperative for law firms “‘Meeting client’s
expectations are paramount. When they can do everything
at the click of a button from banking, booking holidays,
shopping and more, they will expect the same from their
lawyer. Failure to meet those client expectations will no
longer be an option. Firms simply have no option but to
invest in technology and their people to ensure that they can
meet client expectations.”
Whilst there’s a lot of discussion around Artificial Intelligence
in the industry, embracing the race toward automation is
imperative for a law firm’s success in the modern climate.
Also utilising features such as quote calculators provides your
clients with the price transparency they expect.
When we look at the challenges facing the legal industry,
specifically the conveyancing sector, going into 2024, there
are a few key areas. The economic climate has certainly
had an impact on the sector, but this is hopefully set to
improve as the economy begins to settle following the
impact of the pandemic and cost of living crisis. On top of
42

this, the length of time it takes to complete a transaction is
a major challenge for estate agents, surveyors, and lenders.
Following on from the launch of the DPMSG (Digital
Property Market Steering Group) in September last year,
who are set on digitising the property market, they have
now set out a roadmap for future direction.
Whilst the roadmap is a positive step in the right direction,
collaboration between the group and existing legal
technology companies needs to continue to grow as many
companies are already implementing these changes for law
firms, including Perfect Portal.
Attracting and retaining talented legal professionals,
especially in the conveyancing sector, has proven to be
difficult at times and this is expected to continue into 2024.
Legal professionals have stated that the ever-increasing
admin burdens and the amount of time they either spend
chasing or being chased has proven to be a huge challenge
for them – and this is a key area where legal technology
comes into play.
At Perfect Portal, we’re here to assist law firms through the
property market resurgence. By leveraging our integrated
system law firm’s will capture, manage, and convert leads
efficiently, creating a seamless transition from initial contact
to a fully branded onboarding process, which therefore
empowers law firms to focus on what they do best –
practising law.
One of the many ways we have helped law firms navigate
client’s experience is our branded app. By introducing a
branded app at the beginning of the transaction, clients
have a single, secure platform for all necessary actions,
accessible anywhere. The app also facilitates better
communication between the solicitor and the client, creating
a more efficient and guided journey – which ultimately helps
law firms win more business and allows time for providing
technical expertise.
In addition to technical expertise, Perfect Portal stays at
the forefront of innovation by elevating professionalism
within the legal sector. From automated onboarding and
updates to secure document sharing, and transparent fee
quoting, we're equipping law firms with the tools they need
to enhance their professional image and forge lasting client
relationships.
Looking ahead to how Perfect Portal are set to continue to
improve the industry throughout 2024 and beyond, we have
some exciting releases coming. We really understand the
struggles in the market and how unsteady it is, so we are
implementing some new features to help improve this.
Conveyancing isn’t the only area of law that is experiencing
challenges, so for multi-practice law firms with specialisations
across various areas of law, we have developed detailed Intake
Forms. These dynamic digital forms will allow firms to optimise
every opportunity outside of residential conveyancing by
enhancing lead capture and management whilst efficiently
gathering crucial client and matter details. With this, firms can
prequalify their client, equipping them with key information that
empowers them to make informed decisions about resource,
client expectations and even tailored quoting if they wish.
We're dedicated to assisting your law firm in enhancing lead
capture and management while efficiently gathering crucial
client and matter details, for areas beyond residential property
law. Our system enables prequalification of client information,
empowering law firms to make informed decisions about
their capacity to take on clients. This process will tailor any
supplementary digital questionnaire accordingly, enabling law
firms to gather information that aligns with the client's specific
requirements.
For conveyancers, we have created a best practice Buyers and
Sellers Questionnaire that can be sent out from conversion
onwards. This will allow your client to easily complete the
questionnaire digitally within your firms own branded app at a
much earlier stage of the process allowing firms to navigate the
increased transaction volumes in 2024.
2024 is set to be a year of property market resurgence therefore,
the pivotal role of technology in law firms cannot be overstated.
Perfect Portal stands at the forefront ready to support legal
professionals, empowering them to navigate and embrace
the evolving landscape with confidence and efficiency – and
ultimately helping them win more business.
Want to find out more about Perfect Portal?
Visit: Book a Demo | Perfect Portal UK
Josephine Clark
Marketing Executive
43

THE YEAR OF AI
2024 is going to be the year of AI in the legal industry.
We’ve seen technology change the way we all do business before,
and CTT Group has always been an innovator, but Artificial Intelligence
is likely to be the biggest revolution yet.
I have joined CTT Group at an incredibly exciting time. While
my career has been spent managing lawyers, barristers and
chambers, I’ve always encouraged the use of technology where
it can make a difference to professionals and clients. CTT
Group’s systems team has been working with legal software
specialists at Start Software to build a whole range of new
software and apps which we’ve just launched to our adviser
community.
Our new Legacy24 adviser software works hand-in-hand with
the new Legacy Portal client app. Advisers and clients can
communicate securely and easily without the need to use
emails. Cases can be tracked, and notifications sent as work
is completed. Our new software would be newsworthy even
without the AI we are embedding, but the AI is where we intend
to make the most difference.
I’ve heard some suggest that AI is just a fad, or is too dangerous
to use in an industry where accuracy and quality of advice is
critical. It has to be used with the utmost care, for sure, but
readers thinking that AI won’t impact their own business are
surely mistaken. Most competent commentators believe that
the AI revolution will be as significant and impactful as the
Industrial Revolution or the introduction of personal computing.
Changes will also come along more quickly than any previous
technology and we’re seeing this with our own eyes at CTT.
Generative AI is the biggest revolution yet. ChatGPT, for
example, can create content for marketing campaigns or your
website. It can analyse and summarise documents at lightning
speed. It can even write emails after reading a lengthy and
complex exchange of messages, as accurately and, arguably,
more diligently than a human.
Legal assistance and chatbots:
AI-driven chatbots provide accessible legal information and
advice. They have the potential to draft simple documents and
guide individuals through legal processes, making legal services
more accessible.
Compliance and risk management:
AI supports compliance. It can analyse regulatory changes and
check documents for compliance issues.
I asked ChatGPT to review the list above and it helped me to
summarise and rewrite it so that I hit the wordcount needed for
this article. Another useful application!
Our relationship with AI thought leaders Piers Linney and
Aalok Shukla, and our software partnership with Robin Bennett
and the team at Start, have opened our eyes to a world of AI
opportunity.
Advisers partnering and working with us will be benefiting from
our huge investment in AI technology throughout 2024 and will
even be meeting and hearing from digital twins (avatars) of staff
here at CTT Group. Used carefully and with due diligence, AI will
help us all be more efficient, more successful, more profitable.
It’s an exciting year ahead.
Visit CTT Professional Services (ctt-group.co.uk) for more
information.
Jonathan Maskew,
Director of Partnerships, CTT Group
The broad areas where we see an impact for AI are these:
Document review and legal research:
AI can quickly process and analyse vast legal documents, aiding
in due diligence, litigation discovery, and contract review. It
makes legal research more efficient by swiftly finding relevant
case laws and precedents.
Predictive analytics:
AI algorithms can forecast case outcomes and legal trends,
helping lawyers to strategise and assess case viability. This aids
in better preparation for future regulatory changes.
Contract analysis and management:
AI automates contract review, highlighting key clauses and
obligations, and assists in drafting by suggesting appropriate
language, reducing management time and costs.
44

EMBRACING AI
TOGETHER
2024 will be our 25th year in business and it’s
likely to be the most exciting and revolutionary,
all thanks to AI. AI will impact our partners, our
products, and even the way we build software
for the legal industry. What a year we all have
ahead of us.
To see how fast AI is moving, it’s worth reviewing where this
revolution has come from. In the 1950s, Alan Turing imagined
a computer responding to questions in a form that would be
convincingly human - the so-called “Turing Test”. This seemed
ridiculous to most and in the realms of science fiction. It took
40 years of work before Garry Kasparov, a chess Grandmaster,
was defeated by a computer in 1997, another “unthinkable”
milestone. Roll on another 20 years, and little had changed in
AI, despite the Internet revolution and the emerging power of
cloud computing.
Then, seemingly overnight, researchers use the vast quantities
of human language and knowledge from the Internet to train
AI models. Tech companies worldwide started the race to build
software that could embed AI into our daily lives.
What now, in 2024? We think nothing of sitting in a self-driving
Tesla, asking Alexa to create a recipe for us from the random
scraps in our fridge, or even asking ChatGPT to write an article
for Modern Law Magazine! You can even buy an AI-powered
lawn mower or vacuum cleaner. The influence of AI is already
everywhere and far exceeds Alan Turing’s imagination. The
speed of change is exponential.
This description of the past suggests that AI will be something
that will happen to the legal industry, even without our active
involvement. If we do nothing, will the benefits simply arrive in
our businesses? Perhaps, but there are dark sides to AI which
need to be managed carefully and with diligence.
Let’s take ChatGPT as an example. ChatGPT is a “large language
model”, or LLM. LLMs take unimaginably huge amounts of
content and digest it. It’s then able to apparently intelligently
answer questions, have conversations, and even generate content,
using the text in its vast database for reference.
The issue is that LLMs, in general, don’t actually attempt to
understand questions posed. They are like parrots. Ask a parrot a
question and it will reply - but without understanding either the
question or the answer. LLMs are similar. The intelligence of the
response is an illusion, sometimes bafflingly convincing, but an
illusion, nevertheless.
Ask ChatGPT to summarise an article, craft an email response to
a complaint, or analyse a spreadsheet, and you’re likely to get a
high-quality response. The text in its database gives it this power.
Ask it to do maths, play chess, or use logic to solve a problem,
and it will likely fail. It understands nothing but will always be
confident in its responses, never doubting its own abilities. That’s
a dangerous combination.
And what about data privacy? Is it OK to share details of a client
case with ChatGPT or is there a danger that the ChatGPT “parrot”
will repeat this information to another ChatGPT user?
There’s no question that this year will be the year that AI truly
impacts the legal industry. The software and techniques we are
building at Start Software will help our partners to use AI safely.
Our deep understanding of the techniques used by AI and our
cybersecurity expertise puts in us a unique position to help.
The intelligent and careful application of AI will be critical to
success for all our businesses. Let’s not fear or ignore AI, let’s
embrace it together, and deliver the power of AI in 2024.
Visit start-software.com/AI for more information
Robin Bennett,
Director, Start Software
45

We all agree it’s
time to call time on
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77% more than in 2007*
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*Reference: Landmark Information Group Transaction Milestone Data, December 2022.

WILLS
& PROBATE
Wills & Probate Expert Panel:
Ochresoft and
Estate Research
discuss 2024
Modern Law sat down with Ochresoft’s Marie Harrison-Stradling and
Estate Research’s Dominic Hendry for a chat about how the wills and
probate sector are taking on 2024, and their company’s priorities
for the coming year.
This issue’s opinions are from:
Dominic Hendry
Head of Private Client,
Estate Research
Marie Harrison-Stradling
Work-Flow Team Manager,
Ochresoft
47

WILLS
& PROBATE
How might legislative changes impact
the wills and probate landscape in
2024, and what proactive steps should
legal professionals take to adapt to and
leverage these changes for the benefit of
their clients?
Marie: We have recently seen several topics raised
in the wills and probate sector that may lead
to legislative and practice changes in 2024. For
example, the launch of the Law Commission’s
supplementary Making a Will consultation and the
Law Society’s response. Several very interesting,
important topics have been raised during these
consultations, including the enablement of electronic
wills. The provision of an electronic service, however,
would need to be carefully balanced with the
importance of maintaining the paper process for
those without easy access to online services.
These changes, together with the potential storage
and admission of wills in solely electronic form,
could create both opportunities and challenges for
practitioners. Taking steps to implement and embrace
new technology will assist legal professionals in
navigating the changes arising from the shift to
online services. Technology providers will support
practitioners with new tools and services, so legal
professionals can pass the benefits on to clients.
Another significant change under consideration is
whether section 18 of the Wills Act 1837 should be
revoked to address growing concerns regarding
financial abuse in the form of predatory marriages.
Industry professionals should proactively consider
the potential revocation and this method of financial
abuse as it will impact advice shared with clients.
Even if changes are not implemented, increased
discussions and raised awareness across the
profession and in forums will be a positive outcome.
Dominic: It will be interesting to see the development
and outcome of the Law Commission project on
reforming the Law on Wills in England and Wales –
specifically in the areas of marriage revoking Wills,
predatory marriage and the introduction of electronic
wills. Estate Research along with STEP and the Law
Commission hosted a debate on these topics in
Manchester in November and whilst opinion was
fairly equal on whether to change marriage revoking
wills, opinion was not so balanced when it came
to electronic wills. Over 80% of the Private Client
practitioners in the room voted to say they would
not introduce electronic will making, citing their fears
around capacity checks and potential increases in
fraudulent will making. However, the argument stands
that solicitors are still practicing laws made in the
Victorian era that need to be brought into the 21st
century and allow for technological advances. As
the Law Commission’s consultation moves into the
Policy Development stage, it will be key for Private
Client solicitors to stay informed of potentially,
the largest change to the law of Wills since 1837
that could have huge effects on Will drafting and
estate administration. We will be following the Law
Commission’s work with great interest.
Given the increasing prevalence of remote
work, how do you see virtual collaboration
tools influencing communication and
teamwork in wills and probate practices,
and what challenges and opportunities
might arise from this shift?
Dominic: Remote and hybrid working will possibly
be the biggest legacy of the recent pandemic. More
and more graduates are demanding this and in a
hard recruitment market, offering these options
are often necessary. At Estate Research we often
find that working in a collegiate way and learning
from one another is much easier when people are
in the same location. However, with most firms now
having access to systems such as Microsoft Teams
and alternatives, it is possible to be connected with
video and audio to your team all day and so it will
be possible – and necessary – to adapt.
Marie: In planning business continuity and
recruitment, the ability to work remotely is now
more important than ever. With the availability
of 24/7 online services across many industries,
consumer expectations of speed and accessibility
to legal services have increased. It is, therefore,
key for legal service providers to equip teams
with tools and services that enable and encourage
effective, collaborative working, and, thus,
overcome challenges when they arise. Tools which
offer visibility and instant access to metrics enable
practitioners to accurately track and communicate
progress and can complement and enhance remote
working.
With the rise of online platforms and
DIY legal services, how can traditional
legal practitioners in Wills and Probate
differentiate themselves and continue
to provide value to clients in an era
of increasing accessibility to legal
information?
48

WILLS
& PROBATE
Dominic: With the possibility of electronic wills
of the horizon this question has never been more
pertinent. My view is that electronic Wills will be
inevitable, if not following this consultation, then
certainly at some stage in future. I believe proactive
firms will now be looking at how they are going
to make this work and in particular thinking about
the challenges this poses to the industry and to
individual firms, as well as the opportunities this
may present. Do we worry that electronic Wills will
replace proper legal advice and become a modern
version of the DIY will kits or could the availability of
electronic Wills mean that many more of the public
will think about their estate planning and therefore
the market will grow. For the latter to happen
solicitors will need to be really clear with the general
public about the dangers of DIY wills and how often
they fail or become contested estates. I was once
told by a leading STEP member that solicitors need
to remember to value themselves and the service
that they offer correctly. Getting this right may
decide the fate of many Private Client departments
around the country.
In professional development, what skills
and knowledge do you believe will be most
important for professionals in the wills
and probate industry in 2024, and how
can they stay abreast of these evolving
requirements?
Marie: Focus on contentious probate has increased
in 2023, which I think will continue and further rise
in 2024. Communications with clients have become
increasingly complex as more traditional areas of
concern in wills and probate matters have evolved
and been augmented in response to changing
social and economic circumstances. Developing
and maintaining skills that help practitioners remain
vigilant in respect of capacity and abuse will be key
to proactively address and mitigate future risk. As
an industry, we can support this by enabling and
promoting discussion between all stakeholders.
In terms of knowledge, it will be important to have
technology (software or otherwise) in place, that
supports professionals in their consideration of
specific areas of risk and equips them with relevant
information and guidance to take the appropriate
next steps.
Dominic: I have always believed that one of the
biggest skills anyone can have is to know your
limitations. Have you thought about what you are
good at and what you are not good at. Have you
considered if you are indemnified to complete tasks
on an estate file? Are you completing work that
you simply cannot bill for? If you can answer these
questions honestly then the next question to ask is,
do I know where to turn to have these tasks taken
off me? Knowing where to turn for probate support
can be vital to saving you and your clients time,
money and possibly most importantly in avoiding
unnecessary risk. Using external experts can be the
best way of achieving all of this.
With the modernisation of many areas of the
industry already in action, and more on the horizon,
having the technological skills and understanding to
harness the benefits available to professionals and
their clients will be essential.
What is your company’s first priority in
2024, and what do you hope to achieve in
the year ahead?
Marie: There is a great deal on the agenda for
Ochresoft Private Client products in 2024. My
observations and discussions with other industry
professionals regarding contentious probate
have returned my focus to the identification and
mitigation of risk.
Although Intelliworks Wills software already offers
functionality which addresses future Larke v Nugus
requests and produces a contemporary Statement
of Fact at the time of drafting the will, we plan to
explore if we can further support our users in this
area.
The Law Commission’s supplementary Making a
Will consultation is also high on the agenda, and we
eagerly await its final conclusions, so we may begin
implementing the resulting practice and legislative
changes in our private client products.
We will also keep an eagle eye on the Law
Commission’s review of the laws on burial,
cremation and new funeral methods. Following the
review and pilot of alkaline hydrolysis, should this or
other new burial methods become available, we will
immediately update our private client workflows to
reflect the change.
The first item on the agenda for 2024 is to enhance
Intelliworks Wills to include the new Society of
Trust and Estate Practitioner’s (STEP) Standard
Provisions (3rd Edition.) Following the release of the
Provisions, our specialist team reviewed and added
these to our will drafting workflow, which is now
available for use.
49

FORUM
Conveyancing in 2023
Interview: Elizabeth Jarvis
A Conveyancing interview with the one and only
Elizabeth Jarvis of Landmark. Elizabeth discusses sustainability,
client expectations, and her 2024 priorities.
This issue’s opinions are from:
Elizabeth Javis
Managing Director,
Landmark Search
50

FORUM
With the increasing focus on sustainability and
environmental consciousness, how might the
conveyancing industry evolve to address and
integrate eco-friendly practices in the coming
year?
I would expect to see increased demand for companies to disclose their ecofriendly
practices and future plans. The new generation of consumer is more
likely to seek out ethically responsible firms, prompting both large and small
businesses to prioritise sustainability at the core of their operations. For law
firms, digitalisation and integration are key for meeting sustainability targets. In
our own recent research of law firms, we’ve seen an increase to 52% having a
net zero policy in place, that’s up from 50% the previous year. The pandemic
has helped introduce hybrid working, reducing emissions from commuting and
reduction in office space, the hardest part is reducing scope 3 emissions, which
includes goods and services purchased and therefore the green credentials of
the suppliers that you use becomes very important.
In light of global events and economic shifts,
what predictions can be made about the impact
on property markets and how might these
changes affect conveyancing professionals in
2024?
Landmark’s cross-industry data showed a sustained subdued property market
for much of 2023. With the market as it is, competition for work is high, so we
would expect firms to continue to work harder to attract customers, promoting
the elements that set them apart from the competition. It’s not enough to
be competitive on price, firms are promoting greater visibility and certainty
throughout the transaction process, through technology, to attract customers
who want a better experience.
For home movers, hiring a firm that offers benefits that are synonymous with
their own values – such as committing to a timescale that fits with their plans
– will be a strong pull. Firms that can effectively align their services with core
customer values will position themselves ahead of the competition.
In the context of evolving consumer
expectations, what trends do you anticipate in
terms of client interactions and communication
within the conveyancing sector, and how can
practitioners stay ahead of these expectations?
To meet evolving consumer expectations, property professionals are having
to change the way they work together. For instance, implementing a universal
case management system establishes a standardised workflow for all parties
involved.
In Scotland, the Scottish Standard Clauses form the basis for missives, which
are a series of contractual letters exchanged between solicitors, outlining
the terms of the agreement between a buyer and a seller and specifying the
conditions of sale. This standardised information ensures that all professionals
adhere to a common framework, minimising the need for additional information
requests at a later date. According to MyGov, properties in Scotland complete
in an average of 8 weeks. In contrast, Landmark data found that the average
transaction in England and Wales took 19 weeks.
In our market research we also spoke to recent home movers to get a view
on which factors would improve the overall moving experience, 52% wanted
better communication between estate agents, lenders and conveyancers, 43%
wanted better technology to communicate with conveyancers, for example
through an app.
By fostering closer collaboration among professionals, individuals and their
key data, we enhance transparency and certainty, making possible faster
property transactions. At Landmark we strongly believe in collaboration,
LandmarkConnect brings lenders, surveyors, estate agents and conveyancers
closer by sharing data and insights to keep transactions moving faster through
the property journey.
In terms of customer service, what adjustments
might be necessary for conveyancing
professionals to meet the evolving expectations
of clients in 2024?
Modern consumers demand swift responses, setting higher expectations
than ever before. A new generation of homebuyers is unlikely to tolerate
communication gaps with their conveyancer. Today, negative experiences are
promptly shared on platforms like Trustpilot or a company’s social media pages,
impacting the reputation and success of a business. To highlight these our
market research asked recent home movers about expectations on timeframe
from offer accepted to completion, the average was 8.3 weeks, dropping to 6.1
weeks in five years’ time.
Furthermore, with tech-native consumers increasingly unfamiliar with face-toface
interactions, the future distinctly favours user-friendly and environmentally
conscious applications featuring an easily understandable dashboard. This
type of solution can contribute to providing the service customers desire:
transparent, timely updates with property professionals guiding them through
the process. Jargon and complexity are minimised, and customers receive
updates in simple terms, helping them understand why and when certain
information needs to be provided. The positive outcome of this shift is not only
a notably less frustrated consumer, but shortened timelines and increased
certainty that a transaction will successfully complete. Presenting information
electronically has the potential to capture a transaction and ensure that it
progresses smoothly.
What is your company’s first priority in 2024,
and what do you hope to achieve in the year
ahead?
This year, OneSearch has a singular objective: to provide the richest data and
unrivalled expertise which brings clarity to every transaction. For instance,
estate agents require data as soon as a vendor decides to list a property, while
conveyancers typically seek this information when opening the case file. To
streamline this process, clients receive electronic data through an Electronic
Product Information (EPI) that’s easily imported into their systems. The earlier
property professionals have comprehensive information, the better-informed
consumers will be about the feasibility of their purchase. Conveyancers also
gain additional time to secure necessary information, such as permissions for
an extension. This approach results in a more assured transaction as all parties
can collaborate within an agreed timeframe. More firms are approaching us
as they believe serving essential information upfront is fundamental to timely
and successful transactions – and OneSearch is in a privileged position to help
facilitate this.
51

10 MINS WITH
Minutes With...
Marion Silvey
Q
What
is your most memorable achievement whilst
working in your current role?
I’m incredibly proud of how far Spector Constant & Williams has come since
my fellow partners and I set the firm up in 2019. It has been fascinating to see
the business expand and change since inception.
Setting up a new firm brought exciting and interesting challenges, from
working on branding and setting up the office to choosing furniture and
office layout. I love being a lawyer and still thrive on the variety of work, but
being involved more in the business and operational side of things adds an
interesting further dimension to this career.
2024 is our fifth year in business and we’ve come so far. The firm is growing
and attracting talented new lawyers. Our range of services is expanding, with
family law a new addition expanding our experienced breadth of real estate,
finance, corporate and litigation practices.
QWhat has been the most valuable piece of advice
you’ve ever been given?
The best advice I’ve received, and something that I pass on to anyone I’ve
mentored, is to approach life and work with a positive attitude.
Clients of law firms are looking for a ‘can do’ attitude, great advice and
proactivity – and most importantly they want the work to be done by
someone they want to work with.
Most aspects of life can be improved if actioned with a smile.
QWhat has been the key positive or negative impact
of change in your area of the market?
By far the biggest positive change in the property sphere is the increase
in the registration of land. When I started out in my career there was a lot
of unregistered land. Unregistered land is risky for buyers and lenders with
increased potential complications.
The more land that is registered, the less risk the sector holds for investors
and owner occupiers. Transactions become much more straight forward for
clients. With more stabilisation and security comes increased scope for varied
and complex deal structures where required.
Q
If
you were not in your current position, what would
you like to be doing?
Ideally, I would like to be the sixth member of the Spice Girls, but if that failed
to take off you would find me writing trashy but gripping (and hopefully
well-written) fiction novels in a stunning beach-side location with my family
drinking pina coladas (chocolate milk for my daughter).
QWhat three items would you put on display in a
museum of your life and why?
My first item for the museum of my life is a saxophone. I loved playing the
instrument as a child and have many very happy memories playing in wind
bands. It fostered a life-long love of listening to and playing music – and
fostered a joy of collaborating in work ensembles.
The second item in my museum is a bracelet my daughter has made. Family is
the most important part of my life, and my daughter is incredibly creative and
always making things. Her joy of crafting is inspiring.
My final item is a Spector Constant & Williams tote bag. This symbolises
my career and how far I have come. It encapsulates the pride I feel in this
fantastic firm that I’ve helped to create and everything I’ve learned about all
aspects of helping to create and run a law firm from inception.
Marion Silvey,
Real Estate Partner, Spector
Constant & Williams
52

Effortless, Efficient, &
Effective Onboarding
Solution for Law Firms
Capture, manage and convert new business efficiently and accelerate
your client’s journey with your firm.
Digitally onboard new clients using your firm’s branded mobile app.
Pipeline
New Leads
28
Quotes generated, not sent to client
48
Unconverted
162
Follow Ups
38
Client Callback/Instruction requested
12
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View Summary
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Performance
THIS MONTH
Quoted
356
62%
Converted
206
44% 8%
Declined
10% 8%
Activities
65% 8%
Leaderboard
16
1104
206
44%
Today
12
This week
20
This month
356
This year
755
8%
28%
62%
197%
Source
Lead Source Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total
2022 2022 2022 2022 2022 2022 2023 2023 2023 2023 2023 2023
771 815 634 573 449 317 550 612 693 650 584 788 8172
Website 214 249 222 212 114 76 167 199 267 309 278 450 2963
Barron Financial Services 276 238 132 132 136 42 231 262 222 166 209 141 2518
We Buy Any Home 0 0 0 34 23 101 70 51 84 83 50 79 575
Hall & Willetts Estates 32 5 7 10 4 5 0 1 9 19 10 35 145
Connect UK Auctions 0 8 4 14 17 9 6 9 23 14 14 17 135
Walk in 0 3 4 0 0 0 1 1 6 1 2 13 29
No Source selected 13 14 7 7 3 2 5 11 6 12 6 12 107
Contract 91 190 120 68 102 44 16 10 12 2 2 9 705
Showing 1 to 10 of 64 entries
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