Modern Law Magazine Issue 69

Issue 69
ISSN 2976-9396
THE BUSINESS OF LAW
ONE SIZE
DOES NOT FIT ALL
MADE IN BRITAIN
ONE SIZE
P06 P10 P30
The Price
of Law
with Richard Burcher
Accessing
Lifelong
Learning
Law Training Centre
Modern Law
Conveyancing
Conference
The People’s Conference

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Law is a people business. Making sure
that clients, customers, and employees
are well looked after should be the priority
for everyone, especially senior leadership.
The legal industry has an obligation to
keep people and humanity at the centre of
everything, whether it’s a client’s journey or
an employee’s career journey.
This issue of Modern Law is focussing on the
human aspect of law and how businesses
can better uplift their clients, customers, and
employees. Every legal professional has their
own style of working and, so when it comes
to dealing with people one size does NOT
fit all. Throughout this issue you will read
about varying ways businesses and leaders
can ensure satisfied clients, and happy
employees.
Opening the magazine is an interview with
Richard Burcher, Chairman of Validatum®.,
who discusses the challenges commonly
faced by laws in relation to pricing and
billing, looks into pricing strategies and
examines the myths and misconceptions of
pricing services.
Our second interview is with Eve & Dino
Dullabh, co-founders of the Law Training
Centre. Their company offers continuous
training for qualified lawyers and here they
discuss creating this culture within law firms,
ongoing educational needs within the legal
sector as well as future trends.
We have two fabulous insight pieces from
Amjed Zaman, Personal Law Partner, LCF
Law and from Hannah Newberry, Family
Solicitor, Hugh James. Amjed discusses the
journey from newly qualified to solicitor
to partner in 8 years and reflects on his
career progression for the benefit of others.
Hannah looks at the human element of
Succession Planning within the legal practice
and the hurdles presented in such.
Our Editorial Board discusses the ethos of
Client care, ways of approaching this care
while looking at relationships with the client
to the importance of customer feedback
running alongside discussions on Employee
feedback, their wellbeing, fostering trust and
the importance of workplace diversity.
Following on from the Editorial Board we
have two incredible features from Maryam
Razzaq and Rukhsar Jahangir from The
Legal Lynk, a community project dedicated
to empowering and promoting women in
law and from Peter Saban, Associate at
Arnold & Porter who looks at Legal Aid and
the importance of pro bono networks.
Modern Law have had a very busy March
this year with hosting both the Modern Law
Awards 2024 and the inaugural Modern
Law Conveyancing Conference 2024.
The glittering Modern Law Awards 2024
were held at the beautiful Hurlingham Club
in London on the 7th March and flip over
to page 40 to read the full round up, see
all the names of the winners of the evening
and highly-recommended recipients and
see if you can spot yourself in any of the
photos. Modern Law would like to take this
opportunity to once again congratulate all
of our fabulous winners, highly-commended
recipients and shortlisted candidates for their
achievements and successes.
Our inaugural Modern Law Conveyancing
Conference 2024 was held on 21st March
at the stunning Coombe Abbey Hotel in
Warwickshire. The People’s Conference
presented many inspiring insights from
distinguished legal leaders, a special guest
talk by Ollie Ollerton of Channel 4’s SAS:
Who Dares Wins’ and much networking. The
evening followed with a Medieval Banquet
held in the 12th century Baronial Hall with
Mead, merriment, fancy dress and fun. Flip
back to page 30 to read all about it. Hazaar!
We top our Legal Tech section with an
Interview with Dye & Durham’s Chief
Product Officer David Nash who discusses
how to extract the full value from your legal
tech and the steps to follow.
Our Tech Interviews section LegalTechTalk
provide a fascinating glimpse into the future
of law firms and how they need to adapt to
survive.
Page 49 sees our Wills & Probate
Roundtable interview with Marie
Harrison-Stradling, Work-Flow Team
Manager of Ochresoft, who chats about
handling the client journey, how to approach
customer feedback and how to utilise
technology in enhancing the customer
experience.
Our Conveyancing Forum interview with
Rob Gurney, Managing Director, Ochresoft
discusses their Conveyancing technology,
the benefits to business and the staying
ahead of emerging trends in Conveyancing.
Don’t forget to check out our
10 minutes with… where we talk to
Daniel Brumpton, Head of Commercial
Litigation at Nelsons and learn all about him
and what makes him tick.
Finally, I would like to say goodbye to
all our readers as I am leaving Modern
Law to move on to pastures new.
I would like to say a big thank you to all
our contributors and to our wonderful
Editorial Board members. I have had a
fun and exciting time working with the
Modern Law Team, have interviewed
some amazing people and attended
some of the best events ever!
Emily Wade is Editor
at Modern Law Magazine
01765 600909 | emily@charltongrant.co.uk
modernlawmagazine.com
Editorial Contributors
Adrian Jaggard, Taylor Rose MW
Collette Allen, 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 69
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
06 The Price of Law
Richard Burcher, Chairman, Validatum® & Virtual Pricing Director®
10 Accessing Lifelong Learning: Law Training Centre
Eve Dullabh & Dino Dullabh, Co-Founders, Law Training Centre
INSIGHT
EDITORIAL
BOARD
14 From Post-Qualified to Partner
Amjed Zaman, Personal Law Partner, LCF Law
15 Succession Planning: The Era of ‘Flux’
Hannah Newberry, Family Solicitor, Hugh James
17 Dutton Gregory
Mixing it up
Paul Sams, Partner, Dutton Gregory
17 The Cashroom
Clarity, Openness, and Engagement
Director of Business Development, The Cashroom
19 Frenkel Topping
A Client’s Freedom of Choice
Mark Holt COO, Frenkel Topping
19 Mergers & Acquisitions
The Power Of Employee Feedback In Fostering
Transparency And Trust
Neville Dinshaw, Managing Director Law Mergers & Acquisitions
21 Philips Dictation
Adapt, Innovate, and Thrive
Marketing Manager, Philips Dictation
21 Matrix Capital
A Holistic approach to client care is essential
Consulting Advisor, Matrix Capital
23 Taylor Rose MW
Leading Client-Centric Legal Innovation
Adrian Jaggard, CEO, Taylor Rose MW
23 InfoTrack
Client experience in conveyancing: getting it right from the start
Bronwyn Townsend, Senior Marketing Manager, InfoTrack
25 SmartSearch
Equality and inclusion: making it work for you
Bronwyn Townsend, Senior Marketing Manager, InfoTrack
EDITORIAL BOARD CONTRIBUTORS
SpeechLive
4

CONTENTS
IN-DEPTH
26 Breaking barriers: The Legal Lynk’s Journey to Empowering
Women in Law
Rukhsar Jahangir, The Legal Lynk and Advocate at Cloverleaf Advocacy
& Maryam Razzaq, The Legal Lynk and Trainee Solicitor at Fraser Masood
Solicitors
28 To Justice In-Depth For the few but not for you Pro bono
and bridging the gap
Peter Saban, Associate, Arnold & Porter
CONFERENCE
FEATURE
LEGAL TECH
30 The People’s Conference: Modern Law Conveyancing
Conference 2024
Details and photos from The People’s Conference
35 How to extract value from your Legal Tech
David Nash, Chief Product Officer, Dye & Durham
45 LegalTechTalk
Bradley Collins is back with his LegalTechTalk series discussing the impact of
legal tech on the environment, and the tech solutions out there.
AWARDS
INTERVIEW
48 Vogue, Strike a Pose
Details and photos from the Modern Law Awards
53 Wills & Probate Interview
A discussion with Ochresoft about sector are handling the clients journey,
approaching customer feedback, and utilising technology to enhance the
customers experience.
61 Conveyancing Interview with Rob Gurney
An interview with Rob Gurney about the conveyancing sectors 2024, client
expectations, and sustainability. Emily Wade, Modern Law
10 MINS WITH
62 10 Mins With... Daniel Brumpton
See what items Daniel would display in a museum of his life, and what his
most memorable achievement has been in his career.
Disclaimer: Our publications contain advertising material submitted by third parties. Each individual advertiser is solely responsible for the content of its advertising material. We accept
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5

INTERVIEWS
THE PRICE
OF LAW
Modern Law sat down with Richard Burcher, Chairman of Validatum® & Virtual Pricing
Director®, to talk about legal pricing, how to approach it, the latest trends in pricing,
and how pricing affects the client journey.
Pricing has been a big topic of conversation for years as the legal industry has
discusses every-which-way to approach it. It is often an issue the industry struggles to
find a general consensus on. When it comes to pricing Richard believes that one size
does not fit all and finding what fits you and your firm best is the way to go.
6

INTERVIEWS
Richard Burcher is a former New Zealand
practising lawyer and managing partner with over
40 years-experience. Following masters-level
postgraduate study in pricing, Richard relocated
the business to London in 2012 since which the
business has grown significantly, having now
worked with over 300 law firms in 30 countries
including 43 of the UK top 100 law firms. He is
widely regarded as the leading international
authority on pricing legal services through the
group’s consulting arm, Validatum®.
Could you share some insights into the challenges law
Q firms commonly face regarding pricing and billing, and
how Validatum addresses these challenges?
Law firms have always been good at managing costs,
A particularly during difficult times. It is only in relatively recent
years that a lot more attention has been given to the pricing side of
the profit equation.
Pricing has become vastly more complex and nuanced because of
things like market price information asymmetry that favours clients,
the rise of legal procurement, more sophisticated and betterinformed
clients, and more recently the likely impact of widespread
adoption of AI enhancing the delivery of legal services. I think that all
readers will recognise these examples.
Complexity of Legal Work: Legal services can vary greatly in
complexity, making it hard to establish standard pricing.
Client Pressure on Costs: Clients are increasingly demanding more
value for their money, and transparent, predictable fees.
Time-Based Billing Concerns: The traditional billable hour model
is often criticised for not aligning lawyers’ incentives with client
outcomes. And now the emergence of credible AI powered service
delivery is going to put firms that predominantly bill by the hour,
under enormous pressure.
Internal Resistance to Change: Changing longstanding pricing
practices can meet with resistance within law firms.
Competition and Market Pressure: As competition increases, law
firms need to differentiate themselves through their pricing strategies
while remaining profitable.
Technology and Data Analysis: Leveraging data for informed pricing
decisions has until recently been a challenge which has seen the
emergence of pricing platforms built specifically for lawyers like
Virtual Pricing Director®.
In your experience, what are the most common
Q misconceptions or myths that law firms hold about
pricing their services, and how do you work to dispel them?
There are many myths that are nonetheless firmly held
A convictions, but there are two that immediately spring to mind.
1. The belief that most clients are highly price sensitive and will
invariably go for the cheapest option. Some time ago, the Law
Society Gazette published the results of the survey that revealed
that a quarter of homebuyers would pay more for conveyancing,
particularly if it was faster. The Gazette subsequently published
another survey that revealed that only 6% of residential
conveyancing clients chose their solicitor on the basis that they
were the cheapest they could find.
A recent Altman Weil Survey of in-house corporate legal teams
found that only 9% make a buying decision based on lowest price
alone. Over 90% said that the buying decision was a multifaceted
one which also took account of price transparency, budgetary
certainty, and their perception of the cost benefit (value) correlation.
2. Most lawyers think that they sell six-minute units. We don’t, any
more than you or I go into a travel agent and ask to buy four hours
on a plane. What we want is to get from point A to point B. Equally,
clients buy outputs (results, a concluded deal, a dispute settled,
peace of mind, reassurance), not inputs. Much of this is due to a
failure to understand the distinction between time recording as a
management tool and time recording as a pricing tool.
This fundamental misunderstanding makes creative and novel
pricing very difficult.
How does the pricing strategy of a law firm impact the
Q overall client journey, from the initial consultation to the
resolution of their legal matter?
The commercial aspect of the relationship with clients is
A arguably the most problematic and challenging. As a general
observation, lawyers are not comfortable talking about fees with
their clients and many aren’t particularly confident at doing so.
But all the surveys clearly show that clients attach a very high
premium to price transparency, so we need to get much better at
that.
The other aspect where we frequently let ourselves down is a lack of
continuity in the pricing conversation. Many of us are or have been
guilty in the past of sending a pricing proposal to the client and then
never re-visiting it until the end of the job by which time there is often
a cost blowout resulting in a very difficult and potentially relationshipdamaging
conversation with the client.
No one likes to receive bad news, but bad news not delivered in a
timely manner is much worse. We really do need to maintain better
continuous lines of cost communication throughout the life of a
matter.
QCan you discuss the psychological aspects of pricing and
how it influences a client’s perception of the value they
receive from legal services?
That’s an interesting question, particularly as behavioural
A economics and pricing psychology was the most fascinating
part of my postgrad study before leaving private practice and
setting up Validatum®. And it is something that features quite
prominently in our partner pricing master classes.
I can illustrate this aspect with one example of a heuristic that is
very powerful. A heuristic is a mental shortcut we all use to facilitate
problem-solving, probability judgement and decision-making. This
example we refer to in the master classes is ‘Price as a Proxy for
Quality’.
7

INTERVIEWS
Many will already be familiar with it with phrases such as
“reassuringly expensive” - the presumption that, given a range of
transparent choices, the most expensive is probably the best.
One of the most tragic things we see is firms doing a brilliant job
through all their marketing and business development initiatives of
positioning themselves as the ‘Fortnum and Mason’ of the market
and then pricing themselves as ‘Tesco’s’. There is little appreciation
of the damage this does to the firms pricing power and wider
reputation in the market.
In what ways does transparent and clear pricing
Q contribute to a positive client experience, and how do
you recommend law firms achieve this transparency?
Lack of price transparency surfaces as a major client concern
A in just about every survey or opinion poll, so there is clearly
plenty of room for improvement.
It is an area in which we let ourselves down and which specialised
legal pricing platforms like Virtual Pricing Director® overcome
by being able to provide clients at the outset with a very clear
articulation of what the firm is going to do, what they aren’t going to
do, who is going to do it, when it be done and what it will cost.
You know you’ve got it right when the response from a client to your
proposal is something like, “I was surprised at how much this is
going to cost, but I didn’t appreciate quite what was involved”.
But that is only half the job. As I mentioned earlier, continuous
communication about the costs should be maintained throughout
the life cycle of the job, particularly at the point where you become
aware that the cost is going to be more than the client anticipated.
How does pricing consistency across various legal
Q services enhance client satisfaction and trust in a law
firm’s brand?
Firms must find a way to balance two considerations.
A The first is that your pricing sends a powerful message to
the market. It tells the market something about you. Pricing acts
as a signal to the market, conveying information about the firms
positioning, quality and target client base. As I said earlier, price as a
heuristic is a powerful proxy for quality.
The second consideration is the reality that clients attach different
importance and value to different practice areas and different work
streams. They also see some areas of legal work as relatively
commoditised so they are more price sensitive, and other areas of
our work that they see as being ‘brain surgery’ which they will have
to pay a lot more for.
It is a real challenge for firms to understand and reconcile this
dichotomy in a way that amplifies and enhances the firm’s brand
rather than damaging it.
What role does pricing flexibility play in accommodating
Q the diverse needs and financial capacities of different
clients throughout their journey?
The ability of partners to credibly canvas a range of discreet
A pricing strategies and techniques to cater for the very differing
needs of clients is a mark of real pricing maturity in a firm. We refer
to it as a ‘menu’ approach – “I have all these pricing techniques
that I can offer you depending on what your priorities are - speed,
thoroughness, cost, resourcing experience/seniority, your appetite
for price risk sharing etc. Each has advantages and disadvantages.
Which would you prefer?”
Few of us would find a restaurant with only one item on the menu
particularly appealing and yet most legal work, despite some
assertions to the contrary, is still offered on an hourly billing basis
only.
Every few years there is a clarion call for the ‘death’ of the billable
hour. But I have never understood why. I think it frames the issue
incorrectly. Just because some people don’t like fish, you wouldn’t
see a restaurant taking fish off the menu. Everyone knows what
the advantages and disadvantages of the billable hour are, but in
some circumstances, it is simply the least unattractive pricing option
acceptable to both the law firm and the client.
Removing it from the discussion also pointlessly precludes a hybrid
approach where different pricing methodologies are applied to
different phases of a piece of work depending on the price risk
profile, which we know can be very helpful in reaching agreement
with a client.
The correct approach in our view is to upskill partners to confidently
offer clients a broader ‘menu’ of pricing options, only one of which
is hourly billing, enabling them to have a much more mature
and nuanced pricing discussion with the client. We have been
advocating and teaching this successfully for over 20 years.
How do you advise law firms to effectively communicate
Q pricing structures to clients in a way that builds trust and
minimises misunderstandings?
I have already touched on the issue of communication, but it is
A certainly worthy of reinforcement. I think it can be summarised
in a few simple steps…
Listen carefully to the client for clear insights and clues into their
pricing priorities.
Provide a very clear client-centric explanation of the scope,
assumptions, exclusions, and cost. Don’t just do it in writing, talk
them through it, removing the potential for misunderstanding. The
time spent doing so at the front end will often negate the need for
more time-consuming and difficult conversations at the backend.
”
”
Upskill partners to confidently
offer clients a broader ‘menu’
of pricing options
Maintain a continuous flow of cost communication throughout the
life of the matter, particularly in the event of scope creep and cost
blowout.
This will all sound very basic to any moderately experienced
practitioner, but when it comes to client satisfaction and trust there is
considerable mileage in doing even the basics well.
8

INTERVIEWS
How do you balance the importance of pricing
Q competitiveness with the need to maintain profitability
and sustain the quality of legal services provided?
The starting premise for this must be the recognition that we
A can’t be all things to all people. Firms need clarity and wide
buy-in by everyone within the firm as to what the firm’s desired
position in the market is. What sectors it wants to be in, what
clients it wants to act for, the kind of work it wants to do and the
level of profitability it wants to generate.
A firm can choose to be high volume, no frills, low margin, or niche,
boutique, low-volume high margin and everything in between. They
are all legitimate business models, but they require very different
delivery and pricing.
Once a firm has decided these fundamentals, it must then develop
a well understood and clearly articulated pricing strategy that will
deliver those desired outcomes.
The Rise of Legal Tech and AI
Technology, especially AI will play a pivotal role in the future of legal
services pricing. This data-driven approach will enable more precise
and tailored pricing strategies, reducing the reliance on the billable
hour model.
Productised Legal Services
The concept of turning legal services into standardised, productised
offerings, often with a tech component, with fixed prices will gain
traction.
Performance-based and Outcome-based Pricing
There’s a growing interest in linking legal fees more directly to the
outcomes achieved for clients. Performance-based or outcomebased
pricing models, where fees are contingent on achieving
specific results, will become more common.
Richard Burcher,
Chairman, Validatum® & Virtual Pricing Director®
Amongst other things, this must encompass a willingness to turn
away work that does not meet the criteria. That is extremely difficult
for most partners to do. Not only does it not seem the right thing to
do professionally, internal metrics and imperatives will often lead
to partners taking on work that is not particularly remunerative or
profitable, simply because it helps to meet their personal targets
even if contrary to the firm’s objectives.
How can innovative pricing models, such as value-based
Q pricing or subscription-based services, enhance the
client journey by offering greater predictability and value for
clients?
This comes back to a concept that I began to develop earlier
A and that is the idea that clients have quite different priorities.
Take timing for example. One client might be happy to pay a
certain amount for a job that will be delivered in two weeks,
whereas another client might be willing to pay 50% or more for the
exact same piece of work delivered in 48 hours. Although some
practitioners have tried to tell me otherwise, this is both ethical and
lawful.
So, the key to making innovative pricing models work for both the
firm and the client is to:
Take a little more time at the outset to understand the clients’
imperatives and price sensitivities, and then,
Ensure that partners have the knowledge, skills, and confidence to
then be able to articulate and deploy a few different pricing options
for the client’s consideration, something we pioneered over the last
14 years having worked with over 300 law firms in 30 countries.
Looking ahead, what do you envision as the future trends
Q and developments in legal pricing?
We think that several key trends are likely to influence how
A legal services are priced and how law firms structure their
billing practices.
Increased Transparency and Client Demand for Value
Clients are increasingly demanding clear, predictable legal costs that
offer tangible value. Fixed fees, value-based pricing, subscription
models and price risk sharing will become more prevalent, though
a lot of work will continue to be priced on an hourly basis where
appropriate.
9

INTERVIEWS
10

INTERVIEWS
As the founder of the Law Training Centre, what
Q inspired you to create a platform specifically tailored
for the continuous learning needs of qualified
lawyers?
My own experiences of needing to work as a paralegal
A whilst studying for the LPC led me to look for
asynchronous modes of study which were non-existent,
not to the quality and interactivity I sought.
It was very obvious to me that law is about lifelong
learning and with multiple routes to qualifying and dual
accreditation becoming increasingly desirable, the
traditional campus-based model simply cannot fit around
the competing demands on lawyer’s time that is split
between work, personal and study time. The Law Training
Clinic’s aim is to allow all lawyers, regardless of where
they are in their training, to have a work-life balance.
Having an online platform allows people to be able access
learning from anywhere and eliminates barriers of on-site
campus learning and all the potential issues people may
face from that situation.
Fitting learning in around being human is what the Law
Training Centre is all about.
What initiatives or programs do you think law
Q firms can implement to create a culture that values
and encourages continuous learning among its legal
professionals?
There are multiple facets to this. Firstly, the
A practicalities:
Funding and the process of allocating that funding is
a commonly mentioned barrier – by simplifying and
standardising the process for allocating training budgets
firms create a culture that says not only do we have
a training budget, but we have made it available and
accessible.
Initiatives like considering training opportunities as part
of employee appraisals and compensation discussions,
creates the space for open the discussions and shape the
company culture.
Law firms have struggled for years to decide how to
select employees for training in a fair and just way. We
came across this issue very often and came up with our
own solution. The Law Training Centre’s HR team works
with law firms to set up a transparent and fair system for
selecting which employees will receive training covered
by the yearly budget. We have found that selecting
an entire team or department for training instead of
individuals from various teams is a much easier way to
go about it. Making sure entire departments are able to
upskill together helps eliminate feelings of favouritism
and possible discrimination. One year it might be the
conveyancing team that gets the training budget, and
the next it might be the wills and probate team. We have
found this is a much more efficient and fair way
of allocating training budgets and strengthening teams.
Secondly the softer elements need implementing – for
“Fitting learning in
around being human is what
the Law Training Centre
is all about.”
example sharing the expectations that a firm has from
the ongoing training. Utilising a business case template
will give leaders and the learners a clear picture of the
expectations and outcomes.
This approach eliminates people undertaking training simply
to be seen to be doing training to ‘tick a CPD box’ and
fosters greater engagement, not to mention better return on
investment and not just in a monetary sense but also in time.
In your opinion, how does ongoing education
Q contribute to the overall success and
competitiveness of a law firm in the legal industry?
Law is a people business. A law firms’ assets are its
A people.
The race for talent in recent years has seen
unprecedented rises in salaries and movement of people
at all levels between competing firms.
Large law firms are able to throw money at the issue and
offer high salaries, and big sign on bonuses, whilst this is
not an achievable or sustainable option for smaller firms.
Some small firms have tried to retain talent by writing
in complicated tie-ins in contracts, but that only builds
resentment and erodes trust.
Such measures are merely a symptom of a skills shortage
in the sector.
No longer can law firms rely on poaching talent. They
may fill a position, but it takes years to build loyalty and
instil the culture of the firm into new hires. High people
turnover harms the firm’s culture and quality of service.
Growing talent from within delivers people who have a
higher sense of loyalty, a sense of mission and purpose
that is aligned with the firm. The more people like this
a firm has, the stronger it is in the face of competition.
Using education and developing talent from within builds
something that is priceless; a sense of loyalty, pride, and
belonging.
11

INTERVIEWS
“It is not a one size
fits all approach.”
What role does mentorship and collaboration play
Q in fostering a culture of continuous learning within
a law firm, and how have these aspects influenced your
own professional development?
Collaboration within departments and across
A departments naturally fosters a sense of curiosity and
desire to learn more.
For example, discussions between divorce lawyers and
conveyancing lawyers could help each other understand
the time the complexities of finalising a sale/purchase
of a house and understand the emotions and urgency of
some divorces. This can create an empathetic environment
amongst lawyers and can give them a broader perspective
on specific areas of law that may occasional cross over into
their area.
It can be all too easy for law firms to form and work in
‘silos’ which can stifle creativity which dull the interest to
learn.
Mentorship allows for sharing knowledge and ideas and
when done well, is a two-way dialogue. Together with
collaboration it creates a culture and environment for
continuous learning to thrive.
Can you share some success stories or examples
Q of how lawyers who have utilized the Law Training
Centre for continuous learning have enhanced their
professional skills and contributed to their respective
legal fields?
We have a fantastic case of a non-legal member of a
A tribunal utilising our fully flexible SQE prep course to
combine her decades of legally related employment with
the Solicitor qualification to apply to become a judge.
Another example is an LPC graduate who began our
SQE2 prep course whilst searching for a training contract
or qualifying work experience. He has since secured a
training contract under the old qualification route but is
continuing with SQE2 as he finds it gives him skills that he
can immediately transfer and put into practice at his firm,
giving him an edge over the those who undertook the
more linear of study then get into work.
Given the diverse nature of legal practice, how does
Q the Law Training Centre customise its programs to
cater to the varied needs and specialties of practicing
lawyers, ensuring a personalised and effective learning
journey?
You are correct – Law is diverse and increasingly
A specialised.
Our courses are researched, developed and delivered
by subject matter experts covering all the key areas of
specialism.
We blend the practical knowledge and experience with
the academic aspects that also have to be taught to make
for a fully rounded and prepared lawyer. Personalisation
is bult into every step of our courses from pre-enrolment
through to assessment itself. For example, before
enrolment prospective learners will go through their
options with our advisors, as often there is more than
one way to achieve their aim, and the ultimate choice will
depend on various factors including their availability for
synchronous and asynchronous learning and preferred
mode of assessment.
As we deliver qualification across all the major lawyer
routes from paralegals to solicitors and notaries, we have
a unique insight into the varied demands placed on each
type of professional.
We utilise these insights and develop our courses to
go beyond the standard exam requirements to deliver
a learning journey that not only meets their immediate
qualification goal but also giving them a perspective
view of their next possible step. The practice of law today
is about continuous learning and progression, so our
learning is personalised to that person and their area of
specialisation.
QIn your view, how critical is it for law firm owners to
actively support and encourage their employees’
engagement with continuous learning, and how does
the Law Training Centre contribute to this larger
industry need? / As a lawyer, how important do you
believe it is for law firm owners to actively support and
invest in the continued learning and education of their
employees?
We know that law firm owners and leaders’ attitudes
A to continuous learning directly influence lawyers’
decisions to stay or move on.
Work life balance has widely been reported on and an
interesting part of the balance is continuing professional
development or training, or the lack thereof.
We work with over 700 law firm ranging from boutique
high street firms, regional top 200 players and magic
circle. Regardless of size, when there is support beyond the
financial element of sponsoring the course, the learner’s
engagement and progress through courses is notably
improved over those who do not receive such support.
In a smaller firm setting it can take the form of the leaders
checking in periodically and discussing their studies. In
some firms that are run by leaders who have qualified
fairly recently, they often have taken a similar pathway, so
are more empathetic and can relate to what the person is
needing.
12

INTERVIEWS
“Growing talent from within attracts people who have a higher
sense of loyalty, a sense of mission and purpose that is aligned
with the firm.”
In larger firms, such as the top 200, we see training
‘champions’ and in house study and support groups
where learners within that firms can engage and share the
experiences, challenges, and benefits from a collegiate
atmosphere within the firm.
This type of support delivers priceless loyalty and
engagement within the firm, more than signing on bonuses
and the continuous hiring of new people.
QCan you discuss any specific initiatives or
partnerships the Law Training Centre has
undertaken to enhance the accessibility of continuing
education opportunities for lawyers, especially
considering the evolving demands of the modern legal
profession?
Open To All Scholarship: Over half of our learners are
A now sponsored by their firm but we know that financial
means are often a barrier for the rest. So, we launched
our first of its kind Open To All Scholarship which aims
to support as many learners as possible, meaning it does
not have invasive or unnecessary eligibility criteria. The
scholarship is available for anyone who would not be able
to study their chosen course without the financial support
offered by the scholarship.
Qualifying Work Experience, QWE Review and confirm
service and mentorship opportunities: The SQE has opened
up exciting opportunities for aspiring solicitors to gain
their qualifying work experience in a more diverse manner.
However, reviewing and confirming the work experience
can be a barrier, along with obtaining the right type of
QWE that will count.
We see our future deployment of such teach to enable the
education, not replace it. Whilst processes in law can be
automated, the beauty of the English Legal system is its
ability to evolve and apply law to varying circumstances.
It is not a one size fits all approach, and whilst it makes it
a more complex systems, it is a world leading legal system
known for robust yet fair application of law. The human
element of law is critical to a fair and just society and we
carry that ethos through our education. Tech will help
save time, but you will always speak with a person at Law
Training Centre
When we started almost a decade ago with a vision
of a fully online law school offering synchronous and
asynchronous learning, we most definitely were ahead of
our time. It has taken a pandemic and permanent adoption
of hybrid working for the benefits of such an approach
to be fully appreciated by employers and regulators alike.
We predict the trend of hybrid working and learning to
continue and become the mainstream, not the alternative
sooner than we think. Traditional educational settings
have their place and are fantastic for those who have the
financial means and time for a full-time campus-based
system, but for our demographic, the professional in work
seeking to further qualify, we will continue to evolve and
adapt our offering to serve them.
Eve Dullabh & Dino Dullabh,
Co-Founders, Law Training Centre
This is why we started the Access Law Clinic. It is a fully
online law clinic where aspiring lawyers can gain QWE and
or have their QWE reviewed and confirmed.
It also allows a flexible space for qualified solicitors to
mentor, support, and develop the next generation of
aspiring solicitors, flexibly as it is fully online.
Looking ahead, what future trends do you foresee
Q in the realm of legal education and continuous
learning, and how does the Law Training Centre plan to
adapt and innovate to meet the evolving needs of the
legal community?
You cannot turn a page without seeing the mentioning
A of AI today!
AI has been utilised in the background of modern legal
education for some time now, for example anti-plagiarism
software, exam proctoring software, and virtual learning
environments.
13

INSIGHT
From Post-Qualified to Partner
For some people, becoming a partner is a lifetime ambition, the pinnacle that indicates
success in our careers. As someone who has progressed from newly qualified solicitor to
partner in eight years, I am often approached for advice by those who have their sights set
on similar aspirations.
Partnership brings increased
recognition and reward but there are
also responsibilities and accountability,
so my first step was to understand
the implications. This meant having
internal discussions at an early stage
to understand the role of partner at
my firm and highlight my goals and
aspirations so that I could plan and
work proactively towards them.
My firm has a ‘Pathway to Partnership’
programme which I was invited to
join as part of the process. Achieving
partnership requires dedication. I have
always had a desire to make the law
accessible. I have always wanted to do
the best for my clients. Becoming a
partner meant I also had a greater part
in ensuring the success of the business
and having increased responsibility
for my colleagues – their goals and
aspirations.
As a Private Client lawyer advising on
inheritance planning, administration
of estates and wills I am aware that
people from all walks of life suffer
loss and grief, from those who have
a modest family home and savings to
high net-worth clients with multiple
properties, shares and investments
over more than one jurisdiction. These
people have all worked hard to achieve
their life’s ambitions and they all need
to be treated with sympathy and
understanding.
I wanted to grow my career with a firm
that shared that vision, that is one of
the reasons why LCF Law stood out
to me. The firm’s culture is shaped by
a recognition that its people are what
drives its success. LCF Law places great
emphasis on developing, training and
investing in its lawyers whilst providing
flexibility and recognising that we all
have a life outside work.
Before starting my NQ position at
LCF Law, I worked as a paralegal in
several different areas of the law which
gave me a useful foundation in the
profession. You can’t know everything
from a six-month seat in one area of
law so you’re still learning as a newly
qualified solicitor – in fact, you never
stop learning.
That’s why it’s so important not only
to have a structured development
programme but also to have helpful
and approachable people around you.
I count myself incredibly lucky to have
had a mentor in Neil Shaw, a partner
and our head of department, and to be
surrounded by colleagues who always
take the time to help.
Neil and the firm supported me to
pursue the areas of law I’m interested
in, leading me to become one of just
133 lawyers worldwide to hold STEP’s
Advanced Certificate in Cross-Border
Estates when I qualified in 2020. This
has enabled me to help the increasing
numbers of people who have assets
and investments outside England and
Wales, differentiating us as a firm and
introducing me to new clients.
My drive to make law accessible
extends to my colleagues. I developed a
six-month in-house training programme
for our Personal Law Team and have
now helped to grow the number of
lawyers in the department.
As a partner and mentor, it’s important
to be available and this isn’t always
easy. To make this work, I aim to
empower my team to make their own
decisions, which is just as much about
building their confidence as their
technical ability.
We are only exposed to the matters
that come our way but with experience
and the right support, it becomes easier
to adapt to new situations and we
become increasingly self-sufficient. In
my specialism, I’ve now 2 / 2 covered
about 45% of jurisdictions in the world
and I know that I will be able to deal
with new ones confidently as new cases
arise.
Having developed my career in such a
supportive environment, I have always
wanted the same for my team. No
matter what stage you’re at in your
career is important. I involve colleagues
at all levels by encouraging them to
speak up openly and freely and to seek
feedback.
Career progression is not just about
what we do in the office. My passion
for law and helping others has also
led me to work with schools to open
the route to careers in the legal sector,
which has been incredibly rewarding
and helped me to build my profile and
connections.
Becoming a partner takes passion,
commitment and the drive to learn
and help others. If you possess these
attributes, with the right support you
too can develop the technical ability,
commercial mindset and soft skills you
need to achieve your ambitions.
Amjed Zaman,
Personal Law Partner, LCF Law
14

INSIGHT
Succession Planning: The Era of ‘Flux’
Succession planning is incredibly topical amongst legal practitioners. The pandemic and
subsequent routine of remote working, access to wider client bases and pertinence of social
media, all have parts to play. Whilst succession planning still refers to the handing down of
partnership roles, and how that is done strategically for company benefit, the human aspect of
what this means and how companies can appreciate this, continues to evolve.
There are new hurdles that have rendered succession planning harder than before – the loss of
crucial talent, technological advances, and what ‘succession’ now means.
Junior Retention
Junior talent is not being captured
quick enough, even where firms seek
succession routes earlier into their
operational years. Junior lawyers
are qualifying into hybrid working
conditions, and opportunities in London
can therefore appeal to those more
rural. However, the incentives are no
longer just financial. With less office
time, dress-down days, paid training
etc, this is no longer a fight over just
base salary. It is becoming harder for
local businesses to deter juniors from
flying the nest, creating incidentally
higher staff turnovers and lack of
candidates with committed longevity to
one firm.
‘Job-hopping’ for increased salaries has
become more prevalent. With economic
hardship still permeating our minds,
lawyers are currently more inclined to
consider security and benefits over
loyalty (which is a natural fallout and
not a criticism). It is worth considering
that when house hunting or extended
travel is financially improbable, lawyers
will become money driven. Smaller
companies with more limited means
need to compensate elsewhere, such as
with culture.
Transparency talks. Too often,
practitioners do not know whether
they will have a seat at the table, and
if so, whether it’s a table worth sitting
on. Juniors with limited understanding
are more likely to approach succession
conversations with reticence. Lack
of clarity will either alienate juniors
who feel that they are not trusted or
lose them if a pathway is provided
elsewhere.
Modern Hurdles
Social media is everything. Legal
recruitment has boomed. It’s easier to
have your head turned and more likely
that an interview can be secured within
hours after a bad day at work. ‘The grass
is greener’ doesn’t seem unappealing
when seeing the grass has never been
so easy. Firms need to focus on what
makes them attractive, as employees are
hopelessly accessible to competitors.
We have antipathy about equity
partnerships. Nowadays, lawyers may
not have capital or savings available.
Inheritance prospects are dwindling,
and base salaries do not provide enough
expendable cash. Companies need to
consider whether this will become a
long-term sticking point for talent or
whether they persevere, incidentally
securing a demographic of lawyers that
may not represent the working class or
publicly educated persons. This would be
particularly unfortunate where I practice
in south Wales.
The mantra of work-life balance also
causes concern for succession planning,
specifically in ‘old school’ firms. Lawyers
won’t be chained to their desks, when
flexible working is heavily advertised
and there is no transparency about
new expectations. There are options
available such as in-house, consultancy
and practice management, which are far
safer considerations. Succession planning
does not rest solely on financial viability,
but appeal to culture and disposition to
change.
Plain and simple, firms need to open
the door and instigate the conversation.
How can they catch up?
What does a modern exit
strategy look like?
Companies starting sooner. Chasing
talent that you lost 10+ years ago
is not a viable way forward. When
a competent personality presents a
succession option, firms need to have
these discussions promptly. Partners
cannot rely on employee transparency –
virtual accessibility to other jobs can go
undetected, and it has become harder to
spot those in doubt.
15
Mentoring is a huge factor – what does
your table look like? Are you expecting
funds, what does a day entail, what
are the financial perks, are there any
downfalls? We cannot ask employees
to climb the ladder blindly, particularly
those who stay primarily for succession.
Does an exit strategy have to entail
a fee-earner? Succession roles can
consider technology advancement or
business development personnel. Does
a company need ten fee-earners with no
marketing experience to entice clients, if
ten other firms are gaining impressions
first?
To some, reputation is still what
succession planning really means, but
‘reputation’ is not stagnant. Firms
pulling on the same dense population
centres and increasing use of SEOs
and online content marketing. To be
reputable is evolving ‘to be online’.
Companies must accept that clients in
50+ years are unlikely to be acquired
with cold calls or a newsagents’ advert.
In short, the flux can be ridden with
technological wherewithal, emphasis
on lawyer retention and attention to
culture. It is possible to evolve, but
firms must be willing to adapt (and
not begrudgingly) to avoid succession
planning becoming a chore.
Hannah Newberry,
Family Solicitor, Hugh James

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in the South, and breaking new ground in the North.
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been providing award-winning
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To find out more, visit
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NEW
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LONDON
LIVERPOOL

Mixing it up
How do you recommend companies
integrate employee feedback
mechanisms to strengthen
communication channels and build
a culture of transparency and trust
within the organisation?
Many years ago, you had to listen to a
whole number of songs on the radio before
you got to the one you wanted to record
on cassette, or thumb through vinyls at
Woolworths in search of the favourite you
wanted to buy. As a result, you would take
in and discover music you did not know
existed. It gave the big picture in which
to appreciate what others were listening
to. Now, we can ask smart speakers or
streaming services for that one specific
track. Those devices then suggest similar
things we might like, so in a world where
we are increasingly directed to what we
want to hear, how can we be sure that we
are receiving, listening for and acting upon
genuine feedback?
The difficulty with running any
organisation is that everyone is different.
Different ages, backgrounds, football
teams (although I would prefer it if
everyone supported Newcastle United,
obviously). What I might think is a
good idea may be someone else’s worst
nightmare. The key is to recognise
that everyone is different and get their
individual feedback. At Dutton Gregory
Solicitors, we carry out firm-wide staff
engagement surveys every six months.
Everyone is encouraged to participate and
give their honest feedback anonymously.
The feedback is invaluable and is given in
a positive, safe environment. If leaders do
not know about an issue, then how can
they do anything to try and improve it? Or
at the very least, address it? The value of
feedback is to share it with everyone and
report back when items are discussed and/
or acted upon. The last survey we carried
out resulted in a video being created to
explain what was good (e.g. everyone said
they felt comfortable speaking to someone
if they had concerns or issues), highlight
matters that needed addressing, and,
most importantly, what the plans were to
address them.
Is any firm perfect? I doubt it. Do we at
Dutton Gregory get everything right? Of
course not. But it is my experience that
this can be forgiven with true transparency.
If people feel they are being heard, know
what is going on, and understand the
efforts being made, there is a trust that
change will come, and it will be in their
best interests. So, when making your next
request to that smart speaker, why not ask
for a random mix, rather than something
you want to hear? Who knows, you might
just find your new favourite?
Paul Sams,
Partner, Dutton Gregory
Clarity, Openness,
and Engagement
Any strategy designed to create long term
happy client relationships has to start way
before the client becomes a client.
For any relationship to work there must
be a meeting of minds and that means
that what you say you are, you must be.
Your messaging on your website, in your
adverts, in any interaction designed to
attract a potential client, has to be clear
and accurate. Your engagement with the
prospect needs to be candid and open,
and any discussions must be followed up
with a confirmation email or letter setting
out what is being agreed, clearly and
specifically. This must then be reflected in
the contract, or engagement terms.
The point is- if you bring a client on board
and there is a mismatch of expectation,
you are setting that relationship up for
trouble. It’s like online dating- saying
you’re 6 foot 2 when you’re a foot shorter
than that will not hold up when you
actually meet.
So, you’ve agreed things clearly and
confirmed the terms- next thing is to
deliver on promises made. And that goes
for both parties- don’t be afraid to speak
with your client early on if they are doing
things which cut across your agreement.
If those things slide and become the
accepted norm, it’s very difficult to pull
them up and get things re-established.
In that respect- are your people
empowered to call such things out? Do
you encourage engagement not just for
such procedural monitoring, but also
for generally friendly and constructive
reasons?
We now have around 140 staff which gives
us a sizeable cohort for processing our
clients’ work. It’s great for resilience of
service, but we do ensure that each client
has their own specific small team. It’s not a
faceless machine, and having interactions
between specific individuals and the client
makes everything better. Everything.
There’s give and take on both sides,
because there is an actual relationship.
These engagements can be ad hoc as part
of day to day interaction, but they should
also be regular, more formal engagements.
Review meetings- they can be brief but are
so important in building that longer term
approach.
We survey our clients for an NPS score.
We chat with them about service. About
any issues. About the things we are doing
really well. We understand their ambitions
and aims, and as a result can often upsell
other or increased services.
We have clients who have been with us
since day one, 15 years ago. It’s because
we’ve learnt that these relationships, just
like in life, need clarity, openness, and
engagement.
Alex Holt
Director of Business Development,
The Cashroom
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EDITORIAL
BOARD
Mark Holt
COO, Frenkel Topping
A Client’s
Freedom of Choice
It’s a fundamental principle in how client service has been
developed at Frenkel Topping Group – clients have freedom
of choice. Those who have been injured or experienced a
life-changing illness have no obligation to work with Frenkel
Topping and we see it as a privilege when clients choose us.
Having worked in this sector for more than 30 years, we
know that no injury or illness case is the same – that’s
in part because no person is the same. Their career, their
lifestyle, family and relationships and, of course, their
financial situation differ enormously from case to case.
So, our service has to be personalised so that we can support
them in finding the right outcome and a secure financial
future. This approach is particularly vital in our field, where
clients face the dual challenge of navigating complex legal
processes and coping with personal upheavals.
By embedding empathy and emotional intelligence into
every interaction, we ensure services resonate on a deeper
level, fostering a sense of trust and loyalty. Personalised
attention is the norm rather than the exception here. Many
of our clients refer to our financial advisers as ‘financial
social workers’ because their support is unwavering, and a
financial review is all encompassing of every area of their
lives. Our Client Relationship Team are considered part of
their clients’ lives – they discuss much more than financials
and share common interests.
They are the team that embodies our firm’s values to
the letter. Our clients appreciate being treated with
understanding and respect and being communicated
with clearly and honestly. That in turn leads to lasting
relationships and brand advocacy and ultimately the client
retention rate of more than 99% which we are proud to hold.
When they come to Frenkel Topping, clients aren’t just
seeking expertise in legal and financial matters but a partner
who values their unique circumstances and we are honoured
to be in the position to be able to deliver that personalised
service.
Neville Dinshaw,
Managing Director Law
Mergers & Acquisitions
The Power Of Employee
Feedback In Fostering
Transparency And Trust
In a fast-paced legal world, fostering open communication
channels and cultivating a culture of transparency and trust
has become paramount. At the heart of this endeavour
lies the much-undervalued tool of employee feedback.
When wielded effectively, this mechanism serves not only
to amplify voices within the organisation, but also bridge
the gap between leadership and staff, creating a robust
foundation for collaboration and growth.
One size does not fit all when it comes to implementing a
feedback regime. Firms should embrace a variety of channels
to cater to diverse preferences and ensure comprehensive
coverage. This may include regular surveys, suggestion
boxes, meetings, anonymous feedback platforms, and
one-on-one sessions between employees and managers.
By providing multiple avenues for expression, employees
are empowered to voice their opinions comfortably, thus
fostering a culture of inclusivity.
Employees are more likely to provide honest and
constructive feedback in an environment where they feel
psychologically safe. Encouraging open dialogue, embracing
diversity of thought, and fostering empathy are essential
in cultivating psychological safety within teams. When
employees feel secure in expressing their opinions without
fear of judgment or repercussion, communication flourishes.
Implementing a feedback system is just the first step; what
truly matters is how firms respond to the feedback received.
Active listening involves paying attention and responding
to employee input, demonstrating that their voices are
not only heard, but also valued. This entails promptly
addressing concerns, implementing actionable suggestions,
and transparently communicating feedback outcomes.
By actively engaging, firms signal their commitment to
employee well-being and organisational improvement, laying
the groundwork for mutual trust.
Effective feedback requires both giving and receiving
skills. Firms should invest in training programs to enhance
employees’ feedback literacy, equipping them with the tools
and techniques needed to deliver constructive feedback
respectfully and receive it with grace. By nurturing a
feedback-rich culture where communication is honest yet
respectful, firms empower their employees to engage in
productive dialogue, driving continuous improvement and
innovation. Integrating employee feedback is not merely
about input; it also includes fostering a culture where
communication flows freely, and everyone’s voice is valued.
19

EDITORIAL
BOARD
Adapt, Innovate, and Thrive
In today’s dynamic business landscape,
the ability to gather and utilise customer
feedback effectively has become a
cornerstone of success for organisations.
By actively listening to the voices
of their customers, businesses gain
invaluable insights into the strengths
and weaknesses of their products
or services, enabling them to adapt
swiftly to evolving market demands and
customer preferences. By prioritising
the collection and strategic utilisation of
customer feedback companies will forge
deeper connections with their customers,
whilst also fostering loyalty and driving
sustainable growth.
Below are some areas to consider
when tackling this task: Establish
Multiple Feedback Channels: Offer
various channels for customers to
provide feedback such as online surveys,
feedback forms on your website, social
media platforms, email, direct customer
service interactions, and even through
third-party review sites.
Actively Listen to Customers: Train
your staff to actively listen to customers
during interactions and encourage them
to gather feedback. Sometimes, valuable
insights can be gained from casual
conversations with customers.
Analyse Feedback Data: Regularly
analyse the feedback data collected from
different channels. Look for patterns,
trends, and common issues raised by
customers. Use data analysis tools or
software to streamline this process.
Prioritise Feedback: Prioritise
feedback based on its potential impact
on customer satisfaction and business
goals. Focus on addressing issues
that are frequently mentioned or
have a significant impact on customer
experience.
Implement Changes: Act on the
feedback by making necessary
improvements to your products or
services. This could involve refining
features, updating processes, or
enhancing customer support.
Communicate Changes: Inform your
customers about the changes you’ve
made based on their feedback.
Transparency builds trust and shows
customers that their input is valued.
Monitor Results: Continuously
monitor the impact of the changes
implemented. Use metrics such as
customer satisfaction scores, retention
rates, and sales figures to evaluate the
effectiveness of the improvements.
Encourage Ongoing Feedback: Foster
a culture of continuous feedback within
your organisation and among your
customers. Regularly seek input from
customers on new features, updates, or
any changes you’re considering.
Stay Agile: Remain flexible and
adaptable to evolving customer needs
and preferences. Keep gathering
feedback regularly and be prepared
to make changes to your products or
services as necessary to stay competitive
in the market.
In conclusion, companies that prioritise
the collection of customer feedback are
better equipped to adapt, innovate, and
thrive; ultimately positioning themselves
as leaders in their respective markets.
Recognising the importance of customer
feedback isn’t merely an option—it’s a
strategic imperative for any forwardthinking
company committed to
sustained growth and success.
Kathliya Harwood
Marketing Manager, Philips Dictation
A Holistic approach to client
care is essential
In the last edition we discussed the fact
that your clients, and indeed ours, in the
financial planning community do not
think in silos, because the problems to
be solved, or advice required invariably
crosses disciplines. It is against this very real
backdrop that the expression ‘holistic client
care’ becomes less a trendy catchphrase and
more an essential approach.
In the financial planning community,
we have over the past 20 years, moved
away from offering transactional advice
on individual aspects of finance, such as
protection, investments, and retirement
planning, recognising that approach to
be flawed. Far better to consider a client’s
overall current financial position and more
importantly their desired journey through
life, incorporating goals and aspirations
along the road.
However, we cannot do everything that
needs to be done to give our clients’ plans
the best chance of success on our own.
We can use cash-flow modelling, consider
inflation, tax regimes and which products
or tax wrappers, of course, but we will also
need to outsource where external expertise
can supplement and enhance our own. An
obvious example for us at Matrix Capital
would be to outsource investment strategies
to complement our financial plans to
carefully discretionary fund managers.
In exactly the same way, when we
implement financial plans, they are for the
long term and will need to take into account
numerous ‘what if’ scenarios. This is where
our holistic approach, to be fully effective,
requires us to outsource to qualified private
client solicitors to established LPAs, wills
and occasionally trusts to complement and
underpin our client strategies.
Not surprisingly therefore, it is our firm
belief that a similar approach will be
effective for the solicitor community. Not
only because, just as our financial planning
clients need ancillary legal advice and
support, your clients will frequently need
financial planning. Whether it be clients
considering care or future care for elderly
relatives, those going through separation, or
trusts needing to invest to meet objectives,
or families consider how best to ensure
their children inherit tax efficiently, your
advice simply must be enhanced and
complemented by ours.
Also, not offering this holistic and
comprehensive approach can mean clients
only getting part of the available solutions,
which cannot, using your own regulatory
parlance, be in their best interests. It might
also mean dissatisfied customers down the
line, which cannot be good for business
growth. Client retention, where legal advice
is often, by definition transactional, is
difficult enough for law firms, and working
holistically for your clients with carefully
chosen fellow professionals can truly provide
the clue that makes them stickier.
Dave Seager
Consulting Advisor, Matrix Capital
21

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We are seeking likeminded individuals and
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We provide lawyers with a unique opportunity
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You can choose to work from home, one of our
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Mark Quinn,
Consultant Solicitor

EDITORIAL
BOARD
Adrian Jaggard,
CEO, Taylor Rose MW
Bronwyn Townsend,
Senior Marketing Manager,
InfoTrack
Leading Client-Centric
Legal Innovation
Customer feedback is valuable and can be used to improve
your law firm cheaply and effectively. My advice is to keep
your strategy simple and execute fantastically through capture,
feedback, and accountability.
At Taylor Rose MW, we place a strong emphasis on welcoming
and actively seeking feedback from our clients. We firmly
believe that genuine feedback is essential for evaluating our
processes and service delivery. Feedback tells you where there
are individual cases or themes of dissatisfaction. These can be
because of poor performance, overburden, or even a failure to
adapt to changing client expectations.
When collecting feedback, it’s best to utilise various feedback
channels as offering multiple avenues to clients means that
we can cater to the preferences and needs of our clients,
ensuring that the feedback collected is accessible, convenient,
and inclusive. For instance, at Taylor Rose MW we use
multiple review platforms, a feedback widget on our website
and customer feedback surveys enabling us to listen to our
clients and make informed decisions and drive continuous
improvement.
To ensure that we effectively capture and respond to client
feedback, we have an empowered and award-winning client
care team who have the resources and passion to listen to
our clients’ voices. Client care will shine a spotlight on our
shortcomings if needed, engaging with legal services teams on
an equal footing. They challenge themselves to anticipate and
reflect LEO outcomes, monitoring all outcomes against theirs.
Feedback and agreed actions are followed through, process
management remains in Client Care and escalation occurs
whenever needed.
This team not only celebrates excellence but also works
diligently to implement necessary changes and redesign internal
processes to better serve our clients.
In summary, in today’s legal landscape, successful firms
understand the importance of listening to their clients and using
their feedback to drive meaningful improvements. By embracing
a culture of continuous feedback and improvement, we are able
to stay agile, responsive, and better equipped to meet the everchanging
needs of our clients.
Client experience in
conveyancing: getting it
right from the start
First impressions have a lasting impact, so getting client
interactions right from the start is essential. In conveyancing, the
way you onboard clients can considerably influence every step
of the client experience. The thing is, when you get the client
experience right, it usually improves the experience of your team
too.
Data from the new Digital Conveyancing Maturity Report 2024
revealed that an encouraging 76% of firms are now using digital
ID checks during client onboarding, but only 46% have digitised
their TA property information forms. The disconnect here can lead
to some friction in the onboarding process, especially as clients
expect more access to online services.
The report highlighted that technology use in the onboarding
process was on the up, but the progress was slower than
expected. Conveyancing saw a massive boost in digital
onboarding during the pandemic when it was the only way to
manage business as usual, but its momentum has tapered off
since 2022.
Firms have also mentioned client frustration around having to
supply information multiple times throughout the home moving
process. Sure, some of that can’t be resolved until centralised
ID checks are accepted for example, but there are other ways
to minimise how many times your client perceives they need to
provide information, without cutting corners.
If you’re already using digital ID checks or source of funds
verification, it just makes sense to digitise your client onboarding
questionnaires and TA forms too. Take that another step further
and bring all those key onboarding tasks into a single clientfriendly
portal. Not only will you be sending them one request
for information for everything you need in one place, but systems
like these can also take care of chasing onboarding information
with automated reminders.
Portals like these can also flag missing information and prevent
submission of forms or information before it’s completed,
meaning you don’t need to chase for missing details, and your
client can see what is required from them from the start.
Technology can go a long way to supporting the client experience
as well as reducing administrative burden on your staff. So,
if you’re part of the 20% of firms who still rely on post in the
onboarding process, there’s never been a better time to digitise
your client onboarding for a more enjoyable (and faster)
experience for all.
23

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• Benefit from full business and process
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• Utilise our unrivalled Legal Library
• Save time through one-click production of Estate
Accounts, automated IHT form production and
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• Ensure that your risks are managed as standard
• Receive timely updates to tax rates,
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• Keep your cases compliant with STEP/WIQS
• Enjoy our Institute of Customer Service
accredited service and support, rated at better
than 95% satisfied by our existing customers
Get in touch to find out how we can support your business.
03300 366 700 | enquiries@ochresoft.com | ochresoft.com

Equality
and inclusion:
making it work
for you
Diverse representation at Board level and
throughout a business enhances decision-making
and drives growth. So establishing an active
commitment to equality, diversity and inclusion is
important at every stage and in every area of the
business. This way, everyone has the opportunity
to grow and develop– irrespective of age, race,
position or gender.
As an official ‘Great Place to Work’, we strongly
believe in actively encouraging equality and
inclusion in the workplace, and we are firm
believers that our people are our greatest asset.Our
unwavering commitment to delivering excellence,
both in the services we provide and the nurturing
environment we have cultivated, all play a pivotal
role in client’s receiving the very best service.
Actively encourage diversity
With International Women’s Day in our midst and
as GBBA Technology Businesswoman of the Year,
I’m taking this opportunity to champion all women
in business. Julie Green recently joined our Board,
which improved our gender representation to 4:3
males to females, which is tremendous.
In legal, finance and technology services, we’ve
seen great strides in the industries making it easier
for women to join and progress in firms and while
there’s still work to do, it’s fantastic to see not just
strong female role models throughout SmartSearch,
but now a 50/50 gender split across all levels of the
business. But we can always do more. For example,
we should increase the number of training routes
and mentoring opportunities to encourage women
to explore management and leadership roles. We
should allow more flexible working, and greater
support and development initiatives.
Nurture, nurture, nurture
I applaud all firms that work hard to remove barriers
and proactively encourage their staff to reach their
potential. At SmartSearch, we work really hard
to ensure we are providing our customers with
market-leading digital compliance solutions, but
also, market-leading expertise and advise with the
very best customer service in the industry. Working
closely with individuals will ultimately harvest a
happier environment for them, but also clients.
I help lead our Smarter Futures programme, which
finds people in our teams with untapped potential
and gives them the opportunity to pitch, develop
and execute their own live business project. It’s
schemes like this alongside strong mentoring and
role models that nurture staff, so they make goals
realities.
Promote from within
Some firms are at breaking point amid increased
regulatory and budget pressure. Having a support
structure of the best people to deal with these
issues, clients and customers is key for both survival
and success.
With an inclusive, internal promotion strategy,
people learn to truly understand the business and
want to stay.
You can find out more at www.smartsearch.com.
Collette Allen,
chief operating officer (COO), SmartSearch
25

BREAKING BARRIERS: THE LEGAL LYNK’S
Women
JOURNEY TO EMPOWERING
in Law
26

IN-DEPTH
Co-founded by Rukhsar and Maryam,
the Legal Lynk (CIC) is a community
interest company dedicated to
promoting empowering women
in law and overcoming barriers.
Currently, Rukhsar is studying the
Barrister Training Course at BPP in
Leeds, while Maryam is a trainee
criminal defence solicitor at Fraser
Masood Solicitors in Huddersfield.
Through The Legal Lynk we aim to
create opportunities and foster a
supportive community for women in
law, especially those from a minority
background. Our organisation is
more than just a company, we want
to be a catalyst for change in the
legal networking landscape focusing
on the Yorkshire region.
In this article, we will delve into how
we achieve our goals by sharing
insights about our legal journeys,
the barriers we faced, and our
efforts to create inclusive spaces
and opportunities for women. This
piece aims to highlight our ongoing
efforts to eliminate barriers in the
legal profession, especially for the
next generation of women in law.
Additionally, we will provide insights
on the benefits of creating inclusive
spaces and offer guidance on how
others can foster more inclusivity in
their respective spaces.
We have faced many struggles
during our legal journeys that have
inspired and pushed us to create a
change. Rukhsar and Maryam both
come from a background of no
legal connections and the first in
their families to attend university.
Both of us grappled with where to
begin with research and gaining
access to opportunities necessary
to excel in a career in law. Rukhsar
encountered challenges due to her
sudden deterioration in health during
university which led to accessibility
issues for external opportunities,
such as networking events. Maryam
is a first-generation immigrant and
found quite early on being the
first person in her family to study
law posed a unique challenge.
Her parents, who did not have the
opportunity to study at degree level,
were not able to provide the support
that she needed, through no fault of
their own, they simply did not know
how.
The Legal Lynk seeks to actively
cultivate not only an online
community but host educational and
social all women exclusive events.
This is because we recognise the
significance of fostering connections
and empowerment within our
community. We purposely organise
women only events because
we acknowledge the historical
dominance of men in networking
events and business discussions.
Whilst we respect all opinions on
this matter, The Legal Lynk and the
members firmly believe in providing
women with dedicated spaces
for networking and professional
growth. We women face a distinct
set of barriers in the legal world
and our events and platform open
discussions about these challenges.
To enhance our inclusivity even
further, The Legal Lynk takes a
deliberate approach not to serve
alcohol at any events. This decision
stems from our understanding that
attendees for several reasons may
choose not to drink, creating a more
comfortable environment. This
commitment aligns with our values
and forward-thinking perspective
by challenging the traditional
norms in the legal profession. We
believe this shift is needed and
essential, especially considering that
preferences are constantly changing.
People are no longer looking to drink
and network, they seek events that
are going to benefit them, whether it
is career advancement or creating a
stronger network.
Our multifaceted approach is based
on the belief that a strong network
and opportunities are what women
need to succeed in the world of
law. In addition to our women only
events, we create opportunities
for the students in our network by
actively working with universities
and hosting events where female
students can meet women who are
already practising and are in senior
positions. Our most recent example
of this is our event with Bradford
University where we held a panel
event allowing students to ask
panellists any questions they had
regarding application processes.
In addition to our student-centred
events, The Legal Lynk offers a
unique benefit to those attending
our events. We raffle prizes free of
charge to those who simply attend
because we believe that networking
should not just be done for the
sake of networking; individuals who
attend should benefit. It is also a nice
way for both Rukhsar and Maryam to
give back to the community. Some
of our prizes include shadowing a
barrister, a free CV review, and work
experience with a trainee solicitor.
The benefits of what we are doing
have been evident through the short
period of time The Legal Lynk has
been established. Many individuals
were able to access networking
events for the first time due to
the inclusive approach. The online
community along with the events
have led to professional growth and
collaboration across the organisation
as the space has provided a positive
environment for everyone to thrive
and work with one another. We are
committed to ensuring everyone,
regardless of their journey, has
access to a thriving legal community.
Our approach and work has been
extensively recognised by esteemed
establishments providing us the
opportunity to participate in
roundtable discussions for changes.
We recognised the difficulty in
27
securing legal experience while
juggling other responsibilities, hence,
have expanded the team. This
expansion aims to provide women in
law with flexible roles, such as social
media assistants, allowing them to
showcase their legal research skills.
We have seen ambassadors reaching
out to potential leads, enhancing
their negotiation skills.
The legal world should embrace
inclusivity because doing so
addresses field wide issues. A
legal environment that encourages
inclusivity becomes a hub for
innovation, creativity and resilience.
The Legal Lynk, spearheading these
efforts, sets an example for the legal
industry. Our approach stands as a
powerful way to effectively combat
barriers and create a more dynamic
legal landscape for all.
Others could take various steps
to promote inclusivity within the
legal community. While organising
all women’s events may not be
appropriate or necessary for
everyone, they can assess existing
barriers and identify ways they
could help. This might include
offering events for free, providing
work experience opportunities,
hosting inclusive events at their
firms. Additionally, recognising and
participating in religious holidays
beyond Christmas contributes to
a more inclusive and accepting
environment. By actively addressing
these, individuals and organisations
could play a significant role in
breaking down barriers and fostering
a more diverse and inclusive legal
environment.
To conclude, through all-women
events, innovative approaches,
and commitment to inclusivity,
The Legal Lynk is reshaping the
legal landscape. Will you join us in
fostering a diverse and dynamic
future for women in the legal
profession?
Maryam Razzaq,
Director at The Legal Lynk and Trainee
Solicitor at Fraser Masood Solicitors,
Rukhsar Jahangir,
Director at The Legal Lynk and Advocate
at Cloverleaf Advocacy

IN-DEPTH
TO JUSTICE
For the few but not for you
Pro bono and bridging the gap
28

IN-DEPTH
Access to justice in England and Wales is in tatters. Many of us do not
consider or think of the importance of a well-oiled system and imperative
access to justice for all until we ourselves are faced with dealing with a
justice system that has been deeply underfunded and tooled for the few.
Over the last few years, we have witnessed legal aid being cut to the
bone to the extent that it is now non-existent for all practical purposes
except for a very few narrow areas of law with strict means testing that
excludes many individuals.
This reduction in access to justice has come to the forefront in recent
years with the numerous crises of the 2020s. For example, ongoing wars
and conflicts causing migration influxes are resulting in much needed
urgent immigration representation and the cost-of-living crisis is causing
all manner of legal issues for individuals who need legal assistance – from
denial of benefits claims to housing issues and private disputes. In the
face of increased demand, supply is dwindling.
Erosion of legal aid support
Indeed, in 2023 the Law Society developed maps showing what they
call “legal aid deserts” and found that across England and Wales,
depending on the type of legal support needed between 42% and 90%
of the population do not have access to a local legal aid provider.1 This
is echoed by the Public Law Project whose research showed that in the
immigration space “[c]apacity is already at breaking point across the UK,
even before the Illegal Migration Act. Even in London, which has the
highest number of providers, one refugee charity was able to successfully
refer clients in only 4.1% of 864 attempts.”2
Demand for legal aid decidedly outstrips supply. The Public Law Project
reports that in the immigration space in 2022 there were “at least 25,000
more applicants for legal aid than providers had capacity to take on.
This is at least a 45% deficit, and only includes main applicants (not their
dependants).”3 This existing unmet legal need is sobering. Research from
the Legal Services Board found that 3.6 million adults in England and
Wales have an unmet legal need involving a dispute every year.4
Unfortunately, there is little sign of improvement on the horizon. This is
despite parliamentary enquiries which have raised concerns.5 Whilst
the government is conducting a review of civil legal aid sustainability,
those findings will not be published until later this year at the earliest. Any
changes, if any at all, would not be seen until the following years. As the
Law Society puts it “[t]his is too long as services are collapsing now.”6 The
system, decidedly, needs urgent attention: not palliative care.
Accessing Legal Aid – the client journey
Given that demand for legal aid vastly outstrips supply, it can be incredibly
challenging for clients to find a solicitor who can provide legal aid in their
case. It is useful to consider the client journey for someone seeking legal
aid and to understand the obstacles they need to overcome.
The first step is eligibility. In order to access legal aid, the starting point
for clients is to show that their legal problem is serious and for many
legal aid cases (but not all), that they cannot afford to pay for legal costs.
This usually requires providing evidence of income, benefits, savings
and property both for the individual and their partner if they have one.
Financial situation is not taken into account if the case concerns: (1)
mental health tribunals; (2) children in care; or (3) a child being abducted.
In the former, medical need is a deciding factor.
Further, as already mentioned Legal Aid is restricted to certain types
of cases. In order to be successful in securing legal aid, a client’s case
will have to fall within the shrinking scope of a permitted case. It is also
important to note that Legal Aid may not cover all the costs of the case.
The next challenge for clients is finding a solicitor who can help them
under the legal aid scheme. Many legal aid clients will find a solicitor
through the database provided by the Law Society, or they will have been
signposted to particular firms or lawyers through agencies including the
Citizens Advice Bureau or other charities. This process itself is far from
streamlined and is made even more difficult by demand far outstripping
supply.
Pro bono bridging the gap
It is no secret that as the times become more tumultuous, it is not only
individuals who require expert assistance crisis after crisis. Charities also
require expert assistance, which they can ill afford, in order to navigate the
complexities of, for example, employment laws, privacy regulations and
intellectual property rights. And then there are the cases where important
public interests are at stake including the protection of the environment,
measures dealing with the climate crisis and human rights protection.
It is against this backdrop that pro bono operates and looks to bridge the
gap. Luckily, many law firms have vibrant pro bono practices, offering
legal services at no cost to individuals and organisations who meet
certain criteria. My own firm, Arnold & Porter, is rightfully proud of its longstanding
commitment to pro bono work. In the US our pro bono work has
ranged from acting for the victims of Senator McCarthy’s anti-communist
campaigns in the 1950s, to supporting Black Lives Matter against the
actions of the administration of President Trump in more recent years.
That tradition extends to London where we work actively with a range of
organisations and individuals to pursue cases that are often life-changing
for individuals, or which assist charitable organisations, or promote
important public interests such as human rights and LGBTQ+ rights.
The importance of pro bono networks
But the pro bono space is not without its challenges. The ongoing crises,
for example the cost of living or climate crisis related migration have not
only hugely increased the need for legal advice, but also affected the
operating environment for those providing assistance. This is where pro
bono networks in the UK are invaluable. They connect lawyers to projects
in a range of areas - TrustLaw and The UK Collaborative Plan fall into
this category. Pro Bono Connect is a network which focuses on pairing
up counsel and solicitors to take on pro bono litigation cases. And then
there are NGOs and charities with a particular focus on social change
or protecting human rights, including the International Lesbian, Gay,
Bisexual, Trans and Intersex Association (ILGA), PILnet, and the Center
for Reproductive Rights. Solicitors work with these organisations to assist
individual’s and charities’ access to justice. Together, pro bono is bridging
the gap and aiming to provide access to justice for all.
Yet, pro bono is not, and should not, be a substitute for legal aid. The
system cannot survive on goodwill. There needs to be a serious and
urgent rethinking and retooling of access to justice. However, it is clear
that pro bono’s contribution is necessary now more than ever.
Peter Saban,
Associate, Arnold & Porter
Conversely, all applications for legal aid in criminal cases are means
tested, everyone does, however, have the right to free legal advice if they
are being questioned at a police station.
29

THE PEOPLE’S CONFERENCE:
Modern Law Conveyancing Conference 2024
The inaugural Modern Law Conveyancing Conference 2024 was held at the
beautiful 12th century Coombe Abbey Hotel in Warwickshire. The day was
full of lively discussions, and inspiring insights from many distinguished legal
leaders. “The People’s Conference,” promised to bridge the gap between
tradition and innovation, delivering a blend of informative talks and networking
that left attendees inspired for the future of conveyancing.
Talks That Sparked Insight:
The cornerstone of the Modern Law Conveyancing Conference lies
in its lineup of expert speakers who delve into the latest trends,
challenges, and solutions in the field. The day’s agenda featured a
diverse array of topics, catering to the varied interests and expertise
of attendees, and was chaired by two incredible people, Paul Sams of
Dutton Gregory and Natalie Moore of Aconveyancing. Topics ranged
from Competitive Edge and Customer Experience to Failures and
Successes with many more in between and featured an engaging talk
from Guest Speaker Ollie Ollerton of Channel 4’s SAS: Who Dares
Wins’ on Burn Out and Breaking Point.
A special thank you to our headline sponsors, Searchflow, whose
support has been amazing. Another special thank you must go out
to our incredible chairs, Paul Sams and Natalie Moore. Your time and
dedication to making sure the conference was insightful and fresh is
greatly appreciated and Modern Law is extremely grateful for all your
hard work.
Medieval Banquet
For the evening, Modern Law hosted a Medieval Banquet held in the
Abbey’s original baronial hall. For the majority of the guests, it was
their first medieval banquet and it did not disappoint. The attendees
were dressed head to toe in medieval costume, from wenches to
monks and princesses to kings with a few knights and musketeers
in between. Guests were treated to a welcome drink of local Mead
before being called to dinner. Mike Leeman, Managing Partner of Bell,
Lamb & Joynson Solicitors and Melissa Traynor of Perfect Portal were
our appointed Baron and Baroness for the evening. Mike gave the
welcoming speech from the Baron’s table. Throughout the evening,
actors entertained us as we feasted on authentic medieval dishes
whilst drinking ancient ale & wines. Putting on a comedic history show,
they led the banquet hall to sing along and dance turning dinner into
a party and celebrate the knighthood of the Baron. I think it is safe to
say that everyone had an incredible night and will not forget their first
medieval banquet.
Hazzaar!
30

What a great day at the Modern Law Conveyancing
Conference at the absolutely gorgeous setting of
Coombe Abbey.
I was honoured to have been asked to chair the
proceedings for the three panels during the
morning.
First up we had a session on discussing how to
build both a successful company and personal
brand. I was fortunate to be joined on stage by
Helen Burgess from Saltmarsh Marketing, Joanne
Debenham from Attwells Solicitors and Andrew
Twambley of InjuryLawyers4U. It was insightful to
find (coming from a man who has a Lego Avatar
on his social media posts) the different approaches
that the three guest speakers used social media
for. Andrew is course not involved in the Property
Industry (his company name is a hint towards
what he does involve himself in) but his unique
insight in to how using a larger budget than most
have access to and somewhat unique ways he
has approached building his company’s brand
was very interesting. The fact that he does not
use LinkedIn but Helen is a huge advocate of the
same for the clients she works with was a great
contrast. Contrary to that Joanne shared how her
firm have used TikTok to really go “viral” and get
their brand out into the market place coupled with
a laser focus on the type of Property client they
want to attract.
Next up was a discussion on what a customer
feels you’re giving them, not what you think you’re
giving them. I was lucky to be joined by Lisa Gray
from Rightmove to give us a glimpse into what her
Estate Agent clients think of the process, Saleem
Arif from Review Solicitors and Graham Wilkinson
from Trust Pilot. What was fascinating was that all
three concluded that the area in which Property
Lawyers could definitely improve is communication.
The industry does not do this well enough. Most
of the issues that appear on the review sites with
less than glowing reviews stem from the fact that
communication has not been to the satisfaction of
the client. The same appears to have come through
via Estate Agents too. Picking the phone up a little
more or getting back to emails a bit quicker would
make a great difference.
"
The area in which
Property Lawyers could
definitely improve is
communication
"
Finally, we wrapped up the morning session with
the current pressure points facing law firms. Glad to
have been joined by Shainul Kassam from Fortune
Law, Chris Bull from Edge International and Shaun
Jardine from Big Yellow Penguin. A large range of
topics we ran through during our hour together
including pricing for legal work (including my brief
tale of how I was glad we lost a potential client here
at Dutton Gregory because they found a quote
that was 12 pence cheaper), the pressure on a lot
of firms over cash (we have seen an awful large
number of firms go out of business sadly in the
past year) to the potential issues that face those
who work remotely but in different countries. The
fact that we can work anywhere in the world now
due to technology does not necessarily take into
account the compliance concerns that surround the
same. So much for law firms to consider in regards
to so many things that it was good to have an
open discussion regarding the pressure that we all
potentially face.
Coming off stage for a rest from presenting duties
I had an awesome lunch that was laid on and was
thrilled to meet Ollie Ollerton in person and was
chuffed to bits he signed his book for me. The
team at Modern Law outdid themselves yet again
on hosting one of the best events in the Property
Industry. Looking forward to the next one in 2025.
Paul Sams,
Dutton Gregory
31

Following a morning of in-depth business and
industry discussion, delegates returned from lunch
energised and ready for the afternoon sessions
ahead.
Ollie Ollerton delivered an inspiring keynote on the
concept of ‘break point’, the complexities of hitting
rock-bottom and the power of visualisation. He
discussed how it’s easy to become overwhelmed by
a goal when the outcome seems insurmountable,
presenting the skill of breaking down projects
into smaller pieces, taking ‘just one step a day’.
The success in of micro-advances rather than
unachievable strides. Ollie was a considered
addition to the day, adding a non ‘industry’ voice to
the panels but with a relevant and interesting point
of view. Talking through his own experiences as
ex-Special Forces resonated with many in the room
- it does sometimes feel as though we work on our
own version of the front line.
Whilst the morning sessions unpicked the business
challenges conveyancers face today, the afternoon
programme focussed on wider professional
subjects. We started with the perception of failures
and success. In an industry once dominated by
competitive advantage, it can only be a positive
thing that leaders today are prepared to share
their failures, reframing the concept of failing as an
essential part of the journey to success. The panel’s
consensus was that in order to fully recognise
success, failure was a key step to progress. The
legal profession of years gone by would never have
discussed failures so openly - a true sign that times
are changing for the better.
Jeremy Raj, National Head of Residential Property
at Irwin Mitchell, discussed the challenges of both
being made redundant and making redundancies.
The panel agreed that 2023 was a tough year,
causing firms to make cutbacks and review internal
structures to improve the use of processes and
technology. While the year had been hard, the
changes we’re making now will lead to longer-term
fruition across the board.
Later in the afternoon, conversation shifted to
consider culture in the workplace – something
I have always placed a strong emphasis on.
Continuing in the spirit of honest conversation,
the panel tackled the impact of menopause in the
workplace. An insightful discussion examined why
it was as crucial for men to understand menopause
to truly provide support and remove the stigma
and misinformation that exists around it. It was
also agreed that with 50% of the population facing
menopause at some point in their lives, wider
education will stand men in good stead both inside
and outside of the workplace.
Mental health and mental fitness were discussed
as related concepts that can often be mistakenly
treated as the same thing. A person can have good
mental health but also work on mental fitness to
further strengthen ability and resilience. Putting
guardrails in place to properly support both,
depending on the individual need of the employee
is the goal, but it’s a work in progress we’re all
trying to achieve.
The concept of individuality surfaced as a
repetitive theme. Specifically, how the culture of a
company can only flourish when staff are treated
and rewarded as individuals. What works for one
person may not work for the next - leaders have to
strike the balance between attracting talent whilst
ensuring business needs are met.
I was asked about the four day week at
Aconveyancing and explained how it had been
successfully implemented but was crucial to allow
my staff to opt out - as well as in - and to offer
alternative incentives. In this evolving market of
self-employment and consultancy models,
companies need to distinguish what is their USP,
there is not a one-size-fits-all approach.
"
companies need
to distinguish what
is their USP
"
Claire Smith, Chief of People at Movera, summarised
the culture panel discussion when asked whether a
firm do too much in trying to develop a company
culture? Claire’s response was very clear; companies
should be more worried that they are not doing
enough.
Natalie Moore,
Aconveyancing
32

Conveyancing law in Medieval Britain was designed
to benefit the feudal lords to maintain control over
the land and the wealth it produced.
Following on from the excellent Conveyancing
Conference held during the day at the magnificent
Coombe Abbey I was assigned the task of
becoming the Baron for the evening at the Modern
Law Magazine Medieval Banquet. Given that as
Baron, my property interests were pretty much
protected, then hosting a room full of the country’s
leading lawyers and suppliers to the Conveyancing
industry was perhaps overkill!
Sitting at the top table I was able to observe that
not only is there significant talent supporting
consumers and conveyancing lawyers alike in
making property dreams a reality, they certainly
know how to have fun and let their hair down!
A brilliant evening of medieval merriment was had
by all. From the free flowing ale, a hearty feast and
the medieval stage show to boot there was revelling
into the wee small hours. With a mix of maidens,
monks, priests, lords and ladies – not forgetting
those who chose to wear 21st Century attire the
night was full of fun and laughter from start to
finish.
"
A brilliant evening
of medieval merriment
was had by all. From the
free flowing ale,
a hearty feast
"
"
During the conference
there was an honesty
and openness about
people’s failures
and successors
"
The Conveyancing industry in England and Wales is
unique. There is a massive amount of collaboration,
support, wellbeing and innovation taking place
between firms, suppliers and those that support
the industry in so many ways, and the conference
highlighted that in spades. The evening medieval
banquet was just the icing on the cake. During the
conference there was an honesty and openness
about people’s failures and successors and what
a better way to spend the evening than swopping
those war stories without fear or favour in what can
only be described as the most crazy evening I have
ever had at a ‘professional event’.
With technology playing an ever increasing role in
all aspects of life, the growth of artificial intelligence
and the world evolving quicker now than at any
previous point in history, if you get a chance to go
back to medieval times with a bunch of lawyers for
a night, then just do it. You won’t be disappointed
– Hazaar!
Mike Leeman,
Bell Lamb Joynson solicitors
33

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35

LEGAL
TECH TALK
Bradley Collins, CEO, LegalTechTalk
Greetings, lawyers, legal professionals, and anyone interested in the rapidly evolving landscape of the
legal industry - welcome to Modern Law’s 4th LegalTechTalk section. The interviews you’re about to read
provide a fascinating glimpse into the future of law firms and how they need to adapt to survive. Our
experts on the frontlines pull no punches - the time for reinvention is now.
One overarching theme is the growing divergence between innovators embracing change and those
clinging to the “traditional” law firm model centered around billable hours and an antiquated workplace
culture. As Gary Gallen of Rradar bluntly states, firms that fail to modernise, risk being disrupted into
obsolescence, just like what happened to Kodak when it stuck with film instead of moving to digital.
Ouch.
But the innovators see an amazing opportunity amid this potential upheaval. By creatively packaging
their legal knowledge through new tech-driven products and service models, firms can move beyond
hourly billing to sustainable recurring revenue streams serving more clients across varied price points.
The value isn’t in counting hours - it’s in the lawyers’ expertise itself.
The “billable hour” mentality is also stifling workplace culture and talent retention, according to experts
like Mary Bonsor of Flex Legal. Why chase endless salary wars causing burnout when you should focus
on career development, diversity, and aligning with people’s values? The next generation wants more
than a paycheck - they want purpose, flexibility, and pathways beyond the traditional lawyer track.
And Hannah Strawbridge of HanLawCo exemplifies the growing “consultancy” model
where experienced lawyers move to smaller boutique firms to enjoy better work-life
balance while still getting paid well. Many are embracing this autonomy over the
rigid big firm culture saying “Be there from 9-5 or else.” Clients increasingly prefer
this modern, human-centric approach as well.
So in many ways, the seeds of reinvention are being planted. Law firms have
a stark choice - be brave and drive change by rethinking how to deliver legal
expertise through technology and innovative models. Or be complacent and get
left behind, becoming obsolete like the companies of old that failed to adapt.
The legal field may be risk-averse, but as you’ll read, the biggest risk is letting the
world change without you. An incredible opportunity awaits those bold enough
to reinvent how they provide value in the age of AI, automation, and rising
client demands. It’s time for legal professionals to become the disruptors
rather than the disrupted.
Bradley Collins
36

LEGAL
TECH TALK
Interview with
Gary Gallen
CEO of rradar
Hi Gary, I’m interested to hear
your perspective on the wider
legal industry and how you
see the business models and
cultures of traditional law
firms potentially changing in
the future?
There’s a lot of talk about AI,
technology disrupting the legal
profession, but I find it’s mostly
just talk with very little evidence
of it actually being employed
and used at scale. The legal
profession is risk averse and
doesn’t like change. However,
before real transformative
change happens, lawyers want
guarantees on outcomes and
proof points - that’s how they’re
trained.
The good news is that these
topics around modernising
business models, leveraging
technology, attracting
investment, etc. are being
actively discussed. But the
cultural change, structural
change, and financial change
is still happening very slowly
in reality. There won’t be
real innovation until those
fundamental shifts occur within
law firms.
So if those ingrained law firm
models and cultures don’t
evolve, what is the risk?
their lucrative film business,
so they didn’t adopt it. Other
companies then beat them to
market with digital cameras,
disrupting and eventually
bankrupting Kodak.
The same could happen to
law firms that say “but this
is how we’ve always billed
clients.” While they’re afraid
modernizing will harm their
existing business, other
innovators will find ways to
deliver legal services through
new models and leverage
technology in ways that make
traditionally structured law
firms obsolete.
How can forward-thinking
law firms capitalise on
the opportunity for
transformation?
Lawyers actually hold the
keys - it’s the legal knowledge
and expertise in their heads
that is most valuable. If they’re
willing to take some risk and
find creative ways to
package and deliver that
knowledge through
modern commercial
models supported
by technology,
there’s a
tremendous
opportunity.
The control is with the lawyers,
but most don’t yet realise
the power of their own legal
knowledge assets. If they’d
stop protecting the billable
hour model, and instead shape
technology to deliver their
expertise in faster, smarter,
more engaging ways, they can
move to sustainable models
attracting more customers at
different price points.
But they have to be willing
to cannibalise their existing
models before someone else
does it to them. It takes bravery,
but the rewards are there for
law firms that transition their
legal knowledge into new
product designs and diverse
commercial models enhancing
client value.
If law firms cling to the
traditional hourly rate,
transactional model and don’t
embrace change, they risk being
disrupted and left behind - just
like Kodak. Kodak actually had
the digital camera technology
first but feared it would kill
37

LEGAL
TECH TALK
Interview with
Mary Bonsor
CEO of Flex Legal
Hi Mary, I’d love to get your
perspectives on law firm
people & culture - what are
the biggest changes you’re
witnessing
We ran a future lawyers
survey in November 2023,
where we asked 638
paralegals and trainees what
was important to them in
their future organisation.
Good values and career
development were the two
key themes that came out
of this. We therefore need
to stop the endless NQ
salary increases which in my
view, lead to burnout and
stress due to unmanageable
billable hour targets to
make up for their cost.
We are seeing some law
firms break away from this
and begin to place more
emphasis on their values
and “doing good”, such as
Aria Grace. Law firms are
also getting more pressure
from their clients for more
diversity and different roles
are becoming equally as
important as lawyers for the
success of a firm, such as
project maangers or data
analysts. it is also great
to see apprenticeships
really taking off. The next
5 years is a great time to
enter our profession with
so many different potential
routes to qualify and role
opportunities within the
legal space.
How do you see the roles
of lawyers changing in the
coming years?
It is no surprise that lawyers
roles are going to massively
change due to the increase
of AI and technology. I
think lawyers will start to
become more relationship
managers, and skills such
as empathy, emotional
intelligence and curiosity
will become even more
important. The future lawyer
wil have to be adapatable
and open to trying different
technologies. They will have
to have a “can do attitude”
and be open to trying new
ways of working. One thing
that has always surprised
me with law, is why are
you not trained to be more
commercial in the training,
e.g what is a Profit and
Loss, Balance Sheet of a
company, I think these are
skills which are going to
become more important
too given the strategic
focus lawyers will have if
technology is doing more of
the low level work.
What can firms do to
embrace these changes?
Law firms biggest asset
and biggest overhead are
it’s people. Ensuring their
people are motivated,
happy and learning new
skills is absolutely key for
retention. Investing more in
training for lawyers, whether
that is on new technologies
which impacts their work,
commercial skills or softer
skills such as active listening,
is going to be key for the
firm’s success.
38

LEGAL
TECH TALK
Interview with
Hannah Strawbridge
CEO of HanLawCo
Hi Hannah, I’d love to
get your perspectives on
law firm people & culture
- what are the biggest
changes you’re witnessing
Over the last few years,
there seems to have been a
real growth in consultancymodel
law firms. In
particular, female lawyers
are taking the leap to either
set up their own boutique
firms or consultancies, or
become self-employed,
consulting for other firms.
Many of the lawyers at Han
Law left ‘Big Law’ as they
had become tired of the
traditional culture, the 9-5
in the office, and wanted
more flexible working
arrangements to juggle
caring responsibilities or
their own passions, or both.
The consultancy model
pays them just as well as
before, only now they are
enjoying work more and
the more relaxed culture
enables them to produce
some of their best work,
more confidently than ever.
It also suits the clients, who
the team work around.
I’ve always gone by the
saying ‘Accept it, change
it, or leave it’. I feel there’s
a real sense that for many
lawyers (in my experience,
particularly women) they
have tried to accept the
traditional model early on
in their careers. They have
even tried to change it
as they have progressed.
However, in the end they
discover it may actually
be easier to leave it and
be in charge of their own
business where they can
have autonomy around the
type of the work they do, as
well as how and when they
work.
The sense of not having to
ask permission of anyone
to support their families
or something as simple as
getting some fresh air in
the middle of the afternoon,
is valued so highly that
law firms still insisting on
control are bound to lose
out on the best talent and a
diverse, experienced team.
How do you see the roles
of lawyers changing in the
coming years?
The modern legal outfits
are already embracing
their team being business
consultants and trusted
strategists to their
organisational clients rather
than just technical lawyers.
Clients no longer want to
simply be told what the law
is, or what they can or can’t
do. They want options
and they want lawyers
who understand business
generally and in particular,
their business. They want
people who don’t sit on
the fence with advice and
think with commercialism
and emotional intelligence.
They also want to work with
people they like. The image
of lawyers being stuffy
and not human enough,
unfortunately is still there
and we know clients
are being attracted by
those who come across
as human, who they
can enjoy working
with and build
relationships with.
39
What can firms do to
embrace these changes?
For a number of years,
particularly since Covid,
tech has played more of a
role in the legal industry
and again, the firms
offering flexible working
remotely are already on
top of this. These types
of firms are used to selling
via social media platforms
rather than on the golf
course and as such are
attracting global clients,
while their team can work
wherever they choose.
Using technology in this
way also helps firms
attract a more diverse
team of lawyers, whether
that includes those with
caring responsibilities, or
those with a disability or
neurodiversity, who often
welcome the more flexible
approach around theirs,
and the clients’ needs.

AWARDS
Vogue, Strike a pose
The 2024 Access Legal Modern
Law Awards took place on the
7th March at The Hurlingham
Club in London, and what a
night it was! The evening was
all about celebrating the best
in the business of law.
The 2024 Access Legal Modern Law Awards took
place on the 7th March at The Hurlingham Club in
London, and what a night it was! The evening was all
about celebrating the best in the business of law.
Firstly, I would like to congratulate all our winners
and highly commended recipients on their welldeserved
achievements. Modern law’s goal is
to recognise and uplift those that have made
outstanding contributions to their sector, and I
think it is safe to say the room was packed with
outstanding people. A huge congratulations must
also go out to all those who were shortlisted for
the awards. The competition was fierce and getting
shortlisted is an achievement, in and of itself, to be
extremely proud of.
The night started out with the Champagne reception
sponsored by non-other than Cashroom. As the foyer
filled up everyone’s excitement grew, and the Vogue
Cover photobooth was a massive hit letting everyone
become a supermodel and cover star for the evening.
When everyone was seated the three-course meal
started to role out and soon it was time for the
awards to commence. The hosts of the evening,
Bobby Davro and Professor Thom Brooks, made their
way onto the stage to kick of the most important
part of the evening; celebrating the legal industry’s
trailblazers and exceptional individuals.
40

AWARDS
There would be no awards without Judges, and we
are so thankful to have the best in the business on
our expert judging panel. We cannot thank our judges
enough for all their time and expertise they lent to
us to maintain the integrity and validity of the Access
Legal Modern Law Awards. A very special thank
you must go out to our chair judge Nick Emmerson,
President of The Law Society, and our vice chair
Sharon Blackman OBE Managing Director, Head
of FX Legal Citi Global Legal Affairs & Compliance
Organisation, Markets Division.
Finally, without the support of our incredible
sponsors the Access Legal Modern Law Awards
would not be possible, and Modern Law cannot
thank you all enough. A special thank you to our
Headline sponsor Access Legal whose commitment
to celebrating the best in the business really shone
through on the evening.
What made us get involved in sponsorship?
“The MLAs are a permanent fixture in our calendar.
Whether it’s a conference, awards evening or dinner,
the events are always well-planned and are a day/
night to remember! The MLAs bring together some of
the best talent in the legal sector - whether that’s law
firms or legal sector suppliers. We love attending the
events, and it just makes sense to sponsor and add a
little bit of our orange to what is sure to be a fantastic
event every time.”
What was your favourite part about the evening?
“I enjoyed attending the MLAs 2024. Everyone was
in good spirits, it was a positive atmosphere and I
loved the opportunity to celebrate great people in
the legal sector with old and new people from my
network. It was inspiring hearing about all the positive
contributions of people passionate about constantly
improving the sector.”
Congratulations to all the winners of the Access Legal
Modern Law Awards 2024, see you next year!
41

AWARDS
Modern Law Awards 2024
42

AWARDS
Modern Law Awards 2024
43

AWARDS
Modern Law Awards 2024
Law Firm of the Year
WINNER: Bexley Beaumont
HIGHLY COMMENDED: Excello Law
kindly sponsored by Access Legal
Boutique Law Firm of the Year
(1-10 Employees)
WINNER: Zaiwalla & Co
JOINT HIGHLY COMMENDED:
Cobb Warren & Tenet
kindly sponsored by Hera Indemnity
Boutique Law Firm of the Year
(11+ Employees)
WINNER: Carter Bond Solicitors
HIGHLY COMMENDED: Maria Fogg Family Law
kindly sponsored by Quill
Managing Partner of the Year
WINNER: Claire Lovett, AmicusLaw Solicitors
HIGHLY COMMENDED: Manzurul Islam, Mullis
& Peake LLP Solicitors
kindly sponsored by Landmark Information
Group
Lawyer of the Year
WINNER: Shalini Patel, Duncan Lewis Solicitors
HIGHLY COMMENDED: Terry Wilcox, Hudgell
Solicitors
kindly sponsored by Clio
Paralegal of the Year
WINNER: Mandy Taylor, SJP Solicitors LLP
HIGHLY COMMENDED: Jaimmie Poon,
Confidence Wills
kindly sponsored by Modern Law Magazine
Rising Star of the Year
WINNER: Hazara Patel, Mullis
& Peake LLP Solicitors
HIGHLY COMMENDED: Molly-Mae Lodge,
Symes Bains Broomer Solicitors
kindly sponsored by Iceberg Group
Innovation of the Year
WINNER: inCase
HIGHLY COMMENDED: Sprintlaw
kindly sponsored by Actionstep
Marketing & Communication
Strategy of the Year
WINNER: Title Research
JOINT HIGHLY COMMENDED:
Finders International & KP Law
kindly sponsored by Review Solicitors
Client Care Award
(1-25 Employees)
WINNER: Spencer Shaw Solicitors
JOINT HIGHLY COMMENDED: Han Law
& Touch Solicitors Ltd
kindly sponsored by LEAP
Best Use of Technology
WINNER: The Divorce Surgery
HIGHLY COMMENDED: Muve
kindly sponsored by Perfect Portal
Business Growth Award
WINNER: AmicusLaw Solicitors
HIGHLY COMMENDED: EstateSearch
kindly sponsored by MLT Digital
Diversity & Inclusion Award
WINNER: City Century
HIGHLY COMMENDED: Hausfeld & Co LLP
kindly sponsored by Elmtree Learning
Partnership
Outstanding Case of the Year
WINNER: Duncan Lewis Solicitors
HIGHLY COMMENDED: Paradigm Family Law
kindly sponsored by HiveRisk
Pro-bono Team of the Year
WINNER: Duncan Lewis Solicitors
HIGHLY COMMENDED: Hudgell Solicitors
kindly sponsored by LawWorks
Female Trailblazer of the Year
WINNER: Keeley Lengthorn, Taylor Rose MW
HIGHLY COMMENDED: Alison Leivesley,
Bindmans LLP
kindly sponsored by Law Training Centre Ltd
Legal AI Supplier of the Year
WINNER: Orbital Witness
HIGHLY COMMENDED: Capacity Vault
kindly sponsored by LegalTechTalk
Workplace Wellbeing Award
WINNER: Paris Smith
HIGHLY COMMENDED: Rosewood Solicitors
kindly sponsored by Box Legal
Supporting the Industry
(1-25 Employees)
WINNER: City Century
JOINT HIGHLY COMMENDED: Capacity Vault
& Medical Record Collation
kindly sponsored by Conscious Solutions Ltd
44

AWARDS
Modern Law Awards 2024
Supporting the Industry
(26+ Employees)
WINNER: Finders International
HIGHLY COMMENDED: EstateSearch
kindly sponsored by Property Conveyancing
Consultancy
Kindly sponsored by
Outstanding Achievement
of the Year
WINNER: Joanna Ludlam, Baker McKenzie
kindly sponsored by Dutton Gregory LLP
Lifetime Achievement Award
WINNER: Sir Andrew McFarlane
kindly sponsored by Frenkel Topping
CONGRATULATIONS!
To the 2024 winners and thank you to all
those who entered this year's awards!
45

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INTERVIEWS
Interview With...
How has Access Legal’s innovative approach to
Q legal technology contributed to the evolution
of Legal practices, and what specific features or
solutions do you believe set Access Legal apart in the
legal software market?
Access Legal, we’re not just about providing
Atechnology for law firms; we offer comprehensive
solutions to run the entire business. Our platform, Access
Workspace, gives a single, clear view over your entire
organisation, including all of your people, processes
and Access products. This gives firms a single source of
truth and one point of contact, relieving the headache of
dealing with multiple providers.
I believe what truly sets us apart is the combination of
IT expertise and legal know-how. Our team is comprised
of legal industry thought leaders who have years of
experience, ensuring we drive best practices in law
firms as well the IT experts necessary to help law firms
embrace technology. Our mission is to empower our
customers with the freedom to do more, giving firms
the time back to focus their expertise on critical tasks
that technology can’t fulfil - be that nurturing client
relationships, developing their employees, or unlocking
new opportunities.
As the headline sponsor of the Modern Law
Q Awards 2024, what role do you see Access Legal
playing in shaping the future of the Legal industry,
and how does the company envision supporting and
recognising excellence within this community?
We’ve got a wealth of service excellence designed
Ato help our customers get the most out of their
software investment. Through our rich mix of products
and services, we are striving to help our customers in a
number of ways.
In the first instance, we’re helping customers to achieve
client excellence. We want to ensure that we are
delivering software solutions and services that enable
our clients to deliver an exceptional experience to
their own clients. Our technology is built to help firms
increase efficiency and productivity so that they can
meet the growing ‘On-Demand’ expectations of today’s
consumers.
Next, we help with practice excellence. We want to help
firms reduce complexity and improve productivity in the
way they run their practices. We do this by providing
firms with technology that will help run their entire
business in an accessible, secure manner, enabling them
to work anywhere, at any time. We also ensure firms
have the best-in-breed technology solutions that attract
and retain the best talent for them, as we know this is an
ongoing business challenge faced by many firms in the
legal industry.
Lastly, we can help firms deliver compliance excellence.
As a global technology provider, delivering compliance
and security of data and systems is first and foremost.
We want to give our customers peace of mind when it
comes to compliance, and we also want to offer them a
comprehensive suite of learning tools to enable them to
stay ahead in their subject matter expertise.
In an ever-changing legal landscape, how does
Q Access Legal stay ahead of emerging trends and
technological advancements to ensure its software
remains cutting-edge and continues to meet the
evolving needs of legal professionals?
We remain at the forefront of emerging trends and
Atechnological advancements by bringing IT and
industry experts together. The collaboration between
these two key elements allows us to proactively
anticipate market changes and changes in legislation,
seamlessly integrating these insights into our clearly
defined product roadmaps.
To continually meet the evolving needs of legal
professionals, we also work closely with a broad range
of customers to understand how their working practices
evolve, considering how they are using our software
so we can factor this into our product development
roadmap. By doing so, we ensure that we stay on top of
their changing work dynamics, ultimately helping them
to get the most out of the technology.
The Modern Law Awards celebrates achievements
Q and innovation in the field. Can you share some
success stories or notable examples where Access
Legal’s technology has made a significant impact on
law firms’ efficiency, client service, or overall
success?
We are committed to inform, advise and inspire our
Acustomers with the power of technology across
every area of their organisation. One particular success
story that stands out and exemplifies this is Pinkney
Grunwells, where Access Legal’s technology reduced
admin processes from six working days to just one.
From an accounts point of view, Daniel, their Operations
Manager, mentioned that posting a bill would take 5 to 6
minutes for each one to process. Now, it takes less than
a minute, and when you’re processing 500 to 600 bills
per month, that’s a saving of 5 working days through
improved IT performance alone.
Daniel also mentioned how each user now has their
own connection to the cloud, so there’s no fighting for
bandwidth to access the server network. This showcases
how our technology has improved overall performance;
users no longer have to wait for things to happen before
they can do their work.
47

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*Reference: Landmark Information Group Transaction Milestone Data, December 2022.

ROUNDTABLE
A Wills & Probate Interview:
Ochresoft
Modern Law sat down with Ochresoft’s
Marie Harrison-Stradling for a chat about
how the wills and probate sector are
handling the clients journey, approaching
customer feedback, and utilising
technology to enhance the customers
experience.
Marie Harrison-Stradling
Work-Flow Team Manager,
Ochresoft
49

WILLS
& PROBATE
How can businesses effectively gather
and utilise customer feedback to
continuously improve their products
or services, ensuring they remain
responsive to evolving client needs and
preferences?
It is extremely important to remain in
continual dialogue with customers and
to obtain and review feedback wherever
possible. At Ochresoft, we employ a range of
methods, such as Customer Service surveys
and face-to-face meetings, to assist us in
gathering feedback. We work collaboratively
with our colleagues and customers to fully
explore all feedback and comments. I find it
particularly interesting when we disappear
down a rabbit hole in considering customer
feedback and emerge with ideas and
suggestions that can exceed our customers’
initial expectations.
Every item of customer feedback holds
value, so it is important to ensure providing
feedback is easy and convenient for
customers, to remove any barriers to
communication.
We strive to involve our customers in new
enhancements and product developments,
offering pre-release demonstrations and
first-analysis experiences, so they can be
involved in shaping our future features and
products with their interactions and feedback.
How do you ensure accessibility and
user-friendliness for clients who may
not be familiar with legal terminology or
technology?
We have clearly seen a move towards
reducing and removing legalese from legal
services. The complexity of some legal
terminology had acted as a blocker to
consumers seeking legal services, of which
they were, at times, desperately in need.
In line with this, we place considerable focus
on simplifying the language we use in client
facing letters and documents, which form
our extensive Intelliworks legal library. The
legal library also holds a wide range of
client-specific guides and explanatory
documents, which break down the private
client process and explain requirements and
options in those steps.
As has been highlighted in connection
with the Law Commission’s consultation
on reforming the Wills Act 1837 to enable
electronic wills, not all consumers have
access to or wish to use technology as part
of their instructions. It is important, as a
legal software provider, that we continue to
support accessibility for all, by maintaining
workflows that facilitate both electronic and
paper processes.
“Every item of customer feedback holds value, so it is important to
ensure providing feedback is easy and convenient for customers, to
remove any barriers to communication.”
50

WILLS
& PROBATE
“Software with the correct
focus and integrated level of
legal and compliance detail
significantly enhances and
supports the onboarding
experience for new clients.”
Can you describe how software enhances
the client intake process, including the
collection of essential information and
documentation?
Software with the correct focus and
integrated level of legal and compliance
detail significantly enhances and supports
the onboarding experience for new clients.
Starting client communications on the
right foot is essential for cultivating strong,
lasting client relationships. The client’s initial
experiences of the onboarding process
must be efficient yet bespoke, instilling
confidence in the legal service provider. A
workflow software solution must work with
a legal practitioner intuitively, enabling the
gathering and input of key information for an
instruction, which will enable the workflow to
present and produce documents, letters and
tasks, all tailored to that matter.
It is also important to partner with a
maintained and fully supported workflow
software package, so the legal practitioner
can benefit from seamless document
updates and workflow task enhancements,
which may be required in responses to
changes in best practice and legislation.
A detailed, structured software product
enables the practitioner to target resources
effectively, supported by a comprehensive
portfolio of documents, tasks and reminders
to ensure a smooth and thorough client
onboarding experience.
How does technology platform personalise
the client journey to accommodate varying
needs and preferences, such as differing
levels of involvement or communication
preferences?
Technology and software designed for
the legal sector must provide flexibility
and be able to accommodate updated
and amended instructions. There
will also be elements of every matter
bespoke to particular clients, so it is
important the chosen software partner
can provide access to key data areas and
communication preferences quickly and
easily. For example, in a matter with multiple
instructing personal representatives, they
may wish, if appropriate, to nominate a
lead representative to receive primary
communications. This preference should be
easy to record and automatically implement
with the software provider, then quick to
review and amend as required.
“The client’s initial
experiences of the
onboarding process must
be efficient yet bespoke,
instilling confidence in the
legal service provider.”
51

Leveraging the power
of upfront information
in property sales
Pushing you ahead of the game,
Upfront Information (UFI) Property Process
streamlines property transactions.
By gathering information early in the sale process, you can progress
each transaction quickly and seamlessly as soon as the buyers instruct
their lawyer. With the UFI Property Process, you can cut additional enquiries
by up to 75% by gathering information upfront and providing the answers
before the questions are even asked.
For fewer enquiries, less chasing and faster completions,
get in touch to find out how you can streamline conveyancing
with Ochresoft’s award-winning workflows.
03300 366 700 | enquiries@ochresoft.com | ochresoft.com

FORUM
Conveyancing
Interview
with Rob Gurney
Can you describe how your technology
facilitates collaboration and information sharing
among conveyancing teams and their clients/
customers?
Collaboration is quite rightly highlighted as one of the key areas the profession
needs to harness to improve the speed and efficiency of conveyancing.
Working in silos between different conveyancers, estate agents, lenders and
surveyors leads to a lack of transparency, duplication of effort and, ultimately,
unnecessarily delayed transactions. As one example, the movement towards
upfront information gained momentum last year, the team at Ochresoft
worked incredibly hard to bring a new workflow, the UFI Property Process, to
market which processes and analyses upfront information prior to a property
sale, to turbo charge each subsequent conveyancing case. One of the most
exciting elements of this workflow is its automated Key Facts Document,
generated in the workflow for the benefit of the estate agent, now mandated
to gather information before listing a property. This document shares rights,
easements and restrictive covenants applicable to the property being sold,
which is a fantastic resource for agents, who must now comply with the Trading
Standards’ material information requirements.
The UFI Property Process also highlights to the seller at a very early stage what
information or documentation they need to gather for the buyer’s lawyer
before the property has even sold – this forewarning gives all stakeholders
time to collate everything needed to prepare the perfect contract pack. This
preparation considerably reduces the need for additional enquiries and
progress chasing during the conveyancing process. For us, being able to
provide this win-win situation through our innovative new workflow perfectly
illustrates the power and effectiveness that close collaboration has in improving
the process.
How does your technology support the
seamless integration of third-party services
or applications that may be utilised by
clients, customers, or employees during the
conveyancing process?
The key word here is seamless. That is exactly how the end user’s experience
of the efficient service we provide should be. With conveyancing often such
a high-volume and sometimes low-margin legal service, property lawyers
rely on both the comprehensiveness of their case management workflows
and the intuitiveness of the third-party application integrations to assist them
efficiently through the stages of each matter. Having a suite of open APIs gives
the customer a choice of providers to suit their specific needs or preferences.
Ultimately, the data passing between the CMS and the integrated service
needs to be secure, relevant and automated to provide the fastest and simplest
response possible.
How does your technology How does your
business foster transparency and trust
between clients, customers and conveyancing
staff, particularly in complex or high-stakes
transactions?
Transparency and trust are both incredibly important when supplying software
to regulated legal practices, who rely on their partners to assist in meeting the
needs of their clients as well as discharging their compliance obligations. This
becomes even more pertinent in complex or high-value transactions, where
any lack of clarity could easily lead to mistakes and subsequent loss incurred.
Ochresoft’s fully managed and CQS-compliant Intelliworks workflows are
market leaders in their comprehensiveness. Every possible legal scenario is
catered for in the 3,000 plus precedent letters and forms that are continuously
maintained in our document library.
But the product alone would not be sufficient to uphold the very highest
levels of trust and transparency if the business did not also operate to the
same standards. This is why we insist on being ISO 9001/27001 certified and
ServiceMark accredited by the Institute of Customer Service, demonstrating
our customers will always receive a first-class service that they can rely on.
How does your business stay updated on
emerging trends and best practices in the
conveyancing industry to better serve clients,
customers, and employees?
Keeping on top of the ever-changing requirements and best practices in
residential conveyancing is challenging. Regardless of the size of the law
firm, the regulatory duties, legislative changes, lender stipulations and everincreasing
rates of scope creep apply equally to all and require a constant
shifting of approach to remain compliant.
Indeed, in the last month alone, Ochresoft made 28 workflow amendments in
eight separate releases to ensure customers remain ahead of the game. This
is all part of the unique service we provide to our law-firm partners, who are
happy to outsource this onerous task to their case management and workflow
provider. Ochresoft employs a team of highly skilled and qualified legal and
compliance analysts, who are constantly horizon scanning, investigating and
temperature taking across the industry to ensure the profession and Intelliworks
is always as up to date as they can be.
Rob Gurney
Managing Director, Ochresoft
53

10 MINS WITH
Minutes With...
Daniel
Brumpton
Q
What
is your most memorable achievement
whilst working in your current role?
I acted for the professional footballer Ched Evans in relation
to his claim against his former solicitors. We were able to
settle his claim just before trial for a substantial figure. The
claim was extremely interesting as it involved a variety of
different issues. This included duties owed by solicitors
undertaking work they were not experts in and questions as
to how successful the client would have been, had he been
able to continue his career without interruption. This involved
detailed analysis of footballers’ careers, liaising with current
and former players/managers and an analysis of football
finance. This gave me an insight into football that, as a
Sheffield United fan, was unrivalled and fascinating.
Q
What
has been the most valuable piece of
advice you’ve ever been given?
My dad always says, “never drop your anchor on a sandy
bottom.” I’m still trying to figure out what that means but it
sounds good.
In reality, I would say “always try your best and never give
up” (one from my dad again albeit one that’s easier to
understand).
Q
What
has been the key positive or negative
impact of change in your area of the market?
Government intervention in legal costs has greatly impacted
the market. Both LASPO (2013) and the Fixed Recoverable
Costs regime (2023) have changed the landscape in a
negative way, in my opinion.
As a claimant professional negligence solicitor, the impact
of those reforms has made it harder for claimants to have
access to justice. As a result, I believe there are a serious
number of good claims that are simply not pursued because
claimants simply cannot fund their claims. For my opponents
that might welcome this intervention, I believe this will only
be short-term satisfaction because if claims dry up, their
business model also suffers.
Q
If
you were not in your current position, what
would you like to be doing?
Playing golf for a living.
QWhat three items would you put on display
in a museum of your life and why?
Football, Tennis Ball, Golf ball
I am a bit obsessed with sport and in particular football, tennis
and golf. My life can be characterised by the sport I have
played and when. I loved playing football when I was younger,
until I found tennis when I was 10. Tennis was then a central
part of my life until my late 20s when I found golf. I am not
ashamed to say I am a golf geek. I love it. I think about it all
the time (I am thinking about it as I write the answer to this
question), and I would play it every day if I could.
Daniel Brumpton,
Head of Commercial Litigation, Nelsons
54

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