Modern Law Magazine Issue 74

Issue 74
ISSN 2976-9396
THE BUSINESS OF LAW
P06 P10 P45
Farrer & Co
on People,
Culture and
Collaboration
The
Culture
Question
with Claire Smith
10 Minutes
With...
Kate Doody, GBH Law

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“Culture eats strategy for breakfast”
Peter Drucker
The start of a new year often brings
reflection on our working cultures
and how we can create positive
environments that help our people -
and therefore our businesses - thrive.
In this issue, we dive deep into the
crucial topic of people and culture in
the legal sector.
Our lead interview with Farrer & Co
offers fascinating insights into how
this prestigious firm has evolved its
culture while staying true to its values.
Meanwhile, our in-depth discussion
with experienced People and Culture
Director Claire Smith, explores practical
approaches to building engaged teams
in today’s changing workplace.
Adele Bebbington-Plant, Head
of Private Client and Business
Development Director of Chesterbased
law firm Cullimore Dutton,
shares how the firm has made some
significant recent changes in order to
adapt to a new phase of growth, and
how they have involved colleagues in
the decisions from the outset.
This issue’s In-Depth is provided by
CooperBurnett, who considers what it
is about the firm that means employee
turnover is very low, and what their
“3P” plan involves.
Our Insight section takes a closer
look at South Coast firm Dean Wilson
where Sarah Stevens talks us through
how they have embedded a new
culture over the past twelve months,
and why it’s so important to make this
an ongoing process.
As always, our expert editorial board
shares their valuable perspectives,
offering particular insight into how
different practice areas approach
culture-building.
Our specialist panels focus on the
increasing number of vulnerable
clients in the wills and probate sector,
and how firms can ensure they are
helping them as much as they can,
and our conveyancing focus looks at
how people and culture has an impact
on the two organisations we feature.
Finally, in our popular ‘10 Minutes
With’ feature, we speak to Kate
Doody, Director of GBH Law about
how she thinks the corporate legal
sector has changed over the course of
her career, how a mistake she made
as a trainee taught her some valuable
advice and what she would be doing if
she hadn’t become a solicitor.
What emerges clearly from our
conversations this issue, is that while
there’s no one-size-fits-all approach
to culture, certain themes consistently
arise: the importance of authentic
leadership, clear communication, and
creating environments where people
feel valued and supported.
I hope you find this issue both
thought-provoking and practical. As
always, we welcome your feedback
and suggestions for future topics.
It is my last edition as Editor at
Modern Law so I would like to say a
big thank you to everyone who I have
spoken to and worked with on the
magazine - both our contributors and
team behind the scenes. I must give a
special shout out to Will Gordon who
has been assisting for the past couple
of issues. His help has been invaluable
and it is hugely appreciated!
Cara Flood is Acting Editor at
Modern Law Magazine and
Marketing & Account Manager at
Consortium – more than marketing
cara@consortiumbiz.co.uk
Editorial Contributors
Neville Dinshaw, Law Mergers & Acquisitions
Mark Holt, Frenkel Topping
Nicola Gifford, SmartSearch
Alex Holt, The Cashroom
Kathliya Harwood, Speech Processing Solutions
Stuart Whiter, AJ Chambers
Sam Kimber, Pro-Gen Research
Keith Ahmed Sort Group
ISSUE 74
ISSN 2976-9396
Editor
Cara Flood - Acting Editor
Project Manager & Events Sales
Kate McKittrick
Modern Law Magazine is published by Charlton Grant Ltd ©2023
2025
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 Farrer & Co: A Culture of Collaboration and Innovation
Katherine Wilde, Partner, Knowledge, Learning and Development Director
Farrer & Co
10 The Culture Question
Claire Smith, Founder of Wispa Consulting
EDITORIAL
BOARD
INSIGHT
17 Smartsearch
Why is creating a supportive culture so important in the workplace?
Vicky Hester, Head of Talent Management Smartsearch
17 Taylor Rose
Shaping Tomorrow’s Legal Landscape Today
Adrian Jaggard, CEO of Taylor Rose
19 Speech Processing Solutions
The Buddy System: Building Connections for New Employees
Kathliya Harwood, Marketing Manager at Speech Processing Solutions
19 The Cashroom
Culture, Tech and People - A Crucial Combination
Alex Holt, Chief Revenue Officer at The Cashroom
21 Frenkel Topping Group
The Journey to a Culture That Uplifts and Inspires
Mark Holt, Managing Director at Frenkel Topping Group
21 Law Mergers & Acquisitions
How does a strong internal culture help you deliver better client
service?
Neville Dinshaw, Managing Director of Law Mergers & Acquisitions
23 Pro-Gen Research
Core Values as the Foundation of Our Decision-Making and Growth
Sam Kimber, Probate Researcher & Genealogist at Pro-Gen Research
23 AJ Chambers
What Are The Risks in Legal Recruitment?
Stuart Whiter, Associate Portfolio Director at AJ Chambers
25 Property Conveyancing Consultancy Limited
The Business Advantage of Investing in Your Team
Priscilla Sinder, Managing Director at Property Conveyancing Consultancy
Limited
26 Culture goes two ways
Sarah Stevens, Head of HR, Dean Wilson
IN-DEPTH
30 Beyond the Billable Hour: The Secret Behind a Law Firm’s 30-Year
Success Story
Victoria Sampson, Partner at Cooper Burnett Solicitors.
4

CONTENTS
9 Are you ready to revolutionise your marketing in 2025?
FEATURE Lara Squires, Director, Consortium more than marketing
14 The Growth Mindset: How Positive Change Is Fueling Success
Adele Bebbington-Plant Head of Private Client and Business Development
Director at Cullimore Dutton
43 Race For Talent Heats Up
Dino Dullabh, Director of Strategy, Law Training Centre
FORUM
30 Conveyancing Panel
Culture is King: A Forum Discussion
ROUNDTABLE
37 Wills and Probate Focus: Protecting Vulnerable Clients
Marie Harrison-Stradling, Workflow Team Manager, Ochresoft
LEGAL TECH
10 MINS WITH
55 LegalTechTalk
Charlotte Johnstone talks to Nicola Paul and Leila El Gharbi
45 10 Mins With...
Kate Doody, Solicitor and Director of GBH Law
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EDITORIAL BOARD CONTRIBUTORS
SpeechLive
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5

INTERVIEWS
Farrer & Co: A Culture of
Collaboration and Innovation
Farrer & Co is a leading independent law firm, well known for its rich history stretching back over 300
years, and the calibre of its people and clients. So how does a firm built on tradition adapt to offer a
modern, inclusive culture? Katherine Wilde, Partner, and Knowledge, Learning & Development Director,
spoke to Cara Flood about her time at the firm, what’s changed and what has stayed constant.
6

INTERVIEWS
Hi Katherine, thank you so much for taking the time
Q to chat to me today. Could you start by telling me
about the culture of Farrer & Co and how has it changed
since you have been there?
Yes, of course. I think our culture – the way we do
A things here - is high on the list of why I have worked
here for almost 25 years! And, over that time, I honestly
think the culture has stayed fundamentally the same. We
allow people to be themselves at work. We support and
nurture talent and encourage people to develop their
careers with us. It sounds rather clichéd, but we genuinely
are and always have been, a very friendly firm from top
to bottom, and I think our people would describe us as
having an approachable and collaborative environment.
Many things at the firm have, of course, shifted over the
course of the last 25 years – the diversity of our workforce
for one - but I think culture remains a constant.
And is that diversity something that has changed
Q across levels of seniority too, for example, diversity
in senior leaders?
It’s fair to say that, lawyers-wise, we have seen most
A change at junior levels and it’s a work in progress at
more senior levels. That’s the same across the legal sector
as we all know. But because our talent pipeline is now
more diverse, in many different ways, we will see change
as those people progress up through the firm.
QHow do you think leadership within law firms can
have an impact when making changes or
maintaining a firm’s culture?
AIf we want to make cultural shifts, having support
from leadership is crucial. These kind of changes
are about mindset and behaviours and don’t just come
through tweaks to policies or procedures (although
we need those too!). We are very lucky to have a
Management Board who are open to new ideas and
initiatives, very supportive of our plans and great role
models for the rest of the firm. Our whole partnership is
interested and invested in our work, right up to our senior
partner, Jeremy Gordon.
QDo you think employee expectations around culture
have changed since you started in the legal
profession?
AYes, undoubtedly. What immediately comes to
mind is the expectations around work/life balance
and flexibility in how, when and where we work. I gave
neither of those things any thought 25 years ago! But
thankfully, I think our firm has always been really good
at meeting both of those expectations where possible –
another reason why I have been here so long. Of course,
what hasn’t changed is that the legal profession is very
demanding (if anything it has become more so) and so
I think that our expectations on work/life balance and
flexibility do need to be based in that reality. What I think
we do really well here is helping people manage such
a demanding career. We provide access to an in-house
counsellor, run an annual well-being week, have mental
health first aiders, and ongoing sessions around wellbeing,
among other things.
“it’s the culture
of the firm, its
personality, that
can swing it
for people”
QWhat challenges are there for law firms in general
when trying to improve or maintain their culture?
AResistance to change from people who don’t see the
need for culture to shift. If those people are in senior
roles, you need your powers of persuasion to hand!
I think technology is also a challenge (as well as an
opportunity). I believe culture is all about the people, their
behaviours and mindset, so we need to monitor the role
that technology is playing.
I think firms are also still dealing with the impact of the
pandemic on their culture. So much culture is built on the
connections between people at all levels and across the
business.
QWhy do you think it’s so important to have a strong
culture in a professional services firm? What are the
risks if you don’t?
AThis goes back to employee expectations. While, of
course, people have other considerations - such as
salary and the type of work they will do – I think it’s the
culture of the firm, its personality, that can swing it for
people. People will join firms and stay at those firms, if
they are happy with the culture. People want to be treated
well, be supported and be encouraged to thrive.
Quite simply, if firms don’t have a strong culture or portray
an image of firm culture that doesn’t actually exist, you
are going to lose your talented people.
It is super satisfying when people join us and tell me that
the culture of the firm is just like I told them it would be!
QThinking about employee engagement now, what, in
your experience makes people feel most engaged
beyond culture?
AI think the quality of work is a massive factor. That’s
something we have always been able to offer our
people, both in terms of the wide spectrum of our clients
7

INTERVIEWS
“our culture – the way we do things here - is high on the
list of why I have worked here for almost 25 years!”
and the breadth of law that we practise. For early talent,
it’s also about the level of work that you are involved with
here – you’re not considered backroom and will have
contact with clients or other professionals from the getgo.
That’s true of fee-earning and business services.
Another thing which is important to people, is their
workplace environment. We’ve recently invested in a new
restaurant and cafe, which have given us a place to meet
our colleagues which we were lacking before. They are
bright, light, airy spaces, and have made a big difference.
We are also very lucky to be in central London but have
access to green space right outside our offices in Lincoln’s
Inn Fields - we have walking meetings, can go out in lunch
breaks and even just look out of the window to trees and
greenery.
QHow do you measure employee engagement?
AWe ask, we listen, we respond! We have a new
programme called “We are listening” which brings
together all the different ways in which people can give
feedback in the firm. They include using Peakon, a tool
which sends out regular employee engagement surveys.
The feedback, whether good, bad or indifferent is
important and responded to. That might be anything from
the cost of a coffee in the café to transparency around
salary decisions. Our Management Board also hosts
regular drop-in sessions in our cafe where anyone can go
and speak to them about anything they want. I think that
really demonstrates how open we are as a firm.
In terms of investing in your people, how do you
Q ensure you offer rewarding career progression or
pathways?
We set out to provide our people with fulfilling careers.
We have career development frameworks for everyone
in the business and the pathway up through the levels is
clear. To help people along that pathway, we offer a range
of learning and development opportunities.
We have developed a syllabus called Learn Know
Grow which encompasses a wide range of courses
and resources for everyone at the firm. One of the
learning programmes is called FarrersEd – it’s our core
skills programme, bespoke to different levels within
the business and has been mapped to both the SRA
competencies and our own frameworks. We also offer
coaching and mentoring which are both very useful tools
in development.
QLaw firms have faced substantial criticism in the
past for being overly selective and exclusive. How
do you attract and support a range of talent at entry
level?
Our strategic aim is to attract the highest calibre
A of candidates from the broadest pool of talent. I’m
confident we’ve always attracted super high calibre
people but we had work to do to broaden the pool of
talent. So over the last decade, we have tweaked our
recruitment techniques as regards graduate talent to
make this happen. This has meant raising awareness of
Farrers and our offering to all universities that meet our
academic requirements. In terms of work experience,
we offer a number of opportunities, some of which are
open to all and others which are open to certain groups
of people, such as the 10,000 Black Interns scheme. We
take six interns each summer and have had some amazing
people take part – one talented intern has been offered a
training contract here which is a fantastic result for them
and us.
We introduced a Solicitor Apprenticeships scheme three
years ago which has provided a completely new way
into the firm and the profession for those who don’t go
to University, for whatever reason. I think our scheme is
pretty unique in that we place our apprentices in business
services rather than legal teams for their first two years.
To date, our apprentices have been straight out of school,
aged 18, and this route allows them to learn their trade
in a safe space, with a different pace to legal teams.
This has worked really well and proved so useful for the
apprentices in getting an understanding of how a law firm
works as a business before starting to fee-earn.
QWhat do you feel proudest of, when you think about
the various initiatives and programmes you’ve put
in place at the firm?
AWithout a doubt it is our Solicitor Apprenticeship
programme. There has been recent news that the
government is re-thinking the funding for these, and
depending on how firms collectively respond to that, it
remains to be seen what the apprenticeship offering will
need to be. My strong preference would be to retain them
as they are. We have made massive progress in opening
up the legal sector to amazingly talented individuals who,
without the apprenticeship, would not have considered a
career in law an option.
It’s been incredibly satisfying both personally and
professionally, to see the scheme brought to life and
very fulfilling to see our apprentices doing so well and
achieving so much in their roles. They have very bright
futures for sure!
Katherine Wilde
is Partner and Knowledge, Learning
and Development Director at
Farrer & Co, www.farrer.co.uk
8

FEATURE
Are you ready to revolutionise
your marketing in 2025?
What’s your business’s New Year’s
Resolution? Perhaps you are going to review
your pricing structure, or launch a new
offering, maybe update your cyber security
measures, or how about making 2025 the
year when you finally pin down a marketing
strategy?
Consortium more than marketing has some exciting news to share
in this edition of Modern Law, which will make it easier than ever
for professional services firms looking to grow their reach and raise
their profile….
We are thrilled to announce our dynamic new partnership with
Mighty Moxie Consulting, another leading marketing agency,
based in the North of England. This is an exciting development for
the professional services industry as we enhance our capability to
bring top-notch marketing strategies and services to firms across
the UK. This unique collaboration will deliver strategic marketing
that helps firms break out of traditional marketing moulds, attract
more clients, and ultimately grow their businesses.
The combination of the two agencies’ extensive sector experience,
and passion for marketing creates a specialist agency bringing
together the best in marketing skills and insight. It will offer law
firms, accountants, legal sector suppliers, and other professional
service providers a comprehensive range of marketing solutions
from cutting-edge social media strategies to compelling content
creation and innovative branding solutions – all tailored specifically
for the professional services sector.
This partnership aims to empower firms to communicate in ways
that resonate with modern clients, enabling them to stand out in a
competitive market. It’s all about helping our clients, to help their
clients and we are really excited to start this new chapter.
“Our approach to marketing has always been fun, strategic, and
results-driven,” said Rachel Booth, Director of Mighty Moxie
Marketing, based in Chester, Cheshire.
“Together, we’re on a mission to shake up the legal industry’s
marketing game, providing firms with the tools they need to grow and
thrive. The North-South connection brings a unique energy to what
we’re offering – widening the scope of expertise and being able to
service business across the country.”
The partnership will leverage the regional expertise and local
knowledge of both agencies and will offer a nationwide approach
to marketing for professional services firms and sector suppliers.
Prospective clients can look forward to an energised approach that
focuses on what matters most to today’s clients – sector knowledge
and understanding with a strategic focus that delivers results.
The team has extensive experience and a proven track record of
marketing in the professional services industry and is able to advise
clients on how to effectively select and use tools from the full range of
marketing channels, from social media, websites and e-marketing to
event planning, PR, legal directory & award submissions, and content
creation.
We are also passionate about strategy and encourage all our clients
to start by creating a well-thought-out and realistic marketing plan.
Without one of these, it’s very hard to create marketing that makes an
impact and is focused and measurable. Although creating a strategy
from scratch can sound daunting, we have an easy-to-follow sevenstep
process to take clients through, working collaboratively to identify
objectives, and priorities and make an action plan.
We have regular progress meetings to ensure we are staying on
track and allowing us to flex plans according to legal or economic
developments or firm news. Above all, we aim to build strong
relationships with our clients, provide an excellent level of service, and
be good fun to work with too.
So, as 2025 progresses - are you ready to meet your next marketing
team?
Lara Squires is the Director of Consortium, more than marketing.
www.consortiumbiz.co.uk
Lara Squires, Director,
Consortium more than marketing
9

The Cultur
INTERVIEWS
Building trust and engagement is
the foundation to creating a strong
culture in any business. But where
can law firms start when it comes
to assessing their current position,
transforming culture and measuring
that change? Cara Flood spoke
to Claire Smith, an experienced
and award-winning People and
Culture Director with a proven
track record in delivering change
within businesses about creating
environments where colleagues can
thrive and businesses can grow.
Hello Claire, thank you so much for talking to us
Q about people and culture - a topic we know is close
to your heart. Can we start by thinking about some of
the key challenges law firms face when attempting to
transform their internal culture, and how leaders can
effectively navigate these challenges?
Yes, of course. For any business when you are looking
A at your culture you need to understand where you
are today, where you want to be and why. As a law firm
I would recommend you first spend time understanding
where you are today. Are you and your fellow exec
members clear about what your purpose is and the
culture and behaviours needed to achieve your ambitions?
There are a number of key challenges I have seen, and
none of them are unusual:
1. commitment
2. resources
3. expertise
Firstly let’s look at commitment - as a leader of a law firm
are you genuinely committed to transforming your culture
and making a difference? Have all the exec team bought
into this? Employees will look to the leadership to set the
tone and lead by example and this has to be genuine.
10

INTERVIEWS
e Question
Secondly, resources are always a challenge. Have you
got the time, people and money to invest in this for the
long term? Transforming cultures is not a quick project
and requires allocated time and commitment. It doesn’t
have to be someone’s full-time role but an Exec sponsor
working with a group of people to achieve change can
work.
Finally expertise. I have worked with businesses that
have tried to do this themselves. I have met Exec teams
and leaders who are proud of the mission statement
and values they have come up with themselves or with
a marketing agency, sometimes without consulting
or involving employees from across the business. I
would always recommend working alongside external
culture specialists together with your own employees
and bringing the external expertise in to set you up for
success.
QCan you describe a successful cultural
transformation you’ve guided, particularly in a high
pressure professional services environment?
During my time at Mortgage Advice Bureau, I led the
A team on a journey to redefine their mission, vision and
values - or as we called them - our DNA. We needed to
identify the behaviours required from colleagues to help
the business achieve its vision.
Financial services organisations face similar challenges
to the legal sector, and ensuring you meet the high
expectations of the regulators, as well as clients and
blending the culture to ensure it engages and drives
employees is key. As a result of the initiatives we
established, and redefining the culture, we were able to
reduce churn, increase employee engagement, increase
the Glassdoor score and also improve profits. After
launching the newly defined mission and vision we then
had a two-year roadmap to embed across the business
so everyone understood that they needed to live and
breathe the behaviours expected of them in order to
achieve the company goals.
Why is an adaptive and engaging workplace culture
Q important in a modern law firm? How can firms
create one?
Ensuring colleagues feel valued, engaged and aligned
A with the business will drive better performance across
the firm. If colleagues understand the work they are doing
and why and have a common, well-understood vision,
then they strive to be part of the overall success. Five
years on from the pandemic and many businesses still
operate some form of hybrid working. Communicating
and keeping your colleagues engaged and connected to
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INTERVIEWS
the business is key. Businesses with a positive culture are
more likely to thrive (according to a McKinsey & Company
statistic, businesses with higher performing cultures
create a 3x return to shareholders).
QIn the legal sector, where burnout and high-stress
environments are common, what are the most
critical elements of maintaining strong employee
engagement?
I believe the most important thing is listening to
A your colleagues, and balancing doing the right
thing for clients and the business with the right thing for
colleagues.
What are your employee engagement survey results
telling you? Wellbeing is such a critical part of employee
engagement so it is important to have a plan to support
colleagues and give them easy access to tools to help
them manage stress.
Having an open culture within a law firm is key, as is
fostering an environment where employees feel able to
talk about times of stress or particularly busy periods.
Using colleague-to-colleague groups to talk about tips
and tools for managing stress and also providing access
to an EAP line for confidential advice are also helpful
tools.
QWhat metrics or indicators do you recommend for
measuring the true level of employee engagement
in a professional services firm?
AI would start by looking at what data you already
have at your disposal. What can you extract from
your HR system, what do your exit interviews tell you, do
you track and measure scores from candidates through
the interview and onboarding process? Do you ask for
feedback after new recruits have started with you? Also,
undertake regular employee engagement surveys and
really consider what the results are telling you.
I always find the free text answers really helpful. Chatting
to people across the firm, at all levels, in different teams
with different tenures is very beneficial too. Finally having
a colleague group to represent colleagues is helpful too,
to gain insight and understand how people feel, what they
like about the firm, what they want to change and to hear
their ideas on how the firm can go about doing so.
What role do senior leaders play in driving and
Q embodying organisational change?
No surprises here. Leading by example and being
A genuine and authentic in what you are trying to
achieve for the business and why. Not everyone will buy
into every initiative you undertake but as long as the
leadership truly embrace change - others will follow.
There will be challenging times when people won’t like
the direction of travel and may not want to be part of
the future and vision of the firm. That is fine. You may
part company with some people who just don’t want to
change. Senior leaders need to talk the talk and walk the
walk.
How do you address resistance to change within
Q established professional cultures?
Taking into account the above. The leadership team
A need to back this and be part of driving change. I
have seen great success when the work is undertaken
by colleagues for colleagues. In previous roles, when
transforming cultures, I have set up an internal colleague
group, for example, establishing a Culture Design Group
(a mix of departments, tenures and demographics) to
lead the work on defining the mission, vision and values
(behaviours) that will help the business to success.
The leadership team got behind what was created
and together that drove the change needed within the
business.
What are the main challenges for law firms around
Q talent attraction and retention?
The legal sector is an incredibly competitive market.
A In major cities you see more jobs than candidates,
especially in areas such as Residential Conveyancing. If
you have a strong, positive culture - that colleagues talk
about - this will undoubtedly help with talent attraction.
The main challenges I see are, firstly, ensuring you have a
strong positive employee value proposition.
Why should a candidate come and work for you? What
is your culture like? What is your Glassdoor score? Are
you competitive on salary and benefits? Do you invest in
learning and development for your people? And secondly
make sure your firm invests in the compensation and
benefits offering. Look at Pension, Holidays, PMI, Life
Insurance etc. Start somewhere with benefits that also
mean something to different people or can link back to
your brand and service offering. When I was at Movera
I put in place a benefit to give employees the day off
when they moved house and treated them to a Deliveroo
voucher. This was genuinely appreciated and relatively
easy to implement.
QDo you have any other words of wisdom for our
readers?
One question I am always asked is where do you
A start? I always say - start somewhere. Share with
your employees what you would like to do and ask them
how they would like to get involved, and then look at
the data you have to hand. You will have more data and
evidence than you realise to help you understand where
you are today. And finally, listen and act upon what your
colleagues tell you in a timely manner. You don’t have to
implement everything but start somewhere. If there is a
benefit or change colleagues want to see and you cannot
manage it - just be open and honest and say so with
reasons why. This goes a long way in building trust and
engagement.
Claire Smith
Founder of Wispa Consulting
13

FEATURE
The Growth Mindset:
How Positive Change
Is Fuelling Success
Adele Bebbington-Plant, Head of Private Client
and Business Development Director at Cullimore
Dutton, talks about the changes the firm has
made to enable the next stage of its growth
strategy.
The dawn of a new year is often a time when businesses seek
to put new plans and ideas into action. This was definitely the
case at Cullimore Dutton where we began 2025 by announcing
changes to our senior leadership team as we look to further
accelerate the growth of our business.
Andrew Wright, our outstanding Managing Director for the last
nine years, became CEO with director and Head of Property
Sarah Davies stepping up to Managing Director.
My fellow director Brenda Spain, Head of Family, took on the
additional role of Client Relationship Director and I added overall
responsibility for Business Development to my existing role as
Head of Private Client. We are ably supported by two further
directors, Stuart Hill and Stephen Roberts.
The changes to the senior leadership team coincide with the
decision by Cullimore Dutton to focus on providing clients with
a holistic range of personal legal and financial services covering
Wills & Probate, Family & Divorce, Property and Financial
Services. The firm is one of only a handful in our region to offer a
combination of legal and financial services.
Towards the end of last year, we unveiled a new brand identity
and website that further sharpened our focus on delivering the
above services to the highest possible standard. Our mission
that underpins everything is to every day change the lives of our
clients, colleagues and community.
In September 2022, we moved to new premises, having taken
the huge decision to leave the offices which had, in one form
or another, been the firm’s home since 1792. We are now based
in a modern open-plan 6,400 sq. ft. office in Newgate Street,
Chester.
All of these changes are intended to put Cullimore Dutton in the
best possible position to drive the next stage of growth which
we anticipate will see us increase headcount from the current 55
lawyers and support staff to over 70 between now and the end
of 2026.
Right team in the right positions
As our new CEO Andrew Wright commented when announcing
the changes to the senior leadership team: “The promotions
within the board of directors give us the right team in the right
positions.
“After nine years as MD, I will now focus on the strategic
growth of the business, looking at all appropriate opportunities
including potential acquisitions that complement our existing
service offering and geography.
“Sarah’s knowledge of Cullimore Dutton, leadership skills and
attention to detail make her the ideal choice to take on the
responsibility of MD, while we are also maximising the talents
and skills of Adele and Brenda in their new roles.”
The promotion of Sarah to MD is particularly noteworthy as she
has risen through the ranks from fee earner to Head of Property,
Director and now into her new role.
My own journey is similar. I went to do two weeks’ secretarial
cover at our predecessor firm Birch Cullimore while I was at law
college and as soon as I walked through the door I knew this
was where I wanted to work.
I was fortunate to be awarded a training contract with the
firm, and over the years all of my career aspirations have been
supported. I feel very privileged to have been able to achieve
everything I have done at Cullimore Dutton, culminating in this
latest promotion.
As a firm, we are big believers in the importance of getting the
right people on board and developing them. It’s a given that
people need to be technically good and hardworking, but we
are also looking for people who are passionate and who care
about our clients and our team – being a great team player not
only enables us to deliver excellent client service but is also
instrumental in supporting our colleagues.
Making a difference to our clients’ lives
I want everyone who works at Cullimore Dutton to genuinely
care about our clients and the difference we can make to their
lives and other members of their family. It also means that
I have no hesitation in referring clients to other parts of our
14

FEATURE
business, an example being how well our Family and Wills and
Probate teams collaborate with our Financial Services team
which regularly receives five-star reviews for their client care,
combining expertise seamlessly for our clients.
Our growth will also be supported by having the best possible
training and development structures in place. This is helped
by the sharper focus on the services we offer where the
requirement is for nurturing long-lasting relationships rather
than the more transactional approach of other, more generalist
firms.
We want to give colleagues the opportunity to achieve the best
for themselves and for Cullimore Dutton. This includes hybrid
working, which strikes a work life balance while ensuring faceto-face
contact with colleagues which I believe is so important
for learning and development.
Investing in our people and our community
We invest in our people to help them achieve their career goals
and this investment is not just in them as lawyers but in them as
business people. Yes, we are a law firm, but first and foremost
we are a business. We want people who can deliver a great
service in their specialist area, but also people who can help us
grow as a business.
Delivering for our clients and our colleagues are two of the three
areas we focus on. The third equally important area is delivering
for our community, something that we achieve in several
different ways.
Rolling our sleeves up and getting involved in supporting good
causes and campaigns in Chester and the wider Cheshire
community is embedded in our DNA, a key part of our culture.
It’s also something our colleagues tell us is important to them
too and something we talk about when recruiting new people to
Cullimore Dutton.
One example of this is our ongoing support for KidsBank,
a Chester charity that does so much to help the families of
children living in poverty. For the last two years we have got
behind their Christmas ‘One More Gift Appeal’ organising events
and collecting toys, clothing and other essentials at our office.
Engaging colleagues to create an open and
transparent business
Through all of the changes we have implemented over the last
18 months or so, colleague engagement has been key.
We have involved our colleagues in many of the decisions
that we have taken, a good example of this being the creation
of a set of standards and service guarantee that our clients
can hold us accountable to and that we will hold ourselves
accountable to. We worked tirelessly on developing these
through workshops, surveys and engaging with existing clients
and partners.
The guiding principles we settled on include having open and
transparent communications, being approachable and friendly
and treating each client like a VIP, keeping things simple by
avoiding legal jargon and delivering the highest level of technical
excellence in each of our core areas.
We want our clients to be with us for the long term, to know
that they can turn to us at different stages in their lives. We want
them to see us as a trusted partner, someone who is in their
corner and who we have built a long-term relationship with.
Having the blend of Private Client legal services, property and
financial advice all under one roof gives us the ability to do this
in the way that others can’t.
We are so passionate about service delivery, as part of the
rebrand we created our own stamp of approval which we want
colleagues to feel proud using when they have completed a
client matter.
We have already achieved so much, but our roadmap is now
about future growth, building on the work that has been done
and the building blocks that have been put in place which we
believe give us the best possible platform for further success for
our clients, colleagues and community.
www.cullimoredutton.co.uk
Adele Bebbington-Plant
Head of Private Client and Business Development
Director at Cullimore Dutton
Having had treatment for breast cancer in 2022, I was personally
proud to have been asked to be part of the social committee
for the Clatterbridge Cancer Charity. Lots of our clients and
colleagues have a personal connection with the charity and I
was delighted to be part of the team that helped to raise over
£188,000 from their recent annual ball. It was particularly fitting
that this year’s fundraising was for prevention of the spread of
breast cancer to the brain (brain metastasis).
A further example of community engagement is our longterm
support for Chester Rugby Club, which does so much
to promote the sport and wider health and wellbeing in our
community from the senior teams down to the hundreds of
youngsters who turn up for mini rugby each weekend. This
season we have become the club’s premier sponsor to coincide
with their centenary year.
15

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EDITORIAL
BOARD
Vicky Hester
Head of Talent Management
Smartsearch
Adrian Jaggard,
CEO of Taylor Rose
Why is creating a
supportive culture
so important in the
workplace?
At SmartSearch, we recognise the importance of cultivating
a positive and inclusive environment. Everyone should
feel valued, heard, supported, and appreciated, enhancing
overall job experience and satisfaction for all employees.
By fostering a supportive culture, our people are more
engaged, motivated, and feel a sense of ownership and
accountability in their roles. We thrive on building highperforming
teams that want to build their long-term careers
at SmartSearch.
To maintain a positive work culture, we ensure our leaders
lead by example, modelling inclusive and constructive
behaviours. These expectations are clearly communicated
across the business and integrated into performance
discussions, reinforcing that success is not just about what
we do, but how we do it. We regularly review and share
company policies to keep them relevant and transparent.
Additionally, we provide training on diversity, equity,
inclusion, and unconscious bias to support these policies
and uphold our guiding principles.
We ensure everyone feels heard by conducting engagement
surveys across the business, ensuring we respond to the
feedback we receive and are constantly looking for areas we
can improve.
We have an employee suggestion scheme for people to
provide ideas to enhance the business and culture. Also,
we have an employee recognition scheme for individuals
to recognise each other for the work they do and for
demonstrating the company values and behaviours.
At SmartSearch, we have several initiatives in place to
support the mental health and wellbeing of our employees.
For example, we’ve introduced internal mental health first
aiders across the business. All employees also have access
to 24/7 mental health counsellors, comprehensive private
medical insurance, GP services, and legal and financial
support through our Employee Assistance Programme.
Additionally, we provide access to wellbeing apps to
promote overall health and fitness.
Our onsite gym is available for employees, and we also offer
discounts on external gym memberships. To further support
our team, we’ve introduced volunteering days, allowing
employees to contribute to causes they care about and
engage with local community initiatives.
The introduction of hybrid working has allowed for an even
greater work-life balance and more flexibility for our team.
Shaping Tomorrow’s
Legal Landscape Today
At Taylor Rose, our core values are not just corporate
keywords; they are the foundation of everything we do.
These values embody our company’s personality, which,
combined with the unique individuals in our business,
shapes our direction and success.
As an individual, you (and your employer) will thrive when
your personal values align with those of the business. For
instance, an entrepreneurial lawyer will naturally feel at
home in an entrepreneurial firm, while a traditional lawyer
may find such an environment challenging.
A business strategy should always leverage its strengths,
matching competitive advantage to opportunities while
building on its core values. Our strength as a hybrid firm lies
in the unique blend of employees and consultants, united
by shared values and a commitment to our strategy. Our
people should feel aligned with these values, recognising
their role in decision-making and strategy.
Our values include:
Aspire: We challenge convention and strive to exceed client
expectations while pushing boundaries and continually
improving.
Innovate: Staying ahead in the legal industry requires
constant innovation. We leverage technology and creative
solutions to provide efficient and tailored legal services.
Integrate: We believe in collaboration across teams.
By fostering strong relationships between employees,
consultants, and clients, we ensure we remain agile and
responsive to market changes.
Commit: Commitment is at the heart of everything we
do. We are dedicated to providing exceptional service,
maintaining integrity, and building long-term relationships
both internally and with clients.
These values drive our culture, guide client interactions,
and shape strategic decisions. By aligning our actions with
these principles, we deliver exceptional legal services, foster
innovation, and build a culture of trust and collaboration.
In today’s dynamic legal landscape, our ability to stay true
to these values while adapting to new challenges is what
enables us to remain a leader in the industry.
As we continue to evolve, we redefine our approach to
better serve our clients and people, always guided by the
principles that define us. By staying focused on our people,
our culture, and our vision, we are creating a firm that is not
just prepared for the future but actively shaping it.
17

EDITORIAL
BOARD
The Buddy System: Building
Connections for New Employees
Within Philips Dictation, we have an
initiative that aims to support the
induction of new employees into the
organisation; this is done through a
‘buddy system’. The Buddy selection
is the responsibility of the individual’s
manager in collaboration with HR.
Ideally, the Buddy should be at the same
hierarchical level as the new employee
but come from a different region or
function to provide diverse perspectives.
What is the role of the Buddy?
Starting at a new company can be scary,
which is why the key attributes for
selecting a Buddy, include loyalty and
confidentiality; we want new employees
to feel comfortable talking to their
Buddy about any concerns or worries
they might have. Initially, the Buddy will
serve as the new employee’s main point
of contact, as well as a trusted colleague.
As a global company with employees on
different continents working remotely,
the Buddy system is a great way to
connect people and foster friendships
across departments and countries.
For the role to be effective, the chosen
Buddy needs to have a genuine interest
in being part of the program, they need
to set aside time with the new employee
to establish a bond that enables open
and meaningful conversations.
Responsibilities of the Buddy
The Buddy’s primary duties include:
•Providing a warm welcome and holding
an informal meeting – such as going for
lunch.
•Helping the new employee familiarise
themselves with the organisation,
including its processes, culture, and
values.
•Sharing information about the
company’s history, success stories, and
anecdotes.
•Introducing the new employee to
colleagues.
•Being on hand to answer any
questions.
•Offering guidance on organisational
rules, who to go to for technical issues or
even recommendations if they’re new to
the area.
•Meeting with the new employee
regularly over the first three months to
make sure they are settling in ok.
Philips Dictation are committed to its
workforce; having this initiative in place
for new employees is an invaluable
investment in the success of both the
new employee and our organisation. By
cultivating a welcoming and supportive
environment, it lays the groundwork for
long-term engagement, satisfaction, and
productivity. Ultimately, this onboarding
initiative not only empowers new
employees to thrive but also strengthens
our culture, collaboration, and overall
performance.
Kathliya Harwood,
Marketing Manager
at Speech Processing Solutions
Culture, Tech and People -
A Crucial Combination
The legal sector finds itself in an
unusual moment right now. And no,
it’s not just the post-Christmas slump
or the widespread resolve to shed
holiday weight after too many mince
pies.
More broadly, law firms are observing
the growing influence of technology
on their operations. It’s reshaping how
they work, communicate with clients,
and approach risk management and
regulatory compliance.
AI seems to be everywhere—on every
conference agenda, in every article,
and at the heart of every water cooler
conversation.
These discussions aren’t confined
to law firms alone. Suppliers like
Cashroom must also navigate these
issues, considering them not only from
their law firm clients’ perspective but
also for their own operations.
What does this have to do with
culture, you may ask?
At Cashroom, with over 120 staff,
there’s no denying that our tech team
has made exciting strides in enhancing
efficiency and security. However, it’s
our people who truly form the heart
of what we do. They are essential to
delivering successful client services—
supported by technology, yes, but
ultimately driven by the talent and
dedication of our team. Without them,
we couldn’t operate.
We’ve worked remotely since 2020.
We still have offices, and some people
choose to go in, but we don’t impose
it. Our policy is to use technology to
enable people to work securely and
efficiently wherever they want, as part
of their team, in a location that works
for them.
We aim to enable our people to
maximise their career progression, so
everyone has a Personal Development
Plan. Our cashiers receive thorough
training, whether they’re college
leavers starting from scratch in our
Cashroom Academy or experienced
professionals joining us with prior
knowledge. We encourage all of them
to obtain formal qualifications via our
partnership with the ILFM.
We also have people who start with
us as cashiers but progress into other
areas like marketing or management
accounts. We want our people to be
fulfilled by their time at Cashroom.
So, a final tip for firms as they seek
to understand whether their culture
works for everyone: ask your staff!
We carry out monthly ENPS surveys.
We want our staff to have a voice. We
sometimes hear things we don’t like,
but that’s how we improve.
Alex Holt,
Chief Revenue Officer
at Cashroom
19

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EDITORIAL
BOARD
Mark Holt,
Managing Director at
Frenkel Topping Group
The Journey to a Culture
That Uplifts and Inspires
At FTG, we deeply understand that the strength of our
organisation doesn’t just rest on the financial and legal
services we provide, but also on the robust and inclusive
culture that supports our team and clients alike. Creating
a supportive environment is crucial because, through it,
we engage the whole human experience, helping each
person—be they client or team member—navigate through
their unique challenges with resilience and integrity.
In January 2024, we reached a significant milestone in our
continual journey of cultural enhancement. We launched
a set of core values, developed through a comprehensive
and inclusive process that saw contributions from across
our organisation, involving team members at every level.
Our core values— Resilience, Give it Heart, Make it Easy,
Act with Integrity, Respect, and Think Differently, are not
just words, but the bedrock of our everyday actions and
decisions. Each value echoes our commitment to not just
doing business, but doing it with a sense of empathy and
responsibility.
Leadership plays a pivotal role in making these values
more than just a poster on the wall. It is about embodying
these principles in every decision, interaction, and strategic
direction. We lead by example, nurturing an environment
where each team member feels genuinely valued and
listened to, thereby fostering a workplace where everyone
can thrive.
Our leaders are committed to transparency and continual
growth, constantly seeking feedback and providing
opportunities that allow these values to be lived out in real
ways within our organisation. This ensures that our culture
remains vibrant and that our values actively shape how we
function and serve. We strive daily to embed these values
deeply into our fabric, ensuring that they are palpable in
every meeting, strategy session, and client interaction.
By investing in a culture that supports and uplifts, we
empower our team to deliver exceptional service with a
personal touch that truly resonates with the clients we
serve. We aim for our values to be not just guidelines, but
the lens through which we view all our efforts—highlighting
the dignified, thoughtful, and innovative approach that
defines FTG. We believe it’s this endeavour to consistently
align our actions with our values that makes our work
meaningful and fulfilling.
Neville Dinshaw,
Managing Director of Law
Mergers & Acquisitions
How does a strong
internal culture help
you deliver better client
service?
In the competitive legal landscape, firms are increasingly
recognising that exceptional client service stems from more
than just expertise - it comes from a robust internal culture.
A cohesive and positive culture fosters collaboration, trust,
and efficiency, enabling firms to deliver greater value to
their clients.
At the core of a strong internal culture is the belief that
people are a firm’s greatest asset. When employees feel
valued, supported, and engaged, they are more motivated
to deliver exceptional results. Firms that prioritise
professional development, mentorship, and well-being
empower their teams to operate at their best. This directly
translates to client interactions: a confident and capable
team provides more proactive services, driving stronger
outcomes.
In firms where teamwork is championed, employees are
more likely to share knowledge and resources, leading to
innovative and well-rounded solutions for clients. When
barriers between departments are broken down, a collective
expertise emerges, ensuring clients benefit from the full
scope of the firm’s capabilities. This collaborative ethos
fosters efficiency, as teams work seamlessly to address client
needs.
Trust and communication are equally integral to a strong
culture. When internal teams operate with transparency
and accountability, they cultivate the same level of
trust externally with their clients. Effective internal
communication ensures that everyone is aligned
with the firm’s goals and client priorities, minimising
misunderstandings and delays. This alignment ensures
that clients experience consistency and reliability in every
interaction.
A motivated, high-performing team not only produces
better work, but also enhances the firm’s reputation. Clients
notice when they are being served by a team that takes
pride in their work, exudes professionalism, and genuinely
cares about client success.
Whether facing market disruptions or complex client
needs, a united and resilient team can pivot quickly,
delivering timely and creative solutions. This agility is
a key competitive advantage in today’s fast-moving
legal environment. By fostering collaboration, trust,
and empowerment, firms create an environment where
exceptional client service becomes the natural outcome.
For clients, this means working with a firm that delivers
expertise with passion, care, and unwavering commitment.
21

Missing Beneficiaries
Intestate Estates
International Bankruptcy Searches
Document Acquisition
Statutory Will Assistance
Dormant Account Holder Tracing
Experienced & CILEX Qualified
GET IN TOUCH
01603 561105
www-pro-gen-research.co.uk
info@pro-gen-research.co.uk
Shaping your future
01702 410 415
AJ-Chambers.com

EDITORIAL
BOARD
Core Values as the Foundation of
Our Decision-Making and Growth
At Pro-Gen Research, our core values of
precision, professionalism, and a clientcentred
approach, are the foundation
of our decision-making, strategy, and
business development. These principles
guide every aspect of our work, ensuring
solicitors and their clients receive
exceptional service tailored to their
needs.
We are dedicated to resolving the issues
faced by our clients efficiently and
professionally. Whether it’s locating
missing beneficiaries, verifying family
trees, or recovering dormant accounts,
our work is designed to simplify complex
cases. In some instances, we provide
our services pro bono, particularly when
locating the information takes a very
small amount of time or when the size of
the gift to a beneficiary is modest. This
ensures that funds can still be distributed
without the research costs consuming
the entire inheritance, offering both
fairness and peace of mind to clients and
beneficiaries alike.
Intuition is integral to our decisionmaking
process, both in business
operations and in research. In probate
cases, when all logical paths have
been exhausted, instinct often leads
us to the right person or solution. This
intuitive approach, honed through
years of experience, ensures we leave
no stone unturned. Similarly, business
development is guided by instinctual
insights into building and maintaining
our personable yet professional
relationships. Understanding a client’s
unique requirements and aligning with
their values helps us to tailor our services
to meet what matters most to them.
Our strategic decisions are always
driven by our core values. Providing
cost-effective solutions, maintaining
transparency, and continuously refining
our services ensure we remain aligned
with the needs of solicitors and their
clients. By blending professionalism
with a personal touch, we foster strong,
long-term partnerships that enable us to
grow while staying true to our mission of
resolving our clients’ challenges.
Sam Kimber,
Probate Researcher & Genealogist
at Pro-Gen Research
A Partnership That Delivers:
How AJ Chambers and Hanne & Co
Redefine Legal Recruitment
In the ever-evolving world of legal
practice, the importance of hiring the
right talent cannot be overstated.
For Hanne & Co, a firm steeped in
tradition but forward-thinking in
its approach, the key to successful
recruitment lies in working with
a partner who truly understands
their culture, people, and goals.
That partner is Stuart Whiter of AJ
Chambers.
Stuart’s deep understanding of Hanne
& Co has proven to be a gamechanger.
Over years of collaboration,
he has developed an unparalleled
knowledge of the firm’s ethos,
enabling him to identify candidates
who not only meet the professional
criteria but fit seamlessly within the
firm’s environment. This tailored
approach ensures that new hires are
not just qualified but are aligned with
the firm’s vision, values, and culture.
One recent success story exemplifies
the strength of this partnership: the
addition of a new Modern Families
team at Hanne & Co. Expanding
into this specialised area of practice
was an ambitious move, but Stuart’s
involvement made the process
significantly smoother and less risky.
His expertise and insight allowed the
firm to confidently onboard a team
that not only met the demands of
this complex area of law but also
integrated effortlessly into Hanne &
Co’s collaborative and client-focused
culture.
“Our recruitment process felt far less
daunting because we knew Stuart
understood us inside and out,” Mary
Stewart from Hanne & Co noted. “This
isn’t just about filling vacancies; it’s
about building a firm for the future,
and Stuart is integral to that process.”
In an industry where talent
acquisition can feel transactional,
the partnership between Hanne &
Co and AJ Chambers stands out. It
underscores the value of working
with a recruiter who takes the time
to understand a firm’s unique needs
and aspirations. With Stuart’s ongoing
support, Hanne & Co continues to
grow with confidence, building a team
that embodies their commitment to
excellence in every aspect of the law.
This collaboration demonstrates how
meaningful partnerships in recruitment
can empower law firms to thrive in an
increasingly competitive market.
Stuart Whiter,
Associate Portfolio Director
at AJ Chambers
23

EDITORIAL
BOARD
The Business
Advantage of Investing
in Your Team
A strong internal culture fosters healthy,
fantastic relationships within your team,
leading to an improved client care service
that aligns seamlessly with your business
ethos. To build this culture, empower your
team to voice their opinions and take the
lead in driving the business forward.
As a business owner, your role is to create
and communicate your vision. When
done effectively, your team will naturally
adopt and embrace it. Share responsibility
with them, giving them the opportunity
to grow and own their decisions. This
collaborative approach strengthens your
internal culture, unites your team, and
ultimately delivers a superior client care
experience.
We are transforming the mindset in
residential conveyancing, particularly
in how post-completion is perceived by
professionals. Recognising a gap in the
market, PCC has created an Education Hub
to provide specialised post-completion
services. Building on this initiative, we
have introduced a new mentoring service
for the profession. Our offerings extend far
beyond the internal development of our
company; they represent a commitment
to growth and career advancement for the
entire profession.
By investing in my team, they invest in me.
This mutual support is essential because it
enables the business to remain agile in the
face of rapid changes and challenges.
By involving your team in your business
plans from the start, they become aligned
with the vision, making any changes less
disruptive. To ensure your organisation’s
values stay consistent despite challenges,
prioritise investing in your team from day
one. While you may have created the
vision, it is your team that brings it to life
every day - they are the ones who help it
grow.
Priscilla Sinder,
Managing Director at Property
Conveyancing Consultancy Limited
25

INSIGHT
Culture goes two ways
I have been asked to write a
piece about an in-depth look
at people and culture and
there are so many elements
that make a good work
culture it’s difficult to know
where to start. What we have
been working on at Dean
Wilson LLP in the last twelve
months is embedding a new
culture, shaping a workplace
that inspires people, aiming
to be an employer of choice,
and building an environment
where we can see our careers
flourish, whilst becoming a
legal business that is ranked
amongst the best, offering
the best service to our clients
through having great people.
Dean Wilson has grown
exponentially in the last few
years, and with growth comes a
larger, more diverse workforce
and a need for structure. We
wanted to define the behaviours,
share them, use them, quote
them and live them, this was no
paper exercise.
We all want a truly inclusive
environment where people
can be themselves and where
they can find their career path
to thrive, whether that be a
slow and steady path or, a
get there as quick as they can
route. To achieve the required
behaviours the same standards
must be expected and displayed
by everyone, whatever role,
whatever level.
We all know a strong company
culture is crucial for securing and
retaining top talent to achieve
success, both personally and for
the business. It is vital to build
a culture that is aligned with the
business goals whilst fostering
a positive work environment
to achieve high-performing
outcomes.
We have taken time to embed
the culture and it’s an ongoing
process, as it should be, it’s not
just this year’s hot topic, it’s
a way of working, attitudes,
goals and aspirations and
runs through everything we
do, recruitment, promotions,
onboarding, performance
management, every aspect of
our business.
We started with a clear set of
values we expect everyone to
work to, to create something
tangible to refer to. This was
created in conjunction with
the employee forum team, an
agreed document by both the
partners and the employees
with buy-in right from the
beginning being crucial to
success from both parties. We
then officially launched it at
our inaugural staff conference,
inclusion being paramount.
In the HR team we have been
working on some key areas to
support the culture and values
change:
Recruitment process – talent
acquisition and putting in place
constructive processes to ensure
we recruit the right people,
those whose values align to
the team, not relying solely on
qualifications, it has to be a
good fit for both parties.
Onboarding – creating a
great first impression, setting
expectations and the culture
from day one. Having a
programme of activities, time
26
with IT setting everyone up with
technology – working technology
– from day one, a tour of the
business, introductions to
all elements of the contract,
working through who is who,
undertaking mandatory training,
lunch with the team providing an
introduction to your colleagues
in an informal setting and taking
away the first-day worries of
do I take food, is there a fridge,
all those little things that cause
anxiety and first-day nerves.
Empowering managers –
providing bespoke training
and establishing confidence in
being equipped to deal with all
situations. Nurturing qualities to
reinforce and support the positive
culture and put in place robust
management.
Performance management –
introducing and embedding a
two-way feedback and review
process, evaluating employee
performance on a regular
basis, and ensuring managers
understand their teams and their
aspirations.
Talent development – investing
in great talent through coaching,
training, apprenticeships and
all-round opportunities for
employees at all levels. Ensuring
we both attract and retain top
talent.
Pay structure – introducing a
transparent and fair pay structure
so employees understand their
pay band and the pathway to the
next level.
Benefits – introducing benefits
that align to the whole workforce,
for example enhanced paternity
pay.

INSIGHT
“ the most
important
part of the
culture is
people”
Analytics – truly understanding
what is going on, why are people
leaving, how much sickness
do we have and are there any
concerns.
Wellness programmes – EAP,
employee forum, social activities,
supporting all elements of wellbeing
enhancing satisfaction,
leading to greater productivity
and attendance.
Employer branding – building
a strong employer reputation to
attract top talent and retain the
talent we currently have. Making
sure we communicate with every
candidate that comes through
the door, whether a positive or
negative outcome, and giving
constructive feedback to every
candidate every time.
One of our key success areas
is training, input into the
upcoming talent, the future
partners, embedding the people
skills, pricing training, and
time recording, we don’t want
just great lawyers, we want all
round great lawyers and people
managers too.
We have also set up a robust
trainee solicitor recruitment
process including a two-day
introduction to the business, time
spent with us where external
candidates can see if our culture
works for them, a procedure that
goes both ways, if we want them
we want them to really be on
board with us.
We have embraced solicitor
apprenticeships, a great
opportunity to capture talent
from those who want to
undertake the SQE with some
financial support.
There are still things to
do, more work on career
development, career pathways
and succession planning along
with the ongoing every day
development and reminders of
how we all work together.
There was also another primary
reason for developing a change
to our culture. We can all read
numerous articles telling us
how important culture is to
make your employees feel
valued, its absolutely true, but
culture goes two ways. It is also
about behaviours employees
display, how committed they
are to the business, getting out
what they put in, this is not
just about what the employer
can do for the employees. The
business needs a clear set of
values and behaviours to set its
culture, if behaviours that don’t
meet the expectations are left
unaddressed the direction and
strategy are put at significant
risk. By setting expectations
and standards we can hold
people to account, we can
manage poor performance and
attendance issues. We can
support those who put in their
very best by strengthening
them, and managing colleagues
who aren’t working as a team.
By having robust recruitment
practices, we can ensure we
recruit new employees who
are a match for the team
and understand what they
are trying to achieve and the
expectations.
If we have employees who
don’t wish to embrace the same
culture as everyone else we
have to start assessing their
fit- everyone is responsible for
the culture throughout every
27
element of the business. If
something isn’t working, or
someone isn’t working to the
same goals as everyone else it
will affect the whole team.
In the world of hybrid working,
trust is essential, we all want
to believe our colleagues have
the same mindset, put in the
same effort, supporting the
same values and achieving the
best results. If that is not the
case that has to be challenged,
thereby supporting all of our
colleagues.
In summary, the most
important part of the culture is
people, without engagement
and productivity there will be
no business. Creating a positive
workplace culture is crucial to
business success and having
employees who are invested
and feel valued is paramount.
However, culture doesn’t just
start overnight, it has to be
embraced and built upon, and
lived, it is an attitude, everyone
working for the same goal.
Sarah Stevens,
Head of HR, Dean Wilson

IN-DEPTH
Beyond the Billable Hour:
The Secret Behind
a Law Firm's
30-Year Success
Story
As I write this at the start of 2025, it amazes me to think
that come April next year, I’ll be celebrating 30 years with
CooperBurnett LLP! I’ve spent my entire career here, and I
often say that if I were a stick of rock, ‘CooperBurnett’ would
be written all the way through me.
I’m certainly not alone in dedicating many years to TeamCB.
Joseph Oates, with whom I co-lead the firm, celebrated 25
years with us just last year. Meanwhile, Commercial Property
Partner Tom Lumsden will reach the 20-year milestone in
2026, and Jennifer Irving, our Head of Residential Property,
has already been with us for over two decades.
A quick Google search reveals that lawyers typically stay in
a role for about five years, and some younger professionals
switch jobs every two to three years. So, what is it about
TeamCB that sets us apart and defies this trend?
People are at the heart of our business, as emphasised by
our ‘3P Plan,’ where the first two Ps stand for people! We
foster an inclusive culture, maintain a flat structure, and
provide ample training opportunities. I know our team
enjoys working here - they stay with us for the long haul
and grow their careers. For instance, our Head of Accounts,
Gareth Warner, has been part of TeamCB for nearly 30 years,
starting out as a general office clerk. We also have a member
of our support team who will soon celebrate an incredible 40
years with us.
Recently, Anna Dunn, our newest Partner who joined the
Residential Property team in the autumn of 2024, shared her
thoughts: “It sounds like a cliché but CooperBurnett really
feels like a family and you can see how closely everyone
works together.”
We are really proud of our supportive culture. Partner, Russell
Brinkhurst, who joined our Corporate & Commercial team
in 2023, says: “Here at CooperBurnett, it's not about what
individuals achieve, the hours they put in and what they bill –
it’s about promoting a team ethos and everyone contributes
to that. It’s so refreshing and liberating. I feel I’m allowed
time for business development, for example, without having
to account for those hours. It’s about trust at the end of
the day and the focus here is very much on the end game.
Everyone here is respected and, at its heart, CooperBurnett
is a friendly firm, yet we balance that with really punching
above our weight in the quality of work we deal with.”
Property Litigation Partner, John Spence, agrees: “It’s more
collegial here at CooperBurnett and more like a family
than other firms. Here, you’ve got more flexibility and
independence. You are trusted to get on with it and there’s
no unnecessary micro-management. CooperBurnett has a
good reputation, and we all work hard to maintain that.”
Importantly, we know our clients also really appreciate the
longevity that exists within CooperBurnett. Long-time client,
Peter Delaney from Gallery Direct says: “Whatever business
you are running, you are only as good as the people in your
team and the people at CooperBurnett are just great. One
of the amazing things about working with the firm is that,
two decades later, I am dealing with the same people! This
continuity makes a huge difference and in, what is a very
changeable world, it’s even more important.”
Joseph and I have been qualified solicitors for over 25 years,
having followed a fairly traditional path to qualification at the
time. Today, it’s exciting to see that there are now multiple
routes to becoming a solicitor. I’m proud that our firm is
both flexible and forward-thinking, offering trainees the
opportunity to choose the path that best suits their goals.
28

IN-DEPTH
For example, Joshua Hayes, a Trainee Solicitor within our
Corporate and Commercial team, followed a new route to
qualification as a solicitor. Having completed a law degree at
the University of Kent, he stayed at the Kent Law School as
part of the first cohort to take part in the innovative M-Law
programme – a Masters in Law which combines study with
work. In 2024, we awarded Joshua a training contract, along
with Courtney Kan and Iola Cameron.
Iola, who joined our team at CooperBurnett two years ago
as a Paralegal in the Corporate & Commercial team, recently
commenced her training contract with us following the
successful completion of her Legal Practice Course (LPC)
and Master in Laws (LLM) with a Distinction, and is now
accumulating the hours she needs to be formally qualified.
Recently, Ayla Clissold from our Residential Property team
was promoted to Senior Associate. Ayla, who joined us in
2022, shared that CooperBurnett stood out to her as the
ideal workplace because of the flexibility we offer, our strong
reputation, and the chance to be involved in high-quality
work.
“What struck me is how supportive and forward-thinking
CooperBurnett is as a firm,” Ayla explains. “This came across
in my initial interview with Joseph and Victoria, as they were
just so open and friendly.”
We know people are also drawn to work as part of TeamCB
because of the strong links we’ve established with our local
community.
“One of the reasons I was interested in joining
CooperBurnett is all the good things the firm does for
charity, which I liked and wanted to get involved with,” says
Senior Associate, Natasha Smith, from our Employment
team.
Our charity committee plays a key role in driving our
charitable efforts. Currently, we are proud to support Jigsaw
South East, a charity dedicated to providing grief support to
children and young people who have lost a significant family
member.
Partner, Oliver Bussell, says: “If I’m working from home, then
I’ll go for a walk or a cycle ride. Any number of times I’ll go
out with something nagging away at me - and that time
away from my desk will give a totally different perspective –
which is just invaluable.”
Last year, I took a three-month sabbatical, which provided
me with a personal reset. I’m fortunate to have been in
a position to make it work, with the support of TeamCB
- especially my incredible PA, Paula Armstrong - and I’m
deeply grateful for the time I was given. It allowed me to
truly appreciate being in the moment and, for once, have
the luxury of choosing each day what to do and what not to
do. Of course, the arrival of a puppy added a bit of a twist to
that plan!
I tried to take time to appreciate things more, such as
making breakfast ‘with’ my children as opposed to ‘for’
them. It was refreshing not to juggle ‘everything’ for a while
- although I did miss my work family and community. What
I took away from my time out is the realisation that time -
whether that’s an hour or a day - elapses at exactly the same
speed for everyone. However, the difference is how one
chooses to appreciate it.
As I reflect on this article, particularly the quotes I’ve
included, I can’t help but feel incredibly happy. Joseph and
I have put a lot of effort into shaping the culture at TeamCB,
and it brings me immense joy to see the success our people
achieve. There’s nothing more rewarding for me than
watching new team members join the firm, thrive, pursue
their ambitions, deliver exceptional service to our clients,
and collaborate so seamlessly with everyone.
Each member of our team is regarded as equally integral to
the other. Our challenge, so to speak, is to carry on building
on the investment in our people to make our firm an even
brighter and better place to enjoy (I don’t use that word
lightly) their career or, dare I say, vocation!
Victoria Sampson,
Partner at Cooper Burnett Solicitors.
The committee is busy planning a huge fundraising
challenge for this summer. In the past, team members have
taken up the mantle of cycling from London to Paris and also
conquering the Three Peaks Challenge – both in less than
24 hours, as well as tackling the Race to the King, which saw
team members complete 100km in a day!
We take great pride in the quality of work we engage in,
and we understand that many lawyers want to be part of
TeamCB for the same reason. This was underscored when
CooperBurnett was ranked in three categories by Chambers
and Partners for the first time: Real Estate for the South,
Corporate M&A/SME Owner-Managed Businesses for the
South, and a new national category for SME-focused firms.
We were also honored to be recognized again by The Legal
500 in 2025, with our Corporate and Commercial team
ranked in Kent, Surrey, and Sussex.
However supportive and friendly we are as a firm, law can
still be a pressured work environment and we support our
team in taking a moment in the day to reset.
29

FORUM
Culture is King:
A Forum Discussion
Our Conveyancing Panel this issue is made up of Jenna Gall from Paul
Crowley & Co Solicitors and Kirsten Brumfitt from PEXA. They consider why
culture is key at their organisations, how they have overcome culturalrelated
challenges and how they are nurturing talent for the future.
This issue’s opinions are from:
Jenna Gall
Head of Conveyancing, Paul
Crowley & Co Solicitors
Kirsten Brumfitt
UK Head of People,
PEXA
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FORUM
Firstly, can you describe what the culture is like at
your organisation, and why you think it is important
to maintain this?
Jenna: Since I began working at Paul Crowley & Co in
2013, I have witnessed our culture evolve into one built
on collaboration, respect, and continuous improvement.
As the Head of Conveyancing, I am proud to be part of an
environment where teamwork and open communication are
encouraged, ensuring everyone feels valued and empowered.
Respect is central to our interactions, and we recognise the
unique strengths each individual brings. This respectful
environment fosters strong, trusting relationships within our
team and with our clients.
We are committed to continuous learning and development,
promoting a growth mindset where our employees seek
new knowledge and skills. This dedication to improvement
enhances our professional capabilities and keeps us adaptable
to the evolving needs of our clients.
Maintaining this culture is crucial for several reasons. It drives
employee engagement and retention, as employees who feel
supported and valued are more motivated and committed.
This leads to higher productivity and job satisfaction. A strong
culture also enhances client service, as our clients benefit
from working with a cohesive and dedicated team focused
on delivering exceptional outcomes. The trust and rapport we
build with our clients are rooted in our positive culture.
Our culture also supports innovation and adaptability. In
a rapidly changing legal landscape, having a culture that
embraces change and encourages creative problem-solving
is essential. It allows us to stay ahead of industry trends and
continuously improve our services.
Have you experienced any challenges around culture
and how have these been overcome?
Kirsten: Maintaining a positive and high-performing culture
within an organisation is not without its challenges, especially
as businesses evolve and grow. One of the primary hurdles can
be ensuring consistency in culture as the team expands, often
across geographies or during periods of significant change. At
PEXA, we’ve found that a key enabler to overcoming cultural
challenges is ensuring leadership at all levels role-model
behaviours that align with the company’s core values. Leaders
set the tone for the organisation, and adaptive leadership
development has been critical to ensuring they have the skills
and mindset to inspire teams, embrace change, and create
inclusive work environments.
Listening to and acting on employee feedback is another
cornerstone of maintaining a strong culture. Employee surveys,
pulse checks, and open feedback channels allow us to identify
potential areas for improvement. More importantly, taking
meaningful action based on this feedback demonstrates to
employees that their voices are valued and drives higher levels
of engagement.
Creating opportunities for employees to feel connected to
the company’s purpose is also essential. Initiatives such as
collaboration days, team-building events, and recognition
programmes help reinforce a shared sense of belonging,
ensuring our culture remains cohesive even in challenging
times.
Jenna: Like any growing organisation, Paul Crowley & Co
has faced challenges in maintaining our culture during rapid
expansion and change. Integrating new team members while
preserving our core values was challenging. We addressed this
with comprehensive onboarding programs emphasising our
cultural principles and values.
Maintaining clear communication became complex with
growth. We implemented regular team meetings, transparent
communication channels, and feedback mechanisms to keep
everyone informed and engaged.
Adapting to new technologies and market demands required
flexibility. We fostered a culture of continuous improvement
and innovation, encouraging employees to embrace change
while upholding our core values.
By actively listening to our employees, addressing concerns
promptly, and reinforcing our values through consistent
practices, we have successfully navigated these challenges and
maintained a strong, cohesive culture.
How do you ensure your company culture supports
both excellent client service and employee
wellbeing?
Jenna: We ensure our company culture supports both
excellent client service and employee wellbeing through a
multifaceted approach. It prioritises transparent and open
communication, encouraging employees to voice their ideas
and concerns, which fosters a supportive environment where
everyone feels heard and valued.
31
31

MODERN LAW CONVEYANCING AWARDS
Residential Property
Team of the Year
Trustpilot
Excellent
Rated
paulcrowley.co.uk

FORUM
We provide regular training and development opportunities to
enhance our team’s skills and knowledge. This improves client
service and promotes personal and professional growth.
We support our employees’ overall wellbeing, by ensuring a
balanced work-life environment so our team remains motivated
and productive.
I recognise and celebrate achievements, creating a positive
and encouraging workplace. By investing in our employees’
wellbeing, we cultivate a dedicated team committed to
delivering exceptional client service ensuring that both our
clients and employees thrive.
What’s your approach to managing hybrid or remote
working while ensuring teams stay connected and
collaborative?
Kirsten: At PEXA, we believe flexibility is fundamental to a
high-performing workplace. Our Flex First policy prioritises
trust and accountability, allowing employees to work where
they are most effective while ensuring deliverables are met.
We understand that hybrid and remote working offers many
benefits, such as increased autonomy and work-life balance,
which contribute to employee satisfaction.
However, we also recognise the importance of in-person
collaboration for fostering innovation, building relationships,
and delivering exceptional outcomes for our customers. To
achieve a balance, we encourage “purposeful presence” in the
office, where team members gather for specific reasons such
as strategic planning sessions, workshops, or team-building
activities. Our regular collaboration days are designed to
facilitate this, focusing on activities that genuinely benefit from
face-to-face interaction, such as brainstorming, problemsolving,
and cross-functional initiatives.
Jenna: Paul Crowley & Co embraces hybrid and remote
working by leveraging technology and fostering a strong
sense of community. We use collaborative tools like video
conferencing, project management software, and instant
messaging to facilitate real-time communication and
collaboration, ensuring that everyone stays aligned and
engaged.
We hold regular virtual meetings and check-ins to maintain
open lines of communication, allowing team members to share
updates, discuss challenges, and celebrate successes. To foster
unity, we organise virtual team-building activities and social
events, strengthening relationships and building camaraderie,
even when working remotely.
What role does diversity and inclusion play in your
company culture, and how does this benefit your
clients?
Jenna: We ensure that diversity and inclusion are not just
buzzwords; they are fundamental to our organisational ethos.
As the Head of Conveyancing, I believe that a diverse team
brings a wealth of perspectives, ideas, and experiences,
which enhances our problem-solving abilities and innovation.
By fostering an inclusive environment, I ensure that every
employee feels valued and respected, which boosts morale
and productivity.
For our clients, this commitment to diversity and inclusion
translates into a better service. A diverse team is more adept
at understanding and meeting the varied needs of our clients,
offering tailored and effective legal solutions. Our inclusive
approach also builds trust and rapport with clients from
different backgrounds, as they see themselves represented
within our team.
Overall, diversity and inclusion not only enrich our workplace
but also enable us to deliver an exceptional client service,
driving our success and growth as a leading legal firm.
How has your company culture evolved as you’ve
grown, and what steps have you taken to preserve
core values during expansion?
Jenna: As Paul Crowley & Co has grown, our company culture
has evolved to embrace new challenges and opportunities
while staying true to our core values; Integrity, Excellence,
Professionalism and Client-Focus. We’ve integrated new
technologies and practices to enhance efficiency and client
service, fostering a culture of continuous improvement and
innovation.
To preserve our core values, we have embedded them into
our policies, practices, and daily interactions. Regular team
meetings, training sessions, and company-wide initiatives
reinforce these principles, ensuring they remain at the forefront
of our operations. We actively engage with our employees,
seeking their feedback and involving them in decision-making
processes.
33

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FORUM
This inclusive approach helps maintain a sense of ownership
and alignment with our core values. Our leadership team is
dedicated to upholding our cultural principles, leading by
example and ensuring that our growth does not compromise
our foundational values. These steps have allowed us to grow
while maintaining the essence of our company culture.
How do you identify and nurture future leaders
within your organisation?
Kirsten: At PEXA, succession planning is at the heart of our
approach to identifying and nurturing future leaders. By
understanding key roles and their criticality to the organisation,
we proactively identify high-potential employees who could
step into these roles over time. This involves assessing not only
technical skills but also leadership capabilities and alignment
with the company’s values.
Once identified, we work closely with employees, their
managers, and functional leaders to develop tailored career
development plans. These plans outline the steps required
for their next opportunity within PEXA, focusing on the skills,
experiences, and responsibilities they need to acquire. At the
same time, we ensure that successors for their current roles are
also developed, creating a seamless pipeline of talent.
By investing in leadership development and creating
opportunities for growth, we ensure our future leaders are
prepared to meet the challenges of tomorrow while continuing
to contribute to PEXA’s success today.
Jenna: At Paul Crowley & Co, we identify and nurture future
leaders through a structured and supportive approach. I
conduct regular performance evaluations to identify employees
with leadership potential, focusing on key competencies such
as problem-solving, communication, and teamwork. I pair
emerging leaders with experienced mentors who provide
guidance, support, and valuable insights. This mentorship helps
to develop leadership skills and fosters professional growth.
I offer targeted training and development programs designed
to enhance leadership capabilities. These programs include
workshops, courses, and leadership seminars that equip
employees with the necessary skills to lead effectively. I provide
opportunities for employees to take on new challenges and
responsibilities. By involving our team in strategic projects and
decision-making processes, they gain practical experience and
confidence.
I recognise and celebrate potential leaders, encouraging
them to pursue leadership roles. This recognition boosts their
confidence and motivates them to continue developing their
skills. This comprehensive approach ensures that we cultivate a
strong pipeline of future leaders within our organisation.
To demonstrate this, we have an Associate role within the firm
and recently promoted two longstanding staff members to
Associate. By acknowledging their contributions, we highlight
to other team members a clear pathway to leadership roles
within the firm.
Can you tell us about your most successful career
development programs and how they support staff
retention?
Jenna: One of the most successful career development
programs implemented at Paul Crowley & Co is our
mentorship initiative. This program pairs experienced
professionals with newer team members, providing guidance,
support, and valuable insights. The mentorship fosters skill
development, professional growth, and a sense of belonging,
which are crucial for career progression.
We also offer continuous learning opportunities through
courses, and seminars, ensuring our team stays updated with
the latest industry trends. Investing in their development
demonstrates our commitment to their careers, enhancing
their skillset and boosting loyalty and morale.
Additionally, we have a clear career progression framework
that outlines potential career paths within the organisation.
This transparency helps employees understand their growth
opportunities and motivates them to achieve their goals.
These initiatives have significantly contributed to our high staff
retention rates by creating a supportive and growth-oriented
environment where employees feel valued and empowered.
As a result, our clients benefit from working with a stable,
knowledgeable, and motivated team that is dedicated
to providing high-quality service and building long-term
relationships.
35

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ROUNDTABLE
Wills and Probate Focus:
Protecting Vulnerable
Clients
With the rise in contentious probate cases and an increasing focus on protecting vulnerable clients, law
firms must strengthen their approach to identifying and supporting vulnerability in will-writing. In this
month’s edition, Marie Harrison-Stradling explores how technology can enhance practitioners’ ability
to recognise various forms of vulnerability - from visible challenges to less obvious situations involving
undue influence or financial literacy concerns. She discusses how modern solutions can help balance
growing workloads while ensuring vulnerable clients receive necessary attention, and examines future
developments in how the legal sector approaches vulnerability.
Q: What are the key issues or risks that law firms need to be
aware of when drafting wills for vulnerable clients and how can
your products help with that?
In the current climate of increasing numbers of contentious Probate
matters, it is more important than ever that Practitioners are actively
looking for and identifying vulnerable clients. Vulnerability is defined
as being attributed to personal circumstances and/or barriers put in
place by society and therefore this creates a broad range of situations
to be considered.
A vulnerability may be visible to the Practitioner, or is expressly
shared by the client, which can then be addressed and processes
adapted, to meet the clients’ needs. We do however also need to be
aware of other types of less obvious vulnerability, which may not
be expressly disclosed, or which the client themselves may not have
considered. This could take the form of financial or emotional undue
influence, pressure or duress upon the client, by a person close to them
or by a nefarious third party. The client may be affected by adverse
life events, such as bereavement and loss. Mental health and health
diagnoses can affect personal capacity both short and long term
however, the client may not be aware that these are relevant or wish
to volunteer the information. Financial literacy is another indirect
element to be aware of and how this could disadvantage the client and
increase their vulnerability.
Thorough consultations and discussions with the client are key
to becoming aware of a vulnerability. Intelliworks Private Client
workflows include integrated, comprehensive review processes and
checks, which assist the Practitioner to fully consider the clients
circumstances. These safeguards commence from the moment
that the matter is opened and continue to prompt the Practitioner
to review developments during the course of the instruction. This
is particularly important as we know that circumstances can
significantly change, within short periods of time and so scheduled
reviews keep Practitioners alert to this risk.
Q. How does your solution help practitioners balance their
increasing workload while ensuring they give vulnerable clients
the extra time and attention they need?
Intelliworks Private Client workflows are carefully curated and
maintained to remove the need to expend time and resource on
administrative tasks and processes. A comprehensive, task-driven
workflow, complemented by an extensive, legal library, enables
Practitioners to direct their focus and utilise their expertise, on the
elements of the instruction, which carry the greatest amount of risk,
both for the organisation and for the client. Targeted reviews and
prompts, integrated into every workflow, ensure that it is possible to
dedicate the time and effort (ever increasingly needed) to identify and
appropriately assist a vulnerable client.
With access to fully drafted client correspondence, forms and
documents Practitioners are able to redirect their attention to
providing tailored services to their vulnerable clients, to help them
achieve their goals. Practitioners are also able to benefit from
integrated, safeguarding tasks, which are specifically designed to
highlight information which could suggest that the client is vulnerable.
Intelliworks also prompts Practitioners to record and document
their findings, for future reference. Whether the client has been
found to be vulnerable or not, Intelliworks facilitates the creation of
statements and records, which detail each review step and conclusion.
Creating detailed, contemporary statements, addressing key aspects of
importance, should these be challenged in the future.
Q. Looking ahead, what developments do you anticipate in how
the sector handles vulnerability, and how are you preparing for
these?
As society, technology and medicine progress and develop, so do
the factors and circumstances which need to be considered when
assessing vulnerability. I think as a sector we need to be alert and
open to understanding new challenges and how these may impact
upon our clients, in order to provide them with the best advice and
service, suited to their needs.
As a sector we are also increasing awareness and improving processes
to accommodate the fact that the circumstances which make a
client vulnerable, or the impact which that vulnerability has upon
them, may not be fixed or constant. Vulnerability can be dynamic
and as a profession we are working towards being proactive in our
understanding and subsequent provision of service.
Intelliworks Private Client workflows are continuously reviewed and
enhanced in response to developments in the profession. We are
therefore expanding our reviews and supporting materials to support
our Practitioners in this area, as it evolves.
By increasing awareness and our understanding of vulnerability, across
all areas of the legal sector, we will affect positive change for the
benefit of clients.
Marie Harrison-Stradling,
Workflow Team Manager, Ochresoft
37

LEGAL
TECH TALK
Charlotte Johnstone
Senior Content Manager
The legal profession is at a crossroads, where traditional
structures and practices are being reshaped by the
demands of an increasingly diverse, globalised, and
dynamic workforce. The concept of “people and
culture” in law firms now encompasses much more than
recruitment and retention—it includes fostering diversity,
equity, and inclusion (DEI), prioritising employee
well-being, adapting to changing expectations around
partnership structures, and embracing technological
innovations that redefine collaboration and leadership.
Wellbeing and mental health, in particular, continue to
be ever present issues for the legal industry. According
to The Law Society, 2023 saw lawyers report increases in
stress, anxiety and depression. This was also a huge topic
of discussion at LegalTechTalk 2024, as presenteeism
and the pressure to always be ‘on’ were widely revealed
as some of the most pressing demands for lawyers - with
some even going so far as to set alarms late into the
night, just to send emails and appear to be online.
Just looking at LawCare’s most recent Life in the Law
Report is enough to demonstrate that the legal industry
still has a long way to go in fostering a better culture,
with legal professionals continuing to turn to the charity
to report feelings of stress, anxiety, depression, overload,
difficult workplace relationships, discrimination,
ineffective supervision, and a poor work-life balance.
I sat down with Nicola Paul, founder of Good Work
Life, and Leila El Gharbi,founder of Beautiful Souls in
LegalTech, to discuss this further.
Nicola has built her career around helping organisations
navigate these cultural complexities. At the heart of her
approach is cultural intelligence (CQ)—the ability to
understand and effectively work across diverse cultural
contexts. Nicola believes CQ is not just a “nice-to-have”
but an essential skill for staying competitive in the legal
sector, where firms are increasingly navigating
cross-border challenges, serving global clients, and
attracting talent from all walks of life.
In this conversation, Nicola shares her insights into how
law firms can embrace cultural intelligence to foster
inclusivity, innovate their client services, and reimagine
traditional markers of success such as billable hours.
From mentorship programs that encourage cross-cultural
learning to using AI and virtual reality for training, Nicola
envisions a future where firms leverage people-centric
strategies to drive both business success and societal
impact.
With Leila, we dive into the transformative journey of
Beautiful Souls in Legal Tech. This initiative, rooted in
storytelling and empowerment, aims to shed light on the
human stories behind the legal professionals, creating
a safe and inclusive space for lawyers to connect and
inspire one another.
Through candid insights, Leila discusses her passion
for driving change, the value of authenticity, and how
small gestures—like handing out tiaras—can make a big
difference in helping people feel seen and celebrated.
This Q&A is not just about the challenges faced by legal
professionals but also about the power of resilience,
storytelling, and human connection to spark positive
change in the industry.
38

LEGAL
TECH TALK
Interview with
Nicola Paul
founder of Good Work Life
Nic, with Good Work Life’s focus on cultural intelligence -
how do you see this playing a crucial role in the (traditionally
somewhat rigid) structures of the legal sector? What steps do
you think law firms, for example, could take to foster better
cultural intelligence among their teams?
Using explicit communication to cut to the point, with law firms
operating in increasingly globalised and diverse environments,
Cultural Intelligence (CQ) isn’t a nice-to-have; it is a must for
staying competitive and delivering exceptional client service.
Training, diversity initiatives, and inclusive leadership are
fantastic starting points, but I think there’s also room to
innovate in how firms approach CQ. For example, what if firms
used cultural intelligence assessments during client onboarding
to tailor their services more effectively? Or created mentorship
programs pairing individuals from different cultural or
professional backgrounds to encourage internal cross-cultural
learning? Those kinds of initiatives could make a real difference.
That said, the challenge is ensuring CQ isn’t seen as a one-off
initiative but something that’s woven into the fabric of the
firm’s culture. It might mean making space for softer skills like
empathy and adaptability, which are at the heart of cultural
intelligence.
What’s exciting is the potential for this shift to not only
improve client relationships but also make the profession more
appealing to future talent.
We know that the legal sector has and continues to struggle
with inclusivity at both the recruitment and progression
stages. What do you think are some practical strategies that
law firms can implement to create more equitable entry into
the profession, as well as pathways to leadership?
The profession does have a long-standing reputation for
exclusivity, but I’m seeing a conscious effort among many firms
to create a culture where everyone can thrive.
On the recruitment side, broadening the talent pool is key
but, by now, most are very familiar with interventions such as
outreach programmes and internships (which should always be
paid!). Equally, we know transparency and accountability are
essential. Regularly tracking and reporting data on diversity at
all stages of the employee lifecycle is vital.
The issue is that performance and progression is where the
real work of equity often falters. Firms need to rethink their
progression frameworks, making sure promotions aren’t just
about billable hours but also recognise contributions like
mentoring, collaboration, and leadership that foster inclusive
cultures. But this takes time, requires conscious effort and
requires individual performance from each partner and team
member ...something that firms talk about but struggle to drive
and sustain.
In the future, how do you see technology reshaping the way
legal leaders can approach diversity and inclusion?
Well my immediate response is that technology in D&I isn’t the
future; it is already here!
The AI-enabled virtual reality (VR) training that I run immerses
leaders in simulated scenarios that stand them in the shoes
of others. This embodiment has been scientifically proven to
reduce unconscious bias by as much as 52%. VR provides a
safe space to experience and navigate complex interpersonal
dynamics, such as managing unconscious bias or addressing
microaggressions. You can experience VR anytime, any place.
Beyond training, AI can analyse data trends faster and
more effectively than humans, especially when it comes to
qualitative insights that are so important and valuable in
culture. Quantitative data trends can highlight disparities in
recruitment, progression, or client allocation, enabling leaders
to address inequities proactively.
With the legal sector becoming more and more globalised,
lawyers and firms are increasingly navigating cross-cultural
challenges. What would you say are some key skills or
mindsets that leaders in this industry should develop to thrive
in this environment?
I know that “Growth Mindset” is an overused and indefinite
term, but it truly is the skill/mindset/attitude/mantra for
greater cultural intelligence and inclusion.
A growth mindset emphasises the belief that abilities and
intelligence can be developed through dedication and effort,
which is especially valuable when managing cross-cultural
challenges. Leaders with a growth mindset approach cultural
differences with curiosity rather than judgement, viewing
unfamiliar customs or perspectives as opportunities to learn
and grow; help others to speak up and listen to them! This
mindset fosters resilience when mistakes are made.
Rather than ego getting in the way, culturally intelligent leaders
will reflect, adapt, and improve their approach rather than
peddling “that’s the way we’ve always done it”. By embracing
continuous learning and encouraging their teams to do
the same, leaders create an environment where innovation,
inclusivity, and collaboration thrive; key ingredients for success
in a globalised legal sector.
39

LEGAL
TECH TALK
Interview with
Leila El Gharbi
founder of Beautiful Souls in LegalTech
The community you founded, “Beautiful Souls
in Legal Tech”, emphasizes storytelling and
empowerment for lawyers. How do you go
about fostering a safe space for lawyers to
share their stories?
So far, this initiative has primarily focused on
in-person events. However, I am working on
building a website and securing sponsors to
scale up. Over the past year, I’ve been collecting
stories to help people see the humans behind
the legal professionals. The goal is not just to
connect people but also to show that success
can take many shapes and forms. I hope to create
something similar to Humans of New York, but
for the legal world.
My mission with storytelling is deeply personal. I
lost a family member to suicide because they felt
there was no path to success for them. I believe
that better representation at the time could have
saved their life. I am not aiming to fix mental
health issues in the legal industry, but I do believe
we all have the power to make a difference.
Sharing our stories is incredibly powerful. It is not
egocentric; it might be the inspiration someone
else needs to keep going.
This is not about being loud or standing out in
a competitive way. It is about being ourselves
while respecting others’ space. By fostering an
environment where people feel safe to share
their journeys, we can create a more inclusive,
supportive, and inspiring legal community.
What are some of the unique challenges you
see legal professionals facing, and how does
your help them overcome these barriers?
I have been in the legal industry for 10 years,
qualified in France and now working in the UK
since 2018. Across jurisdictions, I have noticed a
common pattern: many lawyers feel like they do
not “fit the mould” but pretend they do, leading
to a deep sense of not belonging. This
takes a heartbreaking toll on mental health. I
often think, if every lawyer who has said, “I’m not
like other lawyers,” could meet each other, we
would have a much happier and healthier
Community.
This challenge is tied to the broader issues of
mental health and diversity in the profession.
Many lawyers feel unseen, waiting for someone to
notice them and give them the chance to shine.
I created Beautiful Souls in Legal Tech to help
people feel recognized and valued. The sparkle is
symbolic, but the struggles are real.
Burnout and mental health issues are widespread.
Private practice lawyers face immense pressure
to bill long hours, with little regard for
non-billable work. In-house lawyers are
often expected to take on unfamiliar
responsibilities while doing more with fewer
resources. While I admire how the in-house role is
evolving, this constant pressure can wear
people down. The root of the problem lies in
the culture of the profession. From law school,
lawyers are conditioned to believe that stress
and overwork are part of the job. By the time
they encounter toxic behaviors or unrealistic
expectations, they are too used to it to push
back.
While attitudes are shifting and initiatives are
growing, we are still stuck in the “awareness”
phase, with little action being taken by
leadership.
At Beautiful Souls, we aim to move beyond
awareness. We create spaces where people feel
safe and empowered to be themselves. Through
workshops, we help teams connect in
meaningful ways, fostering mutual respect and
collaboration. When people feel recognised and
supported, they work better together. Add a
touch of sparkle, and you unleash creativity that
can transform teams. Change starts with valuing
others and giving them the space to shine.
40

LEGAL
TECH TALK
You’re fluent in five languages and have a
unique ability to connect across cultures. How
has this shaped your approach to building an
inclusive and diverse community in the legal
sector?
As the child of immigrants in France, I grew
up speaking French and Arabic at home. My
curiosity for languages led me to learn five
Arabic dialects, as well as English, Spanish, and
Italian. My parents worked hard to provide us
with access to better education by enrolling us in
a private Catholic school, which offered a more
affordable option for private education in France.
This experience exposed me to classmates from
a wide range of backgrounds and helped me
develop an early appreciation for diversity.
When I started traveling, my curiosity expanded
from languages to cultures, and that fascination
has been central to my career. Working in
countries with diverse populations or global
environments has shown me the importance
of understanding cultural differences and how
they shape communication and collaboration.
Recognising these differences fosters stronger
team cohesion and improves how people work
together.
In an era of standardisation, leadership often
views individuality as a potential threat to
team cohesion or efficiency. However, reality
and studies show the opposite. Embracing
individuality strengthens teams and unlocks
potential. Through Beautiful Souls in Legal Tech,
we run workshops that help teams connect in
meaningful ways, ensuring that everyone feels
comfortable and valued. Add a touch of sparkle
to that, and you have the perfect formula for
unleashing creativity within a team.
as their authentic selves. We talk a lot about
diversity in the legal industry, but true diversity
starts with self- acceptance. What better way to
embrace that than by boldly wearing a crown at
a conference, a setting known for its seriousness?
Try and convince me now that the world doesn’t
need sparkles! Over the past two years, I’ve taken
more than 1,000 portraits of people proudly
wearing crowns. The crown became my perfect
icebreaker, allowing me to see the humans
behind the legal professionals. It helped people
drop their guard, and it reminded me that there
is so much more to everyone than meets the eye.
I gave away 50 crowns to incredible humans for
three reasons:
1. To recognise those currently going through
hardship.
2. To celebrate people who have shown resilience
3. To honour those who inspire or help others
In the process, I’ve met incredible people.
Individuals who’ve survived domestic abuse,
battled alcohol or substance addiction, fought
cancer, or faced depression. I’ve encountered
people from all walks of life who have found the
strength to keep going and, in many cases,
uplift others along the way.
While they often thank me for the crown, the
truth is, I feel blessed. They trust me with their
stories, and that is an incredible gift. Creating this
movement wasn’t just about crowns or sparkles;
it was about proving that any of us can make
a difference. We can help people feel seen and
valued. This isn’t a lonely battle. It is a collective
one, and there’s enough light for everyone to
shine.
You’ve spoken before about traveling to legal
events and giving tiaras to people. Where did
the idea come from, and what’s been your most
memorable reaction?
When my role was made redundant in 2023, I
found myself with time but no funding. Still, I
knew I wanted to make a difference. Because
of my involvement in legal tech, I often attend
conferences. While I believe in pushing for
innovation, I also see these events as an
opportunity to encourage people to show up
41

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FEATURE
RACE FOR TALENT
HEATS UP
Dino Dullabh,
Director of Strategy, Law Training Centre
43

FEATURE
The race for talent has never been more competitive than
in 2025 and is felt in almost all areas of practice, so, why
should you train your staff?
It’s clear that employer support is vital in the race to secure
and retain talent, with many of our law firm partners
highlighting the difference this has made to their teams.
Vicki Redman of Swiitch, the property arm of Shoosmiths,
says “It’s really hard to recruit and therefore training the
good people that you’ve already got from within is even
more important than it’s ever been before. Being able to
offer not just a job, but maybe offer a career and a path to
qualification definitely helps.”
Kevin Rogers, Partner at Wilson Browne Solicitors, says:
“From our point of view, we want lawyers. So we have to
invest in trainees, love our trainees. What we want is to
show them our investment and ensure they stay with us
when they qualify because there’s no point disappearing
down the road to someone that wouldn’t invest in them.”
Investing in employee qualifications not only helps attract
but also retains talent and has the added benefit of
reinforcing the existing firm culture.
How can law firms offer the right training for
their people?
On running SQE, CLC and CILEX routes across his full-service
firm, Kevin Rogers told us, “It's not easy, but with the
flexibility from Law Training Centre, I know that people will
get quality training at a pace and a time that they dictate.”
For notary training, Sophie Milburn, Senior Partner at
Saville & Co. Scrivener Notaries says, “We have a rolling
trainee notary programme with a permanent open
vacancy. We have found that the courses with Law Training
Centre are the most accessible route to become a notary.
It provides that flexibility that is crucial when they are
working at the same time as studying.”
The choice available today means that leaders can choose
exactly how they want to develop their talent, be it a
focused pathway or a broader training programme.
Boys & Maughan Partner Richard Durrant’s view when
training for his conveyancing department follows this idea,
highlighting the importance of specialised training for
specialised lawyers: “We tend to put people on the CLC
courses because it’s very specific. If I was qualifying again,
I’d do the licensed conveyancer’s course because I’m a
conveyancer. That’s tailor-made.”
"EMPLOYER SUPPORT
IS VITAL IN THE RACE
TO SECURE AND
RETAIN TALENT"
Supporting employees from within
Having the right mindset and training partner is key.
Richard Durrant notes, “With Law Training Centre, they’ve
got someone on hand to help them. When I did mine 20
years ago, it was a bit different – there was nobody on
hand to sit and talk to. There was nobody at the end of the
phone.”
The flexibility also helps the firm secure talent it otherwise
wouldn’t, notes Vicki Redman: “We’ve got a lot of people
where maybe the traditional routes wouldn’t suit them, but
having that on demand, completely online, flexible learning
means that those people who maybe in the past wouldn’t
have been able to study are now able to.”
The choice available today means that training and
development for firms of any size is more accessible than
ever before. Financially, all routes discussed here, when
delivered by Law Training Centre, cost less than a year’s
university fees, and often less than a recruiter’s placement
fee. With the right partner any firm can tailor training and
development for a win-win outcome for both firm and
employee.
If you need advice on
navigating the many
training options from
the experts in all the
major routes, Law
Training Centre’s Legal
Talent Development
Team is on hand to
support your firm. See
how we can help you
by visiting our website.
Dino Dullabh,
Director of Strategy, Law Training Centre
www.ltckent.co.uk
44

10 MINS WITH
Minutes With...
Kate Doody
Q
What
is your most memorable achievement
whilst working in your current role?
Completing on a deal is always memorable (especially the
complex ones which are on a tight timetable!), but the thing that
immediately springs to mind is the way that we got everyone up and
running at home when Covid hit. Before 2020 only the directors
had the ability to work from home but within a couple of weeks,
and before the lock down, we had almost everyone set up and able
to work remotely which meant that we were able to continue to
complete deals and service clients without interruption. It was no
mean feat- and a lot of long hours- but it made a real difference to
our team and our clients.
Q
What
has been the most valuable piece of
advice you have been given?
When I was a first seat trainee, I mistakenly sent out some
documents, which caused big problems for the client. I remember
my supervisor at the time telling me that almost everything can be
fixed. I try to pass that advice on to more junior colleagues (as well
as my children!)- it’s horrible when you make a mistake, but almost
everything can be fixed provided you own up to the mistake as
soon as you realise it.
QWhat has been the key positive or negative
impact of change in your area of the market?
I would say that technology is (and will continue to be) the biggest
driver of change in the corporate space. Even since I started at GBH
Law we have come a long way in improving our processes through
using technology: Docusign is now the usual way to complete on a
corporate deal, Teams calls are the norm, and sending out a “bible”
of documents on a CD or usb stick (or hard copy!) is now a thing of
the past! Technology and AI will never replace lawyers, but I strongly
believe that using it in the right way will, ultimately, make us all
better lawyers.
Q
If
you were not in your current position, what
would you like to be doing?
Skiing! If I wasn’t a lawyer and money wasn’t an object I’d love to
own a luxury chalet in the French Alps, and spend my time hosting
friends and family, skiing in the winter and walking in the summer
months.
Q
What
three items would you put on display
in a museum of your life and why?
This is a tricky one! First, I think I’d put my hard won three-star ski
badge from French ski school in there as a reminder of family ski
holidays. We always went to the same resort, twice a year, every
year from aged 2 and as children we were “encouraged” (read
forced!) to join the French ski school classes, despite the instructors
not really speaking English and taking a very no-nonsense
approach!
Secondly, I’d add my University of Manchester pass and first work
pass from Ashurst (hopefully that counts as one?!) as a reminder of
those Uni days, which culminated in a Law and French degree and
a training contract in a City law firm.
Finally, I’d put the keys to our current house, where I live (in
happy chaos most of the time!) with my husband, two girls (now
aged 7 and 10) and a slightly barmy flat-coat retriever. We moved
out of London in 2013 and have found a fantastic community in
our village, with easy access to London still, but plenty of fresh
countryside air for weekend walks.
What three guests would you invite to a
Q dinner party?
Ohhh, I love a dinner party! For a good conversation, and plenty
of stories, I’d invite:
Michael MacIntyre
The late Queen Elizabeth II
Judi Dench
Kate Doody,
Solicitor and Director of GBH Law
45

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