The Power of Networking in Law

Issue 75
ISSN 2976-9396
THE BUSINESS OF LAW
P06 P21 Owning My P48
LinkedIn
Influencers
in Law
Patrick McCann
Identity
Salma Maqsood
Modern
Law Awards
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“Your personal brand is what people say about
you when you’re not in the room.”
Jeff Bezos
Hello and welcome to Issue 75 of
Modern Law Magazine! I am delighted
to introduce myself as the new Editor.
Stepping into this role, I am excited
to continue bringing you engaging
and thought-provoking content that
explores the evolving landscape of the
legal sector.
This issue takes a deep dive into the
power of networking and the rise
of LinkedIn influencers in law. In
an industry where relationships and
reputation are paramount, social
media has emerged as a crucial tool
for legal professionals to connect,
share insights and establish thought
leadership. But how do you balance
professionalism with authenticity? And
how can firms and individuals harness
networking, both online and in person,
to drive success?
Our lead interviews explore these very
themes. Patrick McCann discusses
the growing influence of personal
branding on LinkedIn, while Emma
Geale shares her perspective on
balancing personality, professionalism
and perfectionism in the digital space.
Our Editorial Board also offers
valuable insights into the evolving
networking landscape. From Philips
Dictation’s approach to authentic
business relationships to AJ
Chambers’ exploration of LinkedIn
as a recruitment tool, these features
shed light on how firms can build
meaningful connections in an
increasingly digital world.
Elsewhere, our In-Depth feature
by Simon Marshall of TBD
Marketing examines the rise of
‘LinkedInfluencers’, legal professionals
who are shaping conversations, driving
engagement and redefining industry
thought leadership.
The Insights section brings a personal
perspective, with Salma Maqsood
reflecting on how embracing her
identity has allowed her to drive
change within the legal industry.
We also cover key industry discussions,
including our Conveyancing and Wills
& Probate forums, which explore the
latest challenges and innovations
shaping these practice areas.
Meanwhile, our LegalTechTalk feature
provides expert advice on mastering
LinkedIn for influence and branding.
Finally, in our ever-popular ‘10 Minutes
With’ feature, we chat with Laura
Taylor about her career highlights, who
she would invite to dinner and what
drives her professionally.
As a special highlight, this issue
also includes full coverage of the
prestigious Modern Law Awards,
celebrating the outstanding
achievements of individuals and firms
across the legal sector.
Networking is a powerful tool, and I
hope this issue inspires you to build
connections that support your growth
and success.
Happy reading!
Hayley Dalton is Editor at Modern
Law Magazine
Editorial Contributors
Kathliya Harwood, Philips Dictation
Alex Holt, Cashroom
Neville Dinshaw, Law Mergers & Aquisitions
Sam Kimber, Pro-Gen Research
Stuart Whiter, AJ Chambers
Samantha Burrows, XYZ Law Solicitors
Nicola Gifford, SmartSearch
ISSUE 75
ISSN 2976-9396
Editor
Hayley Dalton
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
EDITORIAL
BOARD
06 LinkedIn Influencers in Law: How Personal Branding and Social
Media Are Reshaping the Legal Industry
Patrick McCann
08 This is Me Trying: Balancing Professionalism, Personality &
Perfectionism Online
Emma Geale, Principal Associate, Mills & Reeve LLP
11 Philips Dictation
Building Meaningful Business Relationships: The Philips Dictation
Approach to Authentic Networking
Kathliya Harwood, Marketing Manager, Philips Dictation
11 The Cashroom
People Power
Alex Holt, Chief Revenue Officer at Cashroom
13 Law Mergers & Acquisitions
The Evolution of Networking in the Legal Sector: Embracing Digital
and Traditional Strategies
Neville Dinshaw, Managing Director of Law, Mergers & Acquisitions
15 Pro-Gen Research
The Art of Meaningful Networking: 10 Ways to Build Lasting
Business Relationships
Sam Kimber, Probate Researcher & Genealogist, Pro-Gen Research
15 AJ Chambers
LinkedIn: The Ultimate Recruitment Tool in the Legal Sector
Stuart Whiter, Associate Portfollio Director, AJ Chambers
17 XYZ Law Solicitors
Building Meaningful Connections in the Legal Industry: Moving
Beyond Transactional Networking
Samantha Burrows, Partner, XYZ Law Solicitors
19 SmartSearch
Beyond the Business Card: Building Meaningful Connections in the
Legal Sector
Nicola Gifford, General Counsel and Company Secretary, SmartSearch
INSIGHT
21 Owning My Identity: How I Embraced My Voice to Drive Change in Law
Salma Maqsood, Partner, THRINGS
IN-DEPTH
22 The Rise Of The Legal Linkedinfluencers: How Lawyers Are Owning The
Conversation
Simon Marshall, CEO & Founder of TBD Marketing
4

CONTENTS
CONVEYANCING
DISCUSSIONS
WILLS
& PROBATE
DISCUSSIONS
25 Conveyancing Forum
Harnessing Technology to Transform Conveyancing
28 Conveyancing Expert Panel
Key Challenges and Future Priorities in Conveyancing- Conference Special
35 Wills & Probate Forum
Navigating Change: Challenges, Opportunities & Innovation
37 Wills & Probate Expert Panel
Shaping the Future of Wills and Probate- Conference Special
AWARDS
48 Modern Law Awards
Photos and coverage of the awards night as well as a full list of winners
and those highly commended
LEGAL TECH
10 MINS WITH
55 LegalTechTalk
Mastering LinkedIn: Insights on Building Influence and Personal Branding
45 10 Mins With... Laura Taylor
See who Laura would invite round for dinner, and what her most memorable
achievement has been in her career.
Disclaimer: Our publications contain advertising material submitted by third parties. Each individual advertiser is solely responsible for the content of its advertising material. We accept
no responsibility for the content of advertising material, including, without limitation, any error, omission or inaccuracy therein. We do not endorse, and are not responsible or liable for,
any advertising or products in such advertising, nor for any any damage, loss or offence caused or alleged to be caused by, or in connection with, the use of or reliance on any such
advertising or products in such advertising.
SpeechLive
EDITORIAL BOARD CONTRIBUTORS
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5

INTERVIEWS
LinkedIn Influencers in Law:
How Personal
Branding and Social
Media Are Reshaping
the Legal Industry
In this insightful interview, LinkedIn influencer
Patrick McCann shares his journey and perspectives
on how the legal industry is evolving through social
media. From using humour to promote inclusivity,
to navigating professional credibility, Patrick
discusses how legal professionals can harness
LinkedIn to build a personal brand, engage with
diverse voices, and drive change, all while staying
authentic to themselves.
Patrick McCann, co-CEO of City
Century and
co-founder of the Social Welfare
Solicitors’ Qualification Fund. Former
Learning Director at Linklaters and
Chair of the City of London Law Society
Training Committee.
6

Given your personal and sometimes
Q humorous approach to LinkedIn,
do you ever face criticism from more
traditional lawyers? How do you manage
any backlash, and does it affect your
presence on the platform?
I haven’t faced much criticism (at
A least not to my face) and generally
receive positive reactions to my humour
from those who share their feedback. I
actually posted a poll on this recently,
over 90% of respondents seem to
appreciate my humour, while 4% found
me “unfunny,” which made me guffaw
(they know who they are).
I get the sense that the professional world
is evolving to allow people to be people
within it. A favourite colleague once told
me I post my face too often (he’s not
wrong, there are plenty of good reasons I
do), and another colleague in the lift one
day said, “You’re that guy who posts a lot
on LinkedIn.” He didn’t seem angry, just
perplexed. My humour doesn’t work for
everyone, let alone all the time, but hey
ho.
If there were any backlash, I can’t see
myself changing much. Or at all. I like
who I am, what I do, and how I do it.
I’m comfortable with the fact that not
everyone feels the same about me.
As a LinkedIn influencer in the legal
Q profession, how have you seen the
industry evolve in terms of diversity,
inclusion, and wellbeing? What role do
you think LinkedIn influencers can play
in driving these changes?
AThe biggest change I’ve seen is
not just greater diversity entering
the legal sector, but also people being
more vocal about who they are, what
they stand for, how they perceive things,
and what works (or doesn’t) for them. I
love that. It brings such a rich range of
perspectives into the profession—I’m
constantly learning.
The Legal LinkedInfluencers—a group
essentially created by the brilliant Simon
P. Marshall of TBD Marketing (whom I’ve
affectionately referred to as a bunch of
weirdos)—bring their own perspectives.
So many perspectives. This noisy band of
content creators raises awareness quickly,
and that, in turn, starts to drive change.
Take Freshfields’ Reena Palmer and Lloyd
Rees on neurodiversity and mental health,
Higgs’ Sophie Wardell and Irwin Mitchell’s
Jen Shipley on humanity in law, Hogan
Lovells’ Jacqui Rhule-Drager on queer
intersectionality, Clifford Chance’s Amelia
Platton on autism—I do my bit on social
mobility and LGBTQ+ issues—the list goes
on.
I’d like to think we’re not just speaking
for ourselves, but for others too. My core
belief is that noise drives change. But
beyond that, there’s also some great
INTERVIEWS
business content out there—shoutout to
Harneys’ William Peake, Mills & Reeve’s
Emma Geale, and Weightmans’ Jon
Gregson. My prediction? A lot of this will
soon move into the “how to lawyering”
space—sharing best practices and
insights on the craft itself.
QHaving recently retired, how do you
feel the LinkedIn space has shifted
throughout your career, particularly
within the legal sector? How has the
platform shaped your professional
journey, and how do you see legal
professionals using it differently now?
ALinkedIn has evolved from being
corporate, therefore safe, bland,
samey, and dull, into something far more
dynamic, focused on; reciprocity (I give
you info), connection (let’s talk about
us and community), optimism (much
needed when you’re exhausted at work),
and welfare. I’ve been really pleased to
see professionals, many of whom were
previously quiet for various reasons,
finding their voices, building confidence,
sharing more, gaining traction, and
emerging as key voices in the industry.
Take Norton Rose Fulbright’s Colin Shaw,
Kingsley Napley’s Charlie Moore, Reena
again, and Eversheds Sutherland’s Sian
Wharf. Some have even built massive
personal brands, A&O Shearman’s Justin
Farrance and Chrissie Wolfe, for example.
Corporates could be leveraging this
much more than they currently are, I
know Linklaters Germany has a project
underway in this area.
As the platform becomes more crowded
and people’s feeds more saturated,
posters will need to give people a
compelling reason to scroll-stop. I
think the winning formula will be a mix
of corporate infrastructure, colleague
engagement, personalities and bravery,
and business insights. That’s where the
real opportunity lies.
QYou bring your personality to
LinkedIn with a touch of humour.
How vital is it for legal professionals to
show their true selves on the platform,
and how does this affect their career?
Where do you think lawyers often go
wrong when blending professional
credibility with personal expression?
AI think it works if you understand
what makes you interesting. This can
take time to figure out, and I wouldn’t
necessarily recommend the platform if
the only people who might ever engage
with you are your close colleagues and
peers at competitor firms. You have to
consider who you want to reach, clients,
regulators, stakeholders, etc., and why.
Then work out how.
Of course, you need to establish
credibility through intelligence and
expertise, but if you never show any
7
of yourself, if you only project your
#WorkSelf, stay in your #SafeHouse, and
are so risk-averse that you blend into
the wallpaper, you won’t get a sufficient
return on investment. There are already
too many people doing that, and LinkedIn
does not reward dullness. #NeverBeige,
I say.
Another common misstep? Being
too focused on yourself, your work,
your career, your ambition, without
considering who’s actually seeing your
content.
QIn your opinion, how can legal
professionals cultivate a unique
voice on LinkedIn while staying aligned
with industry expectations? Is it possible
to stand out without risking alienation
from traditional colleagues or clients?
ABe aware of, but not intimidated
by, your organisation’s PR and
social media policy, as well as industry
“expectations,” which may be evolving
more slowly than what’s actually
happening. Take great care when
discussing politics, religion, DE&I, etc.,
and always be kind and helpful.
Standing out, when done well, is, in my
view, a better investment of your time
than being invisible. While it’s important
to be mindful of colleagues and clients,
trust your own judgment (if you’re
confident you have good judgment) and
go for it. LinkedIn really democratises so
much of the BD and marketing game, so
it’s worth leveraging the platform. Juniors
can have just as much of a presence as
seniors.
Maybe because of that, you should expect
that not everyone will like you. C’est la vie.
QLooking to the future, how do you
see LinkedIn evolving within the
legal industry? What advice would you
give to newcomers on leveraging the
platform to build their presence and
advance their careers?
AI reckon it will keep growing, and a
handful of firms will truly leverage it
by actively promoting their superstars.
It’s a powerful way to showcase your
organisation, services, work, value,
and overall proposition. The firms that
embrace this will dominate in terms of
market impact.
Advice: Lurk for a while, follow the Legal
LinkedInfluencers, and decide if you
want to go all in. If you do, emulate what
resonates with you, start small, post two
to three times a week, and bring your
personality into it. You don’t need to write
Pulitzer-worthy posts or post daily. If
possible, get your organisation to invest
in proper training; Si Marshall, Helen
Burness, Holly Cope, Helen Pamely...
maybe even me. Good luck!

INTERVIEWS
BALANCING
PROFESSIONALISM, PERSONALITY
& PERFECTIONISM ONLINE
In the ever-evolving world of LinkedIn,
standing out requires more than just
regular posting, it demands authenticity,
a clear voice, and a willingness to share
both professional insights and personal
experiences. In this interview, we speak with
a Emma Geale, Principal Associate at Mills
& Reeve LLP who has built a reputation not
only for her technical expertise but also for
her relatable, down-to-earth presence on
LinkedIn. From balancing legal updates with
candid reflections on workplace culture,
to finding inspiration in Taylor Swift’s
boldness, she shares how embracing her
individuality has helped her foster deeper
connections, build her personal brand, and
contribute to a more open and supportive
legal community.
As your LinkedIn following continues to grow,
Q do you focus more on increasing the number of
followers or engaging with the right audience? In a
space where others may have larger followings, how
do you measure success in terms of connection and
impact on your professional brand?
AFor me, the key is finding that right audience. Not
everyone is going to be interested in what I have
to say, as I do have a bit of a niche, and that means
I’m never going to build a huge following. I’m happy
with that as I do try hard not to get too engrained
in the vanity metrics which are inherent when using
social media platforms, but instead try to measure that
impact in terms of the engagement, both online and
offline, those posts create. Sometimes, the success of
that leads to work referrals, meeting new connections
or simply someone reaching out to say how much they
valued my insight.
You’ve developed a distinct voice on LinkedIn
Q that combines professionalism with personal
warmth. How has sharing your individual perspective
on LinkedIn shaped your career and helped you
connect with clients and peers in the Private Client
sector?
I am really glad that comes across, as it can be
A hard to juggle the different threads of content,
from the technical legal articles to the personal posts
and everything in between. Getting the right balance
of that is something that is always front of mind for
me.
It’s been great to use LinkedIn to build my network
in the sector, rather than just a contact database
for people I have met. I’ve met so many people who
have become great connections, whether that be in
the sense of helping me to stay on top of technical
developments with the content they share, introducing
me to their clients and sending work my way, or
actually just helping to create a community and
building some incredible friendships along the way.
QYour LinkedIn posts offer insights on a variety of
topics, from legal updates to workplace culture.
How do you decide which personal experiences
or stories to share, and how do you think this
authenticity benefits your professional profile?
AFor a long time I kept a lot of my personal
experiences very private and often hid behind a
mask to not let others know what I was going through.
But as time has gone on, I have realised the benefit
in sharing these experiences and opening up about
them, particularly in the legal world where there is a
tendency towards perfectionism and a fear that we will
be judged for our ‘failings’. I’d seen the impact where I
had shared these stories and feelings with colleagues,
and that helped encourage me to do so online.
8

INTERVIEWS
“I’m so sick of running
as fast as I can, wondering
if I’d get there quicker
if I was a man”
- Taylor Swift, The Man
I always end up receiving such lovely comments and
messages from people when I do. It makes my own
discomfort in sharing worthwhile when I hear how
much a post has meant to someone, and I passionately
believe that we need to normalise more of these
conversations to break the stigma.
I certainly don’t share everything online, and I think
it is for each person to choose how much they are
happy to do so. But, for me, that openness has
brought significant benefits, including building
that authenticity, being a safe space for certain
conversations, or even just developing deeper and
more meaningful relationships with existing colleagues
and contacts. It also really helps to demonstrate the
culture of Mills & Reeve, showing that the firm is one
which really values their people and supports them
through good times and bad.
QGiven your success and recognition in the legal
field, how do you balance showcasing your
expertise while also allowing your personality and
individuality to shine through on LinkedIn? How do
you feel this contributes to your personal brand?
Sharing my expertise, or that of my colleagues, is
A one of the key reasons I use LinkedIn, but doing
so in a way that is engaging and demonstrates some
personality can be a bit of a challenge. No one wants
to read a dry legal or technical update. I’ve tried to do
so by using relevant photos, occasionally making use
of my dog as a model, or stories to help show some
warmth and make the content more engaging.
It’s also important to me to balance that technical
content alongside more light-hearted content, be
that of a personal nature or wider commentary on the
working world. I think that’s led to a well-balanced
personal brand which has an appeal for a range of
people. Some of my audience might not be interested
in the legal content for now, and they can scroll on by
that, but the right mix has kept them engaged and I’m
front of mind if they need a private client lawyer in the
future.
QYou’ve cultivated a reputation for clarity and
approachability in your LinkedIn content. How
do you think this personal, down-to-earth style has
helped you in standing out in the highly technical
world of Private Client law?
I was never going to be one of the people who
A share constant updates and insights into technical
matters. I’m the sort of person who needs to sit and
think about things before sharing my views, and to
be honest I’d probably be battling against imposter
syndrome and my perfectionistic tendencies in doing
so. For that reason, I leave that to others and focus on
sharing content that is perhaps a little more accessible
to a wider audience, with a personal story or slant to
try and make it more engaging as well. I think that has
helped me to stand out, as well as leaning into that
authenticity piece.
As a Swiftie, how do you think Taylor Swift has
Q challenged the stereotypes of professional
women, particularly in the way she has handled
legal battles like the one with Scooter Braun? What
lessons can professionals, especially women in law,
take from her approach to asserting control over her
career and standing up for her rights?
I don’t think there are many professional women
A who don’t resonate with ‘The Man’, which is
such an anthem for women today. Taylor really is an
inspiration for what can be achieved with some hard
work and determination, despite the adversity she has
experienced along the way.
While the legal profession has come a long way in the
last few decades, there are still numerous challenges
facing women in the industry. I think one of the key
lessons is to cut out the noise. Yes, acknowledge the
double standards, but stand up, speak up and fight for
what we want anyway.
Emma Geale,
Principal Associate,
Mills & Reeve LLP
9

EDITORIAL
BOARD
Kathliya Harwood,
Marketing Manager,
Philips Dictation
Alex Holt,
Chief Revenue Officer
at Cashroom
Building Meaningful
Business Relationships:
The Philips Dictation
Approach to Authentic
Networking
For a business, a key area to get right is professional networking. Done
correctly, it’s the foundation for building lasting, meaningful relationships
that drive long-term success. Whether online or in person, strong business
connections require trust, authenticity, and consistent engagement. As a
company, Philips Dictation prioritises genuine interactions, mutual value,
and shared goals. We want to create relationships that go beyond surfacelevel
exchanges, which foster long-term partnerships and opportunities.
Here are some key principles to keep in mind when building professional
relationships:
Authenticity and Trust – Genuine interactions build trust over time.
Being honest, transparent, and consistent in communications strengthens
credibility.
Mutual Value and Reciprocity – Relationships thrive when both parties
benefit. Providing value, whether through insights, introductions, or
support; this creates a strong foundation for long-term engagement.
Active Listening and Engagement – Basically speaking, pay attention to
what the person is saying. What do they need? What are their challenges?
What outcomes are they looking for? Being attentive and actively
engaging with the conversations, rather than treating it as transactional,
creates lasting impressions.
Consistency and Follow-through – By organising regular check-ins
and follow-up calls/meetings it shows reliability and reinforces a strong
business relationship.
Shared Goals and Collaboration – Partnerships flourish when companies
align on values, objectives, and long-term aspirations, leading to mutual
growth and success.
Personalisation and Relationship Building – Always take the time to
understand a person’s individual, and business, needs; remembering the
small details will solidify and strengthen those bonds.
Community and Network Contribution – Actively participating in
industry events, online forums, and professional groups establishes a
strong presence.
Long-term Mindset – Networking shouldn’t just be about immediate
gains. Investing time in building relationships with patience and persistence
leads to meaningful opportunities in the future.
For us at Philips Dictation, we use different forums to network with
professionals in the legal and technology sectors; the most important of
which are in-person events. We attend several throughout the year to
speak to potential customers on their pain points and existing customers
for features they’d like to see from our solutions. For us, in-person works
better than virtual; not only are the conversations more natural, but we’ve
also found that having an informal chat allows for a more free-flowing
organic interaction with both parties. Obviously, these conversations
help our company, but we develop our solutions with feedback from our
customers in mind, and by following through with changes, we build trust
and a continued mutually beneficial relationship.
People Power
Riddle me this: What activity is free to carry out (though
you can spend money on certain types of this activity),
creates opportunities for new business, builds brand,
enhances client satisfaction, and is lots of fun?
The answer is… Networking!
Now, I realise that for some people, networking and fun are
two words that don’t sit easily together. However, it’s a skill
that can be learned, and I firmly believe its value will grow
significantly in the legal sector in the coming years. With
practice, I promise you’ll come to enjoy it. After all, it can be
as simple as meeting a friend or two for a coffee and a chat.
So, you ask: is it really a skill?
Absolutely. Assessing who should be in your network,
engaging with people, getting them to like you and your
message, crafting the right messages, following up, and
following through on agreed actions – the list goes on.
There are nuances to each element, and you improve with
each as you practice.
The benefits of a well-managed network include warm
leads and referrals, which increase conversion rates, as
the prospect starts from a much more positive standpoint
when introduced by someone they trust. Networking also
encourages people to talk positively about your business
and can lead to the development of strategic alliances.
All this is great – well-established, proven, and beneficial.
If anyone wants to discuss how I do it, please feel free to
reach out (we can network!).
But let’s look forward a little. Rather than focusing solely on
what has been done before, think about this: with Artificial
Intelligence potentially taking over significant elements of
legal work in the coming years, ask yourself how you will
differentiate yourself – both as an individual and as a firm.
If 50% of your ‘desk’ activity suddenly becomes something
AI can do, and therefore is accessible to any competitor
with a computer, your networking and business-winning
activities will take centre stage. You’ll stand out through
your associates in networks and your people skills, as clients
will increasingly choose their lawyers based on whether they
know, like, and trust you.
Networking, both online and in person, is, in many respects,
a soft skill – one that has often been undervalued in the
past. But in the future, the ability to engage and win work
through human interaction will become a key capability.
And it’s fun!
11

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EDITORIAL
BOARD
The Evolution of Networking in the
Legal Sector: Embracing Digital and
Traditional Strategies
Networking in the legal sector has undergone a
significant transformation over the past few decades.
Traditionally, networking for legal professionals
and companies relied on in-person events, industry
conferences, and exclusive memberships in professional
organisations such as The Law Society or The Bar
Council. However, the rise of digital platforms has
reshaped the landscape, making networking more
dynamic and accessible.
Today, digital networking through platforms like
LinkedIn, Twitter, and even legal-specific networking
sites has become integral to business development and
client acquisition. These platforms offer unprecedented
opportunities to connect with peers, decision-makers,
and clients, breaking down geographical and hierarchical
barriers.
LinkedIn, in particular, has revolutionised networking
in the legal sector. As the world’s largest professional
network, LinkedIn provides legal professionals with a
platform to showcase expertise, share industry insights,
and engage with peers.
Advantages Of Digital Networking
Digital networking allows professionals to connect with
colleagues, clients, and legal influencers without the
need for formal introductions or physical meetings. Many
legal experts publish articles, and share their comments
and insights on legal developments, establishing
themselves as thought leaders in their areas of practice.
Unlike traditional networking, where reaching
key decision-makers required multiple layers of
introductions, LinkedIn enables direct messaging and
engagement. Many firms now rely on LinkedIn for talent
acquisition, making it easier for legal professionals to
find new opportunities and for firms to identify suitable
candidates.
Further, law firms can target specific industries or
clients using LinkedIn’s advanced search and marketing
features, allowing for a more strategic approach to
business growth.
Challenges Of Digital Networking
Despite its advantages, LinkedIn and other digital
platforms also present challenges for legal professionals
and firms alike. The sheer volume of content can make it
difficult to stand out, requiring firms to invest in targeted
marketing strategies.
Unlike traditional networking, where personal
interactions help build trust, digital engagement
lacks personal nuance, making it crucial to maintain a
professional tone and image.
The rise of digital networking has led to an increase
in spam and disingenuous connections, making it
challenging to identify genuine opportunities. Although
online networking is valuable, it would be a mistake
to completely replace in-person interactions, as legal
relationships still thrive on trust and face-to-face
engagement.
Balancing Digital and Traditional Networking
For companies operating in the legal sector, the key
to successful networking lies in balancing traditional
methods with digital platforms. While LinkedIn and other
online tools provide convenience and reach, in-person
events, mentorship programs, and industry conferences
remain essential for deeper relationship-building.
Firms that effectively integrate both approaches are
likely to gain a competitive edge. Hosting webinars,
taking part in virtual discussions, and maintaining
a strong online presence can complement face-toface
interactions, creating a well-rounded networking
strategy.
By balancing digital networking with traditional
relationship-building, legal professionals and firms
can maximise their networking effectiveness in an
increasingly digital world.
Neville Dinshaw,
Managing Director of Law,
Mergers & Acquisitions
13

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EDITORIAL
BOARD
The Art of Meaningful Networking:
10 Ways to Build Lasting Business
Relationships
Building meaningful business relationships is
very similar to nurturing personal friendships;
both require genuine effort, time, and
mutual respect. Just as we invest in personal
connections, cultivating professional
relationships necessitates authenticity and
care. Here are my top 10 tips on creating and
developing important business relationships
through networking:
1. Be Authentic
Authenticity is the cornerstone of any
relationship. In the professional world, being
genuine fosters trust and openness. When we
present our true selves, we encourage others to
do the same, laying the foundation for deeper
connections.
2. Show Genuine Interest
Active listening and sincere curiosity about
colleagues’ experiences and perspectives
strengthen bonds. Engaging in meaningful
conversations demonstrates that we value their
insights, leading to mutual respect.
3. Continuous Learning
Equipping ourselves with a broad spectrum
of knowledge enables us to connect with a
diverse range of individuals. This adaptability
enhances our ability to engage in various
topics, enriching our interactions.
4. Thoughtful Follow-Up
After initial meetings, sending personalised
follow-up messages expressing appreciation
and suggesting future engagements reinforces
the connection and paves the way for deeper
relationships.
5. Value-Driven Interactions Focusing on
understanding the needs and challenges of
others, rather than immediate gains, allows for
the identification of genuine opportunities for
collaboration or assistance, building trust and
mutual respect.
6. Consistent yet Respectful
Communication
Maintaining regular contact without
being intrusive shows commitment to the
relationship. Periodic check-ins demonstrate
ongoing interest and keep the connection
active.
7. Personal Touch
Acknowledging personal aspects, such as
remembering birthdays or asking about family,
adds depth to professional relationships,
making interactions more personable and
genuine.
8. Integrity and Transparency Upholding
honesty and openness in all dealings fosters
trust. Admitting mistakes and addressing
issues transparently strengthens credibility and
reinforces the foundation of the relationship.
9. Delivering Excellence
Consistently providing high-quality work
and keeping partners informed showcases
reliability and dedication, reinforcing trust and
encouraging long-term collaboration.
10. Embrace Kindness
Kindness is a fundamental principle that can
significantly enhance business relationships. By
treating colleagues and partners with empathy
and consideration, we create a positive
environment that fosters collaboration and
mutual respect.
Incorporating these principles into our
professional lives transforms networking from
a transactional activity into a relational one,
fostering partnerships that are both meaningful
and enduring. By prioritising authenticity, active
engagement, consistent value delivery, and
kindness, we can cultivate relationships that
stand the test of time.
Sam Kimber,
Probate Researcher & Genealogist, Pro-Gen
Research
LinkedIn: The Ultimate Recruitment Tool
in the Legal Sector
As a recruitment consultant, LinkedIn is
my most powerful tool. It’s more than
just a social network; it’s a dynamic
platform where professionals showcase
their skills, network with industry peers,
and connect with recruiters who can
help shape their careers. Over the years,
LinkedIn has evolved from a simple online
CV database to an essential resource for
talent acquisition, employer branding, and
professional networking. If you’re a job
seeker or an employer, understanding how
to leverage LinkedIn effectively can make
all the difference in today’s competitive job
market.
The Recruiter’s Playground
For us recruiters, LinkedIn is a goldmine of
talent. With over 368,000 people employed
in the UK legal services market, getting
access to them is a key challenge. With
the majority of legal professionals in the
industry on LinkedIn, it offers us access
to candidates from entry level assistants
to board level executives. The advanced
search filters allow us to pinpoint the right
candidates based on skills, experience,
location, and even their engagement
with industry content. Boolean search
techniques further refine our ability to find
hidden talent, ensuring that we reach out
to the best possible candidates for a role.
However, it’s not just about finding
talent—it’s about engaging them. The best
candidates are often not actively looking
for a new job. That’s where LinkedIn’s
messaging feature, InMail, comes in handy.
A well-crafted message that highlights
career growth opportunities, company
culture, and role specifics can spark
interest in passive candidates who might
not otherwise consider a move.
Building a Strong LinkedIn Profile
For job seekers, having a strong LinkedIn
presence is essential. A complete profile
with a professional photo, a compelling
headline, and a detailed summary can
set you apart from the competition. Your
profile should highlight key achievements,
skills, and career goals while using relevant
keywords to optimise visibility in recruiter
searches.
The Power of Networking
The platform allows professionals to
connect with industry leaders, join relevant
groups, and participate in discussions
that showcase expertise. For candidates,
engaging with industry content,
commenting on posts, and sharing insights
can help build their professional brand.
From a recruiter’s perspective, networking
is equally critical. Attending virtual
events, contributing to discussions, and
15
maintaining a strong employer brand
through company posts can attract top
talent. Employers who actively share
success stories, employee testimonials, and
industry insights position themselves as
desirable workplaces, making recruitment
efforts more effective.
The Future of LinkedIn in Recruitment
As AI and automation continue to shape
recruitment, LinkedIn is integrating more
smart tools to enhance hiring. AI-driven
recommendations, predictive analytics, and
machine learning are making it easier for
recruiters to identify the best candidates
faster. Job seekers who optimise their
profiles and engage actively will benefit
from these advancements by being more
discoverable.
In today’s digital hiring landscape, LinkedIn
is an indispensable tool for both recruiters
and job seekers. Whether you’re looking
for your next career opportunity or seeking
top talent, mastering LinkedIn’s features
and networking potential can give you
the edge you need in an increasingly
competitive market.
Stuart Whiter,
Associate Portfollio Director,
AJ Chambers

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EDITORIAL
BOARD
Building Meaningful Connections in
the Legal Industry: Moving Beyond
Transactional Networking
Networking in the legal industry is often misunderstood.
Many people mistakenly believe that it’s simply about
gathering contacts for potential new business, and if it
doesn’t yield immediate financial returns, it’s not worth
the effort. In reality, networking is far more than that. It’s
about fostering meaningful relationships built on trust and
mutual respect. Once firms recognise the long-term value
of networking, it becomes less daunting, allowing you to
focus on cultivating genuine relationships rather than solely
pursuing financial gain.
I don’t believe relationship building needs to be highly
strategic. A more natural approach, rooted in strong
connections and trust, is far more effective. Open,
honest communication and being genuine are key. A
purely transactional approach often leads to short-lived
partnerships. Instead, engage with people to discover
shared values or goals, whether it’s exchanging industry
insights, referring clients, or offering support when needed.
By cultivating relationships based on mutual respect and
shared objectives, you’ll naturally foster more productive
and lasting collaborations.
Since COVID, meetings and networking have evolved,
and we’ve embraced digital formats to our advantage,
allowing us to “meet” with people without the constraints
of distance or time-consuming travel. This has made
connecting with professionals easier and expanded
the range of potential connections. However, this shift
can sometimes lack the personal touch necessary for
building strong relationships. Platforms like LinkedIn
offer opportunities for content sharing, direct messaging,
and endorsing or supporting our connections, enabling
meaningful exchanges, provided they are used effectively.
sales-driven posts should be avoided, as our connections
already know what we do. Thought leadership should foster
positive conversations that feel genuine and credible,
providing real value and sparking meaningful engagement.
Building long-lasting business relationships requires
patience and consistency. Successful networking is rooted
in trust and genuine engagement, and this doesn’t happen
overnight. It takes time to truly understand and get to
know your connections. By focusing on how you can
support them, rather than simply expecting something
in return, you help build that trust and ensure your
connections remain strong and enduring.
Last year, I started a new role with a new company, and
I’ve been overwhelmed by the support I’ve received from
friends and connections within the legal sector. Based on
my own recent experience, I would advise companies just
starting to build their network to look at their existing
connections. If you have established relationships within
the sector, they’re a great starting point to help you grow,
and people will often be more than willing to introduce
you to their own connections. I’ve found the support from
my existing network to be invaluable. If you’re new to the
sector, start by attending events and take it one step at a
time. Get to know people and be consistent. Consistency
will be key in establishing those initial connections.
Samantha Burrows,
Partner, XYZ Law Solicitors
To avoid adding to the noise on LinkedIn, businesses must
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EDITORIAL
BOARD
Beyond the Business
Card: Building Meaningful
Connections in the Legal Sector
A common misconception about networking in the legal
industry is that it is purely transactional. In reality, building
strong, long-term relationships is the key to long-term
success. Companies can overcome challenges by being
proactive, attending industry events, engaging in meaningful
conversations, and offering valuable insights rather than
focusing solely on immediate business opportunities.
Ultimately, creating strong relationships, whether in business or
personal life, relies on open, authentic communication, mutual
trust, and shared objectives. Effective networking provides a
platform to cultivate these connections, enabling individuals
and companies to build a robust foundation for future success.
Through strategic networking, SmartSearch has partnered with
several leading law firms to integrate our compliance solutions,
which not only expanded our market reach but also enhanced
the firms’ due diligence processes. We see partnerships as
creating a ‘third element’. It is not merely 1+1=2, but rather
the unique contributions of each partner working together
to create a result that is greater than either could achieve
alone. As a result, we have strengthened our position in the
market, built long-lasting partnerships, and demonstrated our
commitment to providing exceptional value and support to the
legal sector.
The key to ensuring relationships with law firms and legal
professionals are meaningful and mutually beneficial,
rather than purely transactional, lies in understanding their
specific needs, offering tailored solutions, and maintaining
transparency at every stage. Strong, long-term relationships
are not built through one-off interactions but through regular,
value-driven communication where both parties see ongoing
benefits. This includes providing value-added services,
such as webinars, newsletters, or bespoke insights that are
relevant to their challenges and goals. Taking a consultative
approach, actively listening, offering relevant insights, and
working collaboratively to solve challenges, helps foster trust
and creates the foundation for lasting, mutually rewarding
partnerships.
Networking has significantly evolved with digital platforms like
LinkedIn, making it easier to connect with legal professionals.
There are also many industry-specific networking groups
and associations that provide valuable arenas for information
sharing and idea gathering. However, standing out requires
consistent, high-quality engagement. Companies that offer
valuable insights and actively participate in meaningful
discussions gain far more traction than those focused solely on
self-promotion and vanity metrics.
Businesses in the legal sector use LinkedIn to share insightful
content, engage in industry discussions, and showcase
success stories. Effective strategies include targeted outreach,
consistent posting, and active participation in relevant groups.
To build credibility and trust, businesses must be seen as
thought leaders in their sector, providing valuable insights.
LinkedIn is crucial for establishing credibility. Businesses can
add value by focusing on industry trends, providing expert
insights, and offering practical, actionable advice. Quality over
quantity is key, and engaging content that sparks discussion
sets companies apart from the noise.
Strong business relationships, whether built online or in person,
take time, care, and consistency to develop. The key principles
that help companies build these long-term, meaningful
connections include authenticity, consistency, and value-driven
engagement. Companies that actively listen to their contacts,
maintain regular and thoughtful communication, and invest
in the relationship beyond immediate business needs are far
more likely to foster trust and loyalty. Trust, after all, is not
built overnight, it grows through ongoing interactions where
both parties feel understood, respected, and supported,
creating a solid foundation for sustainable, mutually beneficial
partnerships.
For businesses looking to strengthen their professional network
and industry presence within the legal sector, particularly
those starting from scratch, it is essential to begin by defining
clear goals and identifying the key stakeholders you want
to engage with. Actively participating in industry events
helps lay the groundwork for building valuable connections,
while leveraging digital platforms like LinkedIn and industryspecific
forums can amplify your visibility. Creating valuedriven
content that addresses the specific pain points of
your target audience will also help position your business as
a credible thought leader. Additionally, seeking mentorship
from established industry leaders offers valuable guidance and
insight, while collaborating with experienced professionals not
only strengthens your network but also opens doors to new
business opportunities, strategic partnerships, and long-term
growth.
Nicola Gifford,
General Counsel and Company Secretary,
SmartSearch
19

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INSIGHT
Owning My Identity: How I Embraced
My Voice to Drive Change in Law
Owning Your Identity
Q. You’ve spoken openly about
overcoming judgement and
discrimination early in your career.
How did you reach the point of fully
owning your identity on LinkedIn,
and what impact has this had on
your confidence and career?
A. My authentic posts started about
two or three years ago when I stopped
trying to “fit in”. I was exhausted
from the effort! I embraced who I
am, a Muslim, hijab-wearing lawyer.
This brought with it a sense of
empowerment, which was reflected in
both my career and my LinkedIn posts.
I only post when I have something to
say, often inspired by a recent life event.
I speak and write as I see it, and I’m
no longer afraid of calling things out.
From the feedback I receive, I’m told
my posts are relatable and help inspire
those from diverse backgrounds to join
the profession. I’ve also been told my
LinkedIn posts provide an alternative
perspective on diversity and inclusion,
and what this means in practical terms.
For example, providing halaal food at
events does not automatically mean
vegetarian or vegan, but instead
providing the same meal using halaal
meat, no alcohol (not even in the
preparation), and being careful to avoid
cross-contamination.
“ LinkedIn might
be a professional
platform, but if you
use it right, it really
allows your personality
to shine through,
which will help with
building meaningful
connections!”
Challenging Stereotypes
Q. Balancing work and life is a
challenge many professionals
face, but as a visible advocate,
you’ve also used LinkedIn to
challenge the stereotype of what
a legal professional “should” look
like. What has been the most
powerful moment or response
you’ve received from sharing your
perspective?
A. I switched the visibility of my posts
to “everyone” around two years ago
and was completely taken by surprise
at the jump in engagement from
the hundreds to several thousands.
It was totally unexpected and quite
encouraging. The best part has
been the interest from organisations
wanting to collaborate to improve
representation and diversity in law,
as well as in other industries. I receive
many messages from aspiring solicitors
looking for mentoring or advice on
a particular point or aspect, it’s a
great feeling to be able to help others
up the ladder! An added bonus has
been work-related enquiries leading
to new clients and some good work
connections who are equally invested
in diversity and inclusion.
The Power of LinkedIn
Q. Many young professionals
struggle with how to use LinkedIn
effectively. What advice would
you give to someone wanting
to use the platform as a tool for
advocacy, career growth, and
authentic networking?
A. If you are new to the platform, I
would suggest starting by liking and
commenting on posts, and sharing
posts with your own thoughts or views
added. Once you get a feel for the
platform, it becomes easier to post.
Most importantly, stay true to yourself
and your values. LinkedIn might be a
professional platform, but if you use it
right, it really allows your personality
to shine through, which will help with
building meaningful connections!
21
Advice for Young Muslims
in Law
Q. For a young Muslim aspiring to
enter the legal profession, what
guidance would you give—both in
navigating the challenges of the
industry and in using platforms like
LinkedIn to build confidence and
connections?
A. Be true to yourself and do your
research when applying to a firm. Look
for one that will accommodate prayer
spaces and can provide flexibility
around Eid and Ramadan. Talk to other
Muslims at the firm to get an insight
into the firm’s culture and practices.
Find a mentor and seek out allies, you’ll
be surprised at how many people are
willing to help. There are also quite
a few organisations where you can
get support and advice as an aspiring
Muslim solicitor, such as the Association
of Muslim Lawyers, Ethnic Solicitors
Network, as well as local universities and
local Law Societies, which often have
diversity and inclusion committees or
groups.
Salma Maqsood,
Partner, THRINGS

IN-DEPTH
The Rise Of The Legal
Linkedinfluencers:How Lawyers
Are Owning The Conversation
In the ever-evolving world of legal marketing, LinkedIn has become far more
than a platform for job-hunting or corporate updates. It’s now a powerful
space where individual voices shape conversations, influence clients, and
drive meaningful engagement. Simon Marshall, CEO and Founder of TBD
Marketing, has been at the forefront of tracking this shift. In this interview,
he shares his insights into the rise of legal LinkedInfluencers, the power of
personal branding, and why authenticity, consistency, and conversation are
the real keys to success for lawyers on LinkedIn.
QLet’s Start at The Beginning –
What’s Your Story?
AIt wasn’t a straight-line journey. I
didn’t wake up one day and say,
“You know what? I’m going to map out
the top LinkedIn influencers in the legal
sector.” But what I did see over time
was a fundamental shift in how legal
professionals were using the platform.
LinkedIn was evolving beyond a digital
CV or a place to dump firm updates. It
was becoming a space where individual
voices were starting to eclipse big brand
and corporate accounts, despite the
efforts of the brands to stifle that. It was
clear that in a profession traditionally
dominated by formal structures and
institutional branding, the rise of personal
influence, which used to be behind closed
doors, was now bursting out into the
open.
So, I started tracking it. I’m a geek
and love data. I started digging in to
the numbers. I wanted to understand
what made certain lawyers stand out,
what kind of content resonated, and
why engagement was skyrocketing for
some individuals while firm accounts
were stagnating. The more I analysed,
the clearer it became - lawyers who
embraced authenticity and engagement
were rewriting the rulebook on legal
marketing.
The LinkedInfluencer reports have
become a benchmark for measuring that
influence. Every quarter, we’re not just
ranking people, but just seeing how the
presentation of the legal profession itself
is evolving in real time. And we’ve built a
following and community around it. Yes,
it’s a nice badge of some kind of honour,
but more than that, it’s a group of people
who love connecting with others and
lifting them up. What’s not to like about
that?
QYour Report Highlights Just How
Powerful LinkedIn Can be for
Lawyers. What Makes a Successful Legal
LinkedIn Influencer?
AEngagement, consistency, and
authenticity. And I don’t mean
posting daily motivational quotes or
purely regurgitating firm announcements.
The thing that makes a difference is
being part of conversations, not just
churning out content. They understand
that engagement is the real metric that
matters - comments over likes, discussion
over broadcasting.
Successful LinkedInfluencers in the
legal industry have mastered the art of
making their content feel personal and
accessible, without compromising on
their professional credibility. They aren’t
afraid to take a stance, share opinions, or
even admit when they’ve got something
wrong. Clients find that compelling.
One big hurdle for many is time.
Lawyers are busy people. But those
who consistently carve out even small
moments to engage with their audience -
whether that’s through posts, comments,
or direct messages - see the biggest
returns. On the train from a meeting –
that’s five minutes you can post. Hanging
out on the sofa waiting for dinner? Do
a bit of scrolling. This micro networking
adds up.
22

IN-DEPTH
But this isn’t all about you and your
views. If you’re spending ten minutes
scrolling on LinkedIn, spend five of those
minutes commenting on other people’s
posts. That’s how you begin to build
influence. By actively participating in the
conversation rather than just shouting
into the void. Most people are also
worried about internal politics. I’d suggest
not to overthink it. If you add value to
clients, or potential colleagues, or targets
then that noise will then tend to die down.
QPersonality Vs Professionalism -
Where’s The Line?
AThis is probably the number one
question I get from lawyers. There’s
a real fear of crossing that invisible line
between “personal” and “professional.”
But LinkedIn isn’t a courtroom. People
connect with people, not faceless
corporate entities.
The most successful legal influencers
balance personal insights with
professional expertise. They don’t just
talk about what they do, they talk about
why they do it and how it impacts them,
their clients, their communities. That
emotional connection is what makes
content resonate.
It doesn’t mean you have to share
weekend brunch photos or holiday snaps
necessarily. But diving into the challenges
of legal life, the lessons you’ve learned,
or the experiences that shaped your
career? That’s gold. I think Charlie Moore,
Paralegal at Kingsley Napley does this
really well. A young person, new in her
career, talking about what it’s really like to
be an up-and-coming lawyer. She never
ever moans, she explains.
One of the biggest misconceptions is
that being personal means being overly
informal. It doesn’t. It means being
human. If you look at the top-ranked legal
influencers, they aren’t just posting about
case law and regulatory changes. They’re
talking about mentorship, resilience,
work-life balance, and what it actually
feels like to work in law. They are real
people, and people make connections.
The key is relevance. Ask yourself, “Does
this post add value to my audience?” If
the answer is yes, then it’s worth sharing.
QShould Lawyers Approach LinkedIn
Differently From Other Industries?
AYes. Legal is a trust-based profession,
and that impacts everything. People
aren’t just engaging with content for
entertainment; they’re looking for
credibility, expertise, and leadership. But
it’s also an ethical professional and has a
lot of requirements around confidentiality
that need respecting.
Unlike tech founders or marketing
professionals who might lean into bold,
disruptive content, legal professionals
need to maintain their integrity and their
sense of integrity. But that doesn’t mean
they should play it too safe. The biggest
mistake I see lawyers making is treating
LinkedIn like a press release platform.
They post firm updates and then wonder
why no one engages. Because, I’m sorry
to say, it’s boring.
LinkedIn for lawyers, or indeed anyone,
isn’t about broadcasting. It’s about
contributing. The best-performing
lawyers on LinkedIn treat it like a
conversation. They share insights, spark
debates, and perhaps most importantly,
respond to their audience. And they do
it in their own voice. Sophie Wardall is
People Director at Higgs. She could say
how Higgs are rocking their HR. Instead,
she writes with compassion about life in
the legal sector and at work in general.
It’s genuine. It’s trusted.
Unlike many other industries, legal
professionals are actively shaping
regulations, policies, and case law. That
means they have a unique opportunity to
position themselves as thought leaders.
But that only happens if they step out
from behind the corporate logo and use
their own voice.
QWhat Content Performs Best For
Legal Professionals, And How
Can They Start Adding More Personal
Elements?
AContent that sparks engagement
wins. That could be a strong opinion
on a legal trend, a relatable take on life in
the industry, a career lesson that others
can learn from or a question that invites
discussion. The biggest misconception is
that content has to be long or technical to
be valuable. It doesn’t. Some of the bestperforming
posts are short, sharp, and
straight to the point. The key is making
people want to respond.
For lawyers looking to move from purely
professional content to something more
personal, my advice is start small. You
could share a lesson you learned early in
your career. Talk about a mentor who had
an impact on you – which is also a great
way to reconnect. Or maybe reflect on
a challenging case (without breaching
confidentiality, obviously).
One of the best examples of this is Jen
Shipley. She balances legal insights with
personal stories that humanise her work.
She doesn’t just talk about medical
negligence law - she talks about why
she does it and the real-world impact it
has. That’s why her audience is engaged.
Speak to people like they are humans,
and show them you are too.
QWhat’s Next For LinkedIn And Legal
Influencers Over The Next Five
Years?
AWe’re at an inflection point. LinkedIn
has evolved from being a job-hunting
platform. It’s a thought leadership and
business development tool. There are one
billion users on the platform, that’s a lot
of influencing to be done.
Here’s what I predict: More lawyers will
invest in personal branding. Firms are
realising that their biggest marketing
assets are their people, not just their
logos. The data shows that at 22
of the top 100 law firms, individual
LinkedInfluencers generated more
significant engagement than their
corporate counterparts. Authentic
and relatable voices resonate more
with audiences than traditional, often
impersonal, firm-led accounts. Video
content will become standard. We’re
already seeing this shift, but expect more
lawyers to embrace video posts, LinkedIn
Lives, and short-form explainers. Clients
love the brevity and accessibility that
videos provide.
AI-generated content will increase - but
human voices will still win. The rise of AI
means more content, but the influencers
who dominate will be those who bring
real-world insight, not just ChatGPTgenerated
posts. Engagement metrics
will matter more than reach. LinkedIn’s
algorithm is already favouring meaningful
interactions (comments, not just likes).
That trend will continue.
The best legal influencers will be the
ones who lead conversations, not just
post content. The future of influence isn’t
about broadcasting; it’s about interacting.
If you want to be one of the ones shaping
the conversation in the years to come,
start now. Start small, with authenticity
and passion. It’s not as scary as it seems.
Simon Marshall,
CEO & Founder of TBD Marketing
23

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We engaged with over 200 residential conveyancers
to shape our new environmental reports to create
comprehensive due diligence, made easy for both
conveyancers and homebuyers. Designed to boost client
confidence, reduce data interpretation time, and enhance
customer service, our new reports are a game-changer.
Our new reports feature:
Upgraded risk modules
Visually enhanced front pages
Executive summary pages for quick risk assessment
Homebuyer guidance for better understanding
For more information, please get in touch at
landmark.co.uk/legal-conveyancing/legal-due-diligence-reports

FORUM
Harnessing Technology to Transform
Conveyancing: A Forum Discussion
Our Conveyancing Panel this issue is made up of Angela Hesketh, Head of Market Development at PEXA, and
Chris Loaring, Managing Director of Landmark Information (Legal). They discuss the key innovations reshaping
the conveyancing process, how firms can integrate new technology to enhance efficiency and reduce risk, and
the role of AI and data in driving the industry forward.
This issue’s opinions are from:
Angela Hesketh
Head of Market Development,
Pexa
Chris Loaring
Managing Director, Landmark
Information (Legal)
Q. Technology continues to reshape the conveyancing
process. What innovations are having the greatest impact,
and how can firms adopt new tools to improve efficiency,
reduce risk, and enhance the client experience?
Angela: Technology is slowly but surely reshaping the conveyancing
process, driving efficiency, reducing risk, and enhancing the client
experience. One of the most significant advancements is digitisation,
allowing firms to move away from outdated, paper-heavy processes
toward seamless, real-time transactions.
At PEXA, we are changing the way funds move within property
transactions, reducing delays, increasing transparency, and enhancing
security by minimising reliance on traditional banking systems. Another
key development is the creation of a property data trust framework,
ensuring a common data language and system compatibility so that all
parties can access and trust the same information. This reduces errors
and inefficiencies.
For firms looking to adopt new tools, it’s essential to seek shorter
contract terms to avoid being locked into outdated technology.
The pace of change is rapid, and firms must remain agile,
choosing solutions that best suit their evolving needs.
Chris: Often, the true value of technology lies in the data that
powers it. Having both technology and trusted data makes the
biggest impact in creating efficiencies and reducing risks.
The regulatory and legislative burden on conveyancers continues
to increase. Climate change, for example, is an emerging due
diligence factor that conveyancers aren’t trained experts in.
Having reliable and meaningful data is crucial in addressing these
challenges.
To reduce risks, firms must have complete trust in their data. As
a founding director of the Conveyancing Information Executive
(CIE), I work to raise data quality standards across property
searches. Our standards ensure data integrity, accuracy, and
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FORUM
transparency, which underpin the provision of property search
data. When firms have full confidence in their data’s veracity and
provenance, they can truly reduce risk and increase efficiency by
layering technological solutions on top of that trusted data.
Q.What role do you see AI playing in the future of
conveyancing, and how might it transform the way
firms operate?
Angela: Artificial intelligence (AI) will play a pivotal role in the
evolution of conveyancing. Rather than replacing conveyancers,
AI will act as a support tool, helping professionals manage
workloads more efficiently.
AI-powered solutions can automate repetitive administrative tasks
like document review, compliance checks, and data extraction,
freeing up conveyancers to focus on higher-value, clientfacing
activities. Machine learning algorithms can also identify
potential risks in transactions, flagging inconsistencies or missing
information before they cause delays or complications.
Beyond operational efficiencies, AI will enable firms to provide
more personalised and responsive services. AI-driven chatbots,
predictive analytics, and smart workflows will help deliver services
in ways that align with a firm’s strengths and client expectations.
However, successful AI adoption requires firms to select
technology partners that prioritise seamless system integration. AI
will only reach its full potential if it works across different systems
and contributes to a unified digital infrastructure. Security and
data controls will also be critical considerations.
Q.How can service providers within the wider
conveyancing process better meet the expectations of
conveyancers? What improvements in technology or
turnaround times would make the biggest impact?
Angela: Service providers must evolve to meet the growing
expectations of law firms and their clients. The biggest
improvements needed are better technology integration and
faster turnaround times.
Technology suppliers must move beyond simply providing
products—they should add value by sharing insights, best
practices, and clear strategies on how their solutions align with a
firm’s needs.
Efficiency and security are critical. Solutions such as PEXA
streamline fund transfers, reducing risks associated with
traditional banking methods while ensuring faster, more secure
transactions. Additionally, the development of a property data
trust framework will improve process efficiency by ensuring
seamless connectivity between systems.
Collaboration between suppliers is essential. For example,
integrating payment platforms with case management systems
can create automated financial workflows, and securely
sharing data across different service providers would enable
conveyancers to access real-time verified information without
duplication. Developing common APIs and open standards
would also eliminate inefficiencies caused by disconnected
systems.
Beyond technology, joint training and support initiatives would
help firms understand how different technologies work together
to enhance service delivery. Ultimately, service providers should
prioritise collaboration over competition, working together to
create a more connected and efficient ecosystem. By aligning
with the industry’s broader goal of digitisation and enhanced
system cohesion, suppliers can help remove barriers to efficiency,
security, and client satisfaction.
Chris:
Conveyancers face increasingly demanding roles. To better
understand their needs, we commission independent market
research. Our latest residential conveyancing market research
report found that the three biggest frustrations for conveyancers
are:
1. The time it takes to complete a transaction (53%)
2. The growing regulatory and administrative burden (47%)
3. The volume of workload and insufficient resources (43%)
These challenges are interrelated. Post-pandemic, the
conveyancing sector has struggled to attract and retain talent,
with firms recognising the need for both high-quality staff
and technological solutions. Our research found that 40% of
respondents believe that greater flexibility in adapting to new
ways of working would help attract and retain talent.
Regulatory and legislative changes are also having a significant
impact. Nearly two-thirds (65%) of conveyancers reported that
their roles have been affected by changes such as TA6 form
updates, AML compliance, and climate change guidance. These
factors have contributed to longer transaction times—our recent
property transaction report found that the average purchase time
has increased by 15%, rising from 104 days in 2019 to 120 days
in 2024.
Technology can make a significant difference by reducing
administrative burdens, connecting data more effectively, and
leveraging AI and automation to free up time for conveyancers to
focus on complex legal tasks.
Another key improvement is providing relevant data at the right
time in the process. Our research found that 65% of respondents
believe that upfront data insights for transactions would help
remove delays earlier in the process.
27
27

CONVEYANCING
EXPERT PANEL:
CONFERENCE
SPECIAL
To kick off our upcoming conveyancing
conference, we invited a group of industry
experts to discuss the key challenges shaping
the future of conveyancing. From managing
increasing workloads and addressing mental
health concerns to harnessing AI, streamlining
processes, and improving collaboration with
service providers, our panel explores what
firms need to prioritise to stay competitive,
enhance efficiency, and deliver a better client
experience.
Charlie Davidson,
Senior Associate, Bishop
and Sewell
Kevin Johnson,
Director, On Point Data
Elizabeth Jarvis,
Managing Director, OneSearch
Rob Gurney,
Managing Director, Ochresoft
Mark Hailwood,
Product Director, Dye & Durham
28

PANEL
Q. With the conveyancing sector becoming increasingly competitive,
how can firms differentiate themselves beyond speed and cost? How
can they build on existing client relationships and connections with
other services within the firm to become the law firm of choice for
that family?
Charlie: Conveyancing isn’t a race to the bottom, and if it were, the client
would be the first casualty. The firms that thrive won’t be the cheapest or
the fastest, they will be the ones people trust. The public has been sold the
myth that conveyancing is a mechanical process, a formality, something any
budget firm with a case-tracking app can handle. It isn’t. Clients aren’t buying
a loaf of bread, they’re making one of the biggest financial commitments of
their lives while navigating an unfamiliar and complex process.
To be the go-to solicitor for a family, you need to be the one they call first, not
the one they ended up with by default. That means being visible, available,
and, above all, excellent. Firms should integrate services across practice
areas, ensuring they are the first point of contact for any legal matter. Most
importantly, clients should never feel like just a case number.
Kevin: To stand out in a competitive market, firms must move beyond speed
and cost, focusing instead on client experience, long-term relationships, and
added value.
Delivering an exceptional client experience means clear communication,
proactive updates, and minimal legal jargon. A single point of contact can
provide a more personal, stress-free service, while digital tools like client
portals, e-signatures, and automated updates can enhance convenience.
Firms should aim to be trusted advisors, not just service providers, by offering
holistic legal support in areas such as wills, probate, and family law. Many
firms take a purely transactional approach, missing the opportunity to build
lasting relationships. Staying in touch after completion with legal updates,
newsletters, and follow-ups can reinforce long-term engagement.
Strong professional networks are also crucial. Firms should strengthen
partnerships with estate agents, financial advisers, and mortgage brokers
to boost referrals. Thought leadership and community engagement build
credibility. Providing free legal guides, webinars, and Q&A sessions can
enhance reputation, while supporting local initiatives and first-time buyer
events fosters trust. And in today’s digital world, positive reviews are gold
dust.
By focusing on seamless service, ongoing relationships, and added value,
firms can position themselves as a family’s legal partner for life, not just for a
single transaction.
Mark: As conveyancing becomes increasingly digitised and streamlined,
firms will need to broaden their services to remain competitive and relevant.
A more holistic approach, offering services beyond conveyancing, such
as family law, estate planning, and tax advisory, helps to build longterm
relationships with clients that extend far beyond a single property
transaction. Clients value sincerity, and a genuine commitment to
understanding their individual needs makes a lasting impression. Taking the
time to identify each family’s unique circumstances and tailoring solutions
accordingly, regardless of the case’s size or complexity, fosters trust and
loyalty.
Ultimately, treating every client with the same level of care, whether a firsttime
buyer or a high-net-worth individual, is the key to maintaining strong,
long-term relationships. In law, as in any successful business, long-term client
retention depends on trust, service quality, and a commitment to excellence.
Q. With reputation being paramount in conveyancing, what steps can
professionals take to build a strong and respectable profile? How
can platforms like LinkedIn and industry networking help enhance
visibility and credibility?
Charlie: If conveyancing were as easy as some people think, we wouldn’t
need qualifications, professional indemnity insurance or a regulator breathing
down our necks. A reputation in this business isn’t built by being loud, it is
built by being right, time and time again. Deliver results and then talk about
them.
LinkedIn isn’t just a place for recruiters to spam you, it is a platform to learn
from others, remind the world you exist and demonstrate your expertise.
Engage with industry conversations, share insights and be vocal when things
in the sector go wrong. Speak at events, write articles and educate people on
key issues. Above all, build trust, because when the stakes are high, clients
won’t just look for the cheapest option, they will look for the solicitor they
know they can rely on.
Kevin: Reputation is everything in conveyancing, and professionals can
enhance theirs through expertise, visibility, and trust.
Outstanding service is key. Clear, proactive communication builds client
confidence, while accuracy prevents delays. Client feedback offers valuable
insights for improvement. Thought leadership also boosts credibility, sharing
industry updates, legal insights, and home-buying tips on LinkedIn, writing
blogs, or speaking at events showcases expertise.
Networking strengthens referral opportunities. Building relationships with
estate agents, mortgage advisers, and brokers, plus joining law societies and
industry groups, increases visibility. Engaging in LinkedIn discussions and
events further enhances credibility.
By delivering quality service, sharing insights, and engaging with industry
networks, professionals can build a strong, trustworthy reputation.
Mark: Building a strong professional reputation is essential for standing out in
the competitive world of conveyancing. While technical expertise is crucial,
it is only part of the equation. Visibility and credibility in the digital landscape
are just as important, particularly with today’s tech-savvy property market.
A professional online presence is no longer optional. Platforms like LinkedIn
have become powerful tools for digital marketing, networking and business
development. Regularly sharing industry news, legal insights and practical
guidance can significantly enhance visibility, while testimonials and client
feedback in the form of comments and recommendations serve as organic
endorsements. Establishing a personal brand takes time and effort, but in an
increasingly digital world, the benefits—stronger engagement, new business
opportunities and a reputation for expertise—are well worth it.
Q. Working in conveyancing is often described as a pressure cooker,
with high caseloads, demanding clients, and regulatory changes. How
can firms create a culture that prioritises efficiency without leading
to burnout? What practical strategies have you found most effective
in managing stress and workload?
Charlie: Burnout isn’t a badge of honour, it is a sign that something is broken.
If your team is drowning, don’t reward the ones who work 14-hour days, fix
the systems that make that necessary in the first place. Proper delegation,
clear workflows and a culture that values competence over chaos will do far
more than any mindfulness seminar ever could.
The firms that last know the difference between being busy and being
effective. Staff should feel comfortable admitting when they are struggling
without fear of blame, and mistakes should be seen as opportunities to
improve processes, not as personal failings. Efficiency comes from wellstructured
systems, not from pushing people to their limits.
Elizabeth: Creating a culture that prioritises efficiency without leading to
burnout requires a multifaceted approach. Integrating advanced technology
and AI to handle routine tasks can significantly reduce the workload on
conveyancers, allowing them to focus on more complex and rewarding
aspects of their work. Early engagement and upfront information can
also streamline processes, reducing the time spent on data gathering and
minimising bottlenecks. Pre-empting potential issues saves last-minute
scrambles and stressful delays for all involved.
Promoting a healthy work-life balance should be at the core of firm
culture. Regular breaks, clear boundaries for work hours and a supportive
environment where mental health is openly discussed are crucial.
Transparency and open communication within teams can alleviate stress
and foster a sense of community. Continuous training and development
also help conveyancers feel competent and confident in their roles, further
reducing stress. By implementing these strategies as much as possible,
firms can maintain high efficiency while safeguarding the well-being of their
employees.
Kevin: In the fast-paced world of conveyancing, it is crucial that firms balance
productivity with staff well-being. Streamlining processes and reducing
admin is key, and firms can achieve this by using automation for routine tasks
such as document generation and client updates. Simple task prioritisation
29

PANEL
and focusing on high-value work is a sensible strategy—after all, turnover is
vanity, but profit is sanity. Setting higher fees can reduce caseloads, leading
to better client satisfaction, equal or greater profitability and an increased
likelihood of repeat business and referrals.
Firms also need to set realistic caseload targets to prevent overload and
ensure quality service. A race to the bottom on price benefits no one.
High-performing teams thrive in a supportive, values-based culture
where workload distribution, team collaboration and flexible working
options help maintain work-life balance. Strong leadership that fosters
open communication, provides mental health resources and recognises
achievements helps sustain motivation. By prioritising efficiency without
burnout, firms can maintain both quality service and staff well-being.
Mark: We are fortunate to be working in an era where work-life
balance—both in terms of how we work and where we work—is now a
key consideration. This shift has given leaders the opportunity to create
environments where teams operate at their highest levels of satisfaction and
productivity. Employees should feel comfortable expressing when they need
a break, knowing that their concerns will be heard and action will be taken.
A workplace where people feel valued and supported is a workplace where
people perform at their best.
Health is the new wealth, and multiple studies have shown that fostering a
positive workplace culture that encourages open discussions about stress
and workload brings tangible commercial benefits. The outdated culture of
praising solicitors for working 70-hour weeks is finally fading, and long may
that continue. A thriving firm is one where efficiency and well-being go hand
in hand.
Q. Clients often expect instant updates and quick completions,
putting added pressure on conveyancers. How can professionals
effectively manage these expectations while maintaining service
quality, realistic timelines, and a positive client experience?
Charlie: Conveyancers aren’t magicians, but some clients expect us to be.
The trick? Manage expectations before they manage you. Clients don’t need
to know every micro-update, but they do need confidence that things are
moving. Tell them upfront how the process works, where the bottlenecks
are, and, crucially, what they need to do. If you let Rightmove completion
fantasies dictate the timeline, you’ll spend your career apologising for things
beyond your control.
Elizabeth: Effectively managing client expectations in the conveyancing
sector starts with setting realistic timelines and clearly communicating
potential delays from the outset. Clients often expect instant updates and
quick completions, which can add pressure on conveyancers. Providing
regular updates, even when there is no significant progress, helps maintain
transparency and trust. Leveraging technology to track and manage cases
allows for timely updates and minimises unnecessary queries. Automated
updates can also reduce the volume of inbound calls, giving conveyancers
more time to focus on the work itself.
Educating clients about the conveyancing process and the factors that
can affect timelines is essential in setting realistic expectations. This can be
done through informational materials, initial consultations, or even simple
explainer videos. Encouraging collaboration within the team and with other
professionals involved in the transaction ensures a smoother process and
a better client experience. By fostering clear communication, leveraging
technology, and educating clients, professionals can effectively manage
expectations while maintaining service quality and realistic timelines.
Kevin: Managing client expectations is crucial in conveyancing, given the
emotional stakes. Firms must maintain a sustainable caseload, price services
appropriately, and have strong internal processes.
Clear communication and proactive updates help balance client demands
with service quality. Setting realistic expectations early, covering timelines,
delays, and key milestones, is essential. Educating clients on legal
requirements and their role in preventing delays also streamlines the process.
A well-structured support team allows fee earners to focus on core work,
while technology provides regular updates, reducing uncertainty and reactive
queries. By setting clear expectations, using structured communication, and
leveraging tech, firms can maintain quality service while easing pressure.
Mark: Managing client expectations comes down to two key factors:
communication and technology. From experience, keeping clients regularly
updated goes a long way in keeping them satisfied and managing their
expectations. Silence or delayed responses are what drive frustration, not
necessarily the timeline itself. When clients understand what is happening
and why, they are far more likely to be patient with the process.
The second factor is the active adoption of modern technologies designed
to enhance service provision and reduce administrative delays. Automating
time-consuming, non-billable manual tasks allows conveyancers to focus
their time on high-level, billable work. Not only does this improve efficiency,
but it also enhances job satisfaction and profitability, a true win-win.
Q. Technology continues to reshape the conveyancing process. What
innovations are having the greatest impact, and how can firms adopt
new tools to improve efficiency, reduce risk, and enhance the client
experience?
Charlie: Technology is a tool, not a substitute for legal judgment. Anything
that cuts down repetitive tasks, such as automated ID checks, digital
onboarding, document filing, and e-signatures, is worth considering if it
saves time and reduces human error. But don’t fall for shiny toys; tech is only
as useful as the person using it. The best firms adopt tools that genuinely
make their lives easier, not just those that look good in a press release. A firm
that relies on technology instead of skill is an accident waiting to happen.
Kevin: Embracing technology in conveyancing is crucial, but choosing the
right tools is complex. Case management software streamlines workflows
and automates tasks, but firms need flexible, collaborative solutions.
Digital ID verification reduces fraud and speeds up onboarding, while
e-signatures and online portals improve accessibility and keep clients
informed. However, solutions must be adaptable to firm needs.
AI, automation, blockchain, and digital contracts enhance security and
transparency, but firms must carefully select which to trust. To stay
competitive, they should adopt user-friendly tech, train staff effectively,
and focus on tools that boost efficiency, reduce risk, and enhance client
satisfaction.
Mark: Some of the most significant advancements have been in the AML/
KYC space, where technology has drastically reduced the time needed
for client onboarding and regulatory checks. These innovations have also
lowered the risk of undetected malicious activity by minimising human error.
Fully integrated case and practice management systems (C/PMS) are
another way to boost efficiency and enhance the client experience. By
streamlining workflows, providing analytics to identify bottlenecks, and
ensuring easier access to information, these systems improve communication
and keep clients better informed.
Looking ahead, AI-powered assistants will play a transformative role,
handling repetitive tasks instantly and simultaneously with remarkably low
error rates. As these tools evolve, they will free up conveyancers to focus on
more strategic, high-value work.
Rob: Many new technology solutions focus on managing extra
responsibilities rather than speeding up conveyancing.
Landmark’s data shows transactions take 120 days on average—slightly
better than 123 days in 2023 but still far slower than pre-pandemic times.
Meanwhile, the ‘Amazon effect’ has conditioned clients to expect instant
results, creating a disconnect.
Conveyancers want faster completions, as they’re paid upon closing,
but their workload has doubled over the past 15–20 years due to new
regulations in climate change, building safety, and lender requirements.
Real efficiency gains will come from streamlining the enquiries process. Once
technology tackles this, transaction times will finally improve, enhancing the
client experience.
Q. With mental health concerns rising in the legal profession, what
more can be done to support conveyancers in managing stress and
maintaining wellbeing? What role should leadership, training, and
workplace culture play in fostering a healthier, more balanced work
environment?
Charlie: Stress in conveyancing isn’t a bug, it’s a feature. The work is
demanding, the stakes are high, and the pressure will never go away. But
that doesn’t mean firms should just accept it. The best firms treat their
lawyers like professionals, not clerks. Leadership needs to step up, set
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PANEL
boundaries, enforce realistic workloads, and stop acting like burnout is a rite
of passage. The best firms prioritise real support, not just empty slogans about
“wellbeing.”
Kevin: This is really about getting back to basics. Firms should focus on
leadership, training, and workplace culture. Good leaders prioritise mental
health by encouraging open discussions and normalising stress management.
There is a greater acceptance now that mental health is just as important as
physical health, and firms have access to a wealth of training and support,
including counselling and stress management resources.
Firms that promote work-life balance, encourage regular breaks, and create a
supportive environment where employees feel comfortable sharing concerns
are more likely to have thriving employees and satisfied clients. Setting
achievable goals and managing workloads effectively is crucial to preventing
burnout.
Integrating mental health support, leadership advocacy, and a balanced
workplace culture will help firms build a healthier, more resilient workforce.
Mark: The growing mental health concerns among conveyancers require a
comprehensive approach that emphasises strong leadership and a supportive
workplace culture. Leaders should lead by example, openly discussing their
own wellbeing and stress management strategies while ensuring their staff
have the same opportunities.
A workplace culture that genuinely promotes work-life balance, discourages
burnout, and recognises effort and achievement is key. Employees need to
feel that mental health is not just considered but actively prioritised.
By embracing these strategies, firms can create a work environment that is
happier, healthier, and ultimately more productive.
Q. What role do you see AI playing in the future of conveyancing, and
how might it transform the way firms operate?
Charlie: AI can process documents, spot patterns, and churn through data
faster than any human, but it can’t think. AI won’t replace conveyancers, but
conveyancers who use AI will outcompete those who don’t or those who use
it poorly.
Firms that leverage AI for onboarding, title checks, and risk analysis will work
faster and smarter than those stuck in the past. But AI lacks instinct and
judgment, and that’s where real lawyers will always have the edge. The future
belongs to those who use AI, not those who fear it. The real danger isn’t AI
taking over, it’s firms treating conveyancing as something that can be fully
automated. It can’t.
Kevin: AI will play a major role in the future of conveyancing by automating
routine tasks, improving efficiency, and reducing human error. Some key
areas where AI is already making an impact include:
Document automation: AI can generate and review documents, speeding up
contract creation and minimising mistakes.
Predictive analytics: AI helps firms assess risks, predict transaction timelines,
and improve decision-making.
AI-driven chatbots: While controversial, chatbots can handle routine client
queries, provide quick updates, and free up conveyancers for more complex
work.
AI is developing at a rapid pace. Firms that adopt it wisely will operate more
efficiently, reduce costs, and improve client service. However, leaders must
make informed decisions, balancing the opportunities AI presents with the
risks it brings.
Rob: There’s a lot of fearmongering about AI replacing conveyancers, but I
don’t believe that will ever happen. Instead, AI-powered tools will support
conveyancers in their day-to-day work. The key is to consciously accept and
embrace this technology.
This year marks 100 years since the inception of the Law of Property Act, the
foundation of modern conveyancing. We can’t turn back time, but we can
use AI to enhance the profession. The most valuable AI tools will focus on the
core challenges of conveyancing, such as:
• Interpreting complex contract packs
• Analysing title documents
• Assisting with additional enquiries
Mass adoption of these tools will unlock AI’s true potential. Only then will we
see the full benefits of AI and technology in conveyancing.
Q. How can service providers within the wider conveyancing process
better meet the expectations of conveyancers? What improvements
in technology or turnaround times would make the biggest impact?
Charlie: Conveyancers would sell their souls for service providers who
actually meet deadlines. Faster mortgage offers, consistent search turnaround
times, and reliable support from managing agents—that’s what we need. Too
much of the process is dictated by third parties who have no urgency. If we
want a smoother industry, we need service providers who actually care about
keeping transactions moving.
Conveyancing isn’t just admin. It’s law, risk management, and strategy.
The best in this industry aren’t just filling in forms, they are defending their
clients from deals that could collapse beneath them. That’s what needs to be
understood.
Kevin: Service providers must better meet conveyancers’ expectations by
improving turnaround times, communication, and tech integration. True
progress comes from partnership-driven relationships built on shared values.
Technology is key, yet many providers lack open APIs, limiting firms’ choices.
Choosing a case management system that integrates with preferred service
providers, rather than a fixed selection, boosts efficiency.
Clear communication, real-time updates, and AI-driven processes reduce
delays and enhance efficiency. Prioritising speed, seamless tech, and realtime
communication allows service providers to help conveyancers deliver a
faster, more reliable service to clients.
Mark: Accuracy, efficiency, and ease of use should be the three pillars by
which service providers are measured.
They should take responsibility for delivering the highest quality data,
engaging in constant industry consultation to ensure they are meeting the
needs of their clients. AI tools are already reducing errors across the industry,
leading to significant improvements in data accuracy and quality. These
advancements are not only impressive but are continuing to evolve and
improve.
Local authorities and HM Land Registry are on a path to full digitisation, which
should make access to information easier, faster, and more efficient. This shift
will have a significant impact on the profession, helping to reduce the time it
takes to move from instruction to completion.
Advancements in case and practice management systems, along with
AI-powered tools, will further streamline administrative tasks, making
conveyancers’ digital workspaces more productive and user-friendly.
Together, these improvements will help meet the growing pressures on
conveyancers and drive a higher standard of digital service provision.
Mark: AI is already influencing our work, even if we don’t always notice it.
From email management to practice management systems, AI-powered tools
are working behind the scenes to make our jobs easier and more accurate.
In the near future, AI assistants will play an even larger role, acting like highly
competent PAs, faster and more cost-effective than any human. The biggest
challenge isn’t the technology itself, but the reluctance to embrace it. The
legal industry must move past its hesitation and actively engage with AI’s
potential. As the saying goes, “AI won’t replace lawyers, lawyers who use AI
will replace lawyers who don’t.”
33

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ROUNDTABLE
Wills and Probate Focus:
Wills & Probate Focus: Navigating Change:
Challenges, Opportunities & Innovation
The wills and probate sector is at a pivotal moment, facing both challenges and opportunities. While
improvements in the Probate Service offer hope for smoother case progression, professionals must stay
vigilant for future disruptions. With the anticipated Wills Bill 2025 set to introduce significant legislative
changes, from testamentary capacity clarifications to potential electronic wills, firms must proactively
adapt their processes. In this evolving landscape, streamlined workflows and smart legal technology,
such as Ochresoft’s Intelliworks, are key to maintaining efficiency, consistency, and client confidence.
This roundtable explores how firms can navigate upcoming reforms, enhance service delivery, and futureproof
their practices.
Q: What Do You See as the Biggest Threats and Opportunities
Currently Facing the Wills and Probate Sector? How Can Your
Products and Services Help Firms Navigate These Challenges?
Over the last six months, we have seen a slow but steady improvement
in the performance statistics of the Probate Service, which I am sure
will be a significant relief to private client practitioners (although I
appreciate that we are not quite ‘out of the woods’ yet). The Probate
Service has indicated that these improvements have been achieved
following the deployment of additional resources and increased
specialist training for staff. This is allowing practitioners to progress
matters more efficiently, enabling clients to avoid the additional
stress and anxiety caused by delays, which is all positive news.
However, I would suggest that this provides both private client service
organisations and the Probate Service with an opportunity to learn
from this negative experience and prepare in advance for future
challenges.
Q: What Key Changes or Trends Should Professionals in This
Sector Expect in the Coming Year, and How Should They
Prepare?
A key event in the coming year is the expected proposal of The Wills
Bill 2025. This follows the Law Commission’s consultations in 2017
and 2023, which have prompted the consideration and review of a
broad range of aspects regarding the formalities of making a will and
its validity.
The Bill is likely to address testamentary capacity and provide further
clarification on the application of Banks v Goodfellow vs the Mental
Capacity Act 2005. It would be of considerable benefit for this
guidance to be formalised as a statutory test.
Electronic Wills are also being considered, along with a review of the
current formalities for a valid will, governed by the Wills Act 1837.
1837!
The age at which a will can be made is also under review, questioning
whether the required age should be reduced to sixteen, or even
removed entirely, with the test for capacity applied instead.
Another important issue we hope to see addressed is the rising
occurrence of predatory marriages and civil partnerships. It may be
proposed that the current rule, which states that marriage or civil
partnership revokes a will, be abolished. This could be a significant
step toward providing further protections for our vulnerable clients.
The Bill could propose substantial changes and updates, requiring
revised advice and guidance to be provided to both existing and
previous clients regarding their wills. In preparation for this,
practitioners may wish to review their will bank structures,
related procedures for identifying affected wills, and precedent
documentation.
Practitioners using the Intelliworks Wills workflow benefit from a
comprehensive, fully maintained legal library of letters and documents,
which are automatically updated to reflect changes in practice and
legislation. The Intelliworks Wills workflow is easily accessible across
organisational structures and can be used remotely, so updates to
workflow processes, risk reviews, and documentation can be received
instantly by all users, ensuring consistency of advice and procedure.
Finally, the Wills workflow includes a range of analytical reporting
features, allowing data regarding in-flight and historical Intelliworks
Will matters to be captured and collated. These tools are particularly
useful for review and monitoring purposes, as practitioners brace
themselves for significant changes in the coming year.
Q: How Can Streamlining Caseload Workflows Improve
Efficiency and Client Service in Wills and Probate? What Role
Do Your Products or Services Play in This Process?
Having an expert, comprehensive, and responsive workflow product
supporting individual practitioners and legal teams is indispensable.
The efficiencies and security provided through the implementation
and utilisation of a workflow product of this type mean that the
return on investment is excellent and will only continue to increase
with the longevity of use.
Intelliworks offers a range of expert, market-leading workflow
products, enabling practitioners to conduct private client matters
as efficiently and effectively as possible. This is achieved through
the provision of a universally accessible, structured, and task-driven
workflow interface, which has been designed (and is maintained) by
experienced legal specialists. Simply put, our workflows are built and
enhanced with your needs and requirements at the forefront of our
minds.
Intelliworks users are supported by expert processes, dynamic checks,
and fully drafted documents from the moment the file is opened to its
closure and archive. Practitioners using an Intelliworks workflow can
immediately reduce their administrative support tasks and resource
requirements, achieving continuity of advice and standards across
teams and offices. Intelliworks, therefore, allows users to focus their
time and resources on their clients, providing advice and services
tailored to their needs. The ability to offer this level of consideration
and specialist service reduces risk to the firm, the client, and the
practitioner—raising standards across the legal sector.
Marie Harrison Strading,
Workflow Team Manager, Ochresoft
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Speak with us today to find out how we can
help you:
• Keep a track of all your cases, especially when
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• Always have access to open cases, including
alerts when deadlines are approaching, helping
to keep you organised and on track
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automation
• Utilise our unrivalled Legal Library
• Save time through one-click production of Estate
Accounts, automated IHT form production and
our Will builder
• Ensure that your risks are managed as standard
• Receive timely updates to tax rates,
IHT thresholds and any rule changes
• Keep your cases compliant with STEP/WIQS
• Enjoy our Institute of Customer Service
accredited service and support, rated at better
than 95% satisfied by our existing customers
Get in touch to find out how we can support your business.
03300 366 700 | enquiries@ochresoft.com | ochresoft.com

WILLS & PROBATE EXPERT PANEL:
CONFERENCE SPECIAL
Dino Dullabh,
Director of Strategy,
Law Training Centre
Sarah Murphy,
General Manager
of Clio EMEA
Following on from our successful Wills
and Probate Conference, this roundtable
brings together leading experts to explore
the future of the sector. From embracing
technology to fostering inclusivity and
compassionate leadership, they discuss
the key changes needed to enhance client
service, improve efficiency, and ensure
accessibility. Their shared insights offer
a roadmap for the evolving landscape
of Wills and Probate, while reflecting
on the legacy they hope to leave in the
profession.
Amjed Zaman,
Partner, LCF Law
Simonne Llewellyn,
CEO, Finders International
Phil Hickson,
SVP, Global Partnerships,
The Estate Registry
Joanne Debenham,
Head of Marketing,
Attwells
Trevor Worth
MBA TEP,
Founder & CEO,
Portcullis Legals
Sam Kimber,
Probate Researcher &
Genealogist,
Pro-Gen Research
Q. In the Wills and Probate Sector, What Meaningful
Steps Do You Think Can Be Taken to Drive Real Progress
in Equality, Diversity, And Inclusion? How Can Firms
Genuinely Create a Level Playing Field Where Professionals
from All Backgrounds Feel Empowered, And Clients from
Diverse Communities Feel Understood and Represented?
Dino: Social mobility remains a significant barrier to new
talent, especially in private client law, which does not receive
the same “Hollywood” style exposure as other areas of law.
Full-time study is still a luxury that many cannot afford,
limiting access to the profession.
Firms can create a win-win scenario by supporting their
staff through flexible study options. This approach retains
and develops talent while meaningfully improving social
mobility. Allowing individuals to earn while they learn ensures
that aspiring legal professionals can develop at a pace that
suits their life and work commitments. Such initiatives not
only broaden access but also enrich the sector with diverse
talent, ultimately benefiting both legal professionals and the
communities they serve.
Sarah: The Wills and Probate sector plays a vital role
in supporting families at some of the most challenging
moments in their lives. Ensuring EDI in this area isn’t just a
moral imperative—it directly impacts the accessibility and
effectiveness of legal services for diverse communities.
To make real progress, firms must address both structural
and cultural barriers. A good starting point is reviewing
hiring and promotion processes to ensure they support
diverse talent. Firms should address entry barriers, introduce
mentorship programmes, and foster leadership opportunities
for underrepresented groups. A more inclusive workforce
brings broader perspectives, leading to better client service
and stronger relationships.
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PANEL
Beyond internal changes, firms must also ensure their
services are accessible and culturally competent. This
involves training staff in unconscious bias, simplifying legal
language, and ensuring communications are inclusive.
Technology also plays a crucial role—by streamlining
processes and improving accessibility, digital tools can
help overcome barriers faced by clients with disabilities
or language needs. However, EDI must be embedded in
firm culture, not treated as a tick-box exercise. Ongoing
education, open dialogue, and a commitment to continuous
improvement are essential for lasting change.
Amjed: Real progress in EDI requires more than just surfacelevel
commitments, it must be built into the way firms
operate daily. Both legal professionals and clients need to
feel genuinely valued and represented.
One key step is re-evaluating hiring practices to ensure firms
actively recruit from underrepresented backgrounds. This
means offering paid internships, partnering with diverse
legal networks, and creating transparent career progression
structures. At LCF Law, we work closely with universities
in Leeds, Bradford, and York to build an inclusive talent
pipeline.
But recruitment is only the first step. Firms must also ensure
that employees from diverse backgrounds feel supported
and empowered. Policies promoting hybrid working,
disability adjustments, and work-life balance are essential.
Mentorship and sponsorship from senior leaders also play
a critical role in career development. For clients, providing
multilingual services and cultural awareness training helps
ensure legal services are truly inclusive. Genuine change
requires sustained action, when EDI is embedded in firm
culture, both professionals and clients benefit.
Joanne: Legal apprenticeships are a practical way to foster
EDI in the Wills and Probate sector. By providing alternative
pathways into law, firms can support those who lack the
financial means to attend university or complete the SQE,
ultimately creating a profession that reflects the communities
it serves.
Supporting working parents is another crucial area. Too
often, mothers are forced to choose between their careers
and their families, while fathers may feel discouraged from
taking on caregiving responsibilities. Firms must implement
policies that allow both parents to balance work and family
life without compromising their career progression. The
unrealistic “super mum” expectation, exacerbated by social
pressures, leads to the loss of talented professionals from the
sector.
From a marketing perspective, law firms can take steps to be
more relatable and accessible. Moving away from traditional
headshots and static bios towards dynamic, engaging video
content can help demystify legal topics. Developing clear
FAQs and accessible resources ensures that clients from all
backgrounds feel understood and represented.
Simonne: Progress is being made in making legal services
more inclusive, but there is still work to be done. Campaigns
like "Free Wills Month" show that the sector is actively
working to reach clients from diverse backgrounds.
Flexible fees are another important factor in ensuring
equitable access. At Finders International, we operate a
sliding fee scale and conduct pro bono work for public sector
organisations, including the NHS. Making legal services
financially accessible removes barriers for disadvantaged
communities.
Clear communication is also key. Legal jargon can be
overwhelming, so all of our documents carry the Crystal
Clear accreditation, ensuring they are written in plain,
understandable language.
Internally, we have robust policies to support EDI, from
inclusive recruitment practices to corporate culture
initiatives. We are particularly proud of our 73% female
workforce and actively promote flexible working to support
diverse needs. Collecting client feedback is also essential. By
understanding potential barriers, we can continuously refine
our services to be more inclusive.
Trevor: Progress in EDI is happening, but never quickly
enough. The key to meaningful change is not just having
good intentions but ensuring that actions and firm culture
align with those intentions. Too often, leaders talk about
diversity but fail to implement real, structural change.
A crucial step is appointing “EDI champions” within firms,
people who take ownership of ensuring that policies are
translated into meaningful actions. These champions can
help drive change in hiring practices, career progression,
and client engagement, ensuring that a level playing field is
actively maintained rather than just discussed.
Phil: Progress in EDI must start with inclusive recruitment,
bias training, and transparent career progression. Firms
should foster a culture of belonging through mentorship
programmes, employee resource groups, and flexible
working arrangements. Ongoing training can challenge
biases and enhance cultural awareness, ensuring
professionals understand the importance of inclusion.
Leadership commitment is crucial, EDI must be a priority
at the highest levels of an organisation. Clear policies,
accountability measures, and diversity metrics are essential
for tracking progress. Regular policy reviews and industrywide
advocacy will help ensure that fairness and inclusivity
become a permanent part of the Wills and Probate sector.
Q. What More Can Be Done to Support and Equip the
Next Generation of Rising Stars for Success in The
Sector? How Can Firms Ensure They Have Access to
The Right Mentorship, Development Opportunities, And
Career Pathways? What Role Can the Next Generation
Themselves Play in Attracting Their Peers to The Sector
and Encouraging Greater Engagement?
Dino: A lack of adequate supervision is one of the most
common concerns raised by juniors I speak to. It negatively
impacts morale and often leads to people leaving firms, or
even the profession entirely, at a time when we are already
facing a talent shortage.
How can firms fix this? Start by assessing which partners
are responsible for learning and development and evaluate
honestly whether they actually have the time to fulfil that
role effectively. In many cases, they simply don’t. Consider
appointing a learning and development manager, even on
a part-time basis, to share the load and ensure that junior
professionals receive the support they need.
Firms should also engage with their training providers to see
what additional support is available. Good providers have
both practice and HR experience and can help firms navigate
these challenges, whether through structured training
programmes, mentoring initiatives, or practical career
development strategies. By taking a proactive approach to
supervision and support, firms can retain and develop their
rising talent more effectively.
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PANEL
Sarah: Supporting the next generation in Wills and
Probate means providing clear career pathways, handson
development opportunities, and strong mentorship.
Firms should invest in structured training, sponsorship
programmes, and early exposure to client work to build
confidence and expertise. Many young professionals
feel disconnected from the impact of their work in the
early years, giving them a direct role in cases and client
relationships can help them see the tangible difference they
make.
Technology also has a role to play in equipping young
professionals for success. By streamlining administrative
tasks, firms can free up junior staff to focus on higher-value
work that builds their expertise. Additionally, fostering a
culture where new voices are heard, whether through reverse
mentoring programmes or innovation initiatives, ensures
that young professionals feel empowered to contribute fresh
ideas.
The next generation can also drive engagement by
showcasing the impact of this sector. Through social media,
industry events, and thought leadership, they can highlight
the meaningful work they do, helping to challenge outdated
perceptions of private client law and attract more diverse
talent into the field.
Amjed: Supporting the next generation of legal professionals
isn’t something that can be left to chance, it requires a
proactive approach to mentorship, skills development, and
career progression. If we want a thriving, diverse pipeline of
talent, firms must take meaningful steps to provide the right
opportunities while also empowering young professionals to
engage their peers and shape the future of the sector.
Structured mentorship is key. Informal guidance is valuable,
but firms should go further by implementing formal
mentorship programmes where senior professionals actively
support and advocate for junior talent. Having someone to
help navigate career progression and provide insight into the
profession can make a huge difference in building confidence
and resilience.
At the same time, young professionals need to take
ownership of their careers. They should actively seek out
mentors, network within the industry, and use their voices
to drive change. By promoting flexible working, mental wellbeing,
and inclusive hiring practices, they can help ensure the
sector remains accessible and appealing to future talent.
Joanne: Law firms must invest in and nurture their
organisational culture, ensuring that well-being is
prioritised without being misconstrued as a barrier to
career progression. Although well-being initiatives are
increasingly embraced, the perception that taking care
of one's health and maintaining a work-life balance
might impede advancement still persists. Firms should
clarify that prioritising personal health does not diminish
competitiveness or ambition.
Moreover, firms need to recognise that career progression
does not always equate to partnership. Many talented
individuals may thrive in alternative roles that align better
with their skills and aspirations, adding valuable diversity to
the firm’s capabilities. Establishing a culture council could
ensure that promotion and development processes are
merit-based and sustainable, safeguarding both individual
potential and the firm’s long-term success.
By fostering robust mentorship programmes and targeted
development opportunities, firms can better equip the next
generation of rising stars. Encouraging young professionals
to share their insights and mentor their peers not only builds
a supportive network but also enhances engagement and
attracts fresh talent to the sector.
Trevor: I firmly believe that mentorship is a personal
mission, an individual should seek out the best fit for them,
whether that be for career development, personal growth,
or leadership guidance. While many firms have internal
mentorship opportunities, I have found that the best mentors
are often external. They provide an objective perspective,
helping young professionals develop in ways they might not
have considered within the traditional structures of a firm.
Investing in yourself is crucial. Training, networking, and
continuous learning should be a priority for anyone looking
to succeed in this sector. Equally, firms should ensure they
are creating an environment where seeking mentorship and
professional development is encouraged rather than seen as
a luxury or afterthought.
Young professionals also need to take an active role in
shaping their careers and the future of the sector. By being
vocal about the changes they want to see, whether it’s more
flexible working arrangements, greater transparency in
promotion pathways, or a stronger focus on innovation, they
can help ensure the industry evolves in a way that attracts
and retains top talent.
Phil: Success for emerging talent starts with strong training
programmes that develop both technical and soft skills.
Firms should implement structured career pathways with
defined milestones, regular feedback, and transparent
progression structures to help rising stars stay motivated and
engaged.
Mentorship and sponsorship initiatives play a crucial role
in guiding career paths. By connecting junior professionals
with senior leaders who can advocate for their advancement,
firms can ensure that talent is nurtured and retained.
Additionally, employee resource groups and networking
communities provide vital peer support, helping young
professionals feel more connected and empowered.
Industry events, conferences, and online communities
are also invaluable. They offer exposure to best practices,
facilitate knowledge-sharing, and create opportunities for
professional growth. By encouraging young professionals to
actively participate in these spaces, firms can foster a more
dynamic and engaged workforce, one that is well-equipped
to attract and inspire the next generation.
Q. How Can Legal Professionals Better Navigate the
Emotional Complexities of Wills and Probate, Helping
Clients Balance Legal Realities with Deeply Personal and
Often Conflicting Emotions?
Sarah: Navigating the emotional complexities of wills and
probate requires a delicate balance of legal expertise and
empathetic client care. It's not just about understanding
the law but about creating a supportive environment where
clients feel heard and understood. This approach, coupled
with guiding them through difficult decisions with clarity
and sensitivity, is key to successful client interactions in the
probate process.
Active listening, clear and jargon-free communication, and
setting realistic expectations can help ease tensions. Training
in emotional intelligence and conflict resolution also equips
legal professionals to manage sensitive conversations
effectively.
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Balancing legal realities with empathy ensures that clients
feel supported, respected, and confident in the process.
Amjed: One of the biggest challenges in wills and probate
work is navigating the deep emotions that come with it.
Many clients are grieving, dealing with family tensions, or
making difficult decisions, and as lawyers, we have to strike a
balance between legal realities and genuine empathy. Often,
clients just need to feel heard before they can focus on the
legal process. I always make a point of giving them that
space, blocking out at least an hour to an hour and a half for
initial meetings so they don’t feel rushed. It helps build trust
and allows them to express their concerns before we start
working through the details.
Family conflicts can be a big factor in probate, especially
when long-standing tensions resurface. Staying neutral is
critical, and our role is often to de-escalate where possible
while keeping the focus on fair and practical solutions. At
the same time, legal jargon can add unnecessary stress to
an already emotional situation. Breaking things down clearly,
without overwhelming clients with technical terms, makes a
huge difference in helping them make informed decisions.
Managing expectations is also key; honesty about timelines
and potential challenges, while remaining mindful of
emotions, helps prevent frustration down the line. Some
decisions, like excluding a family member from a will, carry
a huge emotional weight. Clients need more than just
legal guidance; they need reassurance that they’re making
informed choices. This is where a holistic approach can
be really valuable. Collaborating with financial advisors,
bereavement counsellors, or even mediators can provide
clients with the broader support they need beyond legal
advice alone.
At the end of the day, no two clients are the same. Taking
the time to understand their personal and family dynamics
allows us to provide a more tailored and reassuring service.
It’s not just about getting them through the legal process,
it’s about making sure they feel supported, both during and
after. Whether that’s through additional resources, grief
support referrals, or just taking the time to listen, a more
empathetic approach leads to better outcomes for everyone
involved.
Trevor: If you don’t have empathy as a natural trait, I
honestly think you shouldn’t be in our sector. Listen more
than you talk and be genuinely interested in people and the
emotional time they are going through. We can talk facts and
figures and legal processes all day long, but it means nothing
without empathy.
Can it be a learned skill? Probably. But if it doesn’t come
naturally, I’m not sure how sincere it can be. One way to
develop it is by doing pro bono work with charities that
support bereavement or elder law issues. This experience
can help build genuine listening skills and reinforce the
importance of compassion in legal practice.
Phil: Working with compassionate partners like The
Estate Registry provides supportive digital services that
ease the estate process. Strong emotional intelligence is
key, professionals should validate clients’ emotions while
maintaining legal clarity.
Active listening helps address both spoken and unspoken
concerns. Communicating with empathy, using plain
language, and acknowledging the emotional weight of
decisions can reduce stress and confusion for clients. By
offering practical tools alongside compassionate support, we
can make an incredibly difficult time a little easier for those
going through it.
Q. Given the Sensitive Nature of Wills and Probate Work,
How Can Firms Better Support Their Staff in Managing the
Emotional Demands of The Role While Maintaining a High
Level of Client Care?
Sarah: Wills and probate work can be emotionally
demanding, so firms must prioritise staff well-being
alongside client care. Regular training in emotional resilience,
active listening, and managing difficult conversations can
help professionals confidently navigate sensitive cases.
Creating a supportive workplace culture is key, this means
open discussions about mental health, access to professional
support, and the invaluable role of peer mentorship. Flexible
working and reasonable caseloads also prevent burnout,
ensuring lawyers can provide the best service to clients.
By investing in well-being initiatives and fostering a culture
of support, firms can help their teams manage the work's
emotional impact while maintaining a high standard of care.
Amjed: This is something firms really need to take seriously
because the emotional toll of wills and probate work is
very real. It’s not just about managing legal complexities;
it’s about guiding clients through some of the most
difficult moments of their lives. That can take a lot out of
professionals, and if firms don’t actively support their staff,
burnout becomes a real risk.
Confidential mental health support, like Employee Assistance
Programs or access to trained counsellors, can make a
big difference in helping staff process difficult cases. But
beyond that, there needs to be a culture where people feel
comfortable talking about the emotional side of the job.
Being able to debrief with colleagues or managers about
tough cases helps create a sense of support rather than
isolation.
Practical measures are just as important. Hybrid work
options, structured breaks after particularly tough client
meetings, and fair caseload distribution can help prevent
professionals from feeling overwhelmed. Training is also key,
equipping staff with de-escalation techniques, boundary
setting, and ways to handle distressed clients can give them
the confidence to navigate emotionally charged situations
while protecting their own well-being.
More experienced colleagues and mentors also play a
crucial role in helping newer professionals develop coping
strategies. Learning from those who have been through
similar challenges can be invaluable in building resilience. At
the same time, firms should acknowledge that the emotional
demands of this work exist, well-being should be part of
performance discussions, not just billable hours.
At the end of the day, reminding professionals of the impact
they’re making can be incredibly powerful. Helping families
through difficult times is meaningful work, and when staff
feel valued and supported, they’re in a much better position
to provide the compassionate service that clients need.
Fostering that kind of culture, where emotional resilience,
recognition, and support go hand in hand, benefits everyone.
Joanne: Navigating the emotional complexities of wills and
probate is challenging because clients need to feel heard and
often wish to be the hero of their own story. Consequently,
they may feel victimised, judged, or justified in their actions.
Legal professionals must therefore combine empathy with
education, helping clients understand the difference between
an emotional argument and a legal one.
In many wills and probate cases, solicitors encounter
complex family dynamics. Using visual aids, such as timelines
and family trees, can help clarify these relationships and
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provide a clear, objective framework for discussions. These
tools not only support a better understanding of the issues
at hand but also assist in communicating these complexities
back to clients in an accessible way.
Furthermore, law firms should consider outsourcing mental
health services to support their private client teams. This
would offer solicitors a confidential outlet for managing the
emotional toll of their work, akin to the support provided
by a counsellor. By integrating these approaches, legal
professionals can effectively balance legal realities with the
deeply personal and often conflicting emotions that clients
experience during wills and probate matters.
Simonne: As is the nature of our profession and service,
Finders International is often tasked with breaking the news
that a relative has died. Dealing with grief, family disputes,
and complex emotional dynamics is often on the agenda.
Our team is highly trained in this regard, and our case
managers have undergone external training and ongoing
mentoring on how best to deliver sensitive news and
information, whether in writing, on the phone, or in person.
We are particularly sensitive to the diverse needs of clients,
especially when it comes to blended and fractured families.
This training ensures that all matters are handled with
compassion.
Supporting staff in managing the emotional demands of
the job is crucial for both their well-being and the quality of
client care. Finders International provides each team member
with a dedicated supportive colleague and a positive work
environment. Our senior staff are trained Mental Health First
Aiders, and we have internal Mental Health Champions who
regularly share resources and support with our staff.
Ensuring staff workloads are manageable to prevent
burnout, and encouraging staff to take regular breaks and
annual leave to recharge, are key to supporting staff in
demanding roles. Offering flexible working hours and hybrid
working arrangements are also key considerations, and ones
that Finders have adopted to encourage work-life balance.
We also love to acknowledge and celebrate our teams’
achievements, particularly when dealing with difficult cases.
Positive reinforcement helps us all feel valued.
Phil: Firms must prioritise staff well-being through
mental health resources, counselling services, and stress
management workshops. Training in emotional intelligence,
empathy, and communication skills equips professionals to
handle sensitive interactions.
Encouraging a supportive team culture through regular
check-ins and peer discussions helps staff navigate
challenges while maintaining high client care. By ensuring
professionals feel supported, firms can improve both staff
retention and the quality of service provided to clients.
Q. Technology Is Rapidly Transforming Legal Services. How
Can Firms in The Wills and Probate Sector Best Leverage
These Innovations to Gain a Competitive Edge?
Sarah: Service providers play a crucial role in equipping wills
and probate professionals with the right tools, resources, and
partnerships to deliver exceptional client outcomes. Legal
technology is at the heart of this transformation, streamlining
case management, automating administrative tasks, and
ensuring secure, efficient client communication. By reducing
time spent on routine work, lawyers can focus on highervalue
tasks that truly benefit their clients.
The impact of investing in the right tools is clear. According
to Clio’s latest Legal Trends Report, firms that spend more on
software and marketing consistently outperform
their peers. Those with above-average productivity tend
to invest significantly in these areas, leading to higher
profitability. With industry utilization rates averaging just
37 percent, meaning lawyers spend less than three billable
hours per day on client work, firms that embrace technology
gain a real competitive advantage. The key is selecting digital
solutions that align with client needs and firm goals, ensuring
efficiency without sacrificing personal service.
Joanne: Law firms must adopt an AI-curious approach to
remain competitive in the wills and probate sector. Many
firms struggle with profitability in this area because of
the time-consuming nature of manual tasks. However, AI
can accelerate or even eliminate some of these processes,
allowing fee earners to manage larger caseloads or focus
on strengthening client relationships. Technology also
plays a vital role in marketing, helping firms reach the right
audiences more effectively.
Developing in-house IT expertise can further enhance the
effectiveness of digital tools. By investing in dedicated
IT professionals, firms can customise AI applications and
software to meet their specific needs. A tailored approach
ensures that technology integrates seamlessly with existing
operations, strengthens data security, and adapts quickly to
changes in the sector.
Effective management of client data is also crucial. A wellstructured
system allows firms to identify opportunities for
additional services, personalize marketing strategies, and
improve client retention by ensuring timely and relevant
communication. However, while technology is evolving
rapidly, the importance of human connection remains
unchanged. Law firms should not lose sight of the personal
touch that clients expect, creating a balance between digital
innovation and compassionate service.
Trevor: If a firm isn’t investing in technology, its lawyers
should seriously consider whether they are in the right place.
The legal industry is in the midst of the Fourth Industrial
Revolution, and if a firm isn’t evolving, it risks falling behind.
Technology that enhances the client experience by making
processes faster, smoother, and more cost-effective needs to
be embraced without hesitation.
Technology isn’t just about automation; it is about
empowerment. Tools that reduce research time, improve
marketing, and streamline administrative work allow
professionals to focus on providing better service. Lawyers
also have a personal responsibility to stay ahead by
developing their own understanding of legal tech. Taking
the time to explore new tools, invest in training, and push for
change within their firms can make a significant difference.
Firm leaders must also be held accountable. Lawyers should
be asking management what steps are being taken to keep
the firm ahead of the curve. If firms are simply following
trends rather than driving innovation, they risk becoming
obsolete. The future belongs to those who actively embrace
technological change rather than resist it.
Phil: Technology is transforming the legal sector, and firms
that fully embrace AI, automation, and digital-first solutions
will gain a significant competitive edge. Innovations such
as digital vaults provide secure, cloud-based platforms for
storing and managing estate documents, while AI-driven
document drafting speeds up will creation and probate
applications. Client portals and e-signatures are making legal
processes more accessible, reducing paperwork and delays,
while blockchain-secured will storage is enhancing document
integrity and preventing fraud.
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AI chatbots and virtual assistants are also revolutionizing
client service, offering instant support and reducing
administrative workload. Deceased notification platforms
simplify estate administration by automatically informing the
necessary organisations, streamlining a traditionally timeconsuming
process.
Firms that integrate these technologies will not only improve
efficiency but will also enhance client experience, security,
and long-term business sustainability. Those that invest in
innovation today will be the leaders of the sector tomorrow.
Q. What More Can Service Providers Do to Support Wills
and Probate Professionals, Ensuring They Are Equipped
with The Right Tools, Resources, And Partnerships to
Deliver the Best Outcomes for Their Clients?
Dino: There is a growing trend of implementing technology
for the sake of it, without considering the added complexity
that comes with an overload of systems. Many firms find
themselves entangled in a maze of platforms that ultimately
hinder rather than enhance productivity. A better approach
is to begin with the end goal in mind and work backwards to
create a solution that truly meets the needs of the user.
This user-centric approach is particularly vital when it comes
to learning and development. My team applies this principle
by tailoring training solutions to the size and needs of each
firm, ensuring that any new technology or qualification
programme genuinely enhances the professionals' ability to
perform their roles effectively. At the heart of every service,
whether it is technology or education, is a person. That
person must be heard, understood, and engaged for any
solution to succeed. Taking the time to involve professionals
in the process before implementation significantly increases
the likelihood of success.
Sarah: Beyond technology, continuous education and strong
partnerships are essential for wills and probate professionals
to remain competitive and provide the highest level of
client care. The legal landscape is constantly evolving,
shaped by regulatory changes, shifting client expectations,
and advancements in digital tools. Service providers must
ensure legal professionals have access to the knowledge and
resources they need to adapt and thrive.
Comprehensive training should extend beyond basic
software implementation to cover best practices
in automation, workflow optimisation, and client
communication. On-demand learning resources, live
webinars, and interactive workshops should be available to
help firms fully leverage their technology investments.
Service providers also have a role to play in thought
leadership, offering valuable insights through reports,
benchmarking data, and expert commentary on key sector
challenges. These could include strategies for improving
client engagement, increasing profitability, and navigating
complex estate administration processes.
Collaboration is just as important as education. Providers
should actively build partnerships with professional bodies,
legal associations, and peer networks to foster knowledge
sharing and industry innovation. By combining technology,
training, and collaboration, service providers can empower
wills and probate professionals to work more efficiently,
strengthen client relationships, and drive long-term business
success.
Joanne: Service providers must recognize that wills and
probate professionals balance two major responsibilities:
addressing clients' emotional needs while maintaining
efficiency in their workload. The right tools and resources
must support both aspects, ensuring that technology
does not create additional stress but instead enhances
productivity.
Software solutions should be designed with ease of use
in mind, featuring intuitive interfaces that simplify case
management rather than complicating it. Features such as
drag-and-drop functionality and streamlined workflows help
reduce the learning curve, allowing professionals to focus
on their core responsibilities rather than struggling with new
systems.
Ultimately, service providers need to ensure that their
solutions help legal professionals perform their roles more
effectively without adding unnecessary complexity. By
prioritizing usability and support, they can enable firms to
deliver better client outcomes while safeguarding their own
well-being.
Simonne: At Finders International, we provide a range
of tools, resources, and partnerships to support wills and
probate professionals in estate administration. Our expertise
includes global heir tracing, verifying family trees, assisting
with international assets, and conducting due diligence
services such as missing document searches and overseas
bankruptcy checks. By acting as a dedicated outsourcing
partner, we enable legal professionals to handle complex
cases with greater confidence and efficiency.
Beyond our research services, we also invest in professional
development through the Finders Development Hub. This
free learning platform offers CPD-accredited educational
webinars and seminars, providing valuable insights to
our community of over 6,000 probate practitioners and
professional deputies.
Collaboration is a core pillar of our approach. We work
closely with national and local law societies to connect,
inform, and support professionals across the sector. By coauthoring
thought leadership articles, hosting joint webinars,
and participating in leading legal conferences, we help drive
innovation and best practice in the wills and probate industry.
Trevor: There are some outstanding service providers in the
industry, but unfortunately, many fail to truly listen to what
legal professionals need. Too often, it feels like we are simply
being sold a product rather than being offered a tailored
solution. A one-size-fits-all approach does not work in a
sector as nuanced as wills and probate.
Successful partnerships are built on collaboration and a
deep understanding of the challenges professionals face.
Service providers should spend more time engaging with
legal teams, understanding their unique pain points, and
developing solutions that genuinely improve efficiency and
client service.
Technology and new developments are always welcome, but
they should be introduced through meaningful conversations
rather than sales pitches. The best providers take the time to
build relationships, adapt their services to real-world needs,
and offer ongoing support rather than simply moving on to
the next sale.
Phil: Service providers can add significant value to the
sector by offering training on legal updates, best practices,
and emerging technologies. Ensuring that professionals
remain informed about industry changes helps firms stay
competitive and compliant.
Facilitating collaboration between legal professionals,
financial advisors, and tax experts also leads to more
holistic client solutions. Wills and probate cases often
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PANEL
involve complex financial and tax considerations, and a
multidisciplinary approach ensures clients receive wellrounded
advice.
Customisable service packages are another way for
providers to better support professionals. Every firm
operates differently, and offering flexible solutions that cater
to firms of all sizes ensures that legal professionals have
access to the right tools and resources without unnecessary
extras.
Sam: The role of a wills and probate professional is both
demanding and multifaceted. They not only support clients
through emotionally challenging times but also manage
multiple estates while ensuring legal and regulatory
compliance. As estate administration becomes more
complex, reliable partnerships and efficient resources are
more critical than ever.
One of the biggest challenges in probate cases is tracing
missing beneficiaries or verifying intestate heirs. With
increasingly blended families and global migration, thorough
and legally sound genealogical research is essential. Service
providers offering estate research must ensure their work is
accurate, efficient, and fully documented, so solicitors can
proceed with confidence.
Clear and responsive communication is another area where
service providers can improve. Probate professionals need
regular updates, transparent pricing, and concise reporting
to keep cases progressing smoothly. Service providers
should focus on making information easy to digest, avoiding
unnecessary complexity that could slow down estate
administration.
A flexible and tailored approach is also vital. No two probate
cases are the same, so service providers must adapt their
offerings to meet specific needs—whether that involves
full genealogical reports, targeted document retrieval, or
tracing a single missing beneficiary. By prioritising accuracy,
efficiency, and communication, service providers can make a
meaningful impact, helping professionals navigate complex
estates while delivering the best possible outcomes for their
clients.
Q. What Impact Do You Hope to Leave on The Industry,
And How Would You Like to Be Remembered for Your
Contributions?
Dino: The challenges my wife and I faced in the legal
profession have been the driving force behind my desire to
create change. Instead of just complaining about the system,
we decided to take action and make a difference. I want to
be remembered as someone who offered a ladder when
no one else would, held it steady for others, and showed
them how to climb. Once they reached the top, I hope I
encouraged them to do the same for others. There’s room for
everyone at the top, and it doesn’t have to be a lonely place.
That’s the legacy I would be most proud of leaving behind.
Sarah: At Clio, our mission is to transform the legal
experience for everyone involved, whether it’s the
professionals, their clients, or the wider industry. I hope
my impact is seen in how we’ve helped firms embrace
technology to reduce administrative burdens, improve
efficiency, and enhance client service. This has allowed legal
professionals to focus more on what they do best, practising
law.
grow and evolve. If Clio has played a role in helping firms
work smarter, serve clients better, and scale effectively, then I
believe we’ve made a real difference.
Amjed: For me, impact isn’t just about the cases I’ve worked
on or the technical skills I’ve developed, it’s about making
estate planning and probate services accessible to everyone.
These services are often seen as a luxury for the privileged,
but they shouldn’t be. Everyone deserves the right to
have access to proper legal support, regardless of their
background, culture, or financial situation.
I also hope to contribute to greater diversity within the
profession. Clients should see themselves reflected in the
professionals they turn to for guidance, and those entering
the field should feel that there’s a place for them, regardless
of their background.
Another shift I want to foster is moving away from the
transactional nature of legal services. Estate planning is
personal, and probate processes are emotionally charged.
Legal expertise is crucial, but emotional intelligence is just as
important. I’m passionate about training the next generation
of professionals to balance both, technical skills and human
empathy. I also hope to help modernise the profession,
integrating technology and more progressive legal strategies
to improve efficiency and accessibility.
Ultimately, I want to be remembered for helping create
a legal sector that is more inclusive, compassionate, and
forward-thinking. If I can make a difference in the lives of
clients, colleagues, and future legal professionals, that will be
my lasting impact.
Joanne: Personally, I don’t aspire to be remembered for
grand achievements. What matters most to me is being
genuinely useful. I bring a unique combination of marketing,
creative, digital, and social insight to a sector that often lacks
specialists in these areas. I hope that my contributions will
make a meaningful difference in the legal sector, even if they
don’t leave behind a personal legacy.
Trevor: In simple terms, I want to be remembered as a good
guy, innovative, honest, and someone who contributed,
in my own small way, to making the sector a better place.
I’ve always believed in taking care of the three C’s: Clients,
Colleagues, and Community, and doing the best I can for
each. My work in my home city, particularly around the fourday
week, has been a big part of that legacy. Wherever I go,
I hope people remember me for asking tough questions but
always doing so with a smile.
Phil: My goal is to drive meaningful change through
innovation and compassionate leadership, improving the
customer journey at every step. Whether it’s through
product development, industry education, or mentorship, I
want to leave a lasting impact on the profession. I hope to
be remembered as someone who made a real difference in
how the industry operates and how people experience legal
services.
I want to be remembered for championing an inclusive and
forward-thinking legal industry. One where firms, regardless
of their size, have the tools, knowledge, and confidence to
47

On Thursday, 6th March 2025,
Modern Law Magazine had the
honour of welcoming the finest
in the legal profession to The
Vermillion in Manchester for a
night dedicated to celebrating
exceptional achievements across
the industry.
In this special ‘Winners’ edition,
we reflect on the highlights of the
evening and extend our heartfelt
congratulations to the shortlisted
nominees, highly commended
individuals, and award-winning
firms, as well as the remarkable
trailblazers who made the event
truly unforgettable.
The Clio Modern Law Awards is a prestigious
celebration of excellence within the legal sector,
recognising the outstanding achievements of law
firms, legal professionals, and industry leaders.
Judged by a panel of esteemed legal experts, the
event brings the sector together to honour those
making a lasting impact. As a key date in the legal
calendar, these awards highlight individuals and
organisations shaping the industry, inspiring others to
push boundaries and reach new heights.
Being shortlisted for an award in such a competitive
arena is a remarkable achievement in itself. The
camaraderie among attendees on the night was
a testament to the deep sense of community and
mutual respect within the legal profession. This
year’s shortlist was truly exceptional, showcasing
the brilliant minds, firms, and innovations driving
the industry forward. A huge congratulations to
all shortlisted, emerging from such a high volume
of nominations is an incredible accomplishment,
proving that those selected are truly at the top of
their game.
The evening commenced with a glamorous
champagne reception, generously sponsored by
specialist accounting firm Cashroom. Attendees,
dressed to impress, enjoyed a glass of bubbly as
anticipation built for the night ahead.
As guests took their seats, Clio’s Sarah Murphy took
to the stage to deliver a warm welcome, setting
the tone for an evening of celebration. Chair Judge
Trevor Sterling followed with an inspiring speech,
acknowledging the dedication and hard work of all
those nominated.
48

Once the exquisite three-course meal had been
enjoyed, it was time for the highlight of the night—
the awards ceremony. Acclaimed comedian and host
Hal Cruttenden brought his signature charm and wit
to the stage, kicking off the celebrations in style.
Our esteemed sponsors played a pivotal role in the
evening, presenting each award with enthusiasm
and admiration. From Collins Solicitors being named
Perfect Portal Law Firm of the Year to Barbara
Mills KC receiving the prestigious Frenkel Topping
Outstanding Achievement Award, every winner
accepted their honour with grace and appreciation
for their fellow nominees. With 23 awards presented,
the night was a resounding tribute to the dedication,
talent, and innovation within the legal sector.
Of course, the awards would not be possible without
our exceptional judging panel. We are incredibly
grateful for their time, expertise, and commitment
to ensuring the integrity of the Clio Modern Law
Awards. A special thank you goes to our Chair Judge,
Trevor Sterling, Senior Partner at Moore Barlow LLP,
and Vice Chair Saleem Arif for their leadership in this
process.
With the formalities complete, the celebrations
continued into the night at the highly anticipated
afterparty, kindly sponsored by Eticloud.
A heartfelt thank you to our incredible sponsors,
especially our headline sponsor, Clio, whose
unwavering support made this year’s awards an
unforgettable success. Without their generosity, this
event simply wouldn’t have been possible.
Please join us in congratulating all the 2025 winners,
highly commended recipients, and every outstanding
individual and firm who made this year’s shortlist!
Hayley Dalton
Modern Law Magazine
49

Modern Law Awards 2025
50

Modern Law Awards 2025
51

Modern Law Awards 2025
Law Firm of the Year
Highly Commended: HCC Solicitors
Winner: Collins Solicitors
Boutique Law Firm of the Year
(1-10 Employees)
Highly Commended: London Law Collective
Winner: HTF Legal Limited
Boutique Law Firm of the Year
(11+ Employees)
Highly Commended: Olliers Solicitors
Winner: Maria Fogg Family Law
Managing Partner of the Year
Highly Commended: James Leighton - Bennett
Oakley Solicitors
Winner: Iwona Durlak & Marcin Durlak -
IMD Solicitors LLP
Lawyer of the Year
Highly Commended: Des Collins - Collins
Solicitors
Winner: Holly Chantler - Morr & Co
Paralegal of the Year
Highly Commended: Dominic Woodhead -
Magara Law
Winner: Claire Larkin Miller - Langton Genealogy​
Rising Star of the Year
Highly Commended: Shaili Gohil-Desai
- Burgess Mee
Winner: Yasmin Khan-Gunns - Keystone Law
Innovation of the Year
Highly Commended: FLANC (Duncan Lewis,
Jenny Beck/Coram Chambers)
Winner: Sprintlaw
Marketing & Communication
Strategy of the Year
Highly Commended: The Family Law Company
Highly Commended: Newport Land
and Law Limited
Winner: Stuart Miller Solicitors
Client Care Award
(1-25 Employees)
Highly Commended: Magara law
Winner: Luke & Bridger Law
Client Care Award
(26+ Employees)
Highly Commended: Stephens Scown LLP
Winner: Wollens
Best Use of Technology
Highly Commended: IDR Law
Winner: Acuity Law
Business Growth Award
Highly Commended: Confidence Wills
Winner: Estatesearch
Diversity & Inclusion Award
Highly Commended: Express Solicitors
Winner: Alison Eddy - Irwin Mitchell
Outstanding Case of the Year
Highly Commended: Duncan Lewis Solicitors
Winner: Collins Solicitors
Corporate Social Responsibility
Award
Highly Commended: XYZ Law
Winner: Stephens Scown LLP
Female Trailblazer of the Year
Highly Commended: Helen Forster - HTF Legal
Winner: Rachel Spearing - Serjeants’ Inn
Costs Lawyer of the Year
Highly Commended: Sara Gould - Harmans Costs
Winner: Andrew McAulay - Clarion
Workplace Wellbeing Award
Highly Commended: Confidence Wills
Winners: IMD Solicitors LLP
Supporting the Industry
(1-25 Employees)
Highly Commended: Exton Advisors
Winner: Auxilio
Supporting the Industry
(26+ Employees)
Highly Commended: inCase
Winner: Cashroom
52

Modern Law Awards 2025
Outstanding Achievement
of the Year
Barbara Mills KC
Kindly sponsored by
Lifetime Achievement Award
Professor Sara Chandler KC (Hons)
Compliance
53

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Behind the Sponsorship:
An Interview with Clio
Clio partnered with Modern Law to
bring the very exciting 2025 Modern
Law Awards to life this March.
Following a successful night, Modern
Law’s Editor caught up with Sarah
Murphy, General Manager of Clio EMEA
to discuss the evening.
What Led Clio to Become the Head Sponsor for
These Awards?
At Clio, we’re committed to championing the firms and
professionals who are redefining the future of legal practice. The
Modern Law Awards shine a spotlight on innovation, dedication,
and excellence, values that are deeply embedded in Clio’s mission
to transform the legal experience for all. By sponsoring these
awards, we’re not just celebrating success; we’re recognising the
trailblazers who are challenging the status quo, driving positive
change, and setting new standards for the legal industry. It’s an
opportunity for us to support and amplify the work of those
shaping a more forward-thinking, client-centred legal profession.
What Positive Impact Do Evenings Like the Modern
Law Awards Have on The Legal Industry as A
Whole, Particularly from Clio’s Perspective?
Events like the Modern Law Awards play a vital role in shaping the
future of the legal industry. They provide a platform to recognise
and celebrate the innovation, resilience, and ambition driving
positive change in legal services. From Clio’s perspective, these
events are more than just a celebration, they spark important
conversations, foster collaboration, and inspire firms to embrace
new ways of working.
By bringing together forward-thinking professionals, the awards
encourage the adoption of technology, modern business
practices, and client-focused solutions. Crucially, they also shine
a light on the importance of access to justice, a core value at
Clio. By championing those who are making legal services
more efficient, accessible, and client-centred, these events help
push the industry forward in a way that benefits both legal
professionals and the communities they serve.
Clio Is a Leading Provider of Cloud-Based Legal
Software—What Initially Drew the Company to The
Legal Industry, And How Does Clio Set Itself Apart
from Competitors?
Clio was founded with a clear mission: To transform the legal
experience for all. Our journey began when our founder
recognised a gap in the market, law firms were struggling with
outdated, inefficient systems that made it harder to serve clients
effectively. We saw an opportunity to modernise legal practice
with intuitive, cloud-based technology that empowers lawyers to
run their firms more efficiently, no matter their size or location.
What sets Clio apart is our unwavering commitment to innovation,
customer success, and access to justice. We’re not just a software
provider, we’re a trusted partner to law firms, offering solutions
that evolve with their needs. Clio is the one of the only legal
software provider with an end-to-end suite covering client
intake, case management, billing, and payments in one seamless
platform. Our dedication to security, compliance, and continuous
product development means law firms can rely on us to stay
ahead of industry trends.
Beyond our technology, Clio is deeply invested in the legal
community. Through initiatives like the Legal Trends Report,
the Clio Cloud Conference (the biggest event in legal), and
partnerships that drive industry-wide improvements, we help law
firms future-proof their practices while making legal services more
accessible for clients.
What Was Your Favourite Moment or Category of
The Night?
It’s difficult to choose just one highlight, but The Lifetime
Achievement Award was a truly standout moment. Celebrating
the remarkable career of Professor Sara Chandler KC (Hon) was
both inspiring and humbling. A dedicated solicitor with deep
expertise in housing and social welfare law, Sara has been a
driving force in advancing access to justice, legal education, and
equality within the profession. From her leadership at the Law
Society, championing human rights, housing law, and diversity,
to her pioneering work in clinical legal education, her impact is
nothing short of profound. Honouring her legacy alongside other
female trailblazers like the Outstanding Achievement Award
winner, the incredible Barbara Mills (KC) was a powerful reminder
of how passion, dedication, and innovation continue to shape the
future of law.
While Innovation and Efficiency Give the Winners
of The Night a Competitive Edge, How Important Is
Continued Collaboration Across the Legal Industry
to Drive Success, Access to Justice, And Better
Client Experiences?
Innovation and efficiency give law firms a competitive edge,
but true progress comes from collaboration. No single firm
or technology provider can drive meaningful change alone—
partnerships between legal professionals, industry leaders,
and innovators are essential to improving access to justice
and creating a more client-centred legal experience. At Clio,
we believe collaboration fuels industry-wide success, whether
through sharing best practices, integrating new technologies,
or advocating for policy changes. Events like the Modern Law
Awards celebrate these advancements while reinforcing that the
most impactful change happens when we work together to push
the industry forward.
Sarah Murphy,
General Manager of Clio EMEA
55

LEGAL
TECH TALK
Merlin Beyts
Content Director, LegalTechTalk
Most of us use LinkedIn pretty regularly. In
fact, I’ve used it every day of my working life
since my first job out of university. While I’d
like to think I’ve got a pretty good handle on
the platform, something I’ve been pretty lax on
is using it to influence (at least in the modern
context of the word) the industries I’ve been a
part of. I’d love to say that it was intentional.
That I was playing some Machiavellian long
game where “power stays in the shadows.”
The honest answer is I simply had no idea
where to begin.
So, in order to make sure that I didn’t let down
the good readers of Modern Law Magazine,
I went looking for people who had been
successful in that endeavour. Partly to educate
others, but with some selfish ulterior motives
weaved in - gracefully or otherwise.
One thing I learned from those I spoke to is that
there are some constants that will stand you in
good stead. Authenticity, consistency, adding
value all came up in conversation to a greater or
lesser extent, as well as vulnerability and an air
of not allowing potential negativity to get you
down.
Purpose was also key. You must have a reason
for turning up and doing what you do otherwise
what’s the point? This is less of the adage of
doing what you love and never working a day in
your life. Rather it’s about having a “why?” This
could be personal, professional or purely for the
enjoyment of it.
I’ll now leave it to people who have genuine
experience to talk about their processes and
tips. From here on out I won’t be much help but
hopefully you’ll learn as much as I did from these
insights. If I do take the plunge then maybe I’ll
appear on your LinkedIn feed in a year or so.
Until then, you’ll have to make do with my boss
and Robert Hanna.
56

LEGAL
TECH TALK
Bradley Collins
CEO & Co-Founder, LegalTechTalk
I had historically doubted how effective building
out a following on LinkedIn would be. I was doing
well enough without it. Posting regularly seemed
a bit self-indulgent. What if I said something that
would make a fool out of myself? What if nobody
engaged?
I’m sure many people reading this have spent enough
time on LinkedIn reading posts from their peers and
had similar thoughts. However, after giving it a crack,
I started to allay those fears - especially when they
started to generate positive results for me.
Previous posts of mine were bland and way too
obviously focused on my short-term goals. They’d
often revolve around something I was selling that I
wanted people to engage with to generate direct
leads. With years of experience in sales that made
sense to me. Why bother with the rest of it when it’s
not geared towards what I want right now?
After watching Stephen Bartlett, in his early years at
Social Chain, present at an event I was working on
back in 2015, (Festival of Marketing), I discovered
the approach of building a personal brand through
shifting focus to adding value to the community you
desire to build, i.e. to ‘give value’, rather than to ‘get
value’. Here’s what I started thinking about:
Who are the audience profiles you’re looking to
engage with? You can have more than one.
What thoughts, ideas or experiences do you have
that would add value to this group? You can have
different types of content geared to different
audiences. In my case it’s currently primarily law firm
leaders, In-house leaders, startup founders, investors
and media professionals - I tailor different posts to
different groups.
This approach was referred to as ‘Jab, Jab Hook’: you
jab with value, jab with value a few more times, then
you can hook with whatever it is you’re trying to sell.
The next step is consistency. One post a week isn’t
going to cut it. You might post the odd update and
haul in a hundred or so reactions but consistency will
really help you build your network. I’ve seen plenty
of posts with even a few thousand reactions only for
them to disappear from my feed forever. Those who
regularly post are rewarded by appearing on others’
timelines. You’ll then start to engage with people
who you’re not even connected with.
The last piece of advice I have to give is probably
the hardest one to follow, at least in the early stage.
Authenticity and vulnerability. It’s the straightest
route from creating content to creating good
content. What’s your story? What makes you unique?
Why do you do what you do? All of this will help
direct you towards the main themes you should be
exploring what to write about. Something you can’t
forget about this is being prepared to be vulnerable.
Your ambitions and your struggles will resonate with
many.
All of the above is redundant however, if outside
of social media, you’re not actually doing anything
impressive or adding value to the industry you’re
looking to serve - i.e. make sure you’re good at
your craft and have a strong track record in your
respective field before you embark on influencing,
and if you’re already confident in your craft, then
maybe now is the time to start influencing!
Consistently share value to these groups. You can
do that through your personal page, and that of a
company page if you have one. We post consistent
news, announcements, thought leadership through
research reports, webinars, podcasts, investment
rounds to these audiences.
Don’t forget to promote personal achievements or
milestones authentically and openly. This could be
anything from landing your biggest client, hiring
someone exceptional, reaching company targets etc.
Finally, very occasionally, you also have the right to
promote what it is you do. So from time to time, I will
also promote the event we organise - this also works
better when done in a way that adds value.
57

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OPEN
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Sponsorship enquires: rachael.pearson@charltongrant.co.uk
Event enquiries: ellie@charltongrant.co.uk
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LEGAL
TECH TALK
Interview with
Robert Hanna
Founder & Managing Director, KC Partners
QTalk Me Through the Initial Steps of Building a
Personal Brand on Social Media.
I’d actually go back to why I bother doing it
A all in the first place, right? I think that a lot of
people can perhaps get lost and chase on social
media without a purpose or a vision for what
they’re doing. Maybe it takes some time to find their
voice online. I always wanted to create an online
digital footprint that linked back to leaving a legacy.
My late grandfather ran one of the most successful
law firms in the UK during the 1950s, rivaling
any non-city firm of its time. He left behind a
remarkable offline legacy. People would speak
about the work he did for them, the generations
he supported, and the impact he had. I always
thought that was incredible. But as his grandson,
I’ve realised that because those clients have sadly
passed away, there’s no way for me to trace, access,
or truly connect with that legacy.
I thought I didn’t just want to start a legal recruiting
business, which is what I originally did, I wanted to
do something that had meaning, impact, and could
help. And I knew social media was a great way to
do that, particularly if I got in there early. We’re
talking back 2016 time when not many people were
paying attention to the platform. So, I wanted to
get onto social and to start building a brand. One
day, if my daughter ever wants to go online and
search something about what dad did, she’ll have
something to find. That’s a big part of my “why?”. I
want to continue that family legacy and law doing
good for the community.
QWere There Lawyers in Your Network Who
Were Confused or Critical About What You
Were Doing?
AI still think that happens today! But there’s
plenty to show for my efforts. I’ve been invited
to LinkedIn’s head office twice. I’ve advised on
LinkedIn product rollouts. I’m a LinkedIn top voice.
I’m the most followed legal recruiter on LinkedIn,
and in the world. That doesn’t matter to some
people. Everyone has their opinions and that’s
great. To add some context, when we started a
podcast, the sentiment was that it wasn’t worth
doing, even as far as people asking the question:
“What even is a podcast?” We’re now the top 1% of
shows in the world.
59
We’ve got an exclusive partnership with Cleo who
just did a 900 million pound raise series F and
we’ve retained that partnership since 2021. So
of course, that’s turned into a great partnership
where we can expand our reach, create more
opportunities, do events, etc. That doesn’t happen
if you don’t know why you’re showing up every day.
It all comes back to the point of you need to know
why you’re showing up because if I didn’t know why
I was showing up or what I was doing, I might take
to heart some of those comments.
QWhat Are Your Biggest Tips for Building a
Following?
AI always say that being specific is terrific,
and I’ve remained focused within the legal
ecosystem. I began my journey in legal recruiting,
then transitioned into legal podcasting, which is a
natural extension of that work. It allows me to invite
clients I’m recruiting for, candidates I’m working
with, and people I’m networking with, providing
valuable insights that help shape my investment
strategies and the legal tech businesses I’m involved
in. Lastly, I believe that increasing your vulnerability
boosts your visibility. The more authentic you are,
the stronger your connections will be. Consistency
is key, but if you want to reach people, you need to
teach.

10 MINS WITH
Minutes With...
Laura Taylor
Q
What
is your most memorable achievement
whilst working in your current role?
Having been appointed as IT Director in November 2019, I
would have to say that my most memorable achievement
was navigating the challenges of COVID and the subsequent
lockdown, which was imposed in March 2020, leaving me with
little to no ‘honeymoon’ period in my new role!
When lockdown was announced, we had to rapidly assemble a
plan, a significant part of which involved ensuring operational
continuity. Inevitably, this relied heavily on adapting processes
and technology to support staff in their roles. I worked closely
and tirelessly with my Co-Directors to do everything I could
to assist during this period, and together, like all companies
affected, we navigated our way through.
The strength of both the Senior Leadership Team I was part of
and the entire organisation was clearly demonstrated during
this time, and we emerged from lockdown much stronger. It
was truly a baptism of fire for me, but being wholly trusted in
my newfound Directorship gave me a real sense of achievement
and a great deal of confidence for the journey ahead.
Q
What
has been the most valuable piece of
advice you have been given?
Be polite and be kind to everybody! So often, both personally
and professionally, we can lose sight of what others may
be experiencing. Even on my bad days, I try to be kind to
everyone, take an interest in their experiences, whether
good or bad, and either celebrate or empathise with them.
I genuinely believe that this approach is appreciated in the
workplace when dealing with colleagues, clients, and contacts.
QWhat has been the key positive or negative
impact of change in your area of the market?
Cyber risk, cyber-attacks, and cyber fraud, unfortunately, all
day long.
I hold a fairly unique role that bridges both Accounts and IT,
and I take my responsibility for protecting the company from
the ever-increasing threats posed by cyber risks very seriously.
This can be hugely demanding, and the potential of being a
target is a constant concern.
I work closely with my Co-Directors to continually monitor
our processes, procedures, training, awareness, and technical
solutions to ensure we are doing everything possible to
minimise our exposure to risk. We are fortunate to have a
highly vigilant team and to have partnered with some of
the best in the business to build robust technical solutions.
However, the combined effort of scoping, implementing, and
monitoring these solutions, along with administering the
necessary processes, can be extremely time-consuming and
often constitutes a significant portion of my daily work.
QIf you were not in your current position, what
would you like to be doing?
I have bored anyone who would listen for years with my dream
and vision of an independent wedding boutique, an all-in-one
destination where everything wedding-related is under one
roof. Picture lots of dreamy, draped doorways leading into
different themed areas, showcasing samples of everything
from invitations to dresses and table favours... I’ll stop there,
back to Legal IT!
QWhat three items would you put on display
in a museum of your life and why?
A photo of my daughter, she means everything to me. Despite
many challenges, she has inspired me to push myself and
succeed, and I’m incredibly proud of the strong, bright,
intelligent, and beautiful young lady she is becoming.
Anything scented, I’m a big fan of perfume and home
fragrances. I often receive compliments when I’m out and
about, on public transport, or when people visit my home,
which I love!
Champagne, I don’t think I need to say anything more!
QWhat three guests would you invite to a
dinner party?
Jim Carrey, Matthew Perry, and Miriam Margolyes, I do love to
laugh!
Laura Taylor
Director, Rowlinsons Solicitors
61

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