Be Your Own Superhero

Issue 76
ISSN 2976-9396
THE BUSINESS OF LAW
P06 P21 P41
Inclusion Is
Not a
Sentiment,
It’s a System”
Shaheen Mamun
“Dear Sirs...”
Language
Matters
Sarah McColl
Modern Law
Conveyancing
Conference
The Conveyancing Pressure Cooker

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Breaking Barriers: Driving Social Mobility
in the Legal Industry
“The measure of a society is found in how they treat
their weakest and most vulnerable citizens.”
– Nelson Mandela
Hello and welcome to Issue 76 of Modern
Law Magazine!
In this issue, we shine a spotlight on social
mobility in the legal profession, a topic
that is no longer optional but essential
as the industry faces increasing pressure
to become more inclusive, equitable, and
representative.
The legal world has long been
associated with tradition, but as firms
and organisations look ahead, they’re
recognising that talent doesn’t come
from one mould. Across these pages, we
explore how individuals and institutions
are challenging outdated structures,
opening doors to those historically shut
out, and building career pathways based
on potential, not privilege.
Our lead interviews take us inside those
efforts. Shaheen Mamun of Black
Antelope Law shares his powerful personal
story and his mission to break systemic
barriers through the Jagoron Foundation.
In our second interview, Alice Kinder of
Bexley Beaumont Limited discusses her
journey from a working-class background
to legal leadership.
Our Editorial Board brings further
depth to the discussion. From Philips
Dictation’s focus on innovation in legal
documentation to Cashroom’s internal
mobility success story, these features
reflect how business models can, and
must, evolve to support a more diverse
workforce.
Frenkel Topping, Law Mergers &
Acquisitions, and Taylor Rose all
bring unique perspectives on hiring,
development, and organisational change.
And through conversations with leaders
at AJ Chambers, XYZ Law Solicitors,
and more, we see that driving social
mobility is not just a corporate value, it’s a
competitive advantage.
In our Insights and InDepth features, we
delve into the language, culture, and
systemic factors shaping inclusion, with
compelling contributions from Sarah
McColl and Grace Osborne.
Our Law Training Centre alumni interviews
provide powerful, personal stories that
bring to life the real-world impact of
breaking down barriers and driving
meaningful change.
As always, we also bring you the latest
from the legal sector in our Conveyancing
and Wills & Probate forums, where
innovation and client care go hand in
hand.
Our LegalTechTalk and Technology Q&A
features remind us that technology,
too, can be a powerful leveller, if used
intentionally.
Finally, in this issue’s ‘10 Minutes With’,
we sit down with Natalie Moore for a
quick but inspiring look at the people and
passions that shape her legal journey.
As the legal industry continues to evolve,
the question is no longer whether social
mobility matters, but how we embed it
into every layer of what we do. We hope
this issue inspires you to reflect, rethink,
and reimagine what’s possible.
Happy reading!
Hayley Dalton is Editor at Modern
Law Magazine
Editorial Contributors
Kathliya Harwood, Philips Dictation
Alex Holt, Cashroom
Mark Holt, Frenkel Topping
Neville Dinshaw, Law Mergers & Acquisitions
Sam Kimber, Pro-Gen Research
Stuart Whiter, AJ Chambers
Samantha Burrows, XYZ Law Solicitors
Adrian Jaggard, Taylor Rose
Phil Cotter, SmartSearch
Priscilla Sinder, PC Consultancy
ISSUE 76
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
INSIGHT
IN-DEPTH
06 Inclusion Is Not a Sentiment, It’s a System”: Shaheen Mamun on
Breaking Barriers in Law
Shaheen Mamun, Partner, Black Antelope Law & Executive Director, Jagoron
Foundation
08 Championing Social Mobility: Alice Kinder on Creating Equal
Opportunities in Law
Alice Kinder, Employment Legal Director, Bexley Beaumont Limited
11 Philips Dictation
Reimagining Legal Documentation: How Innovation and Digital
Transformation Are Shaping the Future of SpeecLive
Kathliya Harwood, Marketing Manager, Philips Dictation
11 Cashroom
Careers Without Limits: How Cashroom Champions Growth
from Within
Alex Holt, Chief Revenue Officer at Cashroom
13 Frenkel Topping
Breaking the Mold: Championing Talent Over Tradition at
Frenkel Topping
Mark Holt, Managing Director, Frenkel Topping
13 Law Mergers & Acquisitions
Levelling the Scales: Confronting the Barriers Facing Lower-Income
Aspiring Legal Professionals
Neville Dinshaw, Managing Director, Law Mergers & Acquisitions
15 Pro-Gen Research
Adapting to Change: How Pro-Gen Research is Meeting the Legal
Sector’s Evolving Needs
Sam Kimber, Probate Researcher & Genealogist, Pro-Gen Research
15 AJ Chambers
Social Mobility in the UK Legal Sector: A Recruitment Consultant’s
Perspective
Stuart Whiter, Associate Portfollio Director, AJ Chambers
17 XYZ Law Solicitors
Improving Social Mobility in the Legal Sector: From Access to
Advancement
Samantha Burrows, Partner, XYZ Law Solicitors
18 Taylor Rose
Opening Doors: Creating Inclusive Pathways into the Legal
Profession
Adrian Jaggard, CEO, Taylor Rose
18 SmartSearch
Navigating the Legal Sector’s Whirlwind: Adaptability as a
Cornerstone
Phil Cotter, CEO, SmartSearch
19 PC Consultancy
Innovation Before Digital: Why Small Ideas Still Spark Big Change
Cornerstone
Priscilla Sinder, Managing Director, PC Consultancy
21 “Dear Sirs . . .” Language Matters
Sarah McColl, Senior Counsel in BBC Legal
22 Creating The Social Mobility Ripple Effect
Grace Osborne, Senior Social Mobility Inclusion Manager, Browne Jacobson
4

CONTENTS
SPECIAL
INTERVIEW
CONVEYANCING
DISCUSSIONS
WILLS
& PROBATE
DISCUSSIONS
TECHNOLOGY
Q&A
CONFERENCE
SPECIAL
LEGAL TECH
10 MINS WITH
26 Breaking Barriers: Inspiring Journeys Into Law
Spotlight Series: Exclusive Interviews with Law Training Centre Alumni
31 Conveyancing Forum
Driving Change in Conveyancing: How Legal Tech Leaders Are Meeting
Rising Expectations and Shaping the Future of Property Transactions
37 Wills & Probate Forum
Wills & Probate Focus: Balancing Innovation with Empathy: Modernising
Wills and Probate with Intelliworks
38 Onboarding, Elevated: How Perfect Portal is Transforming the Legal
Client Journey
Yvonne Hirons, CEO and Founder, Perfect Portal
41 Modern Law Conveyancing Conference
The Conveyancing Pressure Cooker: Modern Law Conveyancing
Conference 2025
45 LegalTechTalk
Why Social Mobility in Law Cannot Wait
49 10 Mins With... Natalie Moore
See who Natalie 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
“INCLUSION IS NOT A SENTIMENT,
IT’S A SYSTEM”:SHAHEEN MAMUN ON
From social housing to legal director, Shaheen Mamun has defied the odds to carve
out a powerful voice in the legal profession. In this candid interview, he reflects on
the systemic inequalities still plaguing the sector, and calls for meaningful reform in
mentoring, recruitment, and how we define success.

INTERVIEWS
1. You’ve spoken openly about your journey from a modest
background to becoming a solicitor and legal director.
What key barriers to social mobility do you think still exist
in the legal profession today?
Despite incremental progress, the legal profession remains
structurally stratified. Socioeconomic background still
determines access more than aptitude. Unpaid internships,
opaque recruitment practices, and an entrenched preference
for Russell Group universities operate as modern-day
gatekeepers. For someone like me, raised in social housing,
state educated, and lacking familial legal connections, these
were not minor obstacles. They were systemic. Merit alone
does not navigate one through chambers or boardrooms
when the door remains closed to those without the key of
class or capital.
I still recall attending my first client meeting in a suit I
couldn’t afford, in a room where my accent stood out as the
only one not shaped by public school. That quiet sense of
not belonging isn’t captured on paper, but it echoes in every
early career decision for someone like me.
2. Many aspiring lawyers from underrepresented
backgrounds lack access to networks and mentors. How
can the legal profession build more inclusive pipelines for
talent?
Networks cannot be the preserve of the privileged. We must
deconstruct the idea that informal access, via dinners, alumni
events, or Oxbridge common rooms is an acceptable entry
point. Structured mentoring schemes, targeted outreach,
and transparent access initiatives must be institutionalised,
not merely tacked on. During my formative years, a
mentoring programme at university was transformative.
It provided what many take for granted: guidance,
encouragement, and a window into the profession’s inner
workings. We owe it to future generations to make this the
rule, not the exception.
It’s worth adding that inclusion must begin long before
the recruitment stage. At Jagoron Foundation, and in my
advisory roles across the Law Society and ILPA, we’re
looking closely at pipeline development at sixth form and
foundation level, because by the time someone reaches the
final year of their law degree, structural disadvantage has
already compounded.
3. You’ve credited a mentoring scheme during your studies
as pivotal to your development. What role do mentors
play in levelling the playing field, and how can firms do
more to offer this kind of support?
Mentors offer more than advice, they offer belief. As a
young Bangladeshi student navigating unfamiliar territory, I
needed more than textbook knowledge. I needed someone
to say, "You belong here." Mentorship corrects structural
imbalances by transferring social capital to those who
don’t inherit it. Law firms must move beyond performative
gestures and embed mentorship into their cultures, pairing
junior professionals from marginalised backgrounds with
senior leaders and incentivising those leaders to stay
invested in their mentees’ progress.
Having seen the direct impact of mentoring, through both
my own journey and as a mentor myself, I believe firms
should publish annual data on mentoring outcomes, not just
uptake. It's one thing to offer a programme. It’s another to
measure who benefits and who advances because of it.
4. You’ve achieved a great deal while challenging
traditional routes into the profession. What reforms or
changes would you like to see in legal education and
training to make the sector more accessible?
The Solicitors Qualifying Examination is a step forward in
principle, but true reform must tackle the costs of entry and
the content of training. Legal education should not privilege
rote academic excellence over lived experience, resilience,
and contextual performance. We need funding structures
that reflect socioeconomic reality, greater recognition of
non-traditional experience (including paralegal and voluntary
work), and a curriculum that addresses law's impact on
marginalised communities, not just doctrine.
The crisis in legal aid and the collapse of publicly funded
training routes must also form part of any honest
conversation about accessibility. If we continue to underfund
and undervalue early career public interest work, we close
the very doors we claim to open.
5. There’s growing conversation around redefining success
in law beyond financial gain. How do you believe changing
perceptions of success could support greater social
mobility in the profession?
Redefining success is not merely desirable, it is essential.
For too long, success has been measured in billable hours
and partnership equity, metrics that exclude those driven by
public purpose or social justice. By recognising contributions
in areas like legal aid, pro bono, and EDI leadership, we
create space for diverse talent to thrive and feel valued. I
built my career through public law, community engagement,
and policy reform, not the conventional corporate ladder.
That too must be seen as success.
At Black Antelope Law, we’ve not only built an awardwinning
team in immigration and public law but done so
while embedding inclusive hiring and progression strategies.
Our EDI work has been recognised by being shortlisted on
the LexisNexis and the Modern Law Awards because change
must be measurable to be meaningful.
6. As a Law Society social mobility ambassador and EDI
advocate, what practical steps can law firms take today to
ensure they’re not just recruiting diverse candidates, but
also retaining and progressing them?
Three words: representation, retention, reform.
Representation must extend beyond graduate schemes into
senior leadership and decision-making structures.
Retention requires psychological safety, flexible progression
pathways, and meaningful access to development
opportunities.
Reform must target working practices, ending unpaid
internships, adopting contextual recruitment, and
embedding equity into performance reviews.
Ultimately, inclusion is not a sentiment, it’s a system. And
systems require design, not goodwill alone.
The next generation of lawyers should not have to choose
between being themselves and being successful. The
profession I want to help build is one where difference is not
tolerated but celebrated where a young person from Tower
Hamlets or Tywyn is no less likely to become a partner than
someone from Hampstead.
Shaheen Mamun,
Partner, Black Antelope Law & Executive Director, Jagoron
Foundation
7

INTERVIEWS
Alice Kinder
Championing
Social Mobility:
Alice Kinder on Creating Equal
Opportunities in Law
Photo Credit - Alice Mutasa
Alice Kinder, Employment Legal Director at Bexley Beaumont Limited and
completed a term as the youngest President of the Birmingham Law Society,
discusses her journey from a working-class background to legal leadership. She
highlights the importance of inclusive recruitment, practical support, and ongoing
mentorship in making the legal profession more accessible and equitable for those
from non-traditional backgrounds. Alice shares the initiatives she has led to promote
social mobility and her vision for lasting change across the sector.
8

INTERVIEWS
QYou’ve spoken openly about your working-class
background and the barriers you faced entering
the legal profession. What specific changes
would you like to see from law firms to make access
to the profession fairer for those from non-traditional
backgrounds?
ATo make access to the legal profession fairer,
employers should focus on adopting an inclusive
and structured approach to recruitment and
progression. In my view, socio-economic background
should be considered alongside the protected
characteristics in the Equality Act and meaningfully
embedded into diversity, equity and inclusion strategies.
Blind or contextual recruitment practices that remove
emphasis on what school or university a person has
attended and assess candidates in the context of their
achievements and circumstances can have a significant
impact, as can selection criteria which are clearly defined
and focus on potential rather than polish. Where possible,
offering financial support with tuition fees and living costs
for postgraduate study can also be helpful and avoid
further barriers being created. Guidance which helps
individuals navigate the less visible challenges of entering
the legal profession, such as understanding workplace
culture, jargon, and networking, is also important.
QAs the youngest-ever President of Birmingham
Law Society, what initiatives did you lead, or are
most proud of, that supported social mobility
and access to the legal profession?
ADuring my year as President of the Birmingham
Law Society, my core themes were community and
opportunity. Within that, social mobility was a key
focus. In October 2023, at the start of my Presidential
Year, I worked with my partner charity, the Social Mobility
Foundation, to introduce a pledge for law firms and
individuals to encourage proactive steps to drive positive
change. In April 2024, I ran the Manchester Marathon to
raise money and awareness for the charity. In the spring
of 2024, I was proud to introduce the first Birmingham
Law Society Vacation Scheme, where we worked with two
of our member firms, Higgs LLP and Browne Jacobson,
to enable students from our member universities to gain
meaningful work experience and develop their soft skills.
We also hosted our first “Path to Partnership and Beyond”
event, to provide our mid-level members with practical
advice and guidance to help them make informed
decisions about their career progression. I hope that these
initiatives will continue to develop and grow in future
years.
QYou’re now a Social Mobility Ambassador for the
Law Society. What does that role involve day to
day, and what impact are you hoping to achieve
nationally through this work?
AThe aim of the Social Mobility Ambassador
programme is to provide visible solicitor role
models who can demonstrate that a career in
the legal profession is achievable regardless of socioeconomic
background. As a Social Mobility Ambassador,
I have been able to share insights about my journey into
the legal profession, the challenges I have faced, and
my recommended strategies for overcoming them. The
role has given me a national platform to promote the
importance of social mobility and equal opportunities,
which I hope has inspired and guided the next generation.
QReflecting on your journey, what advice do you
most wish someone had given you when you
were considering law as a career?
AHaving grown up in a working-class family without
any legal connections, the greatest challenge
I faced when considering a legal career was a
lack of clear, accessible information about the different
pathways into the profession. This was compounded by
difficulties in obtaining work experience, and careers
advice which discouraged me from applying for a law
degree because I had not studied law before. This
led me to begin a history degree at Oxford University
before returning to Birmingham to study law a year later.
Looking back, I would definitely have benefited from
honest, practical guidance about the available options
and their financial implications, so that I could make an
informed and confident decision about my future.
QHow can employers in the legal sector better
support young talent from underrepresented
backgrounds once they’ve entered the
profession, beyond recruitment?
AWhilst the legal profession has made encouraging
strides in attracting a more socio-economically
diverse pool of candidates at entry level, this
diversity is not always reflected in promotion and
progression data. In my view, it is essential that social
mobility initiatives extend beyond outreach and
recruitment, and focus equally on induction, retention,
and advancement. Structured mentoring programmes,
training that demystifies the unwritten rules of the
profession, and clear and transparent promotion criteria
can all play an important role in fostering an inclusive
culture where diverse voices are heard and valued.
QYou’ve balanced client work, education, and
strategic leadership roles. How do these
different experiences shape your perspective
on equity, diversity, and inclusion within the legal
workplace?
AMy different experiences have allowed me to view
the profession from multiple angles and see both
the systemic challenges and the everyday realities
that individuals can face. Whilst someone’s background
should never determine what they go on to achieve, it
can and it does. Talent is everywhere, but opportunity is
not, and that will not change unless we make a collective
and sustained effort to address it. As an employment
lawyer, I have seen first-hand how profoundly a person’s
job can impact their mental health, wellbeing, and sense
of identity. It is therefore vital that legal workplaces, like
all workplaces, foster environments where people feel
supported and genuinely included. Diversity, equity and
inclusion should remain a priority at every level of our
profession.
Alice Kinder,
Employment Legal Director,
Bexley Beaumont Limited
9

EDITORIAL
BOARD
Kathliya Harwood,
Marketing Manager,
Philips Dictation
Alex Holt,
CRO, Cashroom
Reimagining Legal Documentation:
How Innovation and Digital
Transformation Are Shaping the
Future of SpeechLive
The legal profession is built on precision, confidentiality,
and time sensitivity. As legal teams face growing demands
to deliver more with less - under tighter timelines,
with rising caseloads, and in increasingly hybrid work
environments; technology has become more than a
convenience. It’s now a strategic necessity.
At Philips Dictation, we understand that innovation and digital
transformation are fundamental to shaping the future of legal
documentation. More than just tools for efficiency, they are catalysts for
redefining how legal professionals manage information, serve clients, and
scale their practices.
Transforming The Traditional Workflow
Traditional legal workflows often rely on manual transcription,
disconnected systems, and physical presence. These are not only timeconsuming,
but they are also increasingly unsustainable. By harnessing
AI-powered speech recognition and intelligent automation, SpeechLive is
enabling lawyers to dictate, transcribe, and manage case files with speed
and accuracy.
Cloud-First, Security-Focused
In a field where data protection is paramount, digital transformation must
be paired with rigorous security. SpeechLive’s cloud-based platform offers
end-to-end encryption, role-based access, and full GDPR compliance,
ensuring that mobility and flexibility never come at the expense of client
confidentiality. Legal professionals can access documents from anywhere –
courtrooms, chambers, or home offices – without compromising on control
or compliance.
Integration: The Real Efficiency Driver
Innovation is most powerful when it integrates seamlessly into daily
practice. That’s why our SpeechLive API has the ability to integrate with
legal practice management systems. Rather than asking lawyers to change
how they work, we try (where possible) to embed our solution into familiar
tools and processes, resulting in efficiency at its best.
Data-Driven Practice, Human-Centred Outcomes
Digital transformation also unlocks new opportunities for strategic
decision-making. With visibility into usage patterns, turnaround times, and
workflow bottlenecks, legal teams can continuously improve performance
and client service. And as AI becomes more context-aware, we envision a
future where the technology doesn’t just transcribe – it understands legal
nuance, anticipates needs, and assists in meaningful ways.
The Road Ahead
Innovation at Philips Dictation is a strategic imperative for the
development of our solution, SpeechLive. We are building for a future
where legal professionals can rely on intelligent, secure, and adaptive tools
to support the increasingly complex demands of modern practice. Our drive
for innovation includes collecting feedback from our legal customers, which
is vital to our product development.
As the legal landscape continues to evolve, those who embrace innovation
and digital transformation will be best positioned to thrive. At Philips
Dictation, we’re not just developing technology – we’re working with
legal professionals to shape a smarter, more agile future. By aligning our
solutions with the real-world needs of legal practitioners, we aim to elevate
productivity and efficiency for the law firms we work with. The future is not
just digital – it’s intelligent, secure, and built around the people that use it.
Careers Without Limits:
How Cashroom Champions
Growth from Within
At Cashroom, career progression isn’t a perk,
it’s a promise. From school leavers to seasoned
professionals, everyone who joins us has the
opportunity to grow, develop and thrive. Through
our dedicated Cashroom Academy and a culture of
continuous learning, we’re proud to build careers, not
just fill roles.
Being part of a business where opportunity is there for everyone is
something we are very proud of.
When Cashroom started to really grow, probably around 10 years ago,
it soon became apparent that we would need to be able to build a
team of cashiers, but also Management Accountants and Payroll
processors. There were also roles which would become apparent as we
grew.
We probably didn’t envisage back then quite where we would get to
from a scale perspective, however, one thing that was important to
us from day one was the ability for our staff to progress within the
business.
There was a very practical side to this view. We speak with many
prospective clients who say they have had real difficulties in trying to
recruit people who have specialist expertise in legal finance function
operations. Depending upon the town or city in which they are based,
there simply isn’t a pool of high quality, experienced people to dip
into.
Cashroom envisaged exactly the same issue on the horizon, so we
created our Cashroom Academy, designed to provide structured
training and development opportunities for the people joining us.
Those can be school and college leavers, graduates, or in fact anyone
at all who is interested in a career with us. We see this as a key
element in our aim to attract and retain people.
That’s a key phrase – “interested in a career”.
We are proud of the fact that anyone joining the Cashroom at any
level, has the opportunity to progress. Training is available and
encouraged. We have a close relationship with ILFM and we have built
into our progression processes the obtaining of ILFM qualification.
Many of our cashiers started with no experience at all and have
developed their skills with us. For example, one of our present team
leaders joined Cashroom without any cashiering experience and has
trained through to a position of real responsibility and seniority.
People of all backgrounds and stages of life have come into Cashroom
and have been able to build and develop careers. But we have more
to show than cashiers becoming more experienced and progressing
within that role only. We have experienced cashiers who are now in
roles within Marketing, Training, HR. We have graduates who are now
in Senior Management positions. We have a cashier who has become
a valued member of our Technology Development team.
It makes so much sense to invest in your people and enable them
to thrive and achieve. It’s something we are passionate about, and
always will be.
11

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If you have any questions or would like to join our mailing list for updates on
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EDITORIAL
BOARD
Breaking the Mould: Championing Talent
Over Tradition at Frenkel Topping
I don’t think it’s a secret that the financial
industry has traditionally employed men
from well off backgrounds, who’ve most
likely attended exclusive schools and a
select number of universities. Mine, and
Frenkel Topping’s focus is on someone’s
talent, appetite for hard work and aptitude
for empathising with our vulnerable client
base.
As part of that focus, I’m incredibly proud to say
Frenkel Topping run both an apprenticeship and
a graduate scheme. These are opportunities for
us to embrace the natural talent that exists across
our home of Greater Manchester. We have a
wonderfully diverse region, and for us, schemes
that foster home-grown talent are a no-brainer.
Within the apprentice scheme, we’ve had 12
apprentices since the scheme was established,
resulting in permanent positions in our Finance and
Business Administration teams, with colleagues
gaining further qualifications in their chosen fields
whilst they’ve been employed by us.
Our apprenticeship scheme is assessed by Salford
City College and we’ve had some very positive
feedback on our approach, commending us;
“Frenkel Topping are a great apprentice employer.
they give the apprentices the chance to work
within different teams within the company and
meet with lots of managers and directors to learn
about their area of the business.”
One of our former apprentices who has been with
us for three and a half years, has talked about how
he believes the scheme has benefitted him far
more than if he’d gone to university; “I’ve gained
a lot of experience and knowledge here, not just
in finance/accounts, but in the industry we are in,
and overall life in the workplace. It does benefit
you as a person also, for example, being a teenager
surrounded by professionals who are great at their
job, I believe did (and still does) inspire me to do
the same.”
Another of our apprentices said; “I found that the
scheme was incredibly helpful. It has given me a
much deeper understanding of how businesses
operate and how different parts of an organisation
work together. I’ve noticed a real improvement in
my understanding of the business landscape as a
whole. Looking ahead, I’m keen to keep learning,
keep pushing myself, and see where that takes me.
I’m excited about what’s next and ready to take on
whatever opportunities come my way.”
Our graduate scheme has been in place since 2018
and we have successfully brought 15 grads through
the program, 9 of whom have become financial
consultants, whilst the others have moved on to
other positions within Frenkel Topping Group in
positions as diverse as compliance to investment
management.
For those wandering about non-traditional
presence throughout Frenkel Topping Limited,
I would also add that the majority of our senior
financial consultants (Client Directors) are female,
working parents. We also have a female CFO,
Director of Marketing and multiple female MDs
and members of C-suite across the Group. Simply,
we’re focused on getting the best outcomes to
create brighter tomorrows, and I want the best
talent to do that, regardless of background.
Mark Holt,
Managing Director, Frenkel Topping
Levelling the Scales: Confronting the
Barriers Facing Lower-Income Aspiring
Legal Professionals
Entering and progressing within
the legal sector presents significant
challenges for individuals from
lower-income backgrounds, with
multiple systemic, financial, and
cultural barriers persisting despite
efforts to improve diversity and
inclusion.
One of the most prominent obstacles is the cost
of legal education and training. The pathway to
becoming a solicitor or barrister is both lengthy
and expensive. For solicitors, the overall costs
of Solicitors Qualifying Examination (SQE),
including preparatory courses, examination fees,
and potential postgraduate degrees, remain
prohibitive. Similarly, aspiring barristers must
complete the Bar Practice Course (BPC), with
fees ranging from £13,000 to £19,000, often
excluding living expenses.
These costs create a significant financial
burden, deterring many capable individuals from
pursuing legal careers. For those from wealthier
backgrounds, these expenses can be absorbed
more easily, often supplemented by family
support, but for lower-income individuals, they
can act as an insurmountable barrier.
Closely linked is the issue of unpaid or poorly
paid work experience, which is still prevalent
in the legal sector, particularly in competitive
areas like commercial law and chambers. Access
to work experience, vacation schemes, and
mini-pupillages is often informal and reliant on
personal networks, which disproportionately
benefits those from privileged backgrounds with
existing connections in the legal community.
Those from lower-income backgrounds may lack
these networks and the financial capacity to
support themselves through unpaid placements,
placing them at a disadvantage when competing
for training contracts (or Qualifying Work
Experience (QWE)) or pupillage.
Geographical inequalities also play a critical
role. Many legal opportunities are concentrated
in London and other major cities where
the cost of living is significantly higher. For
individuals from lower-income backgrounds,
particularly those from rural or economically
deprived regions, relocating can be prohibitively
expensive. Although some firms and chambers
are increasingly adopting remote work and
virtual opportunities, in-person networking
and presence still play a key role in the legal
profession’s culture.
Furthermore, the culture of the legal sector itself
can present invisible barriers. The profession
remains highly traditional, often perpetuating
an image and culture associated with elitism,
including expectations around language, dress,
and social codes. This can create feelings of
exclusion for those from non-traditional or
working-class backgrounds, impacting their
confidence, sense of belonging, and willingness
to pursue certain roles or specialisms. This
cultural mismatch can be compounded by
class-based prejudice, and assumptions about
professionalism.
Lastly, the issue of career progression presents
further hurdles. Studies, including those by the
Social Mobility Commission, have consistently
found that even when individuals from workingclass
backgrounds enter the legal profession,
they face slower rates of progression, fewer
opportunities for advancement into senior
roles, and lower pay than their peers from more
privileged backgrounds. Often referred to as the
‘class ceiling,’ it can be attributed to both overt
and subtle biases in promotion and retention
practices.
Addressing these challenges requires systemic
reforms, including widening access schemes,
financial support, transparent recruitment
practices, mentoring, and culture change within
the sector itself.
Neville Dinshaw,,
Managing Director, Law Mergers & Acquisitions
13

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EDITORIAL
BOARD
Sam Kimber,
Probate Researcher &
Genealogist, Pro-Gen Research
Stuart Whiter,
Associate Portfolio Director,
AJ Chambers
Adapting to Change:
How Pro-Gen Research is
Meeting the Legal Sector’s
Evolving Needs
The legal sector is evolving at a speed possibly
greater than ever before, driven mainly by
technological advancements, growing compliance
demands, shifting client expectations and the
normality of working from home or hybrid
working.
In a field as complex and potentially sensitive as probate
research, clients increasingly expect not just accuracy,
but speed, transparency, and a seamless experience. So,
as the legal landscape shifts, Pro-Gen Research aims to
balance innovation with integrity.
Implementing new digital tools and research databases
allows us to deliver results faster and with greater
precision. Whether it is international bankruptcy
searches or locating hard-to-find documentation, our
use of professional platforms ensures efficiency without
compromising quality. And because we are always
looking to improve the experience for both clients and
beneficiaries, we are exploring new ways to make our
service even more streamlined, responsive, and userfriendly,
refining how information is shared, updates are
communicated, and progress is tracked throughout each
case.
However, we remain mindful of the importance of not
letting technology replace our personal service. To this
end, every case is handled directly by our founder, Sam
Kimber, ensuring consistency, continuity, and that each
of our clients receives personalised and tailored support.
Decisions regarding the implementation of technology
also factor in client feedback, reflecting our ongoing
commitment to client engagement.
It is a delicate balance, but we aim to embrace the
opportunity to refine and enhance our services
technologically whilst staying true to our core values of
building lasting and authentic client relationships, so that
we do not lose sight of the human elements which lie at
the heart of probate work.
Social Mobility in the UK Legal
Sector: A Recruitment Consultant’s
Perspective
Social mobility remains one of the most pressing issues
within the UK legal sector. Despite significant progress
over the past decade, barriers still exist for those from
lower socioeconomic backgrounds aiming to enter the legal
profession. As a recruitment consultant specialising in legal
placements, I witness firsthand the challenges candidates
face, as well as the evolving efforts by firms to address
inequality.
The Social Mobility Challenge
Traditionally, the legal sector has been perceived as elitist, with many
firms favouring graduates from prestigious universities and those with
established professional connections. This has perpetuated a cycle where
individuals from privileged backgrounds disproportionately occupy highranking
legal roles. While some firms have introduced diversity initiatives,
the path to truly levelling the playing field remains complex.
One of the key challenges lies in the recruitment process itself. The focus
on academic achievement from top-tier institutions often overlooks
capable candidates from less traditional backgrounds. Even when firms
introduce ‘blind’ recruitment processes or reduce emphasis on A-levels and
degree classifications, unconscious bias can still seep in, particularly during
interviews.
Progress and Initiatives
Despite these challenges, there have been positive strides in recent years.
Many firms have embraced initiatives designed to increase social mobility,
such as offering mentorship schemes, outreach programs in schools, and
partnerships with organisations like the Social Mobility Foundation. The
move towards contextual recruitment, where candidates’ achievements are
considered in the context of their personal and educational background,
has also been promising.
Moreover, apprenticeship programs and paralegal pathways offer
alternative routes into the legal profession, allowing candidates to ‘earn
while they learn’ rather than taking on the financial burden of university.
Such initiatives not only widen the talent pool but also support diversity
within the sector, fostering more inclusive teams.
The Role of Recruitment Consultants
As recruitment consultants, we play a crucial role in promoting social
mobility. It’s not just about matching candidates with vacancies, it’s about
advocating for individuals whose potential might not be immediately
obvious due to non-traditional qualifications or career paths. We need
to challenge clients who maintain outdated hiring practices and instead
highlight the long-term benefits of diversifying their talent pool.
By actively sourcing candidates from a broader range of backgrounds and
pushing for fairer interview practices, we can help break down some of the
barriers that still exist. Our role is also to educate clients about the value of
potential over polish, reminding them that resilience, adaptability, and lived
experience can be just as valuable as a prestigious academic record.
Looking Forward
The UK legal sector still has a long way to go in achieving true social
mobility, but progress is being made. To sustain momentum, law firms must
continue to innovate their hiring processes, broaden their perspectives on
talent, and create cultures that value diversity beyond just meeting quotas.
Recruitment consultants are uniquely positioned to influence change by
bridging the gap between traditional expectations and modern realities. By
advocating for fairer hiring practices and championing diverse candidates,
we can help shape a more inclusive and socially mobile legal sector.
15

Traditional Values.
Modern Thinking.
XYZ Law blends legal expertise
with forward-thinking solutions.
We embrace change without losing what
makes law great—integrity, precision, and trust.
Be part of the future of law.
Visit www.xyz.law

EDITORIAL
BOARD
Improving Social Mobility in
the Legal Sector: From Access
to Advancement
Entering the legal profession
is no easy feat, but for
individuals from lower-income
backgrounds, the barriers can
be significantly greater. While
the challenges of breaking into
law affect people from all walks
of life, the cost of education
and the expectation of unpaid
experience can make the sector
feel unreachable for many.
Legal training is notoriously
expensive. Law degrees, combined
with postgraduate qualifications,
come at a high cost, and university
funding often falls short of covering
all associated expenses. Many early
opportunities in the sector, such
as internships and placements,
are unpaid or poorly paid, making
them inaccessible for those who
cannot afford to work without
compensation.
Crucially, awareness of alternative
routes into the legal sector remains
limited. While university is the
most well-known path, it is not
the only one. Apprenticeships,
paralegal qualifications, and other
structured routes provide viable
alternatives, but they are not
always visible to those outside the
traditional legal networks. Without
personal connections or exposure
to the profession, aspiring legal
professionals from disadvantaged
backgrounds can struggle to
navigate their way in.
At XYZ Law, we recognise this gap
and are actively working to address
it. We regularly engage with local
universities and attend careers
fairs to broaden awareness of the
different paths into law. We also
work with local schools to introduce
students to the legal profession
early on, sharing insights into both
academic and vocational routes.
Each year, we welcome apprentices
who begin their legal careers via
paralegal apprenticeships, offering
a paid and structured way to enter
the sector. For those who wish to
qualify further, we provide support
and guidance through their journey,
including the Solicitors Qualifying
Examination (SQE) apprenticeship
route. Additionally, we support
employees working in other parts
of the business who want to
pursue legal training by funding
qualifications through alternative
routes such as the Council for
Licensed Conveyancers (CLC) and
CILEX.
But improving access is only part of
the solution. Once someone from
a diverse background enters the
profession, we must ensure they
are supported to build a long-term
career. That means fostering an
inclusive workplace culture where
all voices are respected and valued.
Providing training on diversity,
inclusion and unconscious bias is
essential to building awareness and
empathy across teams.
Mentorship and sponsorship
schemes are powerful tools in
this area. By pairing individuals
with mentors who can guide,
support and advocate for them,
organisations can help employees
develop their skills, confidence and
long-term career strategies.
Leaders in the legal sector also
have a vital role to play in driving
change. Practical steps include
broadening recruitment channels,
developing outreach programmes,
and offering paid work experience
to students from low-income
backgrounds. Internally, offering
clear development pathways and
accessible training opportunities
helps ensure that all employees,
regardless of background, have the
chance to progress.
Importantly, progress on social
mobility must be measurable. This
means going beyond recruitment
data to track career development
and retention. Are employees from
lower-income backgrounds thriving,
progressing, and staying within the
organisation? Treat social mobility
like any other strategic priority:
set goals, track data, and take
meaningful action based on what
you learn.
Employee surveys can offer valuable
insights into whether your people
feel they belong and are supported.
Listening and responding to that
feedback helps create a workplace
where everyone truly has a voice,
and a future.
Samantha Burrows,
Partner, XYZ Law Solicitors
17

EDITORIAL
BOARD
Adrian Jaggard,
CEO, Taylor Rose
Phil Cotter,
CEO, SmartSearch
Opening Doors: Creating
Inclusive Pathways into
the Legal Profession
The legal profession can often feel like a closed door to
many people. There’s a misconception that there are only
two ways into the sector: the first is top grades, a good
university, and then straight into a training contract; the
second is someone you know giving you a chance. But the
reality is, not everyone has access to that route, and that
doesn’t mean they can’t build a successful career in law.
I didn’t take the traditional path myself. I left school halfway through sixth
form and started on a youth training scheme at a local firm. That opportunity
gave me a foot in the door. I worked hard, became a costs draftsman, and
eventually co-founded a business with my brother at 23, working with law firms
and insurers. It wasn’t until later that I went back into education, completed
my legal training, and qualified as a solicitor.
So, I know first-hand that the biggest challenges aren’t just financial. It’s also
about confidence, visibility, and recognising that your path doesn’t have to
look like everyone else’s. There are still barriers in place. That’s why it’s so
important that we keep breaking down those old ideas about who belongs in
the profession.
At Taylor Rose, we believe in opening up alternative pathways that make the
legal profession more accessible for everyone. We offer SQE Apprenticeship
(Solicitor Apprenticeship), CILEx Route, and work experience opportunities.
For qualified professionals, our consultant solicitor programme provides
experienced lawyers with the flexibility and autonomy to build their practice on
their own terms. We also actively support career changers and those entering
the profession through non-traditional routes, because we recognise that
talent and potential don’t always follow a textbook path.
Whether it’s through training contracts, support roles that lead to legal
qualifications, or opportunities to build a legal career while working flexibly,
we’re committed to offering routes that work for real people from all walks of
life.
The truth is, your background shouldn’t define your future. It’s about the
determination you bring, the skills you develop, and your passion for making
a difference. There’s more than one way into this profession, and the more we
embrace those different journeys, the stronger and more inclusive our sector
becomes.
Navigating the Legal Sector’s
Whirlwind: Adaptability as a
Cornerstone
The legal sector is undergoing constant evolution, driven
significantly by technological advancements and the
shifting expectations of a more sophisticated clientele.
From our perspective at SmartSearch, adaptation is no
longer optional but fundamental for survival and growth
in this dynamic environment. The rapid pace of digital
innovation demands a proactive and agile approach across
all organisational strategies and operations.
A major challenge stems from the increasing complexity of regulations,
particularly in anti-financial crime (AFC). Our research study, ‘The Compliance
Forecast’, revealed that a substantial 72 per cent of regulated companies feel
overwhelmed by current AFC compliance demands. While strong regulation is
vital to combat financial crime, estimated to cost the UK £100 billion annually,
its intricacy challenges firms seeking to balance compliance with sustainable
growth and excellent client service in a competitive market.
This situation highlights the critical need for legal organisations to embrace
technology. Reluctance to adopt digital solutions hinders effective compliance
management and the ability to meet modern client expectations for efficiency,
transparency and speed. Clients demand swift, accurate advice, and technology
is pivotal in enabling legal professionals to meet these demands. Legal
professionals are under pressure to deliver, and appropriate tools are essential.
At SmartSearch, we recognise this shift and are actively adapting to support
the legal sector. We empower our clients to win customers through trusted
identities and invest heavily in developing cutting-edge digital compliance and
anti-money laundering solutions tailored for legal professionals. This approach
helps our clients navigate complex regulations, streamlines internal processes,
significantly reduces operational costs associated with manual checks, and
ultimately enhances their own clients’ experience through faster, more reliable
service. Our intuitive solutions empower legal professionals to focus on their
core expertise – providing expert legal counsel – while ensuring seamless
adherence to requirements.
However, technology alone is not the complete solution. Meeting evolving
client expectations also demands fundamental shifts in service delivery and
engagement strategies. This includes embracing greater transparency, offering
accessible communication channels and leveraging data to provide tailored
legal solutions. Building collaborative partnerships based on trust is crucial.
Furthermore, at SmartSearch, we recognise the importance of continuous
learning within our own team. Keeping our professionals updated on the latest
technological and regulatory changes ensures we can effectively guide our
clients through this period of transformative change.
We firmly believe that organisations embracing these solutions are better
equipped to navigate evolving regulations and mitigate risks effectively. This
proactive digital adoption is increasingly becoming a defining characteristic of
successful and adaptable legal organisations prepared for future challenges.
18

EDITORIAL
BOARD
Innovation Before Digital:
Why Small Ideas Still Spark
Big Change
In today’s fast-paced
world of digital solutions,
it’s easy to overlook the
power of simple innovation.
Yet true business growth
often begins not with tech
investments, but with small,
cost-free ideas that improve
efficiency and performance.
Innovation can, and often
should, come before digital
transformation.
Innovation and digital transformation
are two separate arms to a business
which promotes growth; they are
entwined closely, yet innovation
can work independently from digital
transformation. A small improvement
within your business creates innovation.
An example of this is when a frontline
employee approached management in
the 1960’s of Swan Vesta. By subtracting
one sandpaper stripe from the match
box reduced production costs. This was
the start of the simple one-stripe design.
No money was involved yet the business
became more profitable with just the
sole mind of one innovator.
With so many new digital transformation
products in the market momentarily
and so much competition, I personally
believe we need to stop and not rush
into digital transformation.
Look at your business and see what,
if any, changes you can embark upon
without any financial commitments.
Any modifications you make creates
innovation, and in time you can
enhance this innovation through digital
transformation.
Priscilla Sinder,
Managing Director, PC Consultancy
19

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INSIGHT
“Dear Sirs . . .” Language Matters
I have been banging the drum for the last 12 months about the use of “Dear
Sirs” in correspondence between law firms. Why? Because language matters,
particularly at a time when the profession is striving to encourage more
diverse representation and social mobility.
Many firms stopped using the phrase
some time ago and have issued
guidance to their employees in favour
of “Dear Sir/Madam” or “Dear [Law
firm name]”, but far too regularly I still
open a letter and find “Dear Sirs” in the
opening line.
The salutation may have been accurate
and appropriate back in Dickens’s day
when law firms were made up of ageing
white men from the middle and upper
classes, with double-barrelled surnames
and three-piece suits, but is it really still
applicable in the 21st century?
A recent survey by the SRA found that
53% of lawyers in private practice are
women (https://www.sra.org.uk/sra/
news/press/2023-press-releases/2023-
firm-diversity-data-pay-gaps/ ), so why
aren’t we reflecting that reality in our
greetings when writing to each other?
While traditions are important and
certainly have their place (I love bowing
to the judge when entering court
as much as the next lawyer), doing
something simply because that is the
way it has always been done needs to
be carefully interrogated against any
potential harm that may result. When I
have written about this subject before, I
have sometimes encountered responses
along the lines of “It’s referring to the
firm, not the individuals, so it isn’t really
about gender”, “But that’s the way it
has always been done” and, specifically
from female lawyers, “Well I’m not
offended by it!” Some may even see it
as feminism gone mad.
While I might not agree with them, all
of those responses are understandable.
However, indulge me for a few more
paragraphs and let’s dig a bit deeper.
What impression does using this
language give to members of society
outside the profession, to our clients,
and indeed to those young, talented
students and graduates who are
thinking about embarking on a career in
the law? Not only does it misrepresent
the make-up of our profession, it
also signals that the profession itself
is behind the times and archaic, at a
time when most lawyers are striving to
be thought of as being at the cutting
edge of our field (see using AI for
research, anyone?).
Recently, one of our legal trainees
said to me that the use of “Dear Sirs”
was something that really surprised
her when she started work, and she
remains baffled as to why the term is
used at all.
When you practise in the area of
defamation as I do, you realise
that choosing your words carefully
is important. Words have impact,
and the choice of language can
significantly affect the impression
formed by the reader or listener about
both what is being said and who is
saying it.
I spend a lot of time in training
sessions with journalists explaining
that, when it comes to defamation
law, if there is a dispute about the
meaning of the words, then the test
applied by the court is: what would an
“ordinary reasonable reader” take the
words to mean? Thus, the question of
meaning in law is based not on what
the writer or speaker intended to say,
but on what the reader or listener
understood from the words used.
I would argue the same is true here.
While there may well be no malicious
intent, and while many people might
not take issue with it, or indeed even
notice, what subliminal message does
it convey? And more importantly, what
message do we as a profession want
to convey about our values and our
inclusivity?
I listened recently to an interesting
piece about the concept of “othering”
(on BBC Radio 4, naturally). Othering
is a process whereby groups or
individuals use language to establish
themselves and their attributes as
“normal” and, in so doing, distinguish
themselves from those they perceive
to be different. The premise is that the
way we think, the culture of our society
and our beliefs can directly impact the
language we choose and how we define
ourselves. Regardless of whether the
adoption of “Dear Sirs” as a greeting
between law firms was a conscious
decision, it has the same effect. It is
based upon a preconceived idea from a
less diverse age of what the norm looks
like and should look like, to the implicit
detriment of those who do not fit the
definition.
At the moment, diversity and inclusion
teams at law firms and elsewhere
are facing huge challenges. They are
operating under strained budgets and
an increasingly divisive political climate.
But from where I am sitting, typing
away at my keyboard, this small change
seems like such an easy one to make.
It’s low-hanging fruit, an open goal.
It costs nothing, could be changed
overnight, and would be greatly assisted
by some guidance from our professional
bodies.
Why not make this easy change
and then let that momentum carry
us forward to some of the tougher
inclusivity challenges?
Sarah McColl,
Senior Counsel in BBC Legal
21

IN-DEPTH
Creating
The Social Mobility
Rewind a couple of years, and our firm was no
different from our competitors. Our 2016 junior
lawyer population comprised just 11% from lower
socio-economic backgrounds and 96% of work
experience placements were secured by students
with family or client connections to the firm.
The legal profession isn’t a
fair, level playing field. While
many organisations are now
turning their diversity, equity
and inclusion focus to social
mobility, the data shows there
is a long way to go. People
from lower socio-economic
backgrounds remain hugely
under-represented, with the
latest SRA data revealing
the proportion of solicitors
from lower socio-economic
backgrounds is decreasing
(18% in 2023, down from 21%
in 2015).
Deciding this wasn’t representative or fair, we felt it
needed to change. However, there is only so much
one organisation can do on its own to champion
fairness. If we’re serious about building a sector that
reflects the society it serves, we need to think bigger.
Progress happens when employers, clients, suppliers,
regulators and even competitors commit to collective
action, all because it will benefit those from lower
socio-economic backgrounds.
Our Collaborative Efforts to Reduce
The ‘Class Ceiling’
There are still many hurdles that aspiring lawyers from
underprivileged backgrounds face. Opening doors is
only half the job. If we fail to retain the diverse talent
we attract, we’re simply reinforcing a revolving door,
with companies experiencing high turnover of staff.
Access to elite universities, a key pipeline for many
law firms, has a small pool of students from lower
socio-economic backgrounds. Those without lawyers
in their networks often miss out on early exposure,
which impacts opportunities for quality work
experience. Unpaid work experience or internships
disproportionately benefit those who can afford to
take them.
22

IN-DEPTH
To combat this, we launched our FAIRE (Fairer Access
Into Real Experience) programme, offering legal
insights to 37,500 students within social mobility
‘cold spots’ since 2021. Last year, we delivered virtual
insight FAIRE events to more than 5,000 students,
allowing us to reach those at institutions rarely
targeted by employers. These events don’t just
tell them about our firm; we invite in-house teams,
barristers’ chambers and inspirational speakers
from across the legal sector. We feel our job is to
democratise information about our industry for young
people, with the help of others. The programme
also offers paid work experience placements to 80
students per year, 85% from low socio-economic
backgrounds.
Our REACH (Race, Equality and Cultural Heritage)
mentoring programme aims to address the underrepresentation
of Black lawyers, particularly those
from lower socio-economic backgrounds, working
in UK law firms. Mentors from Browne Jacobson and
our partner, Bupa, share their skills, knowledge and
insights to help students gain an understanding of
what it’s like to work in the profession, through paid
work experience at one of our seven offices and an
insight day in the Bupa offices. REACH was piloted in
2022/23 and then fully launched in April 2024, with
54% of mentees securing employment with us in year
one, increasing to 75% in year two.
Once in the sector, the challenges remain. People
from working-class backgrounds are more likely to
experience slower promotions and class bias. At
a systemic level, law firms often lack the data to
measure socio-economic diversity properly. While
many track gender and ethnicity workforce and pay
gap data, fewer include class-based indicators in their
diversity monitoring, particularly when it comes to
career progression.
Sharing Best Practice
Our social mobility journey has extended beyond
these programmes; we audit the entire employee
lifecycle, including recruitment, promotions and
retention, to identify the barriers in place for those
from lower socio-economic backgrounds.
We’ve implemented changes in our recruitment
process such as anonymising applications, removing
minimum grade requirements, implementing RARE’s
contextualised recruitment system and introducing
a 'second-look' at candidates from lower socioeconomic
backgrounds who are set to be rejected.
As a result of this wide-ranging strategy, we topped
the Social Mobility Employer Index in 2024, marking
the third time in first place. But it wasn’t until 2021, the
first time this title was achieved, that our clients really
started to engage with us on the topic.
Clients began to approach us to discuss how we
could support their work experience programmes,
what they could learn from what we were doing
and how we could work together on social mobility.
This moment completely changed our approach,
prompting us to think about how we could collaborate
and lead by example, not just focus on our own social
mobility credentials.
23

IN-DEPTH
As we’ve been working on this for a while now,
many of our clients and stakeholders have asked us
for advice on how to improve their socio-economic
diversity. For years, we’ve had conversations with our
clients’ HR, CSR, recruitment and DEI teams to share
our learnings, and we’ve started to think about how
we can share our journey more widely.
Our desire to share best practice was the catalyst for
our Social Mobility Incubator, launched this year. The
incubator is a year-long bootcamp for businesses to
design and develop their social mobility strategies.
We’ve covered data and recruitment, networks and
influencing senior leadership. The programme is open
to all organisations, whatever their size or industry,
and we support those across private and public
sectors. We’ve also reached out directly to our clients,
offering them a place on the incubator and extra
support through bespoke one-to-one consulting.
The programme is completely free; we don’t want to
gatekeep what we’ve learnt about social mobility.
And to take things further, this year we are also
hosting a conference to celebrate Social Mobility
Day 2025 on Thursday 12 June. We will invite public
and private sector clients to join us to hear about
the impact on businesses from the Socio-Economic
Duty. This is part of the Equality Act, which the new
government has committed to enacting into law and
will mean public sector organisations need to focus
on class inclusion. It will have huge consequences for
many of our clients, both in the public and private
sectors, and we want to share what we’ve learnt to
help them.
Creating Partnerships for Social Impact
Supporting clients on social mobility doesn’t just need
to be advice-led; you can actively participate in how
your clients create social impact.
Increasingly, we are inviting clients to actively
participate in our work experience and other outreach
programmes. Last April, we started collaborating with
our longstanding client, the Welsh Government Legal
Department, to enhance our work experience offering
in our Cardiff office as part of delivering the FAIRE
programme. Alongside their paid placement, students
spend a day with the Welsh Government legal team
and take a tour of the Senedd.
We’ve done lots of similar partnerships with our
clients in both public and private sectors since,
providing insight days, information panels and Q&A
sessions for our work experience students.
We see this as a win-win-win situation: the students
get an enhanced experience by viewing legal careers
in a different context; the clients are able to develop
their social impact credentials; and our firm deepens
its relationship with the client.
Working together, we will pilot a new one-year
programme that supports a group of the council’s
young residents who have experienced the care
system, providing mentoring, paid work experience
and financial support.
Procurement As a Social Mobility Lever
Beyond clients, law firms can actively engage the
supply chain in their social mobility mission. While
many organisations will include other social factors in
procurement processes (such as living wage employer
status and modern slavery policies), it is rare that
companies ask questions about socio-economic data.
Take recruitment, for example. Attracting diverse
talent is crucial to the continued success and growth
of the sector, and by removing barriers in recruitment,
law firms can reach a wider pool of candidates.
There are various steps the industry can take
to adopt more inclusive recruitment practices:
anonymising CVs, removing unnecessary academic
grade requirements from entry criteria, and collecting
diversity data.
At Browne Jacobson, we’ve gone a step further,
training all our internal recruiters on accent bias
and socio-economic awareness, which we will soon
be offering to our recruitment suppliers. We ask
recruitment agencies to share what they are doing to
improve social mobility, with an option to contribute
some of their fee to pay for work experience places on
our FAIRE programme. It’s a simple shift that sends a
powerful message: social mobility matters, and we’re
willing to hold our supply chain to the same standards
we hold ourselves.
While working towards increasing socio-economic
diversity in your firm can be challenging, and often
progress is slow, leveraging clients and suppliers can
really help to drive momentum. When more clients
and suppliers want to discuss social mobility, and new
talent joins because of your commitment, that’s when
you know you’re reaping the benefits of your efforts.
Final Thoughts
The spotlight on social mobility will only grow, making
it essential to move beyond isolated initiatives within
individual firms. A collective movement is what’s
required to really move the needle, with the sector
openly sharing best practices and ways to measure
impact, from recruitment to progression and retention,
while actively engaging those they work with in these
conversations.
Grace Osborne,
Senior Social Mobility
Inclusion Manager,
Browne Jacobson
This year, we’re also launching a new programme in
tandem with our client, Nottingham City Council. For
a long time, we have been concerned with the lack
of legal sector representation for people who have
experienced care.
25

INTERVIEWS
For this special issue on social mobility, we chatted with
four incredible women who have all faced plenty of
challenges on their way into the legal world. Their stories
aren’t typical, they show the real ups and downs, the
hurdles and the wins that come with building a career in
law.
Breaking Barriers:
Inspiring Journeys
Into Law
These interviews give a glimpse into the obstacles they’ve
overcome, from personal struggles to bigger barriers in
the industry, and how their determination and hard work
helped them push through. They prove there’s no one
“right” path into law, everyone’s journey is different.
By sharing their honest experiences, they hope to inspire
others to believe that with support and opportunity, it’s
possible to break through whatever’s holding you back.
These stories celebrate resilience, courage, and how social
mobility is changing the face of the legal profession.
Everyone has a unique story to tell, and we hope these
conversations encourage more people to chase their goals,
no matter where they start.
Liz Dack
Associate Director, Head of London
& East Kent Residential Property Team,
Whitehead Monckton
Associate Director and Head of the London & East Kent
Residential Property Team at Whitehead Monckton,
Liz, reflects on her remarkable career journey from
legal secretary to law firm partner. As a single mother
who qualified through the CLC route while working
full time, Liz defied expectations and broke barriers to
reach senior leadership. Today, she is passionate about
creating opportunities for others, championing career
progression for secretaries, school leavers and working
parents, and proving that with determination and the
right support, there is no limit to what can be achieved
in the legal profession.
I come from a generation where the usual path after
school was secretarial college and finding a nice
doctor or dentist to marry. I wasn’t encouraged to go
to university, but everyone I met as a legal secretary
in London told me I should be doing my articles and
qualifying as a solicitor or even a barrister. I just didn’t
have the confidence, and the idea of more academic work
after school scared me off.
When I became a single mother to my son, I realised that
if I had qualified and achieved what I felt I was capable
of, I wouldn’t have been fishing for 50p down the side
of the sofa or doing boot fairs to
supplement my salary. When
my daughter was born some
eight years later, I had been
promoted to a fee earner.
I felt so strongly that
I wanted to prove it
didn’t matter whether
I’d gone to university,
whether I was a
single mother, or had
been a secretary.
What mattered
was that I knew I
could achieve my
ambition to qualify
and become a
partner.
26
I found the CLC course and studied while working,
reading assignments on sunny days at the beach while
my daughter played, as other mums sat chatting. My
family and closest friends were my biggest supporters.
There were moments when I had doubts about continuing
and balancing work with home life, but my best friend
constantly encouraged me. I qualified, and became the
first ex-secretary in the firm to be made a partner.
Even then, I realised I still had more to achieve. Having
qualified within the safety of the firm I had worked for
over 20 years, I wanted to prove that I could succeed
independently. It felt a bit like leaving home. The Senior
Partner at the time was very supportive of my decision to
spread my wings.
I set up a new branch for an established firm and made
it my mission to encourage others, including secretaries,
single mums and school leavers, to join me and see that
there is no longer a glass ceiling. I have recently become
an Associate Director and Head of London and East Kent
Residential. I have moved offices twice in one year to
accommodate our growth, and now have three young
mums and another young conveyancer working with me.
We are currently recruiting two more fee earners and two
secretaries to keep up with the workload.
My daughter has just turned 18 and, along with the rest
of my family, is incredibly proud of me, which means
the world. Winning an ESTA award after 25 years
in conveyancing meant so much, and now I want to
encourage anyone, regardless of age or background, to
consider taking their CLC or CILEX qualification.
Some firms worry that if they promote a secretary
to a fee earner, they will lose a good secretary. In my
experience, you gain someone who is deeply dedicated,
has a wealth of knowledge and understanding of the
legal environment, and wants to support and mentor
the next generation. University is not for everyone, but
there are so many bright young people out there who are
simply looking for an opportunity.
One member of my team started with me as an admin
assistant at 18. She is now a fee earner. All it takes is
empathy, encouragement and trust to help someone else
achieve what I never thought possible at the age of 18.

INTERVIEWS
Levi Russell
Licensed Conveyancer and Director,
Cooke Painter Solicitors
Conveyancer and Director at Cooke Painter
Solicitors, Levi has carved out a remarkable
career in the legal sector by taking an alternative
route to qualification. Starting as an office
junior, she worked her way up through sheer
determination, practical experience and a deep
passion for the law. Her journey challenges the
notion that success in the legal profession must
follow a traditional academic path. With a strong
belief in the value of hands-on learning and a
commitment to supporting others from nontraditional
backgrounds, Levi brings empathy,
resilience and a fresh perspective to leadership in
the legal world.
My legal journey began in college, where I first
came across Law as a subject. I was instantly
engaged and inspired to go on and study
Law at university. However, I soon found that
the university learning style didn’t suit me. I
struggled to stay engaged with certain subjects,
Constitutional Law, to be precise, and started to
question whether a legal career was really for me.
During the summer after my first year at university,
I worked as an office junior at a local firm, Cooke
Painter Limited, to gain some practical office
experience in the legal world. I was immediately
captivated by the fast-paced environment and the
opportunity to get hands-on with the law, rather
than just learning about it through lectures. I was
then offered an excellent opportunity to study
while working by taking the CILEx route. I decided
to leave university and pursue this path instead.
Not only was it more cost-effective, but I also felt
I was gaining vital practical experience alongside
legal knowledge.
Over time, I worked under several fee earners and
progressed from office junior to legal secretary
and then to trainee fee earner. I realised that
Conveyancing was the area I excelled in, and so
I decided to switch to studying with the Council
for Licensed Conveyancers (CLC). My CILEx
studies granted me many exemptions with the
CLC, allowing me to qualify quickly and gain my
first licence. Within three years of holding my
licence, I was promoted to Director of the firm, an
achievement I am extremely proud of.
timetable also made it difficult to work enough
hours in a part-time job to support myself. The
stress of balancing financial pressures with
academic demands was overwhelming at times.
This experience is why I am so passionate about
championing alternative pathways into the legal
sector, so many people are unaware that these
options even exist.
During my studies, I also took time out to have my
daughter. It was no small task to continue studying
while on maternity leave with a newborn, but
knowing I was investing in a better future for both
of us made it all worthwhile. The flexibility of the
CILEx and CLC pathways, allowing you to study at
your own pace and on your own terms, made it all
that bit easier.
Having worked my way up through every stage of
a law firm, from the very bottom to the top, while
studying and gaining valuable practical knowledge
along the way, I believe this experience has
shaped the way I approach my current role. When
making management decisions, I am empathetic
to every member of staff because I understand
the responsibilities and challenges of each role.
For me, success now means maintaining a good
reputation in the sector, continuing to grow my
network, and leading a happy and content team.
To anyone considering a legal career, I would
say: don’t give up. Make use of all the resources
available. If traditional studying isn’t for you, there
are still so many fulfilling roles within the legal
profession where qualifications aren’t necessarily
required. In fact, in some cases, experience alone is
more valuable than a certificate.
To sign off, and in the words of Elle Woods from
Legally Blonde, the reason I chose Law in college
in the first place and the inspiration that set me on
this path: “You must always have faith in people,
and most importantly, you must always have faith
in yourself.”
As mentioned, university wasn’t the right fit for
me, and the traditional academic route nearly led
me to give up on Law altogether. The financial
strain of university was also a significant challenge.
Although tuition fees were covered by a student
loan, this didn’t account for daily travel costs,
parking, or car maintenance. The university
27

INTERVIEWS
Hannah Edgley
Conveyancer, Foys Solicitors
Conveyancer at Foys Solicitors, Hannah, has carved out
an impressive career in law through determination, hard
work and an unwavering belief in her own potential.
Without the option of university, she began her journey
as a Legal Secretary and, through personal loss,
economic downturns and the challenges of raising a
young family, she never lost sight of her passion for
Conveyancing. Now a qualified Licensed Conveyancer,
Hannah is a key member of her team, mentoring others
and proving that with resilience and the right support,
a fulfilling legal career is possible, no matter your
background.
I’ve always had an interest in law, but due to my family
background, university wasn’t an option 24 years ago.
After passing my GCSEs, I enrolled on a two-year Legal
Secretary course through ILEX. A placement at the
Magistrates’ Court confirmed that I had chosen the right
path.
My first two years after college were spent working
in Criminal Law as a Legal Secretary. However, after
marrying young and buying a house at 19, a friend told
me about a role in Conveyancing, which was better paid.
I made the switch, and during that time, I experienced
one of the most difficult periods of my life. I lost my dad
to cancer when he was just 44 and I was only 21. It broke
me. That grief led me to want to start a family of my own,
and I went on to have two children while continuing to
work within the Conveyancing team.
Before the birth of my first child, the country entered a
recession, which coincided with my maternity leave. After
my second child, the 2011 recession hit, the property
market crashed, and I took voluntary redundancy. In
2013, I was offered a job share in the family department,
covering reception. It wasn’t something I enjoyed, and
I often found myself bored at the reception desk. To
pass the time, I began helping with Conveyancing files.
Within a year, I was back working in the team, fitting my
hours around school runs. It reignited my passion for
Conveyancing and made me realise that it was time to
focus on the career I had put on hold for so long.
At that point, I was assisting a solicitor and effectively
doing her role while she took a step back. In 2017, I was
given the opportunity to become a fee earner at Foys
Solicitors, where I still work today. Each year at Foys,
I consistently exceeded my targets and brought in
new work and referrers to the team, despite not being
formally qualified. In recognition of this, the partners
offered to sponsor me to enrol with the Law Training
Centre to become a Licensed Conveyancer. I knew I didn’t
want to work in any other department, so this was the
perfect route. The flexibility of the course allowed me to
study around my work and home life, and I’ll be forever
grateful to Foys for their support.
Although many people face significant personal or
financial challenges during their journey, my experience
with studying was very positive. I completed both Level 4
and Level 6 within a year, thanks to the incredible support
from Foys and my tutors at the Law Training Centre.
That same year, I underwent major stomach and bladder
surgery, and the only thing that kept me going during my
recovery was my studying. Being told to rest when you’re
used to being so busy was difficult, but having my studies
to focus on helped me through it.
Balancing work, family and studying was intense, but
setting clear goals helped. For each module, I gave myself
around six weeks from start to finish, followed by a short
break to do something fun with my family and recharge.
Foys supported me with study leave before exams and
deadlines, and my tutors were always available online to
answer questions or keep me motivated. The long hours
and the pressure were manageable because I knew it was
temporary. That year passed quickly, and looking back,
it already feels like a distant memory – but the rewards
have absolutely been worth it.
My background has made me more determined than
ever to progress in my career. For years, I felt like life
was passing me by and I would always be someone
else’s assistant. Joining Foys changed that. I felt like I
became part of something meaningful, and work became
enjoyable again. I found the hunger to strive and succeed.
Now that I’m qualified, I have room to grow within the
firm. I train and support other Conveyancers and junior
team members, and I’ve become someone my colleagues
rely on. Losing my dad at such a young age has made me
want to live life to the fullest and achieve things I once
thought were out of reach.
If I could speak to someone who feels the legal
profession isn’t accessible to them, or even to my
younger self, I’d say this: anything is possible if you put
your mind to it. No one is better than anyone else. There
were times in my career when I felt judged or looked
down upon by others with formal qualifications. But you
have to block out the negativity and stay focused. Find a
reputable firm, work hard, and show your passion, drive
and determination – that’s half the battle. You don’t have
to go to university and take on thousands of pounds of
debt to become a lawyer. There are alternative paths, just
like the one I took. Even if you aren’t sponsored, there are
affordable payment options with training providers like
the Law Training Centre. If you want it enough, you can
absolutely make it happen.
28

INTERVIEWS
Sarah Coldicott
Consultant Conveyancer, Taylor Rose
Consultant Conveyancer at Taylor Rose, Sarah, recounts
her remarkable journey into the legal profession after
leaving school at 16. From starting as an Office Junior
to becoming a self-employed consultant, Sarah has
balanced the demands of family life, full-time work, and
continuous study with determination and resilience. In
this candid account, she shares the challenges she has
faced, the invaluable support of mentors and family, and
offers heartfelt advice for anyone considering a nontraditional
path into the legal sector.
I first came into the legal industry in 2005 after deciding
that Sixth Form wasn’t for me. My mum marched me
down to the job centre and the first job on the board was
for an Office Junior in Birmingham City Centre. Within a
couple of days of applying, I was on the payroll. That job
sparked my interest in the legal field. I moved between
departments but took a particular interest in Wills and
Probate.
After being made redundant, I found myself in a role
that covered both Wills and Probate and Conveyancing,
eventually choosing Conveyancing as the right path for
me. With the support of my employers, I progressed from
Office Junior to Junior Legal Secretary and then into
a Paralegal role while studying Paralegal qualifications
and ILEX Level 3. I developed a genuine passion for the
property market and took great satisfaction in being
part of a client’s journey when buying or selling a home. I
realised this was the career I wanted.
With investment and encouragement behind me, I began
to manage my own caseload and eventually enrolled on
the CLC Licensed Conveyancer course. I’ve had many
brilliant mentors throughout my career who have helped
shape my passion for this line of work. I’m especially
grateful to Judith, Stephen and Tim for their guidance,
support and kindness. They invested so much in me, and
I’ve always aspired to be like them. I hope to pass on the
wisdom they gave me to others throughout my career.
There have been many moments when I’ve thought about
giving up. Being a full-time working mum, with a husband
in the army, often means I’m juggling everything on my
own. At times, the pressure of work and the challenge of
fitting in study felt overwhelming. A conversation with
my daughter really hit home. We were talking about
education, and I explained how I didn’t go down the
traditional university route. That moment made me reflect
on everything I’ve achieved since starting as an Office
Junior. I’ve studied, worked hard and built a successful
career in Conveyancing, all while navigating life’s ups and
downs. It reminded me that I can accomplish whatever
I set my mind to. I’m fully committed to gaining my
qualifications, and with the support of my amazing
husband and children, I’ve found a way to make it all
work. I’ve adapted my working life to allow time for study
and made space for my health, wellbeing and family too.
The support of my husband and children has meant
everything. They’re my motivation. Their encouragement,
understanding and pride in what I do gives me the
energy to keep going. It’s an incredible feeling to know
that I inspire my children and make my husband proud.
Over the years, I’ve had to shift my mindset. I used
to put immense pressure on myself to do everything
immediately. One of my favourite songs is Vienna by Billy
Joel, and the lyrics “Where’s the fire, what’s the hurry
about? You’d better cool it off before you burn it out”
really resonate with me. We push ourselves so hard that
we risk burning out. I’ve learned that I’m at my best when
I’m calm and focused. That means structuring my time
carefully and recognising the importance of balance.
I’ve become a big advocate for what I call a “life list”.
Every week, I write a list of what needs to be done
and when. It helps me stay on track and ensures I’m
managing my time well enough to achieve everything I
set out to do.
I used to think that success meant climbing to the top –
becoming a Partner or Director of a law firm. From the
moment I joined the industry, I looked up to those in
senior roles and imagined myself there one day. Watching
Suits only added to that ambition. Eventually, I did reach
that level, but the reality was far from what I expected.
I was burnt out, unhappy and completely disconnected
from my health and my family. That experience taught
me that being at the top doesn’t always mean fulfilment.
Now, I’m starting a consultancy journey that allows me
to take charge of my time, manage my clients on my
own terms, continue my studies and, most importantly,
be present for my family. For me, the greatest success
is being a mum. Bringing happiness to my children and
supporting them as they grow means more to me than
any job title. I’m proud to show them that it’s possible to
balance work, studies, family life and wellbeing, and that
pride fuels everything I do.
The legal profession may seem out of reach for some,
but things have changed so much. You no longer have
to follow the traditional university path to enter the
industry. I left school at 16 and worked my way from
Office Junior to Legal Director, and now to self-employed
Consultant, all while studying alongside my work. If I can
do it, anyone can.
The most important thing you need is self-belief. Social
media can be an incredibly positive influence if used in
the right way. Platforms like LinkedIn are full of people
sharing their journeys and offering advice and support.
I’ve been lucky to have brilliant mentors over the
years, and I’ve also found incredible support through
organisations like the Law Training Centre. They are
strong advocates for non-traditional routes into the legal
profession, and their help has been pivotal in
my development. I’d recommend them
to anyone who isn’t sure which path
to take.
To my younger self, I would say
this: you are capable of more
than you know. Keep going,
stay focused, and believe in
yourself – your journey will
be worth it.
29

Landmark Residential Environmental Reports
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
Driving Change in Conveyancing: How Legal Tech
Leaders Are Meeting Rising Expectations and
Shaping the Future of Property Transactions
Our Conveyancing Panel this issue is made up of Angela Hesketh, Head of Market Development at PEXA; Ben
Robinson, Managing Director at Landmark Estate Agency Services; Rob Gurney, Managing Director at Ochresoft;
and Yvonne Hirons, CEO and Founder of Perfect Portal. They discuss how the industry is tackling delays,
fragmentation, and fierce competition through innovation, integration, and collaboration to deliver a faster,
smarter, and more transparent conveyancing journey
This issue’s opinions are from:
Angela Hesketh
Head of Market Development
at PEXA
Ben Robinson
Managing Director at
Landmark Estate Agency
Services
Q. Estate agents increasingly expect speed, clarity, and
communication, how are you helping firms meet these
rising expectations while maintaining compliance and
service quality?
Yvonne Hirons, CEO and Founder, Perfect Portal: With
the average time to exchange now over four months, the
pressure on both conveyancing teams and estate agents has
never been higher. Clients want answers fast, and too often, it’s
the agent left chasing updates. That’s where Perfect Portal steps
in.
We’re giving agents and law firms the tools to streamline
communication, reduce delays, and deliver real-time
transparency, all without compromising compliance or service
quality.
Rob Gurney
Managing Director at
Ochresoft
Yvonne Hirons
CEO and Founder of
Perfect Portal
Any Perfect Portal firm, as part of their subscription, can give
access to referrers such as estate agents, allowing them to track
case progress in real time. This significantly reduces the number
of update-chasing calls and emails, giving everyone more time
to focus on moving the transaction forward. Agents can do this
via a dedicated referrer portal or, better yet, by downloading
the firm’s branded app, putting the firm front of mind and
helping build stronger, more consistent referral relationships.
On top of that, these updates can also be delivered directly into
Reapit, the CRM many agents use daily. It means no jumping
between systems, just one central place for everything, making
communication fast, easy, and integrated.
31

FORUM
Earlier in the process, we help firms connect with agents right
at the point of offer. Agents can send leads to their preferred
law firm in just a few taps, whether through the app, the
referrer portal, or directly within Reapit. It’s quick, intuitive, and
drastically cuts down on admin at the branch.
In short, we are helping law firms respond faster, keep
everyone in the loop, and deliver a modern, transparent
client and referrer experience, without compromising service
quality. And in doing so, they’re also building stronger referral
partnerships that drive more consistent new business.
Ben Robinson, Managing Director, Landmark Estate
Agency Services: We go to great lengths to understand and
facilitate estate agents’ needs. Every year we commission
independent market research to discern the current challenges
and opportunities facing agents. As part of our most recent
research, we asked agents for their greatest frustrations
surrounding the transaction process. Just over a third (34%)
were frustrated by the length of time it takes to complete a
transaction.
These protracted timescales hampered the cashflow (65%)
and chain certainty (62%) of the agents we surveyed. Poor
communication among all stakeholders was also cited as
a major frustration. In fact, estate agents told us they were
spending more than half (55%) their working day either chasing
or being chased for updates. This is clearly untenable.
Therefore, it’s entirely justified that agents should increasingly
expect better. Greater certainty is the ultimate objective that
we’re all striving for – agents and consumers alike – and this
can only be achieved through faster, more efficient processes
and better communication. We share these aspirations and are
working hard to deliver solutions that go beyond products and
services alone.
Client onboarding and AML compliance solutions are just
two examples of how we can support agents. However, on
a broader scale, our LandmarkConnect vision encompasses
digital hubs that are intended to connect all property people,
data, and insights for smoother transactions. Our estate agent
specific hub, LandmarkAgent, enables agents to access the
information they need to streamline their client onboarding
process, remain compliant, and progress transactions with the
utmost efficiency and certainty.
Q. With the growing demand for end-to-end digital
transactions, where do you see the biggest gaps in the
current conveyancing journey, and how are you working
to close them?
Angela Hesketh, Head of Market Development, Pexa:
The biggest gaps lie in fragmentation and duplication. We’re
still seeing property data being rekeyed multiple times across
the journey, creating inconsistency, delays, and increased risk
of error. There’s also a lack of an accepted, reusable digital
identity for consumers, meaning they’re asked to verify
themselves over and over again with each party involved.
Add to that the ongoing risks around payment fraud and the
inconsistent approach to digital execution of documents like
mortgage deeds.
At PEXA, we’re working to close these gaps by delivering
a purpose-built, secure payment platform specifically for
property transactions, which dramatically reduces exposure to
fraud. We’re also advocating for standardisation of mortgage
deeds and the adoption of qualified electronic signatures as
the norm across the ecosystem, including land registry. Finally,
our platform enables direct digital lodgement with the Land
Registry, removing manual processes and speeding up the
end-to-end journey.
Yvonne: There’s no doubt the conveyancing sector has
made great progress in embracing digital solutions, but there
are still major gaps that create delays, client frustration, and
inefficiencies for firms.
One of the biggest pain points we see is onboarding and earlystage
communication. Too many firms are still managing new
enquiries in spreadsheets, missing calls, or taking days to send
quotes. That kind of experience doesn’t meet the expectations
of today’s digital-first client, who want speed, clarity, and
confidence from the very first interaction.
We’ve focused on transforming that first impression. We
provide online quote calculators, Smartform questionnaires,
and fully branded apps that guide clients from enquiry to
instruction, all in one seamless journey. Clients can complete
ID checks, sign documents, and make payments in a matter of
minutes, not days. And because everything is automated and
flows straight into the firm’s CMS, there’s no double entry or
risk of missed steps.
Another gap is the lack of visibility and proactive
communication, not just for clients, but for estate agents too.
When stakeholders are kept in the dark, progress stalls. We
solve that with real-time updates, ensuring everyone stays
informed without needing to chase, saving time and reducing
stress across the board.
We’re also helping firms tackle the slow and manual collection
of critical property information, a common cause of delays
once the offer is accepted. By allowing clients to complete key
onboarding tasks earlier in the process, we help firms move
forward faster and with fewer bottlenecks.
And finally, many firms still struggle with lead management and
data insight. When enquiries come in from multiple channels
and aren’t properly tracked, valuable opportunities fall through
32
32

FORUM
the cracks. Perfect Portal helps centralise lead capture and
reporting, so firms can see what’s working, who’s referring, and
where they should focus to scale with confidence. We want to
help close the gaps that slow things down by building smart,
integrated tools that create a more connected, client-centric,
and efficient conveyancing experience for everyone involved.
Q. Competition in the legal tech and property data space
is fierce, what’s your competitive edge, and how are
you helping firms differentiate themselves in a crowded
market?
Yvonne: In today’s legal tech landscape, it’s not enough to
offer digital tools. To truly stand out, firms need to deliver a
seamless, high-value experience from the very first interaction,
and that’s exactly where Perfect Portal gives our clients the
edge.
At the heart of this is the firm’s own branded app, a powerful
differentiator that completely transforms how law firms
present themselves to clients. The app becomes the hub of the
transaction, guiding clients from quote to completion in one
trusted, professional space. And, because clients are invited to
download the app at the quote stage, they’re far more likely to
stay engaged, and far more likely to instruct.
But it doesn’t stop there. The automation of onboarding and
the guided client journey delivered within the app is a real
game-changer. Firms can send the entire onboarding pack,
including client care letters, ID verification, TA forms, and
payment requests, with just one click. Everything is delivered in
a clear, step-by-step flow within the app, meaning no disjointed
emails, no delays, and no confusion. It’s faster for the client, and
a huge time saver for the firm, cutting down valuable admin
time and removing the risk of missed steps.
The app also plays a major role in building long-term client
loyalty. When clients experience a smooth, secure, and guided
journey, they’re not just impressed, they’re more likely to return
for other services, which can also be accessed directly through
the app. It becomes a lasting digital connection between firm
and client, turning one-off instructions into repeat business and
trusted partnerships.
Security is key to that trust. With all communications,
documents, ID checks, and payments handled within the app,
clients never have to worry about suspicious links or phishing
emails. Everything is centralised, encrypted, and clearly
branded, giving both clients and firms total peace of mind.
And this isn’t just about client experience, it’s about internal
efficiency too. Our fully-integrated platform means that
firms can work within their existing systems without juggling
platforms. It’s business as usual, just smarter: less training,
fewer errors, stronger compliance, and more time for highervalue
work.
In a crowded market, Perfect Portal helps firms stand out,
not just by going digital, but by delivering a client-centric,
automated, and secure experience that builds trust, drives
loyalty, and creates real competitive advantage.
Angela: PEXA’s edge is that we are purpose-built payment
platform for property transactions. Unlike generic payment
platforms or fragmented data solutions, our focus is on the
unique requirements of conveyancing — bringing together
secure payments, digital document execution, and direct
lodgement in one integrated platform whilst allowing
conveyancers to concentrate on the legal aspects of the
transaction.
What truly differentiates us is our ability to help firms validate
the property title prior to completion, balance the financial
position, mitigate risk and give certainty to completion. By
connecting the financial and title aspects — from lenders to
conveyancers to Land Registry — we enable a more consistent
and efficient process. This not only helps firms stand out for
their service quality but also builds consumer trust through
greater transparency and security.
Q.Collaboration between estate agents, law firms, and
service providers is key to smoother transactions, what
practical steps are you taking to strengthen these
partnerships?
Yvonne: At Perfect Portal, we understand that smoother
transactions don’t happen in isolation, they rely on tight
collaboration between law firms, estate agents, and service
providers. When everyone’s in sync, the process is faster, more
transparent, and far less stressful for the client.
One of the biggest steps we’ve taken is enhancing our
integration with Reapit, the go-to CRM for many estate agents.
With this integration, agents can send leads directly to their
preferred law firm without ever leaving the system they use
every day. It’s quick, seamless, and completely embedded into
their existing workflow.
Just as importantly, we provide real-time progress updates,
which agents can access through Reapit, the referrer portal, or
even the firm’s branded app, which agents can also download
and use themselves. This visibility dramatically reduces inbound
calls and emails chasing updates, saving everyone time and
helping agents feel empowered and informed throughout the
transaction.
We’re also giving estate agents a genuine competitive edge.
In today’s market, agents are not only competing to sell
properties, they’re also competing to win the vendor. With
Perfect Portal, agents can send a lead to their law firm right
there at the property, often before they’ve even left the
driveway. And because the law firm is instantly notified, they
33
33

Save 30 minutes
every time you
open a new file.
You can now order your eCOS
onboarding packs on completion
of a key stage. This will help you:
• Speed up and simplify the process.
• Send documents at the right time.
• Deliver a client-centric journey.
• Get paid faster.
The result?
Faster starts, fewer errors, stronger
security, and a smoother client
experience - delivered by a more
productive and empowered team.
“ Automating our onboarding is saving us
30 minutes on every new file we open. ”
- Mike Leeman, Bell Lamb & Joynson
Want to learn more?
sales@perfectportal.co.uk
01704 827 447

FORUM
can begin engaging with the client immediately. This kind of
speed and joined-up service makes both the agent and the law
firm look sharp, responsive, and highly professional.
Firms also benefit from smart analytics, giving them insight
into which referrers are converting best, so they can nurture
relationships and ensure the agents feel supported and
appreciated.
At the core of it all, we’re helping firms and agents work as a
unified team, building trust, sharing updates in real time, and
delivering a streamlined client experience from day one. That’s
the kind of collaboration that creates repeat business, stronger
referrals, and happier clients across the board.
Q.Looking ahead, what do you see as the biggest
opportunity for innovation in conveyancing, and how are
you positioning your business to lead that change?
Yvonne: That’s a big question, haha! The biggest opportunity
for innovation in conveyancing lies in turning data into real
insight, not just tracking activity, but using it to drive smarter
decisions, faster completions, and better client experiences.
We’re currently developing an exciting new innovation, and
yes, we’re on the AI train. AI-powered board-level reporting
that transforms our current dashboards into strategic, visual
reports. These reports won’t just show data, they’ll tell the story
behind the numbers, helping firms track performance trends
over time, compare turnaround times, and even receive smart
recommendations on where to improve. It’s not just data for
data’s sake, it’s insight with impact.
And we’re not building this in a vacuum. We’re speaking
directly with our firms, listening carefully, and developing what
they actually need, not what we assume they need. That’s how
we ensure everything we deliver solves real problems in real
workflows.
While our focus remains firmly on conveyancing, where we
know we can make the biggest impact right now, we’re also
laying the groundwork to expand these innovations across
other areas of law. That broader rollout is a major part of our
growth strategy, bringing the same level of efficiency, visibility,
and client-centric experience to legal services beyond property.
We’re also continuing to invest in integrations with the
providers that matter most to law firms, ensuring our platform
supports seamless workflows without disruption or duplication.
Everything we build is designed to feel intuitive, work within the
firm’s day-to-day, and elevate the experience for both staff and
clients.
For us, the future of conveyancing, and legal services more
broadly, is intelligent, insight-driven, and built around real client
and firm needs. And by staying close to our users, focusing
on what matters most, and never standing still, Perfect Portal is
perfectly positioned to lead that change.
Rob Gurney, Managing Director, Ochresoft: As someone
who represents a PropTech firm, you might expect my answer
to revolve around some sort of digital innovation. Although we
do have some interesting innovations in the pipeline that will
undoubtedly support conveyancers’ productivity, and even
though I am a proponent of the potential of AI to streamline
certain conveyancing processes, I actually approach this from a
slightly more analogue perspective.
For a long time now, the Landmark team and I have
championed the need to fix the transaction process,
and particularly the persistent scope creep that hampers
conveyancers, as a matter of priority. Digitisation is important,
but it isn’t a silver bullet for siloed working, slow informationsharing
across stakeholders, and inconsistent standards.
With that in mind, I think the biggest opportunity for innovation
in conveyancing lies in ensuring the right information is shared
with the right people earlier in the process. For instance, if every
seller were to instruct a conveyancer at the point of listing, and
all the relevant information was collected at the start, I believe
transactions would become more efficient.
Perhaps we should use the centenary year of the Law of
Property Act 1925 as a catalyst to streamline processes, with
the support of technology, to expedite transactions, mitigate
workloads, and improve the cashflow and stress levels of
conveyancers. Landmark is supporting conveyancers, and
other stakeholders from across the property value chain, to
instigate institutional change through meaningful dialogue and
innovative digital solutions.
Angela: The biggest opportunity lies in creating a truly
seamless, digital property transaction — underpinned by
trusted data, a reusable digital identity, secure payments,
and standardised, accepted digital documents. The current
patchwork of systems and manual processes simply isn’t fit for
purpose in a digital age.
PEXA aims to be at the forefront of this transformation. We’re
already demonstrating how an integrated digital model
can work, through our proven platforms in Australia and
our growing presence in the UK. We’re collaborating with
industry bodies, government, and the wider ecosystem to
drive standardisation and digitisation, ensuring that innovation
doesn’t happen in silos.
By focusing on the core pillars of digitisation, security, and
efficiency, we’re positioning PEXA not just as a service provider,
but as a key enabler of a more modern, trusted conveyancing
journey with a considerable investment in the future.

Powering
smoother cases
with Ochresoft
The award-winning workflow solution
for busy Private Client firms, built and
maintained by lawyers.
Ochresoft’s Intelliworks provides a
seamless and structured task-based
Wills and Probate workflow solution.
Speak with us today to find out how we can
help you:
• Keep a track of all your cases, especially when
you are waiting on third parties
• Always have access to open cases, including
alerts when deadlines are approaching, helping
to keep you organised and on track
• Benefit from full business and process
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

ROUNDTABLE
Wills and Probate Focus:
Wills & Probate Focus: Balancing Innovation with
Empathy: Modernising Wills and Probate with
Intelliworks
Marie Harrison-Stradling, Workflow Team Manager at Ochresoft, shares how the Wills and Probate sector
is evolving to meet rising client expectations. From boosting accessibility and efficiency to safeguarding
compliance and preserving the human touch, she explains how Intelliworks is helping firms embrace
modernisation without compromising on compassion or care.
Q. How is the Wills and Probate sector evolving in
response to changing client expectations, and how are
you helping firms modernise their approach?
A. The client’s expectations and the way in which they are
choosing to engage with legal services, has significantly
changed over the last five years. This is partly because of
organic technological advances, however events such as Covid,
have forced the sector to seek and expedite new solutions.
These solutions were symbiotic with cultural advances and
have therefore quickly become established expectations from
the client’s perspective.
The sector is therefore evolving to meet those expectations
by increasing access to legal services and information online,
offering greater flexibility to clients when engaging services
and utilising new efficiencies to enhance progress and
timelines.
To support these changes, Intelliworks workflow products
are also dynamically adapting and developing, to provide
practitioners with tools and materials which complement their
needs. It provides Practitioners with simple, 24/7 access, to
fully maintained and updated tools and materials, enabling
them to focus their expertise, collaborate and work flexibly
with colleagues and third parties, and to maximise time
efficiencies.
It is also important to consider, that as practice and client
expectations develop, so will the risks and challenges,
which arise from evolving methods of engagement and
communication. Intelliworks workflows assist practitioners in
this respect by continuously monitoring these developments
and seamlessly updating products, to ensure comprehensive
risk review and optimal risk management are available.
Q. Private client work often involves deeply personal and
sensitive matters, how can technology support rather
than replace the human touch in these processes?
A. Comprehensive, maintained legal software, which is
developed by legal professionals with practical experience,
will enable and support Practitioners to focus their time and
expertise on the client facing aspects of private client practice,
which require sensitivity, compassion and often diplomacy.
Legal software provides a range of benefits and advantages
including automation of routine administrative tasks and
reminders, providing automatically updated content and
materials in line with practice developments and maximising
use of data to eliminate double entry, in turn reducing errors
and delays.
In addition, legal software, such as Intelliworks, will also offer
Practitioners the flexibility to adapt and accommodate non
routine situations. This flexibility may take the form of being
able to easily personalise the content of a precedent client
letter, or utilising the ability to add bespoke, high visibility
reminders to a matter, to ensure additional client needs are
observed.
All of these benefits, result in time saved, which can then be
dedicated to considering the clients needs and providing the
very best advice and service to meet these.
Q. With increased demand for flexible, remote services
post-COVID, how are you helping firms balance
compliance with client convenience?
A. Intelliworks places considerable emphasis on updating
and developing its risk review and management tools, in line
with developments in practice and client expectations. When
offering increased flexibility to clients, it is also important
to consider additional, or new risks, which may be created.
Intelliworks provides dynamic and timely reviews, tailored
to the details of the matter, for the Practitioner to consider
without sacrificing conveniences to the client.
Compliance is also high on the Intelliworks agenda, providing
Practitioners with seamless updates to documents and tasks,
in line with new requirements and changes.
Intelliwork’s automated Task History feature, also ensures
that every task and action completed within the course of a
matter, is date and time recorded. Forming a comprehensive
audit trail of events, for every individual matter, enabling
quick and easy access to the history of an active matter, or
for future reference to an archived matter. This integrated
feature reduces the administrative burden on Practitioners to
appropriately document steps and offers visibility across the
team to allow collaborative working.
Marie Harrison-Stradling,
Workflow Team Manager, Ochresoft
37

ONBOARDING,
ELEVATED:
HOW PERFECT PORTAL
IS TRANSFORMING THE
LEGAL CLIENT JOURNEY
QHow is Perfect Portal redefining client
onboarding for law firms, and what makes your
approach stand out in today’s fast-moving digital
landscape?
In an era of digital overload and
rising client expectations, Perfect
Portal is cutting through the
complexity with a fully branded,
end-to-end onboarding platform
that simplifies, secures, and
streamlines the entire legal intake
process. By placing both firm and
client at the heart of a seamless
digital experience, Perfect Portal is
not just enhancing workflows, it’s
redefining them.
ALet’s be honest, if I were running a law firm today,
I’d find it overwhelming trying to choose between
all the tech platforms out there. There’s a lot of
good tech but too often, it’s disconnected. One tool for
payments, another for ID checks, a separate platform for
forms. It’s clunky, inefficient, and confusing, especially for
clients.
At Perfect Portal, we’ve taken a totally different approach.
We stepped back and reimagined the entire onboarding
journey, not just from the solicitor’s point of view, but
from the client’s perspective. And the result? A fully
branded, firm-specific mobile app that turns what used to
be a chaotic checklist into a streamlined, guided digital
experience.
Everything happens inside the firm’s own app, built and
powered by Perfect Portal. From payments and ID checks
to forms and document signing, clients are taken through
a smooth, intuitive process - step by step - all within the
trusted environment of the firm’s brand. It’s the firm’s
name, logo, colours all wrapped around world-class tech.

But it’s not just about looking slick, it’s about efficiency,
simplicity, and security. In an era where cyber crime is
on the rise, giving both firms and clients peace of mind
is non-negotiable. By centralising the entire onboarding
journey within a branded app, we remove the risk of
clients falling victim to phishing emails or clicking on
suspicious links. Everything they need is in one secure
place. And by automating and structuring the process,
we’re not only safeguarding your clients, we’re also saving
firms up to 30 minutes per new file opened. And that’s
just the beginning.
You decide the journey. Want the payment on account
and signed client care letter before anything else? Done.
Clients can even pay via Apple Pay or Google Pay, with
the fastest recorded payment taking just 25 seconds from
request to completion.
No more clients drowning in a pile of PDFs. No more
missed steps. No more time wasted chasing admin. With
tight CMS integration, everything flows back seamlessly
into your CMS system.
The result? Faster transactions, fewer errors, stronger
security, and a smoother experience for clients, plus a
more productive, empowered team behind it all.
This is onboarding, elevated, delivered through a branded
app that puts the firm at the centre of a smarter, more
connected client experience.
For firms ready to stand out, deliver real digital
convenience, and transform onboarding from a pain point
into a competitive advantage, Perfect Portal is the clear
choice.
QWhat are the biggest bottlenecks you see in
traditional legal workflows, and how does your
platform help to overcome them?
AOne of the biggest bottlenecks we see is the
client experience itself and how disconnected and
intimidating it can be. Long forms, scattered links,
and unfamiliar third-party tools can leave clients feeling
overwhelmed or, worse, suspicious. In today’s world,
clients are rightly cautious about clicking on unknown
links or downloading tech that doesn’t clearly come from
their solicitor. This uncertainty slows everything down and
delays case progress before it even begins.
From a firm’s perspective, they might think they’ve
gone digital, but if clients are confused, frustrated, or
unsure, you’re still facing delays. And if you’re relying on
multiple platforms to onboard one client, you’re risking
inconsistency, drop-off, and serious bottlenecks.
In short, we eliminate the uncertainty, reduce the admin,
and keep everything moving. Because when clients
feel confident and clear on what to do and where to
do it, firms see faster completions, fewer delays, and a
smoother, more professional process from day one.
QWith increasing pressure on firms to deliver
faster, more transparent services, how can legal
tech like Perfect Portal support fee earners
without overwhelming them with new systems?
A
In today’s fast-paced legal landscape, firms need
to move quickly and communicate clearly, but that
doesn’t mean fee earners should have to juggle
half a dozen systems just to get the job done. Too often,
in the rush to go digital, firms end up adopting tech that
actually adds complexity instead of removing it.
At Perfect Portal, we believe legal tech should work with
your existing processes, not against them.
We’ve built our platform to integrate seamlessly with
leading case management systems, so fee earners can
access our powerful onboarding and new business
tools right from the systems they already use every day.
No extra logins. No tab overload. Just a smarter, more
streamlined way to deliver a digital client experience
without adding admin headaches behind the scenes.
Tech adoption only works when it’s simple, and when it
gives users confidence, not concern. That’s why we focus
on automating key steps, so fee earners don’t need to
remember every detail or worry about missing something.
For example, with Perfect Portal, the onboarding pack can
be ordered automatically on completion of a key stage.
No room for error, just smooth, reliable progress.
It’s all about removing the friction, both for clients and for
teams. When the tools fit naturally into a fee earner’s daily
routine, and the process is automated and consistent, you
get real adoption, real time savings, and real peace of
mind.
QCan you share any measurable outcomes or
client success stories that highlight the impact of
modernising workflows through your platform?
AAbsolutely - a real highlight of this year’s Modern
Law Conveyancing Conference was the ‘Finding
Your Competitive Edge’ session, where the panel
just so happened to be made up entirely of Perfect Portal
clients. This is a genuine reflection of how many forwardthinking
firms using our platform are leading the charge
when it comes to workflow transformation.
From the panel, it was clear: firms that embrace
integrated, automated processes aren’t just working
faster, they’re also building stronger, more responsive
relationships with their clients.
Take Bell Lamb & Joynson, for example. By automating
their onboarding, they’ve slashed 30 minutes off every
new file. They’re quoting in just 60 seconds, and they
can open a file in under two minutes - speed and
professionalism, right from the first interaction.
“We’re able to open a file up within a couple of minutes
and provide a fixed fee quote in just 60 seconds.”
– Laura Cartwright
“Automating our onboarding is saving us 30 minutes on
every new file opened.”
– Mike Leeman
Another standout insight from the panel session came
from Thomas Flavell, who shared how they’ve built a
stronger feedback loop with clients by using our Client
Reviews feature early and often throughout the journey.
This proactive approach to feedback is helping them
continuously improve service and reinforce client trust
from day one.
Outside of the panel session, Lyons Bowe has shared
the power of convenience. By enabling clients to pay via
Apple or Google Pay, they’re receiving upfront payments
within seconds, removing one of the most common
onboarding bottlenecks.
“Payment on account received within 25 seconds – all
made possible by Perfect Portal.”

And then there’s Farnfields, who are using our platform to
drive transparency and engagement, not just with clients,
but across the full transaction ecosystem. By keeping all
parties informed at every key stage, they’ve strengthened
relationships with clients, referrers, and agents alike,
without adding any manual work.
“We can keep everyone informed at every key stage,
without the need for manual updates. This increased
visibility has led to stronger relationships with clients,
referrers and agents.”
Crane & Staples highlighted the transformative impact
Perfect Portal’s branded app has had on their firm,
enhancing both client and internal experiences by
streamlining onboarding, accelerating payments, and
freeing up valuable time for their support team.
“Having an app has transformed the onboarding
experience. It’s so much easier and more efficient for
both us and our clients. Clients can fill out the initial
information and protocol forms immediately, reducing
delays. Payment on account is typically received the same
day, as the process is simple and convenient for clients to
complete.
The feedback from clients using the app has been
positive. For example, in the firm’s Legal 500 rankings for
2025, one referee commented: ‘They have implemented
a really helpful app so that you can see how things are
progressing and what is expected of you.’
The app has had a huge positive impact on our internal
team. For starters, it has significantly reduced the
workload on our support team, who no longer spend
as much time managing initial enquiries and chasing
onboarding tasks. Instead, they can focus on high-value
activities, such as progressing cases and providing
personalised support to clients.” – Gaby Williams
QIn your view, why is it no longer viable for
law firms to rely on legacy systems—and how
can embracing end-to-end digital solutions
futureproof their business?
ALegacy systems simply can’t keep up with the pace
and expectations of today’s clients. We live in an
on-demand world, where people expect to selfserve,
get instant answers, see transparent pricing, read
reviews, and engage digitally, especially when it comes
to one of the most important transactions in their lives:
buying or selling a home.
And make no mistake, clients are driving the digital
transformation. When choosing a law firm, they’re asking:
How easy will it be to work with you? What technology do
you have in place to guide me through this process? Can
I track progress and complete tasks quickly and securely?
If your firm can’t confidently say “yes,” those clients will
look elsewhere.
Now, we do sometimes hear firms express concern
that older clients may not use tech. But what we’ve
consistently seen is that this isn’t about age, it’s about
ease. When technology is simple, well-designed, and
clearly branded as part of the law firm’s service, clients of
all ages feel confident using it. It’s intuitive, trustworthy,
and puts everything they need in one place.
And digital doesn’t mean impersonal. In fact, by
automating routine tasks, firms free up their teams to
provide even better, more personalised service to those
clients who prefer a traditional touch.
Digital transformation isn’t just about keeping up, it’s
about leading. And with the right platform in place, law
firms can futureproof their business while delivering an
experience that meets the expectations of every client,
every time.
QWhat’s next for Perfect Portal in terms of
innovation—are there any upcoming features or
strategic focuses aimed at further streamlining
the legal client journey?
AOur move into all areas of law has been driven
by demand from our clients. Firms who’ve
experienced the benefits of Perfect Portal in
conveyancing now want the same streamlined, client-first
experience across their entire practice, from family and
probate to employment, litigation, and beyond.
To support this, we’ve introduced tools that make it
easier than ever to capture, qualify, and convert leads
across multiple services. Clients can now complete smart
form questionnaires directly within the firm’s branded
app, providing key information upfront in a simple,
intuitive format. This data flows seamlessly into the firm’s
case management system, eliminating double entry,
reducing admin, and enabling more insightful, productive
conversations from the very first interaction.
Looking ahead, we’re doubling down on data-driven
innovation, from deeper performance insights to
enhanced intake processes and smarter automation. Every
new development is focused on boosting productivity,
reducing manual tasks, and continuing to deliver a truly
client-centric journey across all areas of law.
With a pipeline of new integrations on the horizon, we’re
equipping law firms with the tools they need to scale with
confidence, stay competitive, and consistently exceed
client expectations.
Yvonne Hirons,
CEO and Founder, Perfect Portal
The most successful firms are the ones embracing endto-end
digital solutions. Not just piecemeal fixes, but fully
integrated platforms that provide a consistent, seamless
experience, for both the client and the legal team.
We help firms win more work, improve conversion rates,
reduce admin time, and deliver a truly client-centric
journey, all through one branded, mobile-first platform.
And we’re constantly innovating to ensure our firms stay
ahead of the curve.

25
THE
CONVEYANCING
PRESSURE COOKER
The Modern Law Conveyancing Conference 2025
returned once again to the beautiful 12th-century
Coombe Abbey Hotel in Warwickshire. The historic
setting played host to a vibrant day of lively debate,
inspiring insights and forward-thinking conversations,
all wrapped up in a warm atmosphere of connection
and shared ambition for the future of conveyancing.

CONFERENCE
With more than 250 delegates in attendance, this
year’s event was our busiest yet, creating a fantastic
buzz throughout the marquee and conference spaces.
Our sincere thanks go to headline sponsor Landmark
for their invaluable support, and to Ron Gurney for
delivering a rousing welcome speech that set the tone
for the day.
We were delighted to welcome a host of brilliant
exhibitors, each showcasing a range of services and
innovations. A standout moment was courtesy of
On Point Data, whose caricaturist created brilliant
hand-drawn portraits of attendees, adding a fun and
personal touch to the day. Huge thanks to all our
exhibitors who helped make the event so dynamic.
Shaping the Future of Conveyancing
At the heart of the conference were the exceptional
talks and panels, featuring leading voices from across
the conveyancing landscape. The programme was
packed with fresh ideas and honest reflections,
exploring everything from technology and teamwork
to client service and mental health.
Sessions ranged from ‘The Honest Truth’, ‘Finding
Your Competitive Edge’ to a truly memorable
interview with boxing legend Frank Bruno, led by
Natalie Moore from Aconveyancing. Natalie’s sensitive
and engaging interview style gave the audience a
unique window into Frank’s life, career and powerful
mental health advocacy.
A huge thank you to our brilliant chairs Peter
Ambrose, Clare Yates, Mike Leeman, Charlie Davidson
and the ever-popular podcast duo Tom Parkinson and
Laura Cartwright from Bricks and Banter.
Among the many highlights:
‘What Estate Agents Want’ brought forward a crucial
conversation on the importance of communication
and collaboration between all parties. Delegates
agreed this remains a key factor in achieving
smoother transactions and better client outcomes.
‘Finding Your Competitive Edge’ explored how
technology is shaping conveyancing. Discussions
focused on the challenges of aligning systems across
firms in a chain, the evolving role of AI, and the
importance of choosing tech solutions that support
both clients and teams. There was also thoughtful
dialogue around managing client expectations and
enhancing customer service through smarter systems.
‘The Honest Truth’ addressed the impact of the stamp
duty holiday and its intense pressure on the industry.
There was honest reflection on the toll of working
12-hour days, the lessons learned from that period,
and the importance of celebrating good feedback as
well as learning from the difficult moments. Speakers
stressed the need to step into the shoes of clients,
recognising that what feels routine for conveyancers
can be complex and daunting for the customer.
‘Ask a Managing Partner’, hosted by Bricks and Banter,
featured questions submitted by delegates via a post
box. Topics included flexible working, non-traditional
routes into law, the true cost of conveyancing,
leadership strategies and the power of social media.
The result was a rich, engaging discussion that offered
insight from those at the top of their firms.
Frank Bruno: A Champion in Every Sense
The interview with Frank Bruno was a standout
moment of the day. Frank, one of Britain’s most
cherished heavyweight boxers, shared stories from his
extraordinary life, from winning his first 21 professional
fights by knockout to facing the intense personal
battles that came with his diagnosis of bipolar
disorder.
Frank spoke movingly about his mental health
journey, including being sectioned multiple times,
and how those experiences led him to create The
Frank Bruno Foundation in 2017. The Foundation
supports young people and adults dealing with mental
health challenges, helping them build resilience and
confidence through structured non-contact boxing
and wellbeing programmes.
Frank’s openness, humility and humour captivated the
room. His resilience and dedication to helping others
made a lasting impression on all who heard him speak.
42

CONFERENCE
A Banquet to Remember
Before the evening festivities began, delegates
gathered for a brilliant pub quiz hosted by the one
and only Alex Holt from Cashroom. It was great fun
and provided a perfect opportunity to wind down
after a packed day of learning and networking. The
room was filled with laughter and competitive spirit
as teams put their general knowledge to the test.
Congratulations to the winning team who took home
a goblet of gold coins for their efforts and quick
thinking!
Actors entertained throughout the banquet, guiding
guests through a comedic history show with songs,
dancing and merriment. As the evening unfolded, the
atmosphere was electric with laughter, camaraderie
and a sense of shared celebration. The knighting of
our Baron was met with cheers, and the night finished
on a high with everyone truly embracing the occasion.
Hazzaar!
The Medieval Banquet, kindly sponsored by Eticloud,
followed in grand style. Held in Coombe Abbey’s
original baronial hall, the event saw guests dressed
head to toe in full medieval attire, from monks and
wenches to kings, knights and princesses. With
goblets of local mead in hand, guests were called to
dinner in a wonderfully theatrical fashion.
On Point Data’s Jeremy Dorkins and Modern Law’s
very own Emily Birks were crowned Baron and
Baroness of the evening. Jeremy delivered a spirited
welcome speech from the Baron’s table, setting the
stage for an unforgettable night.
43

CONFERENCE
The 2025 Modern Law Conveyancing Conference
was, without doubt, our most successful yet. Thank
you to everyone who made it happen, our sponsors,
speakers, chairs, exhibitors and delegates. Your
passion and commitment are what make this event so
special. We are already looking forward to seeing you
next year.
“Another brilliant event delivered by the everreliable
and consistent Modern Law events team.
They struck the perfect balance between insightful
industry discussions featuring top-tier legal and
legal tech experts, and a thoroughly entertaining
keynote from former heavyweight boxing legend
Frank Bruno. The guest list had an eclectic mix
of trailblazers from across the legal services and
tech sectors, making for dynamic conversations
and great networking. The evening was a blast,
live entertainment, drinks, food, and yes, medieval
fancy dress. What’s not to love? Huzzah!”
Tom Speddings, Senior Business Development
Manager, etiCloud
“This was the first conference we had attended
where we showed Legalito, and we were delighted
with the attendance and organisation of the day.
The layout of the room worked really well and the
amount of interest shown in us was fantastic –
thank you for a great day.”
Peter Ambrose, Chief Executive Officer,
The Partnership
“It was my absolute pleasure to provide the
opening address at this year’s Modern Law
Conveyancing Conference. The event was
fantastically attended by many forward-thinking
lawyers, brilliantly run by the fab Modern Law team
and featured plenty of thought-provoking and
helpful content throughout the day. There was a
distinct feeling of positive collaboration and openmindedness
to change permeating throughout the
sessions, which gives me increasing confidence
that the profession is ready to embrace (rather
than resist) meaningful process transformation for
the benefit of our law firms and their clients.”
Rob Gurney, Managing Director, Ochresoft
“The Conference was a brilliant blend of insight and
inspiration, but what truly stood out was the spirit
of collaboration that echoed through every session.
From thought-provoking panels to spontaneous
hallway conversations, it was clear that everyone
was there not just to learn, but to connect. The
evening brought a different kind of tone, fancy
dress a pub quiz and a banquet of history, hearty
food, and hilarious entertainment - with lots of
laughter! It wasn’t just an event, it was a reminder
of the friendships in our profession”.
Laura Cartwright, Partner, Bell Lamb and Joynson
Solicitors
“What a knockout day at the Modern Law
Conference at Coombe Abbey – quite literally,
with the legendary Frank Bruno delivering a
memorable guest appearance! As proud sponsors
and exhibitors, we had a blast watching delegates
queue up to be immortalised by the On Point
Data caricaturist (some spookily accurate, others
laugh-out-loud funny). It was a real pleasure to
connect with fellow sponsors and meet so many
conveyancing professionals from across the
country. The medieval banquet was the perfect
finale – dining between the fabulous Hayley and
Emily and being honoured as ‘Baron for the
evening’ was a truly noble experience. A fantastic
event that served up industry insight with a
generous helping of fun!”
Jeremy Dorkins, Director, On Point Data
“Hosting the ‘Finding Your Competitive Edge’ panel
alongside fellow Managing Partners at the Modern
Law Conveyancing Conference was a real highlight.
The discussions were refreshingly open and grounded
in the realities of modern practice, something that
resonated deeply with everyone in the room. What
truly set this event apart was its authenticity, from the
quality of the conversations to the camaraderie built
over a brilliantly themed medieval banquet. It’s rare to
attend a conference that balances professional insight,
collaboration together with genuine connection so
well.”
Mike Leeman, Managing Partner, Bell Lamb &
Joynson Solicitors
“The Modern Law Conference at Coombe Abbey
was a refreshing change from start to finish. The
venue was spectacular and made the day feel special
before it even began! I loved the fast-paced, highly
relevant and honest panel discussions. The panellists
were all respected experts in their field and so held
the audience’s attention and every single topic was
covered in sufficient depth but without over-labouring
any point. The informal atmosphere made the event
even more enjoyable and the day flew by! My estate
agent guests loved their day at the Abbey and so did
I!”
Clare Yates, Freelance Business Consultant, CY
Training Works
44

LEGAL
TECH TALK
Merlin Beyts
Content Director at LegalTechTalk
We live in unprecedented times. Since the year 2000, we’ve
witnessed at least three “once in a century” financial crises: the
dot-com crash of 2000–2002, the global financial crisis of 2007–
2008, and the economic upheaval triggered by the COVID-19
pandemic. Added to this is the global energy crisis, which has
reshaped geopolitics and economic relationships worldwide.
Each crisis has transformed our understanding of resilience,
adaptability, and the fundamental structures that underpin
our society. Yet through all this turbulence, one institution has
remained remarkably resistant to change: the legal profession.
This resistance is not necessarily malicious. The law, by its very
nature, values precedent, tradition, and stability. These qualities
serve important purposes in maintaining justice and order.
However, when tradition becomes a barrier to progress, when
precedent prevents opportunity, and when stability stifles social
mobility, we must ask ourselves: are we truly serving justice?
The conversations with Annette Brown and Akil Hunte that follow
illuminate a critical truth about our profession. While the world
has been transformed by technological revolution, economic
volatility, and social awakening, legal practice has too often
remained anchored in 20th-century thinking. We speak Latin in
boardrooms filled with smartphones. We maintain recruitment
practices designed for a world that no longer exists. We
perpetuate hierarchies that were questionable decades ago and
are unconscionable today.
The economic crises of the past quarter-century have done more
than disrupt markets; they have fundamentally altered the social
contract. Entire industries have disappeared overnight. Career
paths that once seemed secure have evaporated. Meanwhile, new
opportunities have emerged that did not exist when our current
legal leaders were building their careers. Yet our profession
continues to recruit, train, and promote as if these seismic shifts
never happened.
This approach is not just ethically problematic; it is strategically
short-sighted. When we limit our talent pool to those from specific
educational backgrounds or socioeconomic circumstances, we are
not just perpetuating inequality, we are diminishing our collective
capability to serve clients and society effectively. In an era when
legal challenges span cybersecurity, artificial intelligence, climate
change, and global supply chain disruption, can we really afford
to exclude brilliant minds simply because they did not attend the
“right” universities or speak with the “right” accents?
The financial crises have taught us that diversity is not just a
moral imperative; it is a survival strategy. Organisations with
diverse leadership, diverse thinking, and diverse experiences have
consistently proven more resilient during turbulent times. They
spot risks others miss, identify opportunities others overlook,
and adapt more quickly when circumstances change. The legal
profession, which advises organisations through their most
challenging moments, should embody these principles rather than
resist them.
What strikes me most about both Annette’s and Akil’s
perspectives is their pragmatism. Neither is calling for charity
or for lowering standards. Instead, they are advocating for
recognising talent wherever it emerges and creating systems that
nurture it effectively. They understand that social mobility is not
about fixing people to fit our profession – it is about evolving our
profession to harness human potential more effectively.
The technological transformation of legal services is accelerating,
driven in part by economic pressures arising from recent
crises. Artificial intelligence is automating routine tasks. Client
expectations for efficiency and accessibility are rising. New
business models are emerging that challenge traditional law firm
structures. In this environment, the firms and chambers that thrive
will be those that can attract, develop, and retain the best talent
from the widest possible pool.
Social mobility in law is not a nice-to-have initiative for when times
are good – it is an urgent necessity for navigating the challenges
ahead. Every time we fail to identify and develop talent because
of outdated preconceptions; we weaken our profession’s ability to
serve society effectively. Every barrier we maintain to meaningful
participation in legal careers is a barrier to our own future success.
The conversations that follow offer practical insights from leaders
who are actively working to modernise our profession. Their
experiences and recommendations provide a roadmap for change
that honours the law’s best traditions while embracing the realities
of our contemporary world.
The question is not whether our profession will change – external
pressures guarantee that it will. The question is whether we will
lead that change thoughtfully and inclusively, or whether change
will be imposed upon us. I believe the choice is clear, and the time
for action is now.
45

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LEGAL
TECH TALK
Interview with
Akil Hunte
Chairman, NRG Lawyers
Q. What barriers did you face entering the legal industry, and
how did they impact you?
A. The legal industry is one of the most prestigious and elite
institutions, filled with incredible talent doing important work. But
that prestige creates barriers. I faced challenges at several levels,
starting with the class gap – I did not come from a middle-class or
affluent family, so many people could not relate to my experiences.
When I mentioned that I used to rap, people found it entertaining
and exciting, but that was not exciting for me. It did not represent
my intellect, intelligence, or academic focus – it was just part of a
larger picture. I once got a scholarship from a prestigious law firm
by playing piano and rapping together while sharing my story. I
did this to break barriers, showcasing that I could be a classically
trained pianist, rap, pass psychometric tests, negotiate, and excel
at cognitive reasoning – all while being authentically different.
The second barrier was around difference of perspective. People
wanted you to share the same viewpoint rather than embrace
different ways of thinking. If you offered a different perspective,
some thought you were trying to patronise or ostracise them,
when really you were just showing alternative approaches.
Finally, there was the academic barrier. People associated
Russell Group institutions with the most prestigious, educated
individuals, whereas I did not attend one but still saw myself in that
same bracket. Having those conversations was challenging, but
ultimately led to people understanding and becoming allies.
Q. How has your approach to championing social mobility
evolved?
A. We got it wrong initially. When we started NRG Lawyers, our
tagline was “visibly changing the legal landscape by breaking
barriers”. We got people to sign charters, engaged law firms and
chambers, and gained patrons including QCs and senior lawyers.
We had tremendous traction, but we did not solve the core
problem.
We were visibly changing things but were not seeing more people
entering or staying in the industry. The culture maintained its
hierarchy around talent assessment. That is when we realised the
issue: the legal industry is not modernised. Many perspectives
are based on old-school 20th-century thinking, but the future is
technology, AI, and the emerging generation.
Our vision evolved to modernise the legal industry and bring law
into the 21st century by paving the way for non-Russell Group
graduates, mobilising allies, and creating nurturing, supportive
communities. We create safe spaces, programmes, and events that
show how people from different backgrounds – Russell Group and
non-Russell Group, different socioeconomic backgrounds – can
work together and build bridges.
Q. If you were suddenly the global managing partner of an
established law firm, what would your first moves be?
A. As managing partner, I would focus on positioning the firm for
the next 10 to 20 years. I would ask: do we want to compete with
other firms, or create a space where we are known for our services
and specialities?
To achieve this, I would ensure we are innovative, creative, and
dynamic – truly operating in the 21st century. This means utilising
AI in contracts and legal technology with our trainee base, but
crucially, making sure trainees see themselves as the future. They
need to represent that future authentically.
I would not want diversity just for appearance’s sake. I would want
the best people who represent society at large, creating better
client relationships and service delivery. In the associate pool, I
would focus on retention through investment in individual growth.
Associates should not all represent the same brand – they should
represent their own brands with their own clientele.
The strategy would embrace individuality and value-driven
leadership, empowering people to grow the practice and win
business. I would increase associate value creation, prepare
trainees for partnership, and allow progression through proactive
management rather than micromanagement.
Q. What fundamental changes are needed in legal education and
early career pathways?
A. We need to help future lawyers see themselves as leaders from
day one. In our Future Lawyers Club, we tell non-Russell Group
students they are already future lawyers and future partners who
need to think about winning business.
We must create spaces for discussing and addressing the mental
health impacts of the pandemic on Gen Z and millennials.
There is significant data showing these effects, and we need
unprecedented investment and support. The legal industry has
never experienced everyone working from home in isolation – this
requires new approaches.
Finally, we need genuine community building where future trainees
and trainees can have authentic connections and share insights.
They want to build their brands and showcase their individuality.
If they cannot see themselves reflected in the business’s future
direction, retention will suffer, turnover will increase, and costs will
rise while profits decrease.
Q. What is your vision for the future of the legal industry?
A. In 50 years, law firms should not see each other as competitors
but as collaborators. Clients should come to firms knowing they
have high proportions of people from Manchester Met alongside
University of Manchester graduates, Swansea University alongside
Cambridge, creating dynamic employee bases that strengthen
client relationships.
This approach drives profit, revenue, and
sustainability because more people
want to join firms that value who
they are and what they do. People
work harder for organisations that
embrace their authentic selves
and support their aspirations.
That is how we build a truly
modern legal industry for the 21st
century.
47

LEGAL
TECH TALK
Interview with
Annette Brown
CTO of the Social Mobility Business Partnership
Q. How does the legal industry compare to other sectors when it
comes to social mobility?
A. The legal industry faces unique challenges compared to other
sectors. Law firms, driven by high-end clients and a need for
first-class service, often exhibit a stigma related to class and
background that you do not see elsewhere. In contrast, utility
companies and larger, non-client-facing firms can more easily offer
varied roles to individuals from diverse backgrounds.
While opportunities do exist in law, the education system’s
shortcomings often hinder individuals from socially mobile
backgrounds from gaining the necessary skills and access they
need to succeed in the sector.
Q. What specific challenges do people from less privileged
backgrounds face when entering legal careers?
A. There are several layers to this problem. While apprenticeship
schemes are creating more opportunities for those not pursuing
university, there is an underlying issue of individuals feeling like
underdogs due to their educational background. This creates a
psychological barrier that can be just as damaging as practical
ones.
I believe we need to focus on an individual’s ability to perform the
required tasks and provide on-the-job training and mentorship.
This approach can be far more effective than solely relying on
academic achievements as a measure of potential.
Q. Do challenges only affect those from less privileged
backgrounds?
A. Not at all. It is important to recognise that challenges exist
for individuals from privileged backgrounds too, often due to
unrealistically high expectations placed upon them. The pressure
to live up to certain standards based on their background can be
equally problematic, just in different ways.
Q. What role do law firms need to play in driving social mobility?
A. This is crucial. Firms need a dedicated champion within their
organisation to drive social mobility initiatives. Without someone
specifically tasked with and committed to this work, efforts tend
to remain superficial.
Too many firms think they are doing enough with
token gestures like short work experience
placements, but they need to fully
embrace social mobility beyond these
minimal efforts. If firms participating
in programmes like the Social
Mobility Business Partnership
offered just a week of
meaningful work experience
to top-performing students,
it could significantly
impact opportunities for
young people.
Q. What changes do you think firms need to make to their
recruitment practices?
A. Firms need to broaden their recruitment efforts significantly
and recognise that while some individuals may not be a perfect fit
initially, providing widespread opportunities is crucial for systemic
change.
The current approach is too narrow. We need to move away from
the mindset that only certain types of candidates from certain
backgrounds will succeed. This requires firms to look beyond
traditional markers of success and consider potential, drive, and
different perspectives that candidates from diverse backgrounds
can bring.
Q. What would meaningful social mobility initiatives look like in
practice?
A. Real change requires going beyond surface-level diversity
efforts. It means creating structured programmes that provide
genuine opportunities for career development, not just brief
exposure to the legal world.
This could include extended mentorship programmes, structured
training that does not assume certain baseline knowledge, and
creating pathways that recognise different routes into law. It is
about building systems that support people throughout their
journey, not just at the entry point.
Q. What is your advice for firms that want to make a real
difference?
A. First, acknowledge that meaningful social mobility work
requires dedicated resources and commitment. It is not something
you can do effectively as an afterthought or with minimal
investment.
Second, look at your recruitment practices holistically. Are you
only recruiting from certain universities? Are your job descriptions
and requirements excluding capable candidates unnecessarily?
Are you providing the support systems that people from different
backgrounds need to thrive?
Finally, measure your impact properly. Do not just count how
many people from different backgrounds you hire – track their
progression, retention, and satisfaction. Real success is when
people from all backgrounds can build sustainable, fulfilling careers
in law, not just get through the door.
The legal industry has tremendous potential to be more inclusive,
but it requires firms to move beyond performative gestures
towards substantive, sustained action. The talent is out there. We
just need to create better pathways to access and nurture it.
48

10 MINS WITH
Minutes With...
Natalie Moore
What is your most memorable achievement
Q whilst working in your current role?
One of my proudest achievements has been building a
conveyancing firm that aims to prioritise people – both
clients and colleagues. Seeing our team grow in confidence
and capability, while also maintaining a genuine worklife
balance and high-level service, has been incredibly
rewarding. Being recognised as Managing Partner (2022) and
shortlisted a Female Trailblazer (2024) at the Modern Law
Awards were stand-out moments that made me pause and
reflect on just how far we’ve come.
QWhat has been the most valuable piece of
advice you have been given?
“Don’t wait for the perfect moment – take the moment and
make it perfect.” It’s a reminder that progress often starts
with action, even if the conditions aren’t ideal. It’s guided
me through starting the business, navigating change, and
supporting others to take their own leaps. Also, stay humble
and learn to be and love your true authentic self.
QWhat has been the key positive or negative
impact of change in your area of the
market?
The shift toward digitisation has been a double-edged
sword. On one hand, technology has improved efficiency and
transparency for clients. On the other, the increasing pace of
change can feel relentless, especially for smaller firms. The
key is staying agile without losing the human touch – which,
in conveyancing, is still absolutely vital.
If you were not in your current position, what
Q would you like to be doing?
I’d probably be doing something that involves mentoring
or advocacy – maybe supporting young people or women
in business. I’m passionate about helping others find their
voice and build confidence, so something that allows me to
champion that would be a natural fit.
Q
What
three items would you put on display
in a museum of your life and why?
A well-worn notebook filled with ideas and goals – it
captures years of ambition, reflection, and the never-ending
to-do lists of a working mum and business owner.
A framed family photo – because behind every achievement
is a foundation of love, support, and a lot of laughter.
A plaque with a motivational quote – I’ve had many over
the years, they’ve fuelled my optimism, reminded me of my
purpose, and carried me through the tougher moments.
QWhat three guests would you invite to a
dinner party?
Brené Brown – for deeply human conversations about
vulnerability and courage.
Baroness Karren Brady – a powerhouse in business and a
tireless advocate for women in leadership. I’d love to hear
her stories, straight-talking advice, and thoughts on building
success with purpose.
Princess Kate of Wales – as the ambassador for The Forward
Trust, which my company proudly supports, she brings
compassion and commitment to breaking the stigma around
addiction and supporting recovery. Her presence would be
both humbling and inspiring.
Natalie Moore,
Managing Director & Licensed Conveyancer,
Aconveyancing Limited
49

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