Pride In Practice

Issue 77

ISSN 2976-9396

THE BUSINESS OF LAW

PRIDE IN

PRACTICE

P06 P22 P08

Championing

Visibility:

Intersectionality,

Allyship and the

Power of Legally

Lesbians

Jacqui Rhule-Dagher

Holding the Line,

Leading with Light:

Why the Legal

Profession Must Step

Up for LGBTQ+ Rights

Nik Tait

Progress with Pride: How

the Legal Profession Is

Embracing LGBTQ+ Inclusion

Mark Evans

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Beyond the Rainbow:

LGBTQ+ Voices in Law

“Equality means more than passing laws. The struggle

is really won in the hearts and minds of the community,

where it really counts.”

— Barbara Gittings, LGBTQ+ rights activist and pioneer

Welcome to Issue 77 of Modern Law Magazine!

In this issue, we proudly celebrate LGBTQ+

inclusion in the legal profession, spotlighting

the voices, initiatives, and innovations driving

real change in workplaces across the sector.

We open with two powerful interviews. Jacqui

Rhule-Dagher, Associate at Hogan Lovells

International LLP and Founder of Legally

Lesbians, explores the importance of visibility,

intersectionality, and allyship, and how her

platform is creating space for underrepresented

voices in law.

Next, we speak with Mark Evans, Vice

President of the Law Society of England and

Wales, about progress, pride, and how legal

institutions are evolving to support LGBTQ+

professionals at every level.

Our Editorial Board shares further perspectives

on inclusion, innovation, and workplace

culture. Alex Holt (Cashroom) and Neville

Dinshaw (Law Mergers & Acquisitions) each

reflect on finding their professional tribe and

the seasonality of growth, both personal and

professional.

In our Insights section, Kirsty Limacher (The

Association of Lifetime Lawyers) takes stock

of the progress made, and the work still to be

done, on the journey toward a truly inclusive

profession.

In InDepth, Nik Tait (Laing O’Rourke and

Pride in London) calls on legal leaders to hold

the line and step up in defence of LGBTQ+

rights, offering a compelling case for proactive

leadership in challenging times.

This issue also brings full coverage of the

Modern Law Private Client Awards, including

photos from the evening and a complete list of

winners and highly commended.

Our special interview with Craig Matthews

of Leap Estates takes us behind the scenes

of award sponsorship and what it means to

support excellence in the legal sector.

In our Conveyancing Forum, we examine how

firms are coping with pressure, compliance, and

innovation, while our Firm Focus showcases

how award-winning teams are setting new

standards.

Turning to Wills & Probate, we explore

how private client practitioners are being

empowered in a shifting legal landscape,

with a spotlight on bereavement support and

compassionate innovation.

In LegalTechTalk, we ask how technology can

be a tool for LGBTQIA+ inclusion, challenging

firms to think about tech’s role beyond

efficiency.

And finally, in ‘10 Minutes With’, we meet

Alex Gregory Chialton, who shares her career

highlights and reveals who she’d invite to her

dream dinner party.

From leadership and law to tech and training,

this issue reminds us that inclusion is not a

side project, it’s a core value and a business

imperative. We hope these stories inspire

reflection, action, and lasting progress.

Happy reading!

Hayley Dalton is Editor at

Modern Law Magazine

Editorial Contributors

Alex Holt, Cashroom

Stuart Whiter, AJ Chambers

Neville Dinshaw, Law Mergers & Acquisitions Samantha Burrows, XYZ Law Solicitors

Sam Kimber, Pro-Gen Research

Adrian Jaggard, Taylor Rose

Phil Cotter, SmartSearch

Priscilla Sinder, PC Consultancy

Sarah Murphy, Clio International

ISSUE 77

ISSN 2976-9396

Editor

Hayley Dalton

Project Manager Emily Birks

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 Championing Visibility: Intersectionality, Allyship and the Power of

Legally Lesbians

Jacqui Rhule-Dagher, Associate, Hogan Lovells International LLP and

Founder, Legally Lesbians

08 Progress with Pride: How the Legal Profession Is Embracing LGBTQ+

Inclusion

Mark Evans, Vice President of the Law Society of England and Wales

11 Cashroom

Finding My Tribe: Why Spring and Summer Bring Out the Best in Me

Alex Holt, Chief Revenue Officer, Cashroom

11 Law Mergers & Acquisitions

Beyond the Policy: Creating Psychological Safety for LGBTQ+ Legal

Professionals

Neville Dinshaw, Managing Director, Law Mergers & Acquisitions

13 Pro-Gen Research

Evolving Client Expectations in Probate Genealogy: A

Communication-Focused Response

Sam Kimber, Probate Researcher & Genealogist, Pro-Gen Research

13 AJ Chambers

Beyond Rainbow Logos: Building LGBTQ+ Inclusion

in Law

Stuart Whiter, Associate Portfolio Director, AJ Chambers

15 XYZ Law Solicitors

Conveyancing in 2025: Embracing Change, Elevating Service

Samantha Burrows, Partner, XYZ Law Solicitors

17 Taylor Rose

Transforming Legal Practice: Launching Our Fully Cloud-Based

Management Platform

Adrian Jaggard, CEO, Taylor Rose

17 SmartSearch

Building Inclusion into Every Step: How SmartSearch Embeds

Diversity, Equity, and Inclusion Across the Employee Journey

Alex Miell, Chief People Officer, Smartsearch

19 PC Consultancy

Embracing Emerging Technologies in Law: Challenges and

Opportunities

Priscilla Sinder, Managing Director, PC Consultancy

19 Clio International

Pride, Progress, and Purpose: How Clio Champions Inclusion

in Legal Tech

Sarah Murphy, General Manager, Clio International

21 We’ve Come a Long Way – But There’s Still Work to Do

Kirsty Limacher, Legal Consultant, The Association of Lifetime Lawyers

22 Holding the Line, Leading with Light: Why the Legal Profession Must

Step Up for LGBTQ+ Rights

Nik Tait, Senior Legal Counsel (Legal Leader: Disputes) at Laing O’Rourke and

Director of Legal for Pride in London

4

CONTENTS

AWARDS

SPECIAL

INTERVIEW

CONVEYANCING

DISCUSSIONS

WILLS & PROBATE

DISCUSSIONS

LEGAL TECH

10 MINS WITH

24 Modern Law Private Client Awards

Photos and coverage of the awards night as well as a full list of winners and

those highly commended

31 Behind the Sponsorship: An Interview with Leap Estates

Craig Matthews, Head of Verticals UK, Leap Estates

33 Conveyancing Forum

Conveyancing Under Pressure: Innovation, Compliance and the Path to a

Smoother Property Transaction

38 Conveyancing Firm Focus

Raising the Bar: What’s Next for Award-Winning Conveyancing Teams?

45 Wills & Probate Forum

Wills & Probate Focus: Empowering Private Client Practitioners in a Changing

Legal Landscape

47 Wills & Probate Firm Focus

Simplifying Bereavement Support: Compassionate Innovation in the Private

Client Sector

50 LegalTechTalk

LGBTQIA+ Inclusion in the Legal Profession

56 10 Mins With... Alex Gregory Chialton

See who Alex 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.

EDITORIAL BOARD CONTRIBUTORS

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5

INTERVIEWS

CHAMPIONING

VISIBILITY

JACQUI RHULE-DAGHER ON INTERSECTIONALITY,

ALLYSHIP AND THE POWER OF LEGALLY LESBIANS

Founder of Legally Lesbians and Associate at

Hogan Lovells, Jacqui Rhule-Dagher is on a mission

to transform the legal industry into a space where

all lesbian and queer women feel seen, safe and

supported. In this candid and compelling interview,

she shares the personal journey that led her to

create Legally Lesbians, reflects on the importance

of intersectionality, and offers a powerful call

to action for firms, allies and networks to work

together in building true inclusion across the

profession.

Q. Jacqui, your initiative Legally Lesbians has received

widespread recognition. What was the turning point in

your own legal journey that made you feel ready to create

this kind of visibility for others?

A. Legally Lesbians is an initiative I founded during Lesbian

Visibility Week in April 2023. It involves lesbians and queer

women in the legal industry or in-house lawyers writing

about their careers and reflecting on the importance

of lesbian and queer visibility. These inspiring pieces of

personal writing are collected to form an article which is

published annually by DIVA magazine. I started Legally

Lesbians because I remember how discombobulating,

frightening and isolating it was when I entered the legal

industry and there was a dearth of visible role models. I did

not want other people to face these experiences. When

I entered the legal industry, I never ever imagined that I

would be out in the workplace. My sexuality is the last thing

I wanted to disclose. So much so that I used to dread being

asked: “What did you do at the weekend?” I was terrified

of outing myself If I revealed too much. The turning point

came for me when I was introduced to and started working

with other lesbian and queer lawyers. Visibility is vital! If you

don’t see people who look like you, you can start to think

that there is something wrong with the way you look. I am

proud that 75 lesbians and queer individuals have taken part

in Legally Lesbians, and that it is the only initiative of its kind

in the United Kingdom.

Q. You’ve made it a priority to spotlight lesbian lawyers

from all walks of life. Why was it so important to you

to ensure intersectionality was at the heart of Legally

Lesbians, and what can firms learn from that approach?

A. As a proud, Black, female and lesbian individual, I exist at

multiple intersections. The term intersectionality was coined

by Professor Kimberlé Crenshaw in 1989. Crenshaw was

looking into legal cases where Black women were required

to choose between bringing a claim under the headings

of ‘racism’ or ‘sexism’, but couldn’t argue that they had

been discriminated against due to the combined effects

of racism and sexism. In fact, in one of the cases, the judge

said that if these women were able to bring claims under

the headings of racism and sexism, they would have “two

swings of the bat”. Intersectionality, therefore, describes

how characteristics such as class, gender and other personal

characteristics combine, intersect and overlap with one

another.

When I founded Legally Lesbians it was really important to

me that the initiative was a welcoming space for lesbians

and queer individuals who exist at multiple intersections.

I am really proud that Legally Lesbians has included

individuals from a diverse range of ages, backgrounds,

practice areas and races. I am particularly proud that the

UK’s first trans judge, Dr Victoria McCloud, took part in the

initiative in 2024.

Firms need to recognise the importance of intersectionality

because when they fail to take an intersectional approach

but rather a characteristic by characteristic approach, what

they are effectively asking people to do is leave parts of

themselves behind. This erasure is likely to exacerbate

the feelings of isolation and marginalisation experienced

by those with multiple intersecting identities. Embracing

intersectionality should be of paramount importance

to organisations because it impacts how inclusive an

organisation is, how psychologically safe people feel

bringing their authentic selves to work and how employers

get the best from their employees.

Q. You’ve spoken openly about the fear and isolation that

comes with being closeted in the legal sector. What advice

would you give to someone in law today who is struggling

to bring their full self to work?

A. First, I would say that I understand and appreciate

their reticence. I would never want to minimise someone’s

experiences. Bringing your full self to work is not for

everyone. For anyone who wants to bring their full self to

the workplace, however, but is struggling, I would advise

them to attend LGBTQIA events which are run by law firms

or corporate entities. Happily, there are a lot more legal

LGBTQIA events than when I entered the legal industry. I

think it really helps seeing people who share the same or

similar characteristics to you thriving in the industry that

you’re in. Of course not all LGBTQIA lawyers are the same,

but I think that it helps seeing possibilities of what could

be. I would also advise them to join Employee Resource

Groups (“ERGs”). When I started my training contract, at

Clifford Chance, the firm’s LGBTQIA Network, Arcus, was a

lifeline for me. Crucially, I would advise someone struggling

to seek out people who they can connect with on a human

level. It is important to surround yourself with people who

you can trust and who can act as a sounding board. I am

very fortunate to know lesbians and queer individuals in the

legal industry who are both a credit to the profession and

humanity more generally.

6

INTERVIEWS

Q. From your seat on the UK Pride Network Steering

Committee and The Law Society’s LGBTQ+ Solicitors

Network Steering Committee, what positive changes have

you seen in the legal industry’s approach to LGBTQIA

inclusion, and what gaps still need closing?

A. I sit on the Hogan Lovells UK Pride Network Steering

Committee and I joined The Law Society’s LGBTQ+

Solicitors Network Steering Committee in February 2022.

When I entered the legal industry the latter was not even in

existence (it was founded in 2016).

Back in June, I attended the Pride in Practice event which

was organised by The Law Society, The Bar Council of

England and Wales and the four Inns of Court (Gray’s

Inn, The Honourable Society of the Inner Temple, The

Honourable Society of Lincoln’s Inn and The Honourable

Society of the Middle Temple), this is something that would

have been unthinkable a decade ago. Yet in a packed room,

we heard speeches from Barbara Mills KC, Chair of the

Bar Council of England and Wales, and Ian Jeffrey, Chief

Executive at the Law Society of England and Wales, showing

their support for the LGBTQIA community.

Several law firms have made great strides towards

LGBTQIA inclusion. Some examples of this include hosting

lunch and learn sessions around issues impacting the

LGBTQIA community, creating inclusive policies within

their organisations in relation to parental leave and fertility

treatment, for example, and implementing mandatory

training sessions on topics such as microaggressions and

unconscious bias.

Notwithstanding this, it is a sad fact that not all of the letters

of the LGBTQIA acronym are afforded the same levels of

kindness, respect and support. The trans community, for

example, who the modern LGBTQIA movement owe so

much to, continue to face antipathy, hostility and insensitivity

on a daily basis. I wish I had all of the answers, but I do know

that calling out homophobic/lesbophobic/ transphobic

language/ behaviour and educating others and ourselves

(because it is essential to recognise your own biases) can

help to improve challenging situations. Equality means

nothing unless it’s for everyone.

Q. You’ve described how Employee Resource Groups often

work in silos. What do truly collaborative, intersectional

initiatives look like, and why are they so critical to

belonging and representation in law firms?

A. As a trainee, I was part of the BME Network and the

LGBTQIA Network. I would attend monthly meetings

for each group and, oftentimes, it was clear that the

groups were striving for the same things. Yet they never

collaborated, which was a wasted opportunity (not least

from a sharing of resources standpoint).

With this in mind, I founded Carnival Comes to Clifford

Chance. This was an annual summer party, hosted jointly by

both networks, which had a focus on intersectionality. It was

supported by Channel 4 and Stonewall. I am proud that it

ran for eight years.

More recently, in September 2023, I founded the Hogan

Lovells LoveALL Festival. This event celebrated the firm’s

commitment to ensuring that everyone can bring their

authentic selves to the workplace.

Truly collaborative and intersectional initiatives, therefore,

see ERGs operating in unison. These initiatives also have the

support of the organisation’s key stakeholders.

The importance of ERGs cannot be overstated. Although

one of their chief aims is to ensure that an organisation

is inclusive, their impact transcends furthering an

organisation’s strategic goals. They help to create a culture

where people feel respected, supported and uplifted.

Further, they also amplify the voices of employees who

might face marginalisation and ensure that they are assisted

in a more authentic and rigorous way. If your organisation

is a global one, ERGs can act as a blue print for jurisdictions

who might not be as far along in their inclusion journey

as others. Significantly, they have the ability to turn an

organisation’s initiatives from the mythical to the tangible,

lived experiences.

Q. How can allies, both inside and outside the LGBTQIA

community, show up meaningfully for lesbian lawyers and

help amplify the impact of Legally Lesbians?

A. Being an ally is not a title one holds. Rather, it is about

the consistent actions one engages in their daily lives

to offer support. Fundamentally, “allyship” is a verb and

it is meaningless unless its first three letters “all” are

remembered. Allies need to be prepared for a lifetime

of learning, unlearning, being educated and regularly

challenging their own assumptions and biases.

When I think of the word “ally”, I am reminded of the words

of Archbishop Desmond Tutu who said: “If you are neutral

in the face of injustice, you have chosen the side of the

oppressor.”

In terms of what allies can do both inside and outside the

LGBTIQA community, I think that those of us within the

LGBTQIA community must remember that we can be allies

to each other. Right now, the trans community really needs

our support and our focus should be on providing this.

It is important for allies outside the LGBTQIA community

to remember that if they are speaking over members of

the LGBTQIA community to centre and elevate themselves,

then they’re not supporting the LGBTQIA community,

but exploiting it. Significantly, the best allies adopt an

intersectional mindset. They recognise that there is little

point supporting one part of a person’s identity only to

ignore and denigrate other aspects.

One of the best ways people can support lesbians in the

legal industry, therefore, is by recognising that lesbians are

not a monolith. There are as many ways to be a lesbian in

the legal industry as there are varieties of teas; and each and

every one of these individuals is deserving of allies, respect

and dignity.

Finally, if you are a lesbian or queer

individual in the legal industry,

or you know any lesbian or

queer individuals in the legal

industry who might be

interested in taking part in

Legally Lesbians, please

feel free to reach out to

me on LinkedIn.

Jacqui Rhule-Dagher,

Associate, Hogan

Lovells International

LLP and Founder,

Legally Lesbians

7

Progress with Pride:

How the Legal Profession Is

Embracing LGBTQ+ Inclusion

INTERVIEWS

Mark Evans, Vice President of the Law Society of

England and Wales, shares his reflections on how

the legal profession has progressed in its support

for LGBTQ+ individuals, from a time when many

felt compelled to hide their identity, to a present

where inclusion is increasingly embedded in

workplace culture. In this candid conversation,

he discusses the importance of Pride, the power

of visible leadership, and the role of legal

institutions in driving real change through data,

policy, and community engagement. As the

profession looks ahead, Evans calls for bold,

strategic commitments to ensure equality,

diversity and inclusion are not just aspirations,

but everyday realities.

QAs Vice President of the Law Society, how have you

seen the legal profession evolve in its support and

inclusion of LGBTQ+ individuals over the years?

AThe legal profession has evolved alongside society.

Today, we see firms and organisations supporting

their LGBTQ+ staff and clients through internal and

external initiatives. This includes developing inclusive policies

to support LGBTQ+ staff, engaging with employee resource

groups to hear lived experiences, sponsoring LGBTQ+

employees, reverse mentoring schemes to support LGBTQ+

employee progression, pro bono services tailored to LGBTQ+

communities, sponsoring LGBTQ+ charities and listing on

LGBTQ+ equality indexes.

QIn your view, what role should legal institutions

play in championing LGBTQ+ rights both within the

profession and in wider society?

AOrganisations must embed LGBTQ+ inclusion in

services, procedures and rights by consulting with

LGBTQ+ communities, collecting data and taking

action through equality impact assessment work as well

as measuring impact. The legal profession must reflect the

society it serves – one that is diverse, where everyone can

expect to be treated fairly and feel included. Innovation

flourishes when people are welcomed, encouraged and

supported to contribute their unique perspectives.

QWhy does supporting Pride, and visibly celebrating it

within the legal sector, still matter today?

APride provides an important opportunity to show

solidarity and visible support for the LGBTQ+

community in the legal profession. I recently had the

pleasure of connecting with LGBTQ+ colleagues and allies

at Pride Cymru. I will be the third Welsh president at the

Law Society of England and Wales, and it was particularly

meaningful for me to march in Cardiff. Pride is a time to

remember the grassroots activism and fight for rights and

recognition in society which continues today. We know

there are still challenges in the workplace, our ‘Pride in the

Law’ research* highlighted that more than one third (37%)

of respondents said they had experienced homophobia,

biphobia or transphobia in their workplace.

QCan you share any personal experiences or standout

moments in your career that highlight progress (or

challenges) in LGBTQ+ inclusion within the legal

community?

AWhen I joined the profession in the early 1990’s, I had

friends that hid their sexuality – now they don’t. I have

attended a lot of Pride events but my first representing

the Law Society was at Pride Cymru in 2017. In 2017, the

numbers representing the profession were relatively small but

having attended Pride Cymru in 2024 and 2025, we now have

hundreds attending. To witness firms and families embrace

being part of the community has been my standout moment

of progress. It is important that we get together and show

support and solidarity as barriers still exist. Rest assured that

I will do all that I can to increase inclusion and diversity in the

workplace.

QWhat are some of the most effective ways the legal

profession can improve its approach to equality,

diversity, and inclusion overall?

AEquality, diversity and inclusion (EDI) work should

be embedded in firms and organisations’ business

strategies. As part of a commitment to EDI, it is

important to have buy in and visible support from senior staff

and adapt to the regulatory and legislative landscape, for

example publishing data for pay gap reporting.

QLooking ahead, what changes or commitments

would you like to see across the industry to ensure

lasting progress in EDI?

AI would like to see firms and organisations develop a

clear strategic framework aligned with organisational

values and goals that embed equality, diversity and

inclusion to drive change in the workplace culture. Taking a

data informed approach, like our diversity and inclusion (D&I)

framework**. Evaluating initiatives against agreed objectives

and outcomes is essential to measure and understand the

impact of EDI work.

Notes

* See our Pride in the Law research.

** See our diversity and inclusion (D&I) framework. Our D&I

framework sets out guidance for law firms and organisations

regarding how to take a systematic approach and embed D&I

in a way that has a lasting impact.

Mark Evans,

Vice President at The Law Society

of England and Wales

EDITORIAL

BOARD

Finding My Tribe: Why Spring and

Summer Bring Out the Best in Me

While many dread networking events

and conferences, for me, they’re the

highlight of the year. Here’s why

surrounding yourself with the right

people, your tribe, can transform your

career and your happiness.

Spring and early Summer is one of the busiest

times of year for me, and I love it.

While some people dread events and

conferences, for me, those diary slots are bright

points in my calendar. The reason is simple: I

found my tribe a long time ago.

For those who know me, the role I’ve been in for

the last 20 or more years is pretty much perfect.

I’m CRO, and essentially, my main responsibility

is engaging with prospective clients and building

and maintaining relationships with suppliers to

the legal sector, my network. It suits me because

I love meeting people. I always have.

For many, the idea of networking is terrifying.

Finding your tribe can ease that fear, and may

even allow you to enjoy the experience.

Colleagues- Look for a business where you

believe in what you’re doing, and where your

colleagues are people, you enjoy working with.

You trust them. You laugh with them. The

culture suits you and aligns with your values.

Clients- Work with people you genuinely want

to support. Build relationships that make daily

interactions pleasant. Take the time to really get

to know them.

Contacts- Build a network of people who share

your values. People who are credible, who

understand the value of what you do, and

where, in return, you’re able to articulate (and

believe in) what they do.

When I walk into a networking event, contrary

to popular belief, I don’t know everyone in the

room. I may recognise a few friendly faces, and

it’s always great to reconnect, but I also look

forward to meeting new people. The presence of

existing contacts is a real help. If you follow the

principle of working and connecting with people

you know, like and trust, those people can

often introduce you to others you’ll naturally

get along with. A warm introduction like that is

always exciting, it’s how friendships and lasting

connections are born.

I believe a key part of ‘know, like and trust’ is

sharing core values. You don’t have to agree on

everything, but fundamental differences can be

hard to overcome.

Working with colleagues, clients and contacts

who are, to one extent or another, also friends,

makes life better. These friends support and help

one another, which, in my view, makes the world

just that little bit better too.

Alex Holt,

Chief Revenue Officer,

The Cash Room

Beyond the Policy: Creating

Psychological Safety for LGBTQ+

Legal Professionals

While most firms now have policies

in place to comply with equality

legislation, the lived experience

of LGBTQ+ professionals still lags

behind. Legal workplaces can be highpressure,

hierarchical, and culturally

conservative, conditions that can

stifle authenticity if inclusion is not

actively nurtured.

Having worked in legal M&A for over three

decades, I’ve seen how profoundly a firm’s culture

can impact not just retention and performance,

but whether talented individuals feel they truly

belong. The conversation around diversity

must now evolve beyond policy to focus on

psychological safety, the ability to speak, act, and

be oneself without fear of marginalisation or subtle

exclusion.

The Quiet Cost of Exclusion

For LGBTQ+ professionals, particularly trans and

nonbinary individuals, the cost of navigating

non-inclusive environments is rarely visible. It

can mean choosing between coming out or

remaining guarded. It can mean hearing jokes

that go unchallenged, or avoiding networking

opportunities out of fear. The result? A loss of

confidence, creativity, and connection.

Psychological safety isn’t created through

statements or diversity days. It’s built through

consistent action: daily behaviours, structural

support, and a culture where difference isn’t just

tolerated, it’s respected.

What Real Inclusion Looks Like

There are a few key areas where firms, large or

small, can focus their energy:

Leadership visibility: Inclusion has to be modelled

from the top. Leaders who talk openly about their

support for LGBTQ+ rights, and who show up (not

just speak up) as allies, set a cultural tone that

filters throughout the business.

Inclusive systems and structures: From onboarding

forms with space for pronouns to genderneutral

dress codes, inclusion is built into the

infrastructure.

Learning environments: Regular, thoughtful

training, not as a tick-box exercise, but as a chance

for growth, helps build awareness and reduce

unconscious bias. Training should go beyond

language to explore the systemic barriers LGBTQ+

people may face.

Safe channels for feedback: A psychologically

safe workplace requires mechanisms for raising

concerns and giving feedback, confidentially, fairly,

and without fear of reprisal.

Mentoring and community: LGBTQ+ employees

benefit enormously from access to visible role

models, mentors, and peer support.

The Roles of Recruitment and Transition

The recruitment process can either affirm a

person’s identity, or erase it. Legal recruitment

professionals must be conscious of the language

they use, the assumptions they make, and the

questions they ask. They have a role in advising

clients on inclusive practices, not just who to hire,

but how to support them.

Equally, in the context of mergers and acquisitions,

inclusion should be part of cultural due diligence.

What policies exist? What’s the lived experience?

How do LGBTQ+ staff fare during integration?

Getting It Right

None of this is easy. The firms that succeed in

today’s legal market will be those that build trust

and psychological safety for everyone. That means

seeing inclusion not as a one-off initiative, but as a

core part of how law is practiced, led, and lived.

Neville Dinshaw,

Managing Director of Law, Mergers &

Acquisitions

11

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EDITORIAL

BOARD

Sam Kimber,

Probate Researcher &

Genealogist, Pro-Gen Research

Stuart Whiter,

Associate Portfolio Director,

AJ Chambers

Evolving Client Expectations

in Probate Genealogy: A

Communication-Focused Response

In the twenty years that I have worked in the

probate genealogy field, I have noticed a significant

shift in client needs and expectations, particularly

around communication. When we relied on post or

DX, clients would necessarily await periodic updates

from the researcher. With the rise of technology,

today’s clients are far more proactive.

Traditionally, most communication occurred during standard office hours, with

the pace of probate administration largely dictated by internal legal timelines.

Now, it is entirely usual for anyone involved in the administration of an estate,

whether an instructing fee earner, Executor, or beneficiary, to make enquiries

at any time of day. Many beneficiaries are based overseas, and the nature of

their time zones means that queries often arrive outside of usual UK working

hours. These societal shifts reflect broader changes in how we all expect to

access services.

We have responded by improving our responsiveness by opening multiple

channels of communication to suit individual preferences (including

WhatsApp, Facebook, and others), setting clear expectations around

turnaround times, and maintaining a flexible and personal communication

style.

The nature of probate genealogy means there are often periods when

progress may appear to stall, typically while we wait for certificates or

documentation to arrive, or for responses from beneficiaries we have

contacted. Understandably, this can be frustrating for the fee earner. To

mitigate this, we have built check-in points into our workflow and adopted a

more open and transparent communication style. Keeping clients regularly

informed helps to build trust and manage expectations, elements which are

reflected clearly in the positive feedback we receive.

We have also developed a service that investigates the status and

whereabouts of beneficiaries named in wills before the fee earner initiates

contact. This proactive approach helps to pre-empt complications, prevent

delays, and reduce the chance of misinformation. It ultimately supports

solicitors in providing their own clients with a smoother, more efficient, and

transparent experience. These are simple shifts in approach, but ones that

speak volumes to today’s clients.

Finally, we have seen a sharp rise in statutory will applications, particularly

within Court of Protection matters. These often require detailed family trees

to support applications to the Court, ensuring that best-interest decisions are

fully informed. There is far greater scrutiny in such matters, and clients rightly

expect research to be not only accurate but also presented in a format that

supports legal analysis. Our reports have evolved accordingly by combining

clarity, evidence, and a straightforward structure, while remaining sensitive to

the human stories behind each case.

Today’s clients expect more from communication, and rightly so. Meeting

those expectations requires a combination of professional empathy,

transparency, clarity, and foresight, which we are proud to embed in the way

we work.

Beyond Rainbow Logos: Building

LGBTQ+ Inclusion in Law

The legal sector, long regarded as a bastion of tradition

and conservatism, is undergoing a quiet but essential

evolution. As a recruiter working closely with law firms and

legal professionals, I’ve seen firsthand the growing - yet

uneven - commitment to Pride, inclusivity, and authentic

support for LGBTQ+ talent. While progress is being made,

it’s clear that many firms are still struggling to move

beyond symbolic gestures and create genuinely inclusive

workplaces.

From Visibility to Accountability

June brings a predictable wave of rainbow logos, LinkedIn posts, and

sponsored Pride events. While visibility matters, performative allyship

without systemic follow-through is a growing concern. Candidates –

especially younger LGBTQ+ professionals – are becoming more discerning.

They’re asking tougher questions about firm culture, representation in

leadership, and year-round DEI efforts. A Pride post carries little weight if

it isn’t backed by tangible action.

Challenges in the Legal Profession

The legal industry poses unique hurdles for LGBTQ+ inclusion. It’s often

hierarchical, risk-averse, and steeped in traditional, heteronormative

ideas of professionalism. LGBTQ+ individuals – particularly those who are

transgender, nonbinary, or people of colour – face additional bias and

invisibility.

Retention is another issue. LGBTQ+ lawyers report higher rates of mental

health challenges and are more likely to leave firms where they feel

isolated. Representation matters, but inclusion drives retention.

What Candidates Want to See

As a recruiter, I’m often asked:

• Are there openly LGBTQ+ partners?

• Do ERGs have real budget and influence?

• Are pronouns respected internally and externally?

• Does the firm speak out on LGBTQ+ rights beyond Pride?

• How is bias addressed in promotions and reviews?

These aren’t “nice-to-haves.” For many candidates, they’re deal-breakers.

The Recruiter’s Role

Recruiters aren’t just intermediaries, we’re cultural barometers. We must

challenge surface-level DEI and support candidates in assessing true

inclusivity. It’s not enough to hire LGBTQ+ professionals; firms must create

environments where they can thrive, lead, and feel safe.

That includes revising policies, offering bias training, updating benefits

language, and fostering open dialogue around identity and inclusion.

A Call for Authenticity

Pride isn’t a PR opportunity; it’s a reminder of the ongoing fight for

equality. The legal sector, with its influence, must lead authentically. Firms

earning LGBTQ+ trust are those doing the real work: supporting affinity

groups, mentoring queer talent, and listening, really listening, to their

people.

Pride should be a celebration and a checkpoint. Are we building a

profession where everyone, regardless of identity, can thrive?

13

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

Conveyancing in 2025:

Embracing Change, Elevating

Service

Conveyancing in 2025 presents both

exciting opportunities and significant

challenges for legal service providers.

As the property market shows signs

of recovery, firms are experiencing a

surge in transactions. While this is a

positive development, it also brings

increased pressure to deliver faster, more

efficient services while maintaining high

standards. Clients today expect more

than ever, they want speed, transparency,

and seamless digital access. Meeting

these expectations requires firms to

be agile, tech-savvy, and deeply clientfocused.

Digital tools have become essential rather than

optional. Integrated case management systems,

e-signatures, and mobile client portals are now

critical to streamlining workflows, reducing errors,

and enhancing the overall client experience.

These technologies also support compliance with

increasingly stringent regulatory requirements,

particularly around Anti-Money Laundering

(AML). Firms that embrace smart tech are better

positioned to meet these demands while delivering

a smoother, more transparent process for clients.

At XYZ, we’ve chosen to embrace the pace of

change rather than resist it. We’re working closely

with our case management provider to find

smarter, faster ways of working that improve the

client journey. We’re constantly exploring how

technology can enhance our services and are

committed to evolving wherever possible. But we

also recognise that technology alone isn’t enough.

This is, at its core, a people-driven industry.

That’s why we’re investing in our teams, providing

training and development to ensure everyone

understands the importance of listening to clients

and adapting to their individual needs. Flexibility,

empathy, and clear communication are just as vital

as legal expertise.

Innovation and digital transformation are central

to our growth strategy. They allow us to deliver

on the key pillars of modern legal service: speed,

clarity, and compliance. Tools like automated ID

checks and digital onboarding don’t just help us

meet regulatory requirements, they also make the

process easier and more transparent for clients.

By automating routine tasks, we free up time to

focus on what really matters: building trust and

delivering a personalised, reassuring experience.

Client needs are evolving rapidly. People now

expect legal services to fit around their lives, not

the other way around. Many clients don’t fully

understand the complexity of conveyancing and

may see it as a simple administrative task. It’s our

job to bridge that gap, explaining why certain

steps are necessary, keeping clients informed,

and ensuring they feel confident throughout the

process. Clients don’t want to chase updates; they

want proactive communication and a sense that

their concerns are being heard.

Our goal is to deliver a service that combines

the best of both worlds: the convenience and

accessibility of digital tools with the reassurance

and expertise of experienced legal professionals.

By staying attuned to client expectations and

continually evolving our approach, we’re not just

keeping up with the pace of change, we’re helping

to shape the future of legal services.

Samantha Burrows,

Partner, XYZ Law Solicitors

15

EDITORIAL

BOARD

Adrian Jaggard,

CEO, Taylor Rose

Alex Miell,

Chief People Officer,

SmartSearch

Transforming Legal Practice:

Launching Our Fully

Cloud-Based Management

Platform

Building Inclusion into Every

Step: How SmartSearch Embeds

Diversity, Equity, and Inclusion

Across the Employee Journey

Innovation and digital transformation sit at the heart of

Taylor Rose’s strategy for sustainable growth. They are not

optional enhancements, they form the core foundation of

our smart, modern firm.

Over the summer we are rolling out a fully cloud-based practice management

platform which is a clear demonstration to this commitment. Developed using

Salesforce technology, this market-leading system provides a stable, scalable

and secure infrastructure that meets the needs of the modern lawyer. Crucially,

it allows our teams to work flexibly, from any device, which not only enhances

productivity but also improves work-life balance.

By housing all our operational and client data in one integrated system,

we’ve laid the groundwork for AI innovation, including intelligent document

processing and smart automation. These capabilities don’t just improve

efficiency, they free up our people to focus on high-value work, delivering

better outcomes for clients and created space for continued professional

growth.

Innovation of this kind is more than a technology upgrade; it’s a cultural

shift. We’re embedding new ways of working across every specialism in the

firm, from property and private client to litigation and corporate commercial.

Workflows are being redesigned with compliance, usability and performance

in mind, making the day-to-day work of our lawyers more streamlined and

intuitive.

This transformation also supports our wider support teams, Client Care, IT,

Finance and Legal Support giving them tools that allow for faster, smarter

service delivery. The response from our people has been overwhelmingly

positive, and we’ve backed the transition with interactive training, video

resource and live support to ensure a smooth and inclusive rollout.

As we look to the future, this investment gives us a strong and adaptable

platform to scale our operations and explore the full potential of AI and

emerging technologies. Whether it’s automating routine processes, improving

data-driven decision making, or innovating how we serve our clients – the

possibilities are significant.

Ultimately, our focus is simple: to give our lawyers and support teams the best

possible platform to succeed because when they thrive, our clients do too and

that is what drives our business forward.

At SmartSearch, our commitment to Diversity, Equity,

and Inclusion (DE&I) isn’t just a policy; it’s built into

our employee lifecycle, fundamentally powered by our

core behaviours: Being Bold, Collaborative, and Focused

Execution. We believe that having an inclusive culture builds

strong foundations of innovation and sustained success, and

take it seriously at every stage.

Our journey starts with recruitment, where we actively break down barriers

to find all kinds of talent. We write our job descriptions using clear, neutral

language, making sure everyone feels welcome from the start. Our hiring process

is fair and structured, with different people on interview panels. This helps us

make better decisions and stops unconscious bias. This focused approach means

we look everywhere for great people, no matter their background.

Once someone joins SmartSearch, we work hard on keeping them and making

sure they feel valued. We’re currently taking a step, looking closely at how we

structure jobs to ensure fair pay for everyone. We regularly check salaries to

make sure pay is equal for similar roles. Our benefits package is designed to

support real lives, covering mental health, flexible working, and good parental

leave. Our managers also get ongoing training to be fair and consistent. We even

do ‘stay’ interviews – a collaborative way to listen to concerns and keep people

engaged. This helps to create an open relationship where everyone knows where

they stand and helps us keep our teams happy.

For progression, we make sure everyone has an equal chance to learn and grow.

We believe promotions should be based on what you achieve, not just how long

you’ve been here. To show what progression looks like in our business, we set

up a mentoring programme to pass on knowledge and skills throughout the

business. We also feel that this is key to connecting newer team members with

senior leaders. This helps them grow faster, get noticed, and receive valuable

advice.

As well as passing on knowledge, it’s vital that we build a leadership team that

reflects both our people and society. We plan carefully for who will lead next,

spotting and nurturing talented individuals. We’re bold in making sure these

people can access leadership training and move up, with no barriers to joining

our top team. We’re really proud that women now make up more of our wider

leadership team (55%/45%) than men. This isn’t by chance; it shows our strong

effort to remove old obstacles and build a place where female leaders can really

shine.

Finally, our DE&I work is driven by data and is open for all to see. We use data to

find any differences, track our progress, and keep improving our strategy. Soon,

a new HR system will give us even more insight. This evidence-based way of

working means we’re transparent, which keeps us accountable. It helps us make

real decisions and achieve measurable change. Our employee surveys, done at

key times and twice a year, are important. We don’t just collect feedback; we

collaboratively listen and involve our employees in finding solutions. This builds

trust and helps us keep getting better at being an inclusive place to work.

17

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EDITORIAL

BOARD

Embracing Emerging

Technologies in Law: Challenges

and Opportunities

AI, blockchain and cryptocurrencies are

reshaping the legal landscape. While

the potential benefits are vast, many

firms struggle with where to begin.

Understanding your clients, your

departments and your firm’s readiness

is key to transforming challenges into

meaningful opportunities.

The biggest opportunities and challenges

facing legal service providers today lie in

understanding and implementing artificial

intelligence, blockchain and cryptocurrencies.

These areas offer enormous potential, yet

they also present significant challenges,

which often act as a barrier to adoption for

many firms.

As with any innovation, it is essential to

approach these developments with an open

mind, without feeling pressured to adopt

technology for its own sake. A more effective

strategy is to conduct a gap analysis across

your departments to identify how new

technologies might enhance your practice.

Importantly, this should be a decision made

by your firm, not one driven by external

service providers.

Consider how these technologies might serve

your clients. For example, a high street firm

handling conveyancing for older clients may

find limited use for artificial intelligence,

while a corporate firm in London with

an international client base might find it

invaluable.

We are undoubtedly entering a new era of

legal practice, but the greatest challenge

lies in understanding what will work for your

specific firm. Once those challenges are

identified and addressed, the opportunities

will naturally follow, turning initial obstacles

into tangible advantages.

Priscilla Sinder,

Managing Director, PC Consultancy

Pride, Progress, and Purpose:

How Clio Champions Inclusion

in Legal Tech

In a world where legal systems are

built on the principles of fairness and

justice, the industry itself must lead

by example. At Clio, we believe that

creating a more equitable, inclusive

legal sector starts with us.

Clio’s culture is rooted in the belief that

everyone, regardless of sexual orientation,

gender identity, or background, deserves to

belong. We don’t just hang a rainbow flag

in June and call it a day. We invest in the

year-round work of building a truly inclusive

workplace and product ecosystem; because

love is love, and law should protect and

reflect that.

Internally, we champion diversity, equity,

and inclusion at every level of the business.

From bias-free recruitment practices to

inclusive leadership training and employeeled

resource groups like Talk Diversity

Inclusion, we’re proud to foster a culture

where 2SLGBTQIA+ team members feel safe,

supported, and celebrated. Our benefits

reflect this too, offering gender-affirming

care, inclusive parental leave, and access to

mental health resources for all employees,

including those with chosen families.

We know visibility matters. That’s why our

leadership actively supports and sponsors

DEI initiatives, and why we create space for

employee voices to shape company policies.

We run regular engagement surveys to

hold ourselves accountable and inform our

future progress, because building inclusion

isn’t a tick-box exercise; it’s an evolving

commitment.

Our values extend beyond our own walls. Clio

supports thousands of law firms globally, and

we recognise the power legal professionals

have to shape society. That’s why we design

our technology to help them run more

inclusive, client-centred firms, whether that’s

through accessible digital communications,

flexible client intake tools, or billing systems

designed with client flexibility in mind,

supporting clear communication, transparent

pricing, and inclusive language.

The legal industry is undergoing a

transformation; driven by client expectations,

technological change, and the urgent need

for more equitable access to justice. Firms

that embrace innovation and inclusivity will

be the ones that thrive. Clio is proud to stand

at the intersection of these shifts, helping

legal professionals modernise their practice

and their mindset.

As we look to the future, our aspiration

is clear: to build not just the most

comprehensive legal operating system, but

the most inclusive one. A platform, and a

company, that reflects the diverse world it

serves. That’s what Pride in law means to us.

Sarah Murphy,

General Manager, Clio International

19

Services

BY YOUR SIDE SINCE 1821,

HELPING MAKE CLIENTS

PROPERTY DREAMS COME TRUE.

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bljsolicitors.co.uk | 03444 124 348

INSIGHT

We’ve Come a Long Way

– But There’s Still Work to Do

As Vice-Chair of The Law Society’s LGBTQ+ Solicitors Network Committee, legal consultant Kirsty

Limacher shares her personal journey through the profession, from feeling isolated as a trainee to

championing inclusion and visibility today. In this candid interview, she explores how attitudes in the

legal sector have shifted, the unique challenges still faced by LGBTQIA+ clients and professionals, and

why genuine allyship and cultural change remain crucial to building a truly inclusive future for the law.

Championing LGBTQIA+ Rights in

the Legal Profession

Q. As Vice-Chair of The Law Society’s

LGBTQ+ Solicitors Network Committee, how

have you seen attitudes toward LGBTQIA+

inclusion in law evolve over the years? What

progress has been made, and where do you

think the profession still needs to improve?

A. A lot of progress has been made in the nearly

two decades since I joined the profession as a

trainee solicitor. Back then I didn’t know any other

lawyers who were also part of the LGBTQIA+

community, and it felt lonely at times. That

has certainly changed, and I have the LGBTQ+

Solicitors Network to thank for that, it opened my

world to a fantastically diverse network of people

visibly supporting the community.

There has been a clear shift in the profession’s

awareness and commitment to LGBTQIA+

inclusion. Many law firms now recognise the

importance of creating a diverse and supportive

environment for their staff, from Pride networks

to inclusive recruitment processes, which is

encouraging.

Whilst visibility for LGB professionals has greatly

improved, we still have work to do when it comes

to trans and non-binary inclusion, especially

in terms of policy, education, and challenging

everyday biases. Since the “For Women Scotland”

Supreme Court judgement in April, I know a lot of

my colleagues in the profession feel we’ve taken

a step back. We need to remember to be kind to

each other and to use our voices to support one

another when we can.

Creating Safe and Inclusive Legal

Services

Q. Through your work whilst practising as

a solicitor you provided a safe space for

LGBTQIA+ clients seeking legal advice and

you’re now as a legal consultant at The

Association of Lifetime Lawyers. What

unique challenges do LGBTQIA+ individuals

face when accessing legal services, and how

can law firms better support their needs?

A. Members of the LGBTQIA+ community

have many of the same legal issues as anyone

else but sometimes have extra hurdles to

overcome. There’s a fear when accessing legal

services, shaped by past experiences, that their

situation and relationships won’t be understood

or respected and that they will experience

discrimination. More complex circumstances can

arise from things like estrangement from family

members and relationships that aren’t legally

recognised.

But sometimes small changes can make a

significant difference, listening carefully,

avoiding assumptions, and demonstrating

respect. Even something as simple as using

gender neutral wording in documentation can

have a big impact. When practising, I specialised

in private client work, mainly wills, probate and

estate administration, and Lasting Powers of

Attorney. I’ve provided training to other private

client lawyers on issues to consider when

advising LGBTQIA+ clients covering things such

as asking about pronouns and titles, alternative

relationship structures and ethical nonmonogamy,

the impact of IVF and surrogacy on

wills and legal relationships, gender recognition,

and family homophobia and estrangement.

It’s important for law firms to be aware of

these issues, not to make assumptions, and to

provide tailored advice to their LGBTQIA+ clients

accounting for their individual circumstances.

The Power of Visibility and

Advocacy

Q: Representation matters. How important

is it for LGBTQIA+ professionals in law to

be visible and open about their identities?

What impact does representation have on

both individuals and the wider profession?

A. Our Pride in the Law research in 2021

showed that a lack of LGBT+ role models in

the workplace is still a pressing issue for many

respondents. Having visible LGBTQIA+ role

models who are thriving in the profession,

particularly in senior roles, makes it much easier

for those joining the profession to feel more

comfortable about bringing their whole selves

to work. For those willing and able to be visible,

it can have a profound ripple effect. I’ve been

fortunate to be out during my career without

direct discrimination, though I’m aware others

haven’t had the same experience. This is what

motivated me to join the LGBTQ+ Solicitors

Network Committee, so I could use my voice to

advocate for those who don’t feel able to do so

for themselves.

That said, being open about your identity

is a deeply personal choice, no-one should

feel forced to be out if they don’t want to

be, visibility shouldn’t be a requirement for

inclusion. The responsibility also lies with allies

and institutions to create environments where

people feel safe and empowered to be themselves

without fear of judgement or disadvantage.

Driving Systemic Change and

Combating Discrimination

Q. Discrimination against LGBTQIA+

individuals still persists in workplaces. In

your view, what are the most effective

ways for the legal profession to tackle

discrimination and build truly inclusive

environments?

A. Visible support needs to be provided at all

levels of an organisation, starting with those in

leadership positions, inclusion must start at the

top. Firms need to move beyond policy and look

at culture: who gets heard in meetings, who gets

promoted, whose concerns get taken seriously.

Education is important and should be embedded

in the workplace culture; firms shouldn’t expect

their LGBTQIA+ staff members to do all the heavy

lifting in educating colleagues.

Allies are an essential part of this. If you see

discrimination happening don’t stay quiet,

speak out, talk to HR, and offer support to your

colleagues. This type of active allyship is so

important to those experiencing both direct and

indirect discrimination in the workplace and helps

to build a more inclusive working environment. Be

kind to another and show respect, use the name

someone has introduced themselves with and the

pronouns shared with you and consider sharing

yours with others, so they know they’re safe to do

the same.

Kirsty Limacher,

Legal Consultant,

The Association of Lifetime Lawyers

21

Why the Legal Profession Must

Step Up for LGBTQ+ Rights

For a long time, I believed in the steady march of progress. I assumed, naively, that

the trajectory of LGBTQ+ rights only moved forward: that each hard-won gain would

pave the way for the next, that visibility would lead to safety, and that legal protection

would lead to cultural acceptance. This year, I have felt disheartened. Across the US,

the UK and all over the world, we are witnessing a backlash.

IN-DEPTH

Anti-LGBTQ+ rhetoric is being platformed and normalised.

Hard-fought rights are under review or being actively

eroded. Queer people are being vilified in political discourse,

misrepresented in media, and scapegoated in cultural

debates we did not start. What was once a conversation

about how to accelerate progress has, in some cases,

become a fight just to hold the line. And the toll on queer

individuals, especially trans and non-binary people, is

immense. This is not just a cultural shift; it is a legal and

structural one. In many places, laws are being proposed or

passed that strip back protections and dignity. That is not the

future I envisioned when I started my career, and it is not one

I am prepared to sit back and accept.

When I joined Pride in London as their Director of Legal, it

felt like a culmination of both my personal and professional

journey. As someone who came out early in my career,

my parents expressed serious concern that my sexuality

might derail my progression. When I began my career in

my hometown in Scotland, there were no immediately

visible LGBTQ+ role models in law. It was that absence that

motivated me. Over my career to date, spanning several

global private practice firms and now in-house at a major

UK construction contractor, I have built and co-chaired

LGBTQ+ employee resource groups, spoken on panels, and

volunteered for initiatives supporting queer colleagues.

Stepping into the role at Pride in London gave me the

chance to draw on that experience. It is a space where law,

identity and advocacy converge, and it has enabled me to

channel that intersection to push for broader change across

the profession.

Compared to many sectors, the legal profession has clear

strengths when it comes to LGBTQ+ inclusion. Many firms

have well-established D&I programmes, budget for inclusion

initiatives, and increasingly active LGBTQ+ networks. There

is often an established understanding that discrimination,

whether overt or subtle, damages not only people but also

business. That said, we must not conflate visibility with

genuine progress. In other sectors – tech, media, even parts

of finance – we are seeing LGBTQ+ professionals rise to

senior leadership more visibly and more frequently. In law,

by contrast, there is still a noticeable absence of LGBTQ+

role models at the top. The profession remains, in many

ways, cautiously traditional. Networks may exist, but they

are often operating in silos. They are valued, yes, but are

not always integrated into a firm’s strategic vision. In some

places, inclusion is treated as a branding exercise more than

a behavioural one. I wonder whether law can sometimes lag

behind because we over-intellectualise change rather than

embracing it emotively and embedding it into daily culture.

As a result, for LGBTQ+ individuals in law, the challenges

can often be insidious rather than overt. Microaggressions,

questions about fit and culture, or the quiet exclusion from

informal settings can still shape people’s daily experience.

There is the unspoken pressure to code-switch, to tone

down queerness for the sake of perceived professionalism.

There is also the reality that few queer professionals see

themselves reflected in the partnership track or in executivelevel

leadership. Too many inclusive policies remain static

documents; they are not connected to accountability

or to leadership performance reviews. If inclusion is not

incentivised, it stays superficial. Legal teams and institutions

need to be more deliberate in their action. That means

tracking the data on LGBTQ+ progression and retention,

training beyond basic awareness, and building systems

where people are rewarded for inclusive leadership. We

need mentoring and sponsorship programmes that do not

just support LGBTQ+ juniors but actively position them for

success, and we need to create spaces where conversations

about identity are not uncomfortable or performative, but

rather are normalised and welcomed.

The law plays a unique role in shaping societal attitudes.

Whether it is marriage equality, protections for trans

individuals, or conversion therapy bans, legal reform has

repeatedly been a lever for cultural change. That only

happens when lawyers step into that space proactively,

when we do not just react to legal shifts but actively help

create them. As legal professionals, we can partner with

advocacy groups, take on pro bono work that pushes policy

boundaries, and use our voice to influence reform. Our

influence also shows up in more everyday moments: how we

speak in meetings, how we engage with clients and counsel,

how we shape firm policy. Colleagues watch. Trainees watch.

Clients watch. Inclusion, when modelled consistently, sets a

tone that echoes far beyond any single case or contract.

We can, and must, do more. That starts with clear metrics:

targets for LGBTQ+ representation, training completion,

and progression. It includes giving real time and resources

to public-interest legal work around queer rights. It means

championing LGBTQ+ visibility across the profession, not just

with a rainbow logo in June, but with senior queer mentors

at the table all year round. It means training ourselves and

our teams to be better equipped to handle LGBTQ+ matters,

which are often complex and deeply personal. It absolutely

means using our influence to publicly and vocally support

legal protections for LGBTQ+ communities.

Taking on the role at Pride in London was about paying

forward the safety, visibility and possibility that Pride

represented to me when I felt isolated. The legal profession

has come a long way, but it will only be truly inclusive when

people do not feel they have to choose between being

successful and being themselves. Until senior queer lawyers

are commonplace, until inclusion is hardwired into strategy

rather than stuck in the margins, our work is not finished.

Although things are hard, and frankly at times can be deeply

dark, one of the most important lessons I have learned,

especially from the trans community, is to try to lead with

light. We cannot focus only on the bad. The statistics on

hate crime, suicide, and abuse are out there and they are

harrowing, and we must never look away from them. But

they are not the whole story. At the heart of this community,

there has always been strength, joy and love. These are not

soft things. They are radical, resilient, and necessary. They

are what keep us moving forward when the world feels

intent on pulling us back. And we must lean into them. We

must lead with light, even when – especially when – it feels

like the darkness is closing in.

Nik Tait,

Senior Legal Counsel (Legal

Leader: Disputes) at Laing

O’Rourke and Director of

Legal for Pride in London

23

AWARDS

On Wednesday 2 July 2025, Modern Law Magazine had the honour

of welcoming the finest minds in the Private Client sector to The Rum

Warehouse, Liverpool, for an unforgettable evening celebrating excellence,

innovation and impact across the industry.

In this special ‘Winners’ edition, we look back on the highlights of the

evening and share our congratulations with all shortlisted nominees, highly

commended individuals, and award-winning firms who made this year’s

Leap Estates Modern Law Private Client Awards so special.

24

24

AWARDS

A Celebration of Excellence in the Private

Client Sector

The Leap Estates Modern Law Private

Client Awards were created to champion

the outstanding achievements of law firms,

individuals, and industry leaders in this everevolving

space. Judged by an expert panel of

sector specialists, the awards spotlight those

making a real difference, whether through

innovation, exemplary client service, or

advancing the profession as a whole.

This annual celebration has become a key fixture

in the legal calendar and an opportunity to

reflect, recognise, and applaud those shaping

the future of private client law. Simply reaching

the shortlist in such a competitive year is a

remarkable feat. The calibre of entries was

outstanding, and the camaraderie among

attendees on the night spoke volumes about the

sense of community and mutual respect that

defines this profession.

This year’s awards recognised exceptional work

across 23 categories, each one highlighting

excellence in practice, creativity in approach,

and a steadfast commitment to delivering

meaningful client outcomes. Whether

recognised for technological innovation,

exemplary client care, or contributions to the

wider profession, every nominee demonstrated

what it means to go above and beyond in their

field.

We extend a huge congratulations to all our

shortlisted entrants, emerging from such a high

volume of nominations is no small achievement

and reflects your place at the pinnacle of the

profession.

A Night to Remember

Guests arrived in style, kicking off the evening

with a champagne reception kindly sponsored

by Estate Search. The buzz of anticipation filled

The Rum Warehouse as legal professionals

and industry peers gathered to celebrate the

sector’s finest.

As the evening formally began, I was delighted

to take to the stage alongside our esteemed

Chair Judge, Caroline Bielanska, to offer a

warm welcome and reflect on the incredible

achievements of the past year. Caroline’s words

paid tribute to the talent, dedication, and drive

of every nominee.

Following a delicious three-course dinner,

with wine generously sponsored by Pro Gen

Research, the spotlight turned to the main

event: the awards ceremony.

Comedian and host Alun Cochrane brought

humour and heart to the stage, expertly guiding

us through the evening’s celebrations. From

Circe Law Ltd being named Law Firm of the

Year (sponsored by Arken Legal) to Ian Bond

receiving the coveted Outstanding Achievement

Award (sponsored by Leap Estates), each award

was presented with admiration and pride.

With 23 awards presented throughout the

night, it was a powerful reminder of the passion,

innovation and skill within the private client

community.

With Thanks

Our deepest gratitude goes to our incredible

judging panel for their time, integrity and

expertise. In particular, we thank Chair Judge

Caroline Bielanska, Solicitor, TEP, Independent

Consultant, Mediator, Author and Trainer, and

Vice Chair Brett Dixon, Deputy Vice President of

The Law Society of England and Wales, for their

leadership and dedication.

A very special thank you must also go to

our headline sponsor, Leap Estates, whose

unwavering support continues to make this

prestigious event possible.

And Finally… The Afterparty!

With the awards concluded, the celebrations

continued well into the night at our vibrant

seaside-themed afterparty. Guests tested their

skills at mini golf, competed at the arcade-style

hammer game (with some fierce competition!),

and even stopped by for a psychic reading.

It was a joyous conclusion to a night filled with

well-deserved recognition and sector-wide

pride.

Congratulations to all of our 2025 winners,

highly commended recipients, and the

incredible shortlist. You are the trailblazers of

the private client world—and we can’t wait to

see what you do next.

Hayley

Hayley Dalton

Editor, Modern Law Magazine

25

AWARDS

It’s a great privilege to work with the

wonderful Modern Law team as headline

sponsor for the Private Client Awards.

It gives us all a chance to celebrate the

phenomenal work done by the industry

and we can rely on the team at Modern

Law to make it a hugely entertaining

event. Well done to all those that enter,

were shortlisted and of course to the

winners. We’re already looking forward

to next year.

Craig Matthews, LEAP Estates, Headline

Sponsor

It was a wonderful surprise and I was

deeply touched.

Professor Lesley King, Lifetime

Achievement Award Winner

Winning the Outstanding Achievement

of the Year award was a real honour,

and I felt genuinely privileged to accept

it in a room full of friends, peers, and

people I deeply respect. It was a brilliant

evening celebrating with so many

inspiring professionals. My warmest

congratulations to all the nominees,

highly commended, and winners on the

night, they are all truly magnificent. I’m

hugely grateful to the judges for choosing

me and to Modern Law Magazine for

organising such a memorable occasion.

Ian Bond, Outstanding Achievement

of the Year Winner

26

AWARDS

27

Private Client Team -

Wills & Probate (1-15 Solicitors)

WINNER: Circe Law Ltd

HIGHLY COMMENDED: Digilegal Ltd t/a Make

a Will Online

AWARDS

Private Client Team - Wills &

Probate (16+ Solicitors)

WINNER: Bell Lamb & Joynson Solicitors

JOINT HIGHLY COMMENDED: Howell-Jones LLP

and Mayo Wynne Baxter


Family Law

WINNER: Clarion

HIGHLY COMMENDED: Anthony Gold Solicitors LLP


Tax & Trusts

WINNER: Mayo Wynne Baxter

HIGHLY COMMENDED: Clarion

Lawyer of the Year -

Wills & Probate

WINNER: Natalie Payne - Morr & Co LLP

HIGHLY COMMENDED: Sian Lias - Phillips Law

Lawyer of the Year - Family Law

WINNER: Jon Whettingsteel – Dutton Gregory

Solicitors

HIGHLY COMMENDED: Victoria Rylatt - Anthony

Gold Solicitors LLP

Lawyer of the Year - Tax

& Trusts

WINNER: Helen Claydon - HAIG Legal Group Ltd

HIGHLY COMMENDED: Chris Burrows - Glaisyers

ETL

Managing Partner of the Year

WINNER: Helen Forster - HTF Legal Ltd

JOINT HIGHLY COMMENDED: Philip Warford –

Renaissance Legal and Sara Sheppard TEP - SLS

Wills and More Ltd

Law Firm of the Year


HIGHLY COMMENDED: Touch Solicitors Limited

Best Use of Technology

WINNER: Verafi Solutions Ltd

HIGHLY COMMENDED: Courtney Legal

Best Paralegal

WINNER: Katie Martin - Thackray Williams Solicitors

HIGHLY COMMENDED: Claire Larkin Miller - Langton

Genealogy

28

AWARDS

Supporting the Industry

(1-25 Employees)

WINNER: Wilkinson & Fox

HIGHLY COMMENDED: MRC Group (Formerly

Medical Record Collation)

Kindly sponsored by

Supporting the Industry

(26+ Employees)

WINNER: inCase

HIGHLY COMMENDED: Anglia Research

Services Ltd

Outstanding Client Care

(1-25 Employees)


JOINT HIGHLY COMMENDED: Pro-Gen

Research Limited and Roche Legal

Outstanding Client Care

(26+ Employees)

WINNER: Bell Lamb & Joynson Solicitors

HIGHLY COMMENDED: Jones Myers Family

Law

Best Workplace Wellbeing

WINNER: Myerson Solicitors

HIGHLY COMMENDED: JP Estate Planning Ltd

Best Innovation

WINNER: Courtney Legal

JOINT HIGHLY COMMENDED: MRC Group

(Formerly Medical Record Collation)

and Capacity Vault

Rising Star of the Year

WINNER: Ellie Hirst - Chadwick Lawrence LLP

JOINT HIGHLY COMMENDED: Paige

Gouldthorpe - Fosters Solicitors and Zara

Taylor - Thomas Flavell & Sons

Business Growth

WINNER: Finders International

JOINT HIGHLY COMMENDED: Estatesearch

and Lucas & Wyllys

National Private Client Team

WINNER: Clarion

National Private Client Lawyer

WINNER: Natalie Payne - Morr & Co LLP

Outstanding Achievement

of the Year

WINNER: Ian Bond

Lifetime Achievement

WINNER: Professor Lesley King

29

AWARDS

Behind the Sponsorship:

An Interview with Leap Estates

LEAP Estates proudly partnered with Modern Law to help bring the highly anticipated 2025

Modern Law Private Client Awards to life. As headline sponsor, LEAP Estates played a key role

in spotlighting the exceptional talent, dedication, and innovation within the private client legal

sector.

Following a successful and inspiring evening, Modern Law Editor sat down with Craig Matthews,

Head of Verticals UK at LEAP Estates, to reflect on the awards. In this exclusive interview, Craig

shares why LEAP Estates was so keen to support the event, how their advanced AI-driven tools

are shaping the future of private client law, and why it’s so important to recognise the people

behind this vital area of legal practice.

Q. What led LEAP Estates to become the

headline sponsor for the Modern Law Private

Client Awards?

A. As a business entirely focused on Private

Client work, the opportunity to partner with

Modern Law and celebrate the phenomenal

contributions made in this sector was one we

were never going to pass up.

Q. What positive impact do evenings like the

Modern Law Private Client Awards have on the

legal industry from LEAP’s perspective?

A. Events like this allow us all to recognise

and appreciate the hard work, dedication and

genuine care that so many in the industry put

into their practices day in and day out.

Q. What initially drew LEAP Estates to the

legal industry, and how does the company set

itself apart from competitors?

A. As a division of LEAP Legal Software, we

were established to place sustained focus on

Private Client technology. We remain the only

full-service application that provides solutions

across the entire spectrum of Private Client

matters, including Wills, LPAs, Tax, Trusts, Court

of Protection, Deputyships, Probate, Letters

of Administration and Estate Disputes. With

significant ongoing investment in AI, LEAP

Estates offers practitioners the most advanced

tools currently available.

Q. What significant enhancements has LEAP

Estates made to its products to support Private

Client work?

A. With a single secure matter, full Microsoft 365

integration, advanced Will and LPA drafting,

automated onboarding and comprehensive

estate administration tools, LEAP Estates

enables practitioners to manage their work

efficiently and effectively. Private Client firms

typically face high workloads, along with the

challenge of ensuring every aspect of the

business runs smoothly. Our software brings

together compliance, critical and key dates,

document production, precedent and form

management, and client communication into

one unified solution.

Where LEAP Estates truly excels is in our suite

of AI tools. These include LawY, our AI-powered

legal assistant with answers verified by a panel

of lawyers; Template Generator, which creates

letters from minimal input; Matter AI for indepth

file management; and WillScan, which

extracts data directly from correspondence and

statements. These tools significantly reduce

administrative burdens, allowing practitioners

to focus more on delivering excellent client

service.

Q. How does LEAP Estates help Private Client

lawyers meet rising client expectations around

efficiency and service?

A. The integration of AI has enabled our clients

to stay ahead of the curve and surpass growing

client expectations. Our continued commitment

to this specific area of law allows us to drive

innovation and development, with much more

still to come.

Q. What was your favourite moment or

category of the night?

A. The opportunity to honour

Lesley King for her years of

service was the standout

moment of the evening for

me.

Craig Matthews,

Head of Verticals UK,

Leap Estates

31

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

Conveyancing Under Pressure: Innovation, Compliance

and the Path to a Smoother Property Transaction

In this issue, our Conveyancing Panel — Angela Hesketh, Head of Market Development at PEXA; Rob Gurney,

Managing Director at Ochresoft; and Natalie Summers, Director & Head of Conveyancing at CJCH Solicitors —

explore how service providers are supporting law firms through ongoing market challenges. From innovations

in AI and automation to improving compliance and client communication, they share insights on the evolving

role of technology, the need for systemic change, and how firms can better leverage digital solutions to navigate

delays, staffing pressures, and regulatory demands.

This issue’s opinions are from:

Angela Hesketh

Head of Market Development

at PEXA

Rob Gurney

Managing Director at

Ochresoft

Natalie Summers

Director & Head of

Conveyancing, CJCH Solicitors

Q. How are conveyancing service providers helping law

firms navigate the current pressures in the property

market, such as transaction delays and staff shortages?

Rob Gurney: The short answer to this is – they are not.

And whilst that might sound controversial, it is not meant

as a criticism in any way. Tech is playing a vital and hugely

beneficial role on the conveyancing profession, but the

simple fact remains that transaction times continue to get

longer despite the best efforts of conveyancers and their

service providers. Why is that? Well, entire books could

be written on this topic, but in essence we are witnessing

the culmination of the perfect storm – a declining and

less experienced post-pandemic workforce, an unrelenting

level of scope-creep continually piling the pressure and

additional responsibilities onto the conveyancer, and the

ever-widening gap between modern consumer expectations

(“click-and-buy”) and the reality of the current conveyancing

process. If tech wasn’t assisting with some of these issues

(client identity, SOF/SOW checks etc) the profession would

be in even greater difficulty right now. What is needed is

a fundamental change to the current property transaction

process (and its widespread adoption). Conveyancing

technology alone cannot fix the broken process, which is

why we are working with industry colleagues to develop

implementable solutions that will foster long-term change.

33

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FORUM

Q. What innovations or technologies are you introducing

to improve speed, accuracy, and transparency in the

conveyancing process?

Rob: As part of Landmark Information Group, Ochresoft

is very well known for its industry-leading workflow

and case management software (Intelliworks), which

greatly assists lawyers in progressing matters efficiently

but also consistently and compliantly. Utilising bespoke

and detailed workflow in conveyancing matters is vital

to keeping transactions moving forward whilst ensuring

factors such as accuracy and comprehensiveness are

maintained. Take this away, and the process becomes

lengthier and riskier – not the best combination for busy

practitioners.

Considering my comments in the previous response

however, it is clear that more can be done to address

the issues of speed, accuracy and transparency in the

conveyancing process. This is why Landmark will shortly

be launching a brand new assistance tool to the market,

which will dramatically assist in reducing down the time

it takes to get property transactions from instruction to

exchange and completion. It’s called Contract Pack Vault.

It has been designed purely to eradicate all unnecessary

additional enquiries from the conveyancing process,

thus avoiding the associated delays, chasing and stress

that otherwise often ensues. Our research has shown

that the average time it takes for the additional enquiries

process to be completed is 52 days – exactly double

what it took in 2007 incidentally. Contract Pack Vault

determines exactly what documents, and information will

be needed by the buyer’s lawyer and uses AI to analyse

each document to ensure accuracy and completeness.

So, for example, if a lease has a page missing, this will be

flagged before sending the contract pack, thus avoiding

the certain additional enquiry that would be raised if

left unchecked. At the time of writing, we are our early

adopter customer trial phase, pending a full release later

this year. Feedback so far has been overwhelmingly

positive.

And we are not stopping there – we also know that there

are big processing efficiencies to be liberated from the

purchaser side of conveyancing too and we are very

excited to be developing cutting-edge innovations in this

area too, which will follow on shortly from Contract Pack

Vault.

Angela Hesketh: At PEXA, we’re focused on improving

the property completion process. Our digital remortgage

platform, already live in the UK, has shown what’s

possible with real-time collaboration between lenders

and conveyancers, funds disbursement, and automated

lodgement at HM Land Registry. This cuts out rework

and delays that so often plague transactions today. As

we prepare for market launch of in September, we’re

introducing to the market:

Early validation of title to ensure successful lodgement on

completion

A single, integrated digital workspace for lenders and

conveyancers that combines completion and lodgement.

Automated, secure funds disbursement that reduces risk

and manual intervention.

Enhanced API connectivity so firms can access PEXA’s

functionality within their existing case management

systems.

Alignment with the Property Data Trust Framework

(PDTF) to support secure data exchange.

Our focus is on providing certainty, security, and

confidence for conveyancers and lenders, so they can

better support their consumer clients.

Q. With increasing regulatory scrutiny, how are your

services supporting firms in maintaining compliance

without compromising efficiency?

Angela: There’s no doubt that regulatory requirements

are intensifying particularly around the protection of client

money, cybersecurity, and transparency. We’ve designed

our platform to help firms meet these obligations as part

of their day-to-day work, not as an extra burden.

For example:

Our digital audit trail records every action on a

transaction, supporting accountability and transparency.

The platform facilitates secure, automated payments

reducing exposure to client account risks and cybercrime.

We look to engage with regulators and professional

bodies to ensure our solutions support compliance with

sector expectations, including CLC, SRA, CRL and Law

Society.

Importantly, we are looking to achieve this without

slowing firms down in fact, we see compliance and

efficiency as going hand in hand through digitisation.

35

35

Save The Date

THE BELFRY

SPONSORED BY

CJCH Solicitors

CJCH Solicitors is an accredited modern legal practice which

delivers customised solutions and dedicated, efficient and

outstanding legal services.

With our six offices in the United Kingdom and representation across the

globe, the firm offers a range of services in both corporate and private

matters. CJCH Solicitors prides itself on being a firm with local values

and an international reach.

0333 231 6405 admin@cjch.co.uk

www.cjchsolicitors.co.uk

FORUM

Q. How do you see the role of conveyancing service

providers evolving in the next 12 months, especially in

the context of digital transformation and AI adoption?

Angela: I think we’re reaching a tipping point. Over the

next 12 months, conveyancing service providers will

increasingly move away from purely transactional roles

and instead act as data stewards and client experience

leaders.

Digital platforms like PEXA combined with emerging

AI tools will handle more of the routine process work:

disbursements, document lodgement, progress

tracking. That will free up conveyancers to focus on their

professional judgement, risk management, and client

communication.

We also expect to see firms engaging more with

structured data initiatives like the Property Data Trust

Framework following the passing of the Data (Use and

Access) Act 2025, helping to build a foundation for

secure data exchange and future innovation. The shift

will be about combining technology, data, and human

expertise to create a more resilient, transparent, and

customer-focused property market.

Q. What do law firms need to do to better leverage the

full potential of the services and support offered?

Natalie Summers: Market-leading software has

undoubtedly improved and streamlined conveyancing

processes. When new systems and processes are

properly implemented and embraced, they can deliver

significant growth and profitability for a department.

The customer experience must always be at the forefront

of our minds when acting in a transaction. We focus on

explaining the process in layman’s terms and strive to

keep the client fully informed throughout. This begins

with sending a ‘Guide to Buying and Selling Your Home’

alongside our initial paperwork and continues with regular

updates by email and text throughout the transaction.

Clients also have access to a dedicated portal where they

can track progress 24/7. Digital client onboarding has

significantly reduced transaction timeframes, as clients

can complete this step via our personalised app.

We are working closely with Open Moove, who, like

many others, believe the system can be improved. They

have developed an app that connects the entire moving

team — agent, conveyancer, broker, and client — in one

place. The result is more transparency, accountability,

and support from start to finish. Collaboration to achieve

the best outcome for the client must be a priority, rather

than finger-pointing. With everyone connected in one

space, updates are shared instantly. For example, if there

is a legal title defect, all parties know what it is and what

steps are needed to resolve it. While many wish to see

transactions progress quickly, it is the conveyancer’s

responsibility to ensure everything is compliant for both

client and lender. If an issue arises, we must resolve it

properly — not to delay the matter, but to protect the

client. Most people are understanding, provided they are

kept informed. The greatest weakness in any transaction

is poor communication, and Open Moove aims to

eliminate this.

Some delays could be avoided if there were not staff

shortages at the Land Registry or within local authorities.

In some areas, a local search can be returned in three

days; in others, it may take three weeks or even longer.

Law firms can better demonstrate their expertise,

especially across multiple disciplines. Again, with the

client at the centre, it is important to remind them —

following a property transaction — to consider updating

or preparing a Will, and to explain the reasons why. Is a

cohabitation agreement or declaration of trust needed?

Should a private legal charge be created to protect money

contributed by family members?

Lawyers are held accountable for carrying out anti-money

laundering (AML) checks, which we do for good reason,

though these often require detective work. Clients are

sometimes reluctant to provide full information, so it

would be helpful if banks or brokers explained at the

outset why this is necessary. Banks have immediate

access to, and oversight of, the funds and their origins,

yet it often falls to the conveyancer to trace the source

of funds and report any concerns. If banks conducted

this due diligence — given that they hold the funds — it

would be a significant help.

In the UK, the average time from property listing

to completion is 205 days. That’s seven months of

uncertainty for the client.

37

37

FORUM

Raising the Bar:

What’s Next for Award-Winning

Conveyancing Teams?

After a year of standout achievements, these top conveyancers

aren’t resting on their laurels. From ambitious growth plans to

tech innovations and a renewed focus on training, we caught up

with some of the industry’s best to hear their goals for the year

ahead – and how they plan to keep exceeding expectations.

Laura Cartwright,

Head of Conveyancing

Department, Bell Lamb & Joynson

Solicitors

Janine Wellington,

Managing Director

of Convey Law

Richard Querel,

Partner,

Russell & Russell Solicitors

Elaine Seamark,

Partner (non-lawyer) at Swiitch,

the new conveyancing brand from

Shoosmiths

Angelo Piccirillo,

co-founder and partner,

AVRillo

38

FORUM

Q. What makes your conveyancing team sparkle? What sets your

team apart in terms of service, efficiency, or innovation?

Laura Cartwright

Our team’s unwavering commitment to client care is what truly sets us

apart. This is reflected in our outstanding client reviews – we’re

ranked in the top three locally on Review Solicitors for three of our

offices, and number one in Maghull and Ashton-in-Makerfield. We

were also proud winners of the ‘Conveyancing Excellence Award’ at

the British Conveyancing Awards 2025, an inaugural award given to

the firm deemed ‘the cream of the crop’. Innovation plays a key role

too: our easy-to-use app allows clients to track their case and ask

questions, while our video guides help break down each stage of the

process.

Janine Wellington

We work in small, close-knit cohorts that foster collaboration,

mentorship, and shared success. This structure allows us to deliver

consistent, high-quality service while empowering everyone to thrive.

Our Kaizen commitment to continuous improvement drives

everything that we do. We’re constantly refining our systems,

embracing new technologies, and streamlining processes. Innovation

is in our DNA.

Rooted in our core values (Belonging, Service, Giving, and Tribe),

we’ve built a culture that balances performance with purpose. We’re

not just conveyancers; we’re a passionate, values-driven community

redefining what great service means in today’s property industry –

delivering revolutionary conveyancing.

Richard Querel: The conveyancing team here in Chester sparkle

because of the support and encouragement they receive from senior

management. We pride ourselves on our personalised service. This

experience starts with our exceptional New Business team, who take

the time to listen to our clients’ needs at the outset. Then comes our

client portal, carefully curated to ensure ease and accuracy for our

clients. Once onboarded, our conveyancing team continue the quality

service and communication. Clients can even get hold of us 24/7 on

our dedicated helpline, which is answered by myself as Head of

Conveyancing.

Elaine Seamark

It’s not just one thing – it’s the blend of experience, teamwork, and

genuine passion for what we do.

Many team members have been with us for years, bringing

knowledge and calm confidence. We also nurture talent, creating a

supportive and loyal environment.

Our team spirit is key. We’re honest, always ready to share

knowledge and help each other. It’s a place where everyone learns

continuously, fostering a positive vibe that clients notice.

In short, excellent service is our priority, and our 5* Trustpilot rating

proves it!

Angelo Piccirillo

We believe structure is undervalued in our sector – but it’s the

foundation for calm, consistent work. Our lawyers don’t spend their

days firefighting. Instead, they follow a structured daily rhythm: fixed

client appointment slots, defined update protocols, and capped

caseloads.

That gives our people space to think, support their clients, and

collaborate with their teams. It’s part of what drives our high success

rate – well above national averages.

Q. This past year has brought significant pressure, particularly with

stamp duty deadlines and a busy property market, how has your team

risen to the challenge?

Laura

Organisation, teamwork, and pure determination have been at the

heart of our response. We began planning for the stamp duty

deadline well in advance, keeping both our team and our introducers

informed and supported. Dedicated holiday cover roles helped us

manage capacity, and even team members on maternity leave

contributed, which we think is a real testament to our culture. The

pressure brought us closer together, and once the rush had passed,

we celebrated with a team day out to show our appreciation.

Recognising hard work is just as important as delivering it.

Janine

The challenges of the past year demanded resilience, and our team

rose to meet them with focus and adaptability. Hybrid working gave

our team the flexibility they needed.

Clear communication, structured support, and frequent recognition

helped maintain morale. Monthly and quarterly bonus schemes

rewarded dedication, while weekly CPD Thursdays and one-to-one

check-ins kept our skills sharp and our teams connected. Despite

external pressures, our standards never slipped – client satisfaction

remained our North Star.

Richard

One advantage of the stamp duty deadline this time around was that

law firms had been here before and were thus better prepared. Our

team managed our clients’ expectations extremely well, including

those who required and achieved a completion date before the

deadline and, in particular, those matters which had an unrealistic

prospect of achieving that deadline.

Elaine

The past year really put us to the test, especially with the stamp duty

deadlines and a busy property market. But I have to say, I’ve never

been prouder of my team. In March, they broke all our previous

records for completions in a single month and did it all with

remarkable professionalism and resilience.

Despite the pressure, the office remained calm and organised. I kept

offering my support, expecting to be needed, but everyone was busy

yet in control.

Many of our team members have worked together for years, and that

experience really showed. They handled the high-pressure situations

with ease, and their quiet confidence filtered down to the more junior

members of the team. We learned from the pressure experienced

during the pandemic that being organised is essential for success.

Keeping clients updated is also crucial to avoid any last-minute

disappointment.

Angelo

We leaned into the values we’ve built over decades: protect our

people, plan ahead, and innovate with purpose.

39

FORUM

We’ve invested in AI and automation to reduce admin pressure. We

kept hiring – carefully – to support growing demand. And we made

sure our lawyers had time for training and development, not just

transactional output.

We’ve seen too many good firms disappear. We believe the

responsibility to adapt – and share how – sits with all of us.

Q. What’s the secret behind your team’s ability to work so well

together under pressure? Are there specific structures, values, or

habits that help you thrive?

Laura

The secret is our culture of shared responsibility and genuine care for

one another. Everyone in the team knows they can speak up if they’re

struggling; there’s no stigma, only support. Strong relationships, daily

communication through our team chat, and bi-weekly check-ins mean

no one feels alone when things get busy. People step in without being

asked and instinctively offer help. We hold ‘Connect Days’ up to three

times a year, where the team get together, and we have an annual

summer party for staff to unwind. But it’s the everyday habits like

transparency, teamwork, and trust that keep us thriving under

pressure. No one is expected to carry more than their share, and that

balance makes all the difference.

Janine

Our cohort model supports strong team bonds and clear

communication. Everyone is encouraged to learn, share, and grow.

Happy Days and quarterly Convey Days bring everyone together for

training, wellbeing, parties, and fun, helping us stay connected, even

with a hybrid work environment.

Holiday cover and a great team support structure are vital.

Richard

We work well under pressure because of the systems we have in

place, including clear lines of communication within the team and an

open-door policy so there is always help on hand. If a query is

particularly technical, then we have our tech team to offer guidance.

We implement a “buddy system” whereby each individual team is

partnered with another so that, in the event of holiday or absence

cover, we can ensure continuity for our clients.

Elaine

It’s all about our open and supportive culture. We’re big on honesty

– asking for help is encouraged, and stepping in to assist a colleague is

second nature.

Our “superhero” support conveyancers are always ready to jump in

when workloads spike. Plus, our hybrid work policy offers the perfect

mix of flexibility and collaboration. We also embrace continuous

learning, treating mistakes as opportunities to grow.

Together, these habits create a resilient and high-functioning team that

doesn’t just survive under pressure – we thrive.

Angelo

Our systems protect our people – but our culture makes it work. Every

lawyer has a buddy, a mentor, and regular one-to-ones. No one is left

alone to struggle.

Our mindset is simple: pressure is inevitable, but burnout is not. You

can be excellent without being exhausted.

Q. How would you describe the culture within your conveyancing

team, and how does it encourage both hard work and genuine support

for one another?

Laura

The culture within our team is second to none. Everyone genuinely

cares about each other, and that support creates a natural drive to

work hard – not just for yourself, but for your colleagues. On tough

days, it’s the team spirit that keeps people going. We don’t believe in

hierarchies; there are no private offices, so everyone, management

included, works side by side. This openness creates a real sense of

equality and approachability, which fosters collaboration and

motivation across the board.

Janine

Our culture is built on care, collaboration, and celebration. We treat

each other like a family tribe, respecting boundaries and encouraging

balance. Hard work is recognised through awards, bonus schemes,

and long-service celebrations. We enjoy working together, and that

energy translates into high performance and mutual support.

We are the UK’s leading charity fundraising legal practice, with our

team and clients raising over £1.2 million for charity. Giving is

ingrained in our culture.

Richard

In Chester, the ethos of our conveyancing department is getting the

job done in a timely manner. If that means the Head of Conveyancing

needs to send out an estimate of fees and onboard a client, then that’s

what I will do. Everyone chips in where necessary, as we all have the

same goals in mind. The important factor here is that each

conveyancing team does not have individual cost targets; this

encourages a wider team culture.

Elaine

Our conveyancing team culture is all about openness, inclusivity, and

genuine connection. We value being ourselves, which encourages

collaboration and mutual support. There’s no rigid hierarchy, so

people feel comfortable sharing ideas and helping each other.

We’re proud of our diverse team, recruiting from all backgrounds. It

feels like a family because everyone is genuinely connected and ready

to assist one another.

Structures like monthly meetings, buddy systems for new starters, and

regular check-ins help reinforce this supportive culture. It’s all about

valuing individuals, encouraging growth, and building strong bonds,

making our team not just effective but exceptional.

Angelo

We’re a family-run firm, but we’ve built a culture judged by an

independent body as having the highest staff engagement and

cultural rating in the UK – not just in conveyancing, but across sectors.

We promote leadership from within and train our lawyers not only in

legal skills, but also in communication, empathy, and wellbeing. We

reward consistency – not long hours – and support people to grow.

We also operate with transparency. We share our goals and financials

openly. People feel heard and part of something.

41

Officially an Outstanding

Place to Work

Top 100 Companies Survey 2025 - Voted by our Tribe

““Hard work is rewarded. Everyone always

works towards constant improvement”

“Great work and life balance”

“The sense of family and how the team

works together is fantastic.”

“

87% of our team completed the survey and

the results speak for themselves. We’re growing and

on a mission to achieve work life balance!

Our objective at Convey Law is to ensure that our

clients enjoy a fast, safe, and stress-free revolutionary

conveyancing experience and we support each other

and our friends on our journey.

Why Join Us?

Top-tier salary and bonus

packages

40 days annual leave

with holiday cover

provided

Fully flexible hybrid working

Professional training and

qualification pathways

Work–life balance is

our mission

We’re looking for talented Conveyancers and

Paralegals to join us on our journey.

Check out our website for our

full benefits and vacancies!

Revolutionary Conveyancing | Service | Tribe | Belonging | Kaizen | Fun | Giving

hr@conveylaw.com www.conveylaw.com 01633 261767

FORUM

Q. In your experience, how has technology enhanced your

conveyancing service? Are there any digital tools or platforms that

have made a particular difference to your team’s effectiveness and

client satisfaction?

Laura

Technology has become a game-changer for us. Our mobile app and

case tracker have dramatically improved transparency and efficiency,

allowing clients to check updates at their convenience. Video guides

have been another powerful tool – they demystify the process and

reduce the need for repetitive explanations. Internally, our systems

streamline workflow, helping the team stay organised even at peak

times. These innovations not only improve client satisfaction but also

empower our team to work smarter, not harder.

Janine

Our investment in bespoke technology has transformed how we

work. Automated client onboarding, digital ID checks, and integrated

workflows have increased efficiency. Our award-winning client app

offers real-time updates, secure messaging, and document access.

Behind the scenes, our tech simplifies tasks, enabling our lawyers to

focus on clients, not admin. It’s a win for efficiency and satisfaction.

Richard

Our client portal is an invaluable tool. It enables our clients to be kept

fully informed throughout their transaction, and all documents and

information can be shared securely. This has increased the number of

completions per fee earner, allowing us to grow as a department and

ensure we have happy clients.

Elaine

Technology has transformed our efficiency and client service. Our

case management system keeps everything streamlined, allowing us

to track progress and share updates easily. Clients appreciate being

able to access their case info and documents online – it reduces phone

calls and improves transparency.

Digital ID verification and e-signatures have sped up onboarding,

while our internal collaboration tools keep the team connected, even

when working remotely.

Overall, technology helps us work smarter, maintain high service

standards, and free up time for personal client support – the human

touch remains key.

Angelo

Tech is only useful if it works for people. That’s why we build our tools

in-house. We’ve developed automated systems that flag potential

issues early, guide lawyers step by step, and keep clients informed in

real-time.

We’ve also implemented AI for admin tasks like document generation

and checking, freeing up lawyers for higher-value work. It’s not about

replacing people – it’s about empowering them.

Q. Looking ahead, what trends or developments do you anticipate

shaping the future of conveyancing, and how is your team preparing

to stay ahead of the curve?

Laura

The future of conveyancing will be shaped by continued digital

innovation and increased client expectations for speed and

transparency. We’re investing in both technology and training to stay

ahead. Our team is already trialling new tools like automated

document generation and e-signatures to streamline processes

further. We’re also focusing on sustainability – reducing paper use and

embracing remote communication – which aligns with modern client

values and environmental goals. The key is adaptability; we encourage

a culture of learning and evolution so that we’re always ready for

what’s next.

Janine

We expect further digitisation of the conveyancing process, including

more widespread adoption of blockchain and digital property data.

To prepare, we’re investing in training, agile systems, and partnerships

that support innovation. Our commitment to continuous improvement

keeps us ready for change.

We’re also exploring how AI can assist with routine tasks, freeing our

team to focus on personalised service and complex legal work. The

future is tech-enabled but human-led.

Richard

Remote working and the need for greater online interaction with

clients are here to stay. We are looking at ways to improve the

customer experience, especially in the world of communication.

Clients want to be able to contact us in different ways – by telephone,

email, or via the portal – and we want to ensure that we have the right

tools to meet their expectations.

Elaine

The conveyancing landscape is evolving fast, with technology and

client expectations driving change.

Clients increasingly want faster, more transparent services. To stay

ahead, we’re investing in digital solutions and automation to

streamline processes.

We’re also preparing for changes in property law and regulation,

keeping our team trained and adaptable.

Flexibility and client focus remain our priorities. We’re building a

future-proof team – tech-savvy, agile, and committed to delivering

top-tier service in an ever-changing market.

Angelo

AI, automation, and open data will redefine conveyancing – but only if

we balance tech with empathy.

We’re investing in predictive analytics to anticipate issues before they

arise. We’re lobbying for industry-wide reform to simplify processes.

Above all, we’re preparing our people – through training and support

– to lead with confidence in a digital world. The firms that thrive won’t

just use new tools – they’ll build new ways of working.

43

Swiitch to Excellence.

Swiitch to Opportunity.

Swiitch to Us.

At Swiitch, we don’t just move property – we move careers forward.

As the premium residential conveyancing brand within Shoosmiths,

we’re proud to offer a workplace where quality, care, and client

service are more than just words – they’re our way of life.

Here are just a few of the reasons our people love working here:

• award-winning reputation – join a multi-award-winning team with a 5-star Trustpilot rating.

• relationships, not just transactions - we’re a people-first team committed to delivering the best

possible experience for every client.

• dedicated support – work alongside experienced paralegals and a collaborative team.

• CQS accredited – we’re proud to meet the highest standards in conveyancing.

• on all major lender panels – trusted by the biggest names in the industry.

• a culture that cares – from wellbeing to career development, we invest in our people.

Based in Northampton, we serve clients nationwide. If you’re a qualified conveyancer looking for a

place where you can thrive, grow, and be proud of the work you do – Swiitch is ready for you.

Call us on 03700 864 027

Visit swiitch.law

+44 (0)3700 862 200 | www.swiitch.law

Swiitch is a trading name of Shoosmiths LLP

FORUM

Wills & Probate Focus: Empowering

Private Client Practitioners in a

Changing Legal Landscape

With increasing complexity in wills and probate

work, Marie Harrison-Stradling, Workflow Team

Manager at Ochresoft, explains how Intelliworks

supports law firms in managing risk, ensuring

compliance, and future-proofing their private client

services.

Q. What are the main challenges your services help firms

overcome in managing wills and probate cases efficiently?

A. Private client practitioners have a wide range of risks and

challenges to navigate when conducting Probate, Wills and LPA

matters, which I would suggest are potentially more varied in their

nature and numerous, than many other areas of legal practice. It is

likely that Practitioners will be dealing with a combination of these

instructions, at any one point in time, requiring them to continually

monitor and balance priorities and deadlines. Intelliworks private

client products allow Practitioners to be supported from the moment

they receive new client instructions, to closing and archiving the file.

Intelliworks accompanies and guides the practitioner throughout the

instruction. Reducing administrative tasks by intelligently capturing

and utilising data required for Form population and Estate Accounts.

Providing fully drafted letters and documents, dynamically selected

based on the task at hand, from a fully integrated, maintained,

extensive legal library. Highlighting and managing risks, based

on specific matter type and consequently providing actions and

documents to address and mitigate each risk.

Intelliworks products offer a range of tools and functionality, which

are designed and maintained by legal professionals with practical

experience and knowledge of the sector. This enables Intelliworks

to work in synchronicity with Practitioners, to aid them in working

as efficiently as possible, whilst understanding their needs and

environment.

Q. What role do you see your services playing in improving

client communication and transparency throughout the

probate process?

A. We continually strive to consider the clients perspective and needs

by monitoring developments across the legal sector and beyond. This

may take the form of new regulatory requirements, best practice or

social economic developments - all of which could impact upon the

way in which Practitioners need to communicate and interact with

their clients and in turn, the support and tools which we need to make

available to Practitioners within our products to achieve this.

Our focus on future developments, whilst actively seeking discussion

and opinion from the profession, allows us to pro-actively and

dynamically integrate and add new resources and features to our

products as they are needed. Our role is therefore as an enabler to the

probate profession, to facilitate the enrichment and diversification

of client communications by providing practitioners with accessible,

maintained and comprehensive workflows which adapt and grow with

the profession.

Q. How do you support firms in ensuring compliance with the

latest legal and regulatory requirements in wills and probate?

A. We continually monitor for the development and release of new

legal and regulatory requirements within the profession. We also

actively seek opinion and discussion from within the sector, to help us

form a picture of how the changes may be received by practitioners

and their clients, so that we can best understand how to support

them. We then consider in detail what resources, tools and updates

our customers will require and are able to add and integrate these into

our products. Following this our product structure allows us to deliver

updates direct to our customers seamlessly and without disruption.

Our journey does not stop there though, we are aware, that the

parameters of new legislation and regulation is often tested and

clarified through its application and ultimately, litigation, therefore we

also consider relevant case law and trends.

Q. Looking ahead, what trends or developments do you

anticipate will most impact the wills and probate sector over

the next year?

A. Most recently, my attention has been drawn to The Law

Commission’s recommendations, outlined within their report

‘Modernising Wills Law’ and the accompanying draft Bill, the purpose

of which is to address ensuring that the law governing Wills is fit for

purpose in the modern age. This is a significant task considering that

the legislation primarily governing this activity dates back to 1837.

A number of recommendations have been made following the

consultations and range widely from abolishing the rule that a

marriage or civil partnership will revoke a Will, to reducing the

minimum age of eligibility to make a will from 18 to 16.

The Law Commission have also encountered that over the years

in which their consultations have taken place, opinions have

changed regarding several of the proposed reforms. The public have

experienced a global pandemic, fluctuating economic climate and

social and technological advances, which for some, have increased

their vulnerability in new ways. This has un-surprisingly resulted in a

paradigm shift for some, which has been noted.

If a new Wills Act is implemented, encompassing all, or a proportion

of The Law Commission’s recommendations, this is certain to

considerably impact upon both private client professionals and the lay

consumer, as the new rules are navigated, tested and

(likely) litigated.

We will be closely monitoring developments

in this area and will be updating and

enhancing our private client workflow

suite, to support our customers through

any future changes.

Marie Harrison-Stradling,

Workflow Team Manager, Ochresoft

45

MODERN ESTATE

SOLUTIONS FOR

PRIVATE LAW

FIRMS

HOW OUR PARTNERS BENEFIT:

ADD CLIENT

VALUE

GENERATE

NEW REVENUE

ENHANCE

YOUR BRAND

AS SEEN IN:

LEARN MORE:

BUILDING 5, FLOOR 9 | EXCHANGE

QUAY | MANCHESTER, M5 3EF

SUPPORT@ESTATE-REGISTRY.CO.UK

FORUM

Simplifying Bereavement Support:

Compassionate Innovation in the

Private Client Sector

The Estate Registry is redefining support in the private client and bereavement

space through a unique blend of empathy, innovation and collaboration. SVP of

Global Partnerships, Phil Hickson, shares how the team supports professionals

and families alike during some of life’s most difficult moments.

Q. What makes your business stand out in the

private client sector?

A. Given our work in the bereavement sector, we

understand the importance of delivering exceptional

customer service underpinned by high levels of

empathy and compassion. Our team is fully trained to

reduce stress for Notifiers, Personal Representatives,

Beneficiaries and Estates.

As one client recently commented: “Clear, compassionate

dialogue… treated with maximum respect.” We are unique

in offering a suite of solutions – from streamlining death

notification with NotifyNOW to providing estate funding

options through InheritNOW, with further developments

on the horizon.

Q. How have you supported private client

professionals during recent high-pressure periods?

A. InheritNOW supports both lay and professional

Personal Representatives by unlocking the estate,

enabling payment of Inheritance Tax to HMRC.

This allows the Grant of Probate to be issued, assets

to be sold, and inheritances distributed. Without

this intervention, many estates would remain in

limbo, leaving Beneficiaries waiting indefinitely and

professionals unable to progress matters efficiently.

We also offer Beneficiaries early access to their

inheritance to cover key life expenses, such as

home purchases, school fees or essential purchases.

NotifyNOW helps further by offering a secure, one-stop

platform for notifying multiple service providers of a

death – speeding up estate administration and relieving

the pressure on legal professionals often inundated with

update requests.

Q. Culture is key in service delivery — what values or

practices define your internal team culture?

A. We prioritise support, empathy and compassion both

externally and internally. We partner with Samaritans

to deliver an in-depth induction and ongoing training

programme, ensuring these values are embedded in our

service delivery. Our client-focused team is committed to

achieving exceptional outcomes.

Q. In what ways do you collaborate with law firms

to deliver better outcomes for clients?

A. We work in close consultation with law firms to

understand their unique challenges and deliver clear,

effective solutions. We regularly meet with in-house

teams to introduce our services and share case studies,

which help bring our products to life. Many of our

services have developed in direct response to the needs

and feedback of our legal partners.

Q. What lessons have you learned from the past

year, and how are they shaping your direction going

forward?

A. The pace of change in this sector demands constant

evolution. Recent changes to Inheritance Tax and the

growing complexity of estate administration highlight

the importance of staying fully engaged. By simplifying

processes and offering financial support where needed,

we continue to reduce the burden for all involved during

what is often a deeply difficult and emotional time.

Phil Hickson,

SVP, Global Partnerships,

The Estate Registry

Q. How does your team stay ahead of evolving

needs in the private client space? What role does

innovation play in your service offering?

A. We are always looking to evolve. We avoid a rigid,

‘computer says no’ approach by working closely with

private client professionals to explore all viable options.

Our next innovation – LegacyNOW – will offer an earlier

intervention point in the probate process, and is set to

launch in the UK soon.

47

LEGAL

TECH TALK

Merlin Beyts,

Content Director at LegalTechTalk

The legal profession has long prided itself on upholding

justice, equality, and fairness for all. Yet for far too long,

these principles have not been fully extended to LGBTQIA+

professionals within our own ranks. As we navigate an

increasingly complex landscape of rights, representation,

and recognition, it has never been more crucial to examine

where we stand and where we must go.

This collection of interviews reveals both the remarkable

progress we have made and the significant challenges that

remain. When InterLaw was founded 18 years ago, the legal

sector ranked second from bottom in the UK for LGBTQIA+

inclusion, with only three law firms out of over a thousand

having LGBTQIA+ networks. Today, we have witnessed a

transformation that saw the legal sector rise to number

one, with 17 law firms reaching the top 100 employers and

widespread adoption of networks and ally programmes.

Yet beneath these encouraging statistics lies a more troubling

reality. As Daniel Winterfeldt’s insights reveal, whilst we have

successfully created visibility and established networks,

we have struggled to translate this into meaningful career

progression and retention. The data is stark: LGBTQIA+

professionals show some of the highest attrition rates

amongst all protected characteristics monitored by the SRA,

and representation at senior partnership levels has barely

improved in the past five years. Perhaps most concerning is

the revelation that gay and bisexual men earn 50% less than

their straight counterparts in the top 10% of earners.

The voices in these interviews also highlight the particular

challenges faced by those with intersecting identities. Oscar

Davies’s experience as the UK’s first publicly acknowledged

non-binary barrister illuminates the additional burden of

explanation and education that falls on those who step

outside traditional binaries. Their observation that

“being non-binary is a minor part of my identity, but the

legal profession treats it as this huge thing” speaks to

a profession still grappling with difference rather than

embracing it.

The current climate adds urgency to these discussions.

As Victoria McCloud’s sobering assessment makes clear,

we are witnessing a concerning reversal of progress,

particularly for transgender individuals. Her description of

the UK as being “in the worst position of any of the major

democracies” for trans rights serves as a stark reminder

that progress is neither linear nor guaranteed. The legal

profession cannot remain insulated from these broader

societal shifts, nor should it wish to.

What emerges from these conversations is not despair, but

a call to action rooted in both pragmatism and hope. The

legal profession’s attachment to tradition and hierarchy,

whilst sometimes an obstacle to change, also provides a

framework for meaningful reform when properly directed.

As Davies notes, “every time someone sees me in court

and I’m addressed as Mx Davies, it chips away at the idea

that you have to fit into a binary to belong.”

The path forward requires more than rainbow flags and

Pride marches, though these symbols matter. It demands

a fundamental examination of our talent cycles, pay

structures, and promotional pathways. It requires moving

beyond performative allyship to genuine structural

change that addresses the barriers preventing LGBTQIA+

professionals from reaching their full potential.

Most importantly, it requires recognising that diversity of

experience strengthens our profession. As Davies observes,

the qualities that make someone different often make

them a better lawyer: empathy, resilience, and creativity

born from navigating a world not designed for them. Our

clients, who come from increasingly diverse backgrounds,

deserve legal representation that reflects and understands

their experiences.

The interviews that follow offer both cautionary tales

and reasons for optimism. They remind us that whilst we

have come far from the days when LGBTQIA+ lawyers

felt compelled to hide their authentic selves, we still

have considerable work to do. The legal profession’s

commitment to justice demands nothing less than ensuring

that commitment extends fully to all who serve within it.

Progress may be incremental, but it is also inevitable when

driven by courage, authenticity, and sustained effort. The

voices in this collection point the way forward.

48

LEGAL

TECH TALK

Interview with

Oscar Davies,

Barrister, Garden Court Chambers

Oscar Davies, Barrister at Garden Court Chambers, made history

as the first publicly acknowledged non-binary barrister in the

UK. In this candid interview, they discuss the challenges and

opportunities facing LGBTQIA+ professionals in the legal sector.

Q. You’re recognised as the first publicly acknowledged nonbinary

barrister in the UK. Do you find that there are still any

stigmas associated with that identity, particularly when it comes

to the legal profession?

A. Absolutely. People still don’t really understand what non-binary

is, and when people don’t understand something, they can default

to discomfort and even hostility. The legal profession can be very

attached to tradition, hierarchy, and frankly binaries: male or

female, winner or loser. Stepping outside of that can make people

quite defensive and skeptical, and even treat you as a curiosity.

There can be an unspoken expectation to fit into a very narrow

mould of what a barrister looks like or sounds like. Being visibly

queer or non-binary can feel like a breach of the social contract.

What I’ve learned about those reactions is that they say something

about them rather than about me. Every time someone sees

me in court and I’m addressed as Mx Davies, the gender neutral

honorific, it chips away at the idea that you have to fit into a binary

to belong.

The legal profession can still find it hard to conceptualise

something where its own law doesn’t necessarily recognise it. But

one of the strongest arguments for non-binary identity is that at

least 15 other countries internationally recognise non-binary as

an identity which deserves protection under equality law. It’s not

exactly new; it’s just that our country hasn’t formally recognised it

yet in its legislation.

Q. How would you describe the legal sector’s ability to foster

inclusive environments for queer people?

A. There’s an interesting term called “burdening”: a particular

stressor for non-binary people and potentially other queer

identities too. The person is burdened to explain themselves all the

time. Because few people understand non-binary identity, they ask

for summaries and explanations. It really depends whether people

are asking in good faith and if I’m in the mood to explain it at that

moment.

I wonder whether we can do more to not ‘other’ queer people

in the legal profession so that it’s seen as normal to state your

pronouns rather than making me feel awkward because I have to

say I’m a “they.” Lawyers, who use language all the time, should

have heightened awareness of the implications of language:

both literal meanings and hidden implications. Honestly, the legal

profession is quite lazy in that regard.

Sometimes the rainbow flag can feel like lip service to actual

solidarity with queer people. There’s often a lack of understanding

about what their actual experience is like. Many feel they have to

hide themselves. I didn’t come out as non-binary until after I got

tenancy because I was too scared. Now I don’t really care, but I

don’t want it to be the only reason people know me—I care about

justice and human rights. Non-binary is only a tiny part of my

identity.

There’s a question about bringing your full self to work. If you

can’t be yourself at work, ask why. Is it because you’re not

confident, or because your firm doesn’t allow openness? For

me, I know I’ll always have work because I’m authentic. I put out

useful information and clients come to me because I’m as full and

authentic as I can be.

The more people who are visible, the less weird visible people

become. I’d like to get to a point where in 20 years, me being nonbinary

in the legal profession is boring old news. It’s funny because

being non-binary is a minor part of my identity, but the legal

profession treats it as this huge thing.

There must be a base level of tolerance, dignity, and respect. Sixty

per cent of my work involves employment disputes, so it comes to

me when things go wrong. That bantering older colleague making

jokes about someone’s sexuality could constitute harassment or

direct discrimination. There has to be a social contract of treating

each other with dignity.

Q. For up-and-coming lawyers who may be part of the

LGBTQIA+ community, what advice would you give them?

A. First and foremost, you belong here. You don’t have to change

who you are to deserve your place in the legal industry. But be

strategic. I didn’t come out as non-binary until after securing

tenancy; as a matter of safety and strategy during a chaotic period

when my chambers dissolved and I needed emergency pupillage.

Your clients come from diverse backgrounds and many will be

queer. If they know their lawyer is queer, they can identify more

easily. Being part of any minority helps you empathise with clients

from other minorities, whether racial, disabled, or otherwise.

The qualities that make you different can make you a better

lawyer. Empathy, resilience, creativity: half of what I do is thinking

creatively about solutions. I can do this because I’ve had to be

resilient and find solutions others didn’t consider.

Find your people in the legal space. Mentors, colleagues, allies will

have your back. Don’t feel obligated to educate everyone about

your identity constantly; only when you have the emotional energy.

Set boundaries.

Being visible makes life easier for the next person. It’s not for

everyone, but that’s how culture change happens: one person

at a time. If me being publicly visible helps even one person,

that’s a great result. More

people are understanding

that professional

communication style

is informed by private

experiences, challenging

the historical separation

of private and public in

our profession.

49

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LEGAL

TECH TALK

Interview with

Victoria McCloud,

Consultant, W Legal

Q. As the UK’s first transgender judge, you’ve broken

significant ground in judicial representation. How has

your unique perspective influenced your approach to the

bench, and what impact do you hope your visibility has

on both the legal profession and the broader transgender

community?

A. I think being a part of a minority like the broad trans one,

has made me more aware of how minorities are treated as

passive recipients of acts by majorities: we are talked about,

we have things ‘done to us’ or even ’done for us’ and others

make judgments based on no knowledge. Ive been very

aware of the assumptions people make about ‘being normal’

and how little understanding there is in the judiciary of

what affects minorities. Year after year we see a cycle of socalled

’not good enough’ results in diversity surveys (which

ignore trans judges altogether!) followed by a committee

backslapping for having tried some rather minor initiative,

and it seems that ‘being busy’ on equality and diversity is

almost a substitute for doing anything effective, year after

year.

Q. How has your experience as a transgender woman

affected courtroom dynamics—both in terms of how legal

professionals interact with you and how you’ve had to

establish your judicial authority? Have you noticed any

evolution in these dynamics over time?

A. In court I never sensed that it made any difference - after

all I had been at the bar for a long time since my transition

already so was reasonably well known. I enjoyed being a

judge and I think it showed, so that people were at ease.

In terms of the public and some rather odd people in the

Gender Critical Ideology Movement however there was

much online and public and press hostility as part of their

planned campaign to make ‘respectable’ trans people

invisible whilst promoting false narratives whereby people

like rapists were labelled as trans so as to ‘monster’ us. One

Lawyer even publicly questioned online whether women

were ’safe’ in my courtroom, which shows you the hate

which is out there and how brainwashed these people are by

the cult to which they belong.

are leaving the UK and having retired as a judge I now help

run the Trans Exile Network helping people escape. The

Judiciary I think will simply follow the trend of society and

pursue the ‘biological purity’ approach now so favoured in

Government and in Gender Critical Ideology. So for example

the Judiciary now I understand (without applying the law

properly) excludes trans women (I assume staff and judges,

witnesses and even rape victims) from female spaces.

Judicial attitudes tend to follow society with a time lag and

I do not foresee a tolerant legal system returning for some

time. The overspill from this, which is intentional on the part

of Bio-purity proponents, is the notion of what is proper for

men and for women, and the rising abuse of lesbians and

non-femninine women in the UK in 2025 is likely to lead to

corresponding rather harder attitudes to the manifesting of

appearance and behaviour outside conventional norms. A

Lesbian abused in a loo for being ’trans’ may get less judicial

tolerance than before if she appears masculine and hence in

some sense ’ought not to be in the loos’ in Gender Critical

terms. We are heading for very conservative times. I foresee

legal changes to make further reversals to trans rights, in

statutes other than the Equality Act which was the subject

of the For Women Scotland case, and a range of targeted

litigation against businesses to ensure what amounts to

‘policing’ by businesses and employers. I think after the

atrocious For Women Scotland case it is time to consider

a greater democratic accountability of the Supreme Court

because it was a classic example of judicial legislation and

policymaking but clothed in Statutory construction: we saw

the highest court change the very definition of sexuality so

as to be merely ‘biological’ which was not even a part of the

dispute. The best way to serve the public and especially all

disadvantaged minorities is to reintroduce proper legal aid.

Q. From your vantage point in the judiciary, what legal

challenges do you see emerging for LGBTQIA+ rights in

the UK, particularly around issues like gender recognition,

healthcare access, or family law? How can the legal system

better serve these communities?

A. The UK is now in the worst position of any of the major

democracies, with trans women strip searched by men,

our legal sex recently reversed against our will, a loss of

equal rights (such as equal pay with men), rising crime and

ignorance, plans to segregate us in hospital, proposals for

a register of us, and so on. So much so that people like me

51

LEGAL

TECH TALK

Interview with

Daniel Winterfeldt

MD, General Counsel EMEA, Jefferies

Daniel Winterfeldt, MD and EMEA General Counsel

at Jefferies and founder of InterLaw, has spent

nearly two decades championing LGBTQ+ rights in

the legal sector. In this interview, he reflects on the

progress made, persistent challenges, and the work

still needed to achieve true equality.

Q. What do you see as the most significant gaps that

remain in the UK legal sector for LGBTQ+ talent, and

how do intersecting identities come into play?

A. We’ve made tremendous progress in the UK legal

sector over the past 18 years. When InterLaw was

formed, there was virtually no visibility. We started

with quite a boom because there wasn’t much

activity happening. In our first six years, we worked

with firms to help them launch networks, monitoring

programmes, and embed best practice, including

involvement in the Stonewall Workplace Equality

Index.

When we launched InterLaw, nobody in the top 100

employers was from the legal sector, which ranked

second from the bottom in the UK, and only three law

firms out of over a thousand had LGBTQ+ networks.

Within six years, we went from second from bottom

to number one as a sector. We saw 17 law firms reach

the top 100 employers, everyone launched networks

and ally programmes, and monitoring began. This was

supported by the Equality Act 2010, which enshrined

civil rights for protected characteristics including

sexual orientation and gender identity.

The challenge now is moving beyond having

networks and marching in Pride to really examining

the talent cycle. Our data shows huge issues around

representation at senior levels. At many organisations,

the numbers of partners at equity level haven’t

improved at all in the past five years. In our career

progression report, we see significant pay disparities:

gay and bisexual men, for example, make 50% less

than their straight counterparts in the top 10% of

earners.

When comparing LGBTQ+ professionals to the other

protected characteristics monitored by the SRA, all

groups have grown except LGBTQ+ talent, which

also shows some of the highest attrition rates. The

challenges are different now than they were before,

requiring organisations to examine their data and

address shortfalls.

Q. How effectively are legal protections like the

Equality Act being implemented in practice?

A. That’s always the challenge. Women have

supposedly been paid equally since the 1970s

according to law, but we still know there are gender

pay gaps and equal pay issues. Unfortunately, the

law is just the beginning. We need reality to catch up

through society and organisations addressing issues,

looking for barriers, and removing them.

In the UK and Europe, laws are often passed first

and then people catch up. In the US, because of the

electoral system and grassroots politics, when things

get passed into law there’s usually more consensus

beforehand. When I worked in New York in the 1990s,

corporates and law firms were implementing samesex

partner healthcare and benefits before the law

required it. They weren’t waiting for legislation.

52

LEGAL

TECH TALK

Here, things happen and then people catch up with

the law afterwards. There’s definitely a gap, which you

can see across the board in our data.

Q. What actions can individuals and organisations

take as allies to support LGBTQ+ talent?

A. It’s important to look at the data. Our research

shows LGBTQ+ women often earn more than straight

women but have much less job satisfaction and feel

much more unhappy and unsupported. They often

experience negative workplace situations.

Organisations should examine both quantitative and

qualitative data, having roundtables, meeting people

one-on-one, and asking where things are going well,

where there are challenges, and how they can provide

support. This needs to be done in a tailored way.

There isn’t a one-size-fits-all solution. The visible work

people are doing is great, but there’s a lack of activity

around retention and promotion of talent, particularly

for LGBTQ+ professionals. We desperately need

more activity around helping people into leadership,

removing barriers to progression, ensuring equal

pay and opportunity, and making sure attrition rates

decrease for senior-level talent whilst ensuring they’re

treated well and paid fairly.

Q. What emerging legal issues do you anticipate will

become central to LGBTQ+ advocacy in the next five

to ten years?

A. We’re really at a turning point. We’re seeing

pushback on not just DEI in the legal sector, but on

LGBTQ+ rights both in the US and UK, particularly on

transgender issues. We’ve seen significant court cases

in the UK around the definition of transgender women

and how that intersects with gender identity versus

sex.

we want is dignity and to live our lives. These aren’t

special rights; these are about being treated the same

as all other people.

I think we’ve lost that. There’s a lot of polarisation on

social media and in mainstream media that doesn’t

serve us well because the world isn’t black and white;

it’s a thousand shades of grey. Approaching things in

a nuanced way, learning to engage with people who

think differently, finding common ground and middle

ground, making compromises: these bring progress

in civil rights. All-or-nothing approaches, which many

people seem to be taking now, aren’t helpful and don’t

get you where you need to go.

Things are incremental and take time. That’s how

we’ve gotten where we are, and that’s also why we’re

going backwards in some areas. When people haven’t

been flexible or open to incremental approaches,

it creates negative will among allies trying to move

things forward.

We’ve lost our way with activism. Social media isn’t

a great place to influence people because most

followers already agree with you. Even a post that

gets 500,000 likes probably reached 500,000 people

who already agreed. You need to reach people who

aren’t following you, which is why social media is

difficult for this work. Getting back to grassroots

engagement and reaching people who aren’t already

supporting you is crucial. Many people calling

themselves activists aren’t really doing effective work,

which is why we’re stagnant or moving backwards in

some cases.

One thing that’s very clear is that we’re not bringing

people with us on this journey. The reason we’ve been

so successful in the UK in advancing rights, having the

Equality Act, civil partnerships, and equal marriage

is that we were very good at bringing people with

us, winning hearts and minds, getting people to

understand that we’re just like everybody else. All

53

Minutes With...

Alex Gregory

Chialton

What is your most memorable achievement

Q whilst working in your current role?

10 MINS WITH

Winning Business Development Champion of the Year at

a conveyancing awards ceremony. I had only been in the

conveyancing world for 12 months when I won the award,

and I feel like I worked so hard to build the visibility of our

firm in such a short space of time. Receiving this was unreal!

What has been the most valuable piece of

Q advice you have been given?

If I am being completely honest, the most valuable piece of

advice I have ever received was from a good friend of mine,

Dave Verburg. Not many people grow up wanting to be in

the world of property, and he helped me understand WHY

I do what I do. Understanding your WHY is so crucial if you

want to feel successful in your life and career. This has been

the most valuable piece of advice anyone has ever given me.

QWhat has been the key positive or negative

impact of change in your area of the market?

The first department we opened in Liverpool was

conveyancing. Since doing this and moving into the field,

I have seen big changes in the sector. An example of this

is the Building Safety Act coming into place. This has seen

conveyancers tearing their hair out trying to juggle already

overstretched caseloads, while taking the risk if they miss

anything crucial.

Most conveyancing departments handle the highest volume

of fast-paced work, often for the lowest price possible.

Factory conveyancing outlets drive prices down even further,

and our customers want the process completed as quickly as

possible, usually for the lowest fee. People often disregard

the fact that conveyancing firms are paid the least in the

entire property transaction, yet they carry the bulk of the

responsibility when things aren’t done correctly.

The risks of getting the Building Safety Act wrong far

outweigh the fees received, and we have seen solicitors

refusing to take on the work. We have also seen the number

of transactions for properties that fall under this legislation

reduce significantly.

One thing we need to consider as a sector is how this

impacts the customer journey. Overwhelming conveyancers

with massive pipelines in order to bill high simply won’t work

for our customers, but striking the right balance is a difficult

task in itself.

If you were not in your current position, what

Q would you like to be doing?

This is a hard one because I can’t picture myself being

anywhere else right now. If I hadn’t gone down this path

of working within property, I imagine I would have fulfilled

my dream of becoming a geography teacher! I’d love to say

I would be a cool teacher, but I know that wouldn’t be the

case at all!

What three items would you put on display in

Q a museum of your life and why?

I would have a family photo of my twin boys. They are

beautiful whirlwinds and certainly keep me on my toes.

Another would be a picture of my old school badge. Our

school motto was Fidem Vita Fateri – which means “show

your faith by the way you live”. This still resonates in

everything I do to this day.

I would also have a rugby ball. I play rugby for Birkenhead

Park and have done since the women’s team started there

(17 years ago). There’s a running joke that I can’t retire until

I score a try! So, I am still playing, and although I was injured

for the entire last season, I hope to get some game time this

season – and who knows, maybe I can finally hang up my

boots!

What three guests would you invite to a

Q dinner party?

I feel like I’m boring with this one, as I would invite my

nan. She passed away a couple of years ago, and she had

absolutely no indoor voice or tact, so she would be hilarious

with the other guests. I’d invite Sara Cox as I think she would

be hilarious too – and I’m a big Radio 2 fan. I’d also invite

Jürgen Klopp! What an inspirational man. I also think my nan

would be made up to see him there.

Alex Gregory Chialton,

Office & Business Development Manager, Dutton Gregory LLP

54

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