Modern Law Issue 78

Issue 78
ISSN 2976-9396
THE BUSINESS OF LAW
Vision
Fresh Perspectives
Passion
Knowledge
resilience
Curiosity
Spark
Values
Let’s Law Hasn’t
Be Honest,
Always Had the
Coolest Rep with
Millennials and
Gen Z
Henry Nelson-Case
THE PERFECT RECIPE
P06 P18 P26
Preparing The Next
Generation Of Lawyers
To Become AI-Native
Rafie Faruq, co-founder
and CEO, and Nitish Mutha,
co-founder and CTO of
Genie AI
Modern Law
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The Future Is Here: How Law Is Evolving
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Welcome to Issue 78 of Modern Law Magazine!
This issue explores how the legal industry
is evolving to attract and support the next
generation of professionals. As the world of
work continues to shift, we ask what law firms
can do to better engage aspiring young talent,
from rethinking recruitment and workplace
culture to offering meaningful benefits and
flexible working that reflect the values of
today’s workforce.
The outdated stereotype of the ‘dinosaur
lawyer’ is fading fast. In its place stands a
profession that’s becoming progressive,
inclusive, and people-focused, driven by
modern leadership and fresh perspectives.
The future of law belongs to those who can
adapt, and who understand that nurturing
young talent isn’t just a moral imperative, it’s a
business one.
We open with two powerful interviews that
set the tone for the issue. Henry Nelson-Case
- content creator, lawyer, TEDx speaker, and
workplace wellbeing advocate, speaks candidly
about generational shifts, social media, and
how law can build a reputation that resonates
with Millennials and Gen Z.
Then, Joanna Hughes, Founder and Director
of Joanna Hughes Solicitor Apprenticeships,
explores how solicitor apprenticeships and
alternative training routes are transforming
access to the profession, creating a more
diverse and dynamic pipeline of legal talent.
Our Editorial Board adds further insight into
the challenges and opportunities ahead. Alex
Holt (Cashroom) reflects on what 34 years
of change in law can teach us about the
future, while Neville Dinshaw (Law Mergers
& Acquisitions) explores how firms can win
over Gen Z through authenticity, culture, and
purpose.
In Insights, we hear from Rafie Faruq and Nitish
Mutha of Genie AI, who discuss preparing the
next generation of lawyers to become truly
AI-native, ready to thrive in a tech-enabled
profession that still values human connection.
In InDepth, Claire Smith (gunnercooke LLP)
explores how law firms can win the next
generation by building workplaces that
prioritise belonging, purpose, and autonomy.
We also reveal the 2025 Modern Law
Conveyancing Awards shortlist, celebrating
the exceptional teams redefining excellence in
property law.
Elsewhere in our features, Dr Trevor D. Sterling
(Hon.causa) urges leaders to “Be the Ladder”
for others, Groundsure raises the bar with
new climate search reports, and Angelo
Piccirillo (A.V. Rillo) delivers a passionate call
for change in how we treat our conveyancers.
In Conveyancing Forum, we discuss how
innovation and culture are modernising the
sector, while Wills & Probate Forum explores
how technology, efficiency, and personal
service can co-exist to shape the future of
private client work.
And finally, in ‘10 Minutes With’, we meet Ellie
Hirst, Associate Solicitor at Chadwick Lawrence
LLP, who shares her proudest career moment,
and who she’d invite round for dinner.
From culture to careers, from AI to accessibility,
this issue shines a light on the power of
progress and the promise of the next
generation. Because the future of law isn’t just
about who we hire, it’s about how we help
them thrive.
Happy reading!
Hayley Dalton is Editor at
Modern Law Magazine
Editorial Contributors
Alex Holt, Cashroom
Andrew Fragnito-Day, AJ Chambers
Neville Dinshaw, Law Mergers & Acquisitions Sarah Murphy, Clio International
Sam Kimber, Pro-Gen Research
Neil Beck, Aquarius Reporting
Adrian Jaggard, Taylor Rose
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ISSUE 78
ISSN 2976-9396
Editor
Hayley Dalton
Commercial Director
Kate Mckittrick
Modern Law Magazine is published by Charlton Grant Ltd ©2023
2025
3
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
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any other cause.

CONTENTS
CONTENTS
INTERVIEW
06 Let’s Be Honest, Law Hasn’t Always Had the Coolest Rep with
Millennials and Gen Z
Henry Nelson-Case- Content Creator. Lawyer. TedxSpeaker. Workplace
Wellbeing Advocate
08 Shaping the Future of Law: Attracting, Supporting and Sustaining
the Next Generation of Lawyers
Joanna Hughes, Founder and Director, Joanna Hughes Solicitor
Apprenticeships
FEATURES
24 Be The Ladder : One Billable Hour
Dr Trevor D. Sterling (Hon.causa)
31 Raising The Bar With Climate Search Reports
Groundsure
36 Conveyancing in Crisis: Why We Must Change
How We Treat Our Lawyers
Angelo Piccirillo, Co-Founder of A.V. Rillo
EDITORIAL
BOARD
11 Cashroom
34 Years of Change in Law: What the Past Teaches Us About the
Future
Alex Holt, Chief Revenue Officer, Cashroom
11 Law Mergers & Acquisitions
Winning Over Gen Z: How Law Firms Can Recruit and Retain the
Next Generation of Lawyers
Neville Dinshaw, Managing Director, Law Mergers & Acquisitions
CONVEYANCING
DISCUSSIONS
37 Conveyancing Forum
Modernising Conveyancing: Innovation, Culture and the Next Generation of
Legal Talent
13 Pro-Gen Research
The AI Challenge: Navigating Trust in a Digital Age
Sam Kimber, Probate Researcher & Genealogist, Pro-Gen Research
13 AJ Chambers
Rethinking the SQE: Why Multiple Routes Into Law Matter
Andrew Fragnito-Day, Divisional Director, AJ Chambers
15 Clio International
Culture is Crucial for the Next Generation
Sarah Murphy, General Manager, Clio International
WILLS & PROBATE
DISCUSSIONS
43 Wills & Probate Forum
The Future of Private Client Work: Balancing Technology, Efficiency and
Personal Service
15 Aquarius Reporting
Rethinking Careers in Law – Opening Doors to the Next Generation
Neil Beck, Owner of NB Consultancy and NED & Fractional Sales Director at
Aquarius Reporting
17 Taylor Rose
Reshaping Legal Career Journeys
Adrian Jaggard, CEO, Taylor Rose
10 MINS WITH
45 10 Minutes With… Ellie Hirst, Associate Solicitor, Chadwick
Lawrence LLP
See who Ellie would invite round for dinner, and what her most memorable
achievement has been in her career.
INSIGHT
18 Preparing The Next Generation Of Lawyers To Become AI-Native
Rafie Faruq, co-founder and CEO, and Nitish Mutha, co-founder and CTO of
Genie AI
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EDITORIAL BOARD CONTRIBUTORS
IN-DEPTH
AWARDS
20 How Law Firms Can Win The Next Generation
Claire Smith, Head of People and Culture, gunnercooke LLP
26 Modern Law Conveyancing Awards
2025 Shortlist
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4 5

Let’s Be Honest, Law Hasn’t Always
Had the Coolest Rep with
Millennials
and Gen Z
Even before joining the legal world as editor of Modern Law Magazine,
I had been following Henry’s hilarious TikTok videos. As a proud millennial, his content
has always resonated with me – and, quite frankly, made me laugh! When planning this
issue, Henry was the first person who came to mind, so I am absolutely thrilled to have
the opportunity to interview him.
Alongside his work as a lawyer, Henry creates content that is both relatable and
thought-provoking, focusing on mental health, wellbeing, and the challenges of
navigating corporate life. In this interview, we discuss the pressures facing younger
lawyers, how to challenge outdated workplace norms, the perks and flexibility Gen
Z and Millennials are looking for, and practical advice for standing out while staying
authentic in an industry that is still catching up. Henry also shares his thoughts on how
alternative routes into law are reshaping the profession and what a modern, inclusive
law firm really looks like.
QWe’re slowly starting to see a recognition that
“this is the way it’s always been done” doesn’t cut
it with the next generation of the profession. How
is this showing up in law firms?
AThis is reflected in firms commissioning studies,
publishing reports and hosting events on attracting
and retaining Gen Z talent. Emerging lawyers want
flexibility, purpose, inclusion, and more emphasis on mental
wellbeing and work-life balance. There is also a stronger
focus on diversity, equity and inclusion that goes beyond
lip service, alongside a willingness to adopt legal tech and
new technologies, particularly with Gen Z being a tech-first
generation.
QWhat needs to change?
AWe need to move from holding discussions around
work-life balance, wellbeing and similar topics to
actually implementing change. Younger lawyers are
entering the profession with fresh perspectives and zero
interest in 80-hour weeks or rigid hierarchies.
Q
How can they challenge those “dinosaur”
traditions without ruffling too many feathers? Or
should they ruffle them anyway?
A
Gen Z and junior lawyers are bringing fresh ideas,
smarter ways of working and challenges to outdated
models. However, while these generations can speak
up about what needs to shift, it is ultimately the senior
members of the profession who have the decision-making
power to implement change. They need to take these ideas
seriously, integrate them into the firm’s strategy and put
them into practice. Otherwise, all the “next gen lawyer”
conversations in the world will have minimal impact.
QThe days of suits, stuffy offices and billable-hour
bragging rights are fading (we hope!). What does
a modern, flexible and genuinely welcoming law
firm look like, and how close are we to making that the
norm?
A
A modern, flexible and genuinely welcoming law firm
is one where output matters more than optics. It is a
place where flexible working is standard, technology
is used intelligently to remove inefficiency, and career paths
are not one-size-fits-all. Inclusion is lived daily and is more
than lip service.
Some firms are getting close, driven by client expectations,
new talent demands and smarter tech adoption. For
many, though, it remains more aspiration than reality. Until
leadership sees culture and technology as competitive
advantages rather than PR exercises, the “modern” law firm
will remain the exception rather than the rule.
These routes demonstrate that talent is not defined by a
single academic path. Learning on the job can produce
lawyers who are both commercially sharp and clientfocused
from day one. This shift is making the profession
more reflective of the society it serves and more dynamic
in how it works. The challenge now is for firms to truly
value these routes rather than treat them as second tier.
QLet’s talk perks – and not just free fruit or a ping
pong table. What do firms need to offer Gen Z
and Millennial lawyers to make them feel valued,
supported and able to build a life, not just a career, in
law?
ANobody wants free fruit, pizza in the office or a ping
pong table as the main perks, especially when we
see the extravagant client-focused events many
firms host. What matters is genuine flexibility – not a tickbox
exercise or a privilege for a select few, but a culture
where people can manage their time to fit both work and
life. Clear development paths and real investment in mental
health and wellbeing are equally critical.
Younger lawyers want to feel valued as whole people.
They are looking for firms that offer autonomy, a tech-first
approach, trust and a clear sense of purpose. Firms that
ignore this risk losing talent to sectors that understand
what today’s workforce truly values.
QFor the next generation of legal minds trying
to break in, especially those without the “right”
connections or background, what’s your advice
for standing out and staying true to themselves in an
industry that is still catching up?
AFocus on what you can control: your skills, your
attitude and your authenticity. I appreciate that
staying authentic can be difficult in the legal
profession, especially at junior level where there is pressure
to conform.
When networking, build genuine relationships rather than
just collecting contacts. Spend time developing a personal
brand and identity online, for example through LinkedIn,
sharing thought pieces and experiences to stand out.
Networking horizontally with peers is just as important as
networking with senior professionals. These will be your
colleagues, future collaborators and people with whom
you share similar experiences. Platforms such as The 93%
Club, Aspiring Solicitors and The Careers Edit can help
build networks, access opportunities and connect with likeminded
individuals.
Henry Nelson-Case
Content Creator. Lawyer.
TedxSpeaker. Workplace
Wellbeing Advocate.
QSolicitor apprenticeships and alternative routes
into law are finally getting the spotlight. How
are these shaking up the old-school system and
helping to build a more diverse, dynamic legal workforce?
ASolicitor apprenticeships and alternative routes offer
entry to the profession for talented candidates from
non-traditional educational and socio-economic
backgrounds. They reduce financial barriers that can put
candidates off and, as a result, improve diversity within the
profession.

INTERVIEWS
INTERVIEWS
Shaping the Future of Law:
Attracting, Supporting and Sustaining the
Next Generation of Lawyers
Joanna Hughes, a leading advocate for solicitor
apprenticeships and diversity in the legal
profession, discusses how law firms are evolving
to attract and support the next generation of
lawyers. From alternative training routes and
flexible working to creating inclusive cultures
that genuinely connect with Millennial and Gen Z
talent, she shares her vision for a profession that
not only welcomes new entrants but also nurtures
them for long-term success.
Q. The legal industry is evolving rapidly. From your
perspective, what are the biggest shifts you’re seeing in
how firms attract and support the next generation of legal
professionals?
A. That is quite the starter question, because it actually
contains two separate questions: first, the shift in attracting
the next generation of legal professionals, and second, the
shift in supporting them once they are in role.
The biggest shift, I think, has been in how law firms
recruit entry-level talent through the six-year solicitor
apprenticeship, almost exclusively for school leavers. The
movement created by more than 50 law firms coming
together in a collaboration called City Century, aimed
at raising awareness of solicitor apprenticeships among
school pupils, particularly those from lower socioeconomic
backgrounds, and vastly increasing the number
of apprenticeships available, has been described by Colin
Passmore, Chair of the City of London Law Society, as “one
of the most innovative and game-changing initiatives the
City profession will see for some time.”
The demand from school leavers is certainly there. Every
year, 1.3 million people register on UCAS, with around 40%
expressing interest in apprenticeships, and law is one of the
major sectors of interest.
In terms of supporting solicitor apprentices once they
are in role, I have personally spent a lot of time creating
opportunities, in different roles I hold, for 18-year-old solicitor
apprentices joining City of London law firms to feel part of
a community. Many of them relocate to London for their
apprenticeships, for example from the North-East or the
Midlands, and even though the law firms have chosen these
brilliant, confident young people for very good reasons for
these ‘golden ticket’ roles, it can still be daunting.
Two examples of community initiatives include:
The City Century collaboration of law firms, which I co-lead
with Patrick McCann, the new Chief Executive of the City
of London Law Society, arranges a Welcome Afternoon
Tea at Ironmongers’ Hall every September for all Year 1
solicitor apprentices in the 50 firms within the City Century
community.
The City of London Solicitors’ Company, a sister organisation
to the City of London Law Society, opened its doors to
solicitor apprentices in 2025. At the September 2025 Law
Society Festival of Sport, one team was more than half
made up of solicitor apprentices. We also have two solicitor
apprentices on the Communications Committee, Nawal
Jeilani Sheikh Bin-Sheikh and Charlie Moore. Under the
Immediate Past Master, huge efforts were made in 2025
to involve solicitor apprentices in the Company, which is
wonderful. After all, the Company’s Value Statement starts
as follows: “The Company seeks to reflect the best of the
history and tradition of the City and its institutions, and
prides itself on being a modern organisation too. While
it values and honours the best of the past, it also aims to
embrace change and to be forward-looking. A vital part of
this includes promoting a diverse and inclusive membership.”
That said, there is still much more to do when it comes to
support, especially and crucially within the office.
Q. Solicitor apprenticeships and alternative training routes
are becoming more common. How do you see these
pathways reshaping access to the profession and the talent
pipeline?
A. I believe so strongly in the power of the six-year solicitor
apprenticeship to reshape access to the profession and
the talent pipeline that I gave up my 25-year legal career
in a large international law firm to be a full-time advocate
for solicitor apprenticeships. Their unique ability to break
the link between a young person’s background and future
success is remarkable.
Data released by the Solicitors Regulation Authority in
October 2024 shows that solicitor apprentices, as a whole,
come from lower socio-economic backgrounds compared
with the overall Solicitors Qualifying Examination cohort.
Specifically:
• A higher proportion of apprentices come from workingclass
backgrounds, based on data about household earner
occupation.
• A much higher proportion of apprentices attended a state
school.
• A higher proportion of apprentices said that neither parent
attended university.
Research carried out by the Bridge Group for the City
Century collaboration of law firms shows similar socioeconomic
and racial diversity among solicitor apprentices
working in City Century law firms.
This change will benefit the legal profession. The theme
of Social Mobility Day in June 2025 was #ShiftMindsets,
focusing on moving beyond seeing social mobility as
a buzzword to recognising it as a business advantage.
According to the ‘Opportunity Effect’ report by Demos and
the Co-Op in 2024, greater social mobility could increase UK
business profits by £1.8 billion a year. Having school-leaver
solicitor apprentices in law firms is good for business.
To take one small example backed by data, the latest SRA
figures show that within the overall SQE intake, solicitor
apprentices continue to outperform the general SQE student
standard. In addition, qualitative evidence shows that clients
appreciate both the concept of solicitor apprenticeships
and solicitor apprentices themselves. It is a similar story for
partners in law firms.
Q. Recruitment in law has traditionally focused on
academic achievement and prestige. How is it adapting
now to meet the expectations of a shifting and more
diverse talent pool?
A. Actually, I think high academic standards and prestige
are important to young people entering the legal profession,
regardless of their background.
At the Livery Hall during the Welcome Afternoon for Year
1 solicitor apprentices, a venue deliberately chosen for
its splendour, we talk to the new apprentices about the
prestigious roles they have secured. We congratulate them
on joining some of the best law firms in the world and
remind them that background and future success are not
inextricably linked.
The Level 7 solicitor apprenticeships at City Century law
firms show students, teachers and parents that top-end
occupations can be attained through an apprenticeship
route. We are mindful of both cultural and class dimensions
when ensuring that the message of parity of esteem is
properly communicated to parents as well as students. For
that reason, we maintain a strong working relationship with
the Multicultural Apprenticeship & Skills Alliance and the
Multicultural Apprenticeship Awards, and I hold formal roles
with both organisations.
Millennials and Gen Z place a strong emphasis on
authenticity and being heard. How are law firms responding
to these values, and what more needs to change?
I think those of us from older generations can do more
here. There is no point in asking for views and feedback
if you do not act on it. I have a personal recent example: I
asked a group of solicitor apprentices for feedback via an
anonymous survey, and one or two respondents found my
tone ‘abrasive’. This was important to know and has helped
me improve my approach.
Q. Diversity, equity, and inclusion are now core to
attracting talent and shaping firm culture. From your
leadership experience, what approaches have you found
most effective in driving genuine, lasting change?
A. I have two main thoughts on this. First, listen. Do not
assume.
My second main thought is to share, share, share best
practice, and celebrate it too.
I am so pleased that in the Multicultural Apprenticeship
Awards there is now a standalone category for legal
apprentices, which was introduced for the first time this year.
What a great way to showcase best practice through actual
role models.
The impact of solicitor apprenticeships on socio-economic
diversity in the legal profession has also been recognised in
many industry awards for the City Century collaboration. In
addition to six award short-listings, the social mobility work
of City Century won four awards in 2024:
• Legal 500 ESG Awards – Social Mobility: Best Initiative to
Attract and Retain Talent
• Modern Law Awards – Diversity and Inclusion and
Supporting the Industry (1–25 employees)
• The Lawyer Awards – Best Talent and Inclusion Initiative
I would also recommend the UK Social Mobility Awards
post-awards report, which shares case studies from all the
winners.
Q. Looking ahead, what is your vision for how the legal
profession can continue to evolve, so that it not only
attracts future lawyers, but also sustains them in fulfilling,
long-term careers?
A. While City Century solicitor apprenticeship roles in
City Century law firms are currently in the hundreds
rather than the thousands, I would still argue that solicitor
apprenticeships are not a case of the ‘lucky few’. Unlike
scholarships for individuals to attend full-time university,
solicitor apprenticeships represent structural change.
The next stage is creating jobs outside London, in coastal
towns and social mobility coldspots such as Lowestoft and
Great Yarmouth, where I spent my family holidays, and in
places like Tendring in Essex, 59 miles north-east of London.
Tendring was discussed powerfully in the Social Mobility
Policy Committee Evidence Sessions because, while it has
similar levels of provision to Islington, it has high numbers of
children in care and requires a different approach to show
young people what is ‘out there’. I will continue to focus on
increasing opportunities in the legal profession for talented
care-experienced school leavers.
Outside of England, I have also spent this month speaking
with other nations in the United Kingdom. Who knows what
is next? The sky is the limit if the demand from the next
generation is there.
Returning to the first question, attracting talent is only
part of the picture. We also need to support that talent. On
that note, I have some hot-off-the-press news: I am about
to embark on a 12-month process to train as an Executive
Coach so that I can play my own personal part in supporting
the legal profession’s diverse young talent. They are too
precious to lose in a leaky pipeline, far too precious.
Joanna Hughes,
Founder and Director,
Joanna Hughes Solicitor
Apprenticeships
8
9

EDITORIAL
BOARD
34 Years of Change in Law:
What the Past Teaches Us About
the Future
When I Were A Lad….
I know, that start to a sentence
usually induces a sigh from those
within earshot. But hear me out…
First, let me set the scene – why do I have
anything relevant to add to a discussion
about progress and futureproofing in the
legal sector?
As a trainee solicitor (Articled Clerk, in
fact) in 1991, my early lawyering days were
pre-email, pre-internet and mostly penand-paper
based. Word processors were
only just being introduced.
Consider how far things have moved on
since then: mobile phones, SMS, emails,
the internet, websites, WhatsApp, Teams
calls, social media.
While I may not be a guru on any of these
things (friends and colleagues will be
nodding at this point), I am an effective
user, and my everyday working life is
enabled and shaped by tools that did not
even exist when I started.
Now think about a new lawyer starting at
your firm tomorrow. All of the tech I’ve
mentioned is their starting point. And
just like in my early days, there is a tech
advance looming large on the horizon for
them and for the sector. I’m talking, of
course, about AI.
There will be thought leaders within
your firms and within your advisory
circles. Some of the brightest thinkers
on innovation will be the new starters
with their fearless adoption of new
technology. However, just as in my day,
the best solutions will, in my view, come
from harnessing the experience of all the
different generations.
Because right now, the stock phrase is “law
firms need to be ready for AI”. What does
that even mean? Thirty-four years ago, if
someone had said “law firms need to be
ready for the internet”, the same lack of
clarity would have been evident.
The simple fact is that the pace of change
is faster, and the road ahead is just as
ill-defined, but with the application of
experience, enthusiasm and appropriate
guidance from real experts, a truly exciting
future opens up.
Thirty-four years ago, as tech changed, it
was embraced. There were hard lessons.
There were painful and difficult alterations
to long-established ways of working.
But look at where we have arrived now.
Consider where we might be in 34 more
years.
As Jean-Luc Picard says: “Let’s see what’s
out there.”
Alex Holt,
Chief Revenue Officer, The Cash Room
Winning Over Gen Z: How Law Firms
Can Recruit and Retain the Next
Generation of Lawyers
Law firms are at a pivotal juncture
in how they approach recruitment.
With Generation Z (those born
between the late 1990s and early
2010s) entering the workforce in
increasing numbers, firms must
adapt their strategies to attract
and retain this digitally native,
socially conscious and ambitious
demographic. Traditional
recruitment models, often heavily
focused on prestige, rigid career
paths and long hours, will no
longer suffice.
Gen Z places significant importance on
working for organisations that align with
their values. Unlike previous generations,
they are more likely to scrutinise a firm’s
stance on diversity, equity and inclusion
(DEI), as well as environmental, social and
governance (ESG) commitments. Firms
that embed social responsibility into their
business model, such as adopting net-zero
carbon strategies, supporting access to
justice initiatives, and promoting gender
and ethnic diversity in leadership, will
appeal strongly to this cohort. Recruitment
messaging must go beyond glossy brochures
and demonstrate measurable action and
transparency.
The legal sector has long been associated
with demanding hours, but Gen Z is less
inclined to sacrifice wellbeing for prestige.
The COVID-19 pandemic accelerated the
normalisation of hybrid working, and
law firms must continue to offer genuine
flexibility in working arrangements.
This includes not only remote working
options but also policies around mental
health support, agile working hours and
manageable workloads.
As digital natives, Gen Z expects technology
to enhance efficiency and collaboration.
Law firms should highlight their adoption
of legal tech tools such as AI-driven
document review, smart contracts and
case management platforms in recruitment
campaigns. Beyond efficiency, younger
lawyers want to work for firms at the
forefront of innovation, not those clinging to
outdated processes. Showcasing investment
in technology demonstrates both forwardthinking
leadership and a commitment to
equipping future lawyers with cutting-edge
skills.
Gen Z consumes information differently
from their predecessors. Instead of formal
brochures or static career fairs, they
engage with firms through social media
platforms such as LinkedIn, TikTok and
Instagram. Firms should embrace digital
storytelling, using employee-generated
content, authentic day-in-the-life videos
and interactive webinars to showcase
firm culture. Transparent communication
about salary, progression opportunities
and wellbeing policies is also key, as this
generation values honesty over polished
corporate jargon.
Highlighting values, flexibility, innovation,
progressive training and authentic employer
branding will not only attract the best of the
new generation but also secure long-term
competitiveness in an evolving legal market.
Firms that fail to adapt risk being perceived
as outdated and may struggle to secure the
lawyers of tomorrow.
Neville Dinshaw,
Managing Director of Law, Mergers &
Acquisitions
11

EDITORIAL
BOARD
Professional probate research with a personal touch
Sam Kimber,
Probate Researcher &
Genealogist, Pro-Gen Research
Andrew Fragnito-Day,
Divisional Director, AJ
Chambers
Intestate estate beneficiary identification
Missing beneficiary location
International bankruptcy searches
Deputyship & Court of Protection Assistance
Dormant account research
Obtaining vital documents
www.pro-gen-research.co.uk
Shaping your future
The AI Challenge:
Navigating Trust in a
Digital Age
The legal profession has faced many challenges over
the years, from shifting legislation to rising client
expectations. Yet the most pressing challenge today
may come not from Parliament or the courts, but
from artificial intelligence.
AI has quickly become a household tool. With a few clicks, anyone can ask
a chatbot to explain inheritance law, draft a contract, or interpret property
disputes or matrimonial issues. The answers are fast, persuasive, and, perhaps
most dangerously, delivered with confidence. Many clients mistake that
confidence for authority, thinking, “Why pay for a solicitor when I can get legal
advice instantly for free?”
The problem is not that AI is always inaccurate. It can provide helpful
summaries and starting points. But it cannot replicate the nuance, professional
judgement, or insight gained from years of training and practice. Law rarely
revolves around a single issue: a probate query may raise tax implications, a
contract might trigger regulatory obligations, a divorce can reveal financial
liabilities. AI cannot see the bigger picture, and it cannot take professional
responsibility for its advice.
This creates two risks. First, individuals may make poor decisions based on
incomplete or misleading AI guidance. Second, the authority of the legal
profession may be undermined if lawyers are seen as optional rather than
essential.
How should the profession respond?
Educate the public. Firms must highlight the limits of AI. This is not
scaremongering but honest explanation, showing both the benefits and the
constraints of AI. Blogs, seminars, and client updates should stress that while
AI provides generic information, only a qualified professional can offer tailored,
accountable advice.
Embrace AI, don’t reject it. Progressive firms can integrate AI into workflows
to improve efficiency, such as drafting first versions of documents or analysing
large volumes of data. AI should be used as a tool, not a replacement.
Reinforce the value of people over processes. Lawyers should focus on what AI
cannot do: empathy, judgement, strategic thinking, and building trust. Clients
who feel heard are far more likely to rely on the human who understands their
issue and its nuances.
Collaborate and adapt. Continuous professional development and firm-wide
discussions about technology should be standard. Firms that evolve with these
tools, rather than against them, will thrive.
AI is one of the greatest challenges facing the legal profession today, but it is
also an opportunity. By embracing its potential while clearly communicating its
limits, lawyers can remind the public of a constant truth: good legal advice is
not just about information, it is about wisdom, accountability, and trust.
Rethinking the SQE: Why
Multiple Routes Into Law
Matter
The legal recruitment market is a buoyant and
familiar one for the team at AJ Chambers, and the
developing perspective on the SQE process is raising
eyebrows for many firms and individuals. Those
who have transitioned from the LPC to the SQE
say they feel lost and forgotten by the SRA, while
professionals who have started the SQE are critiquing
the examination process. This has even resulted in a
petition for the SRA to reform the SQE process, which
has gained a significant following.
All this to say, no matter which side of the fence you sit on in this debate,
the more routes to joining the industry, the better. Solicitor apprenticeships
and alternative training routes offer a gateway into the profession that
may previously have been restrictive for some. This has the potential to
eradicate the perception of a talent shortage and instead instil confidence
that the industry needn’t be daunting, with the long-term development of
talent becoming a rewarding venture for firms and professionals alike. The
introduction of these pathways is not about lowering standards, but rather
about broadening horizons and enabling the legal sector to become more
representative of the society it serves.
Alternative approaches also open the industry to those with different
learning styles and backgrounds. Not everyone can self-fund the SQE, or
may find it difficult to concentrate for extensive periods of time – a wellknown
component of the SQE exams. Apprenticeships and work-integrated
training bring valuable, real-world learning to the fore, ensuring that
knowledge is not only academic but practical, tested against the realities of
practice and client needs. By valuing diverse routes, we also begin to value
diverse minds – an asset no modern profession can afford to overlook.
It is no secret that the high barrier to entry has fostered a sense of prestige
within the industry. However, could this barrier be founded on antiquated
ideals? The world is changing, and so too should the industry. It should
not be limited to those who can sit exams the longest; instead, it should
be open to the great thinkers, the people who can truly support cases and
make a real difference to the firms and lives they touch. And frankly, I do
not believe that can be judged by one single route into the industry, which
is why we make every effort to connect with the professionals and firms we
work with.
To move forward together, in tandem with the modern world, we need to
move with the current rather than brace against the torrent. If the legal
profession is to thrive, it must embrace innovation not only in technology
and service delivery but also in the way it nurtures talent. Only then will it
build a sustainable pipeline of professionals who are not just qualified on
paper but are equipped, motivated, and inspired to lead the industry into
the future.
01702 410 415
AJ-Chambers.com
13

EDITORIAL
BOARD
Culture is Crucial for the Next
Generation
The legal profession is in the midst
of a major generational shift.
The outdated “dinosaur lawyer”
stereotype, defined by long hours
and rigid traditional hierarchies, is
fading fast. What were once badges
of honour are now a liability when
it comes to attracting and retaining
young talent. Modern law firms are no
longer just competing on who can pay
the most; they must prove they can
offer a progressive, inclusive place to
work.
This new era demands a fundamental shift in
approaches to leadership. The most successful
firms will move beyond traditional hierarchical
dynamics, replacing them with work cultures
built around coaching and mentorship. For
junior and newly qualified lawyers, factors
like purpose, professional development, and
recognition may now matter as much as salary.
Leaders who actively invest in people foster
loyalty and belonging, reducing the risk of
costly turnover, while also creating workplaces
that inspire long-term commitment. The
benefits are mutual.
But that’s not to say that this shift is simple. It
requires more than writing new policies: it calls
for rebuilding the foundation of a firm’s culture.
One of the clearest expressions of this cultural
shift is flexibility. Hybrid and results-focused
models are rapidly becoming standard,
replacing rigid schedules and presenteeism. By
measuring success by output rather than hours
spent at a certain desk, leaders demonstrate
trust and empower lawyers to manage their
own time. This approach supports wellbeing
and can reduce burnout, making a firm more
attractive to a generation of aspiring lawyers
who increasingly value balance. Coupled with
evolving legal technology, these agile working
practices can also improve efficiency and client
service, further giving progressive firms a
competitive boost.
Flexibility alone, however, is likely not enough.
Long-term retention now and in the future
increasingly depends on psychological safety
in the workplace. Professionals need to feel
safe and empowered to ask questions, admit
mistakes, and share fresh perspectives without
fear of judgement. When lawyers feel heard and
respected, they are more likely to contribute
new ideas and see a long-term future with
their firm. This openness can fuel loyalty and
innovation, positioning firms to be nimbler in a
rapidly changing market.
The future of law belongs to the next
generation of professionals, but today’s leaders
are building the foundation now. By embracing
flexibility, cultivating psychological safety, and
leading with empathy, modern firms can move
beyond outdated traditions to build workplaces
where talent thrives. In doing so, firm leaders
can secure not just their people, but their place
in the future of the profession.
Sarah Murphy,
General Manager, Clio International
Rethinking Careers in Law –
Opening Doors to the Next
Generation
The legal profession has always
carried weight in society. For
some, it represents prestige and
influence; for others, it feels distant,
unapproachable and out of reach. If
the sector is serious about building
a diverse future, it needs to rethink
how it presents itself to young
people – particularly those from
underrepresented backgrounds.
Showing the Range of Opportunities
When people think of a career in law, the image
that often comes to mind is a courtroom barrister
or a suited partner in a city office. The reality
is far broader. From legal tech specialists and
paralegals to compliance advisors, marketing
professionals and data analysts, the profession
now encompasses a wide range of roles. Yet those
opportunities are not always visible to the students
making choices about their future.
Firms, universities and professional bodies have
an important role to play. Outreach into schools,
mentoring and practical work experience can all
help show young people that there is more than
one path into the sector. The message needs to be
clear: a career in law is not reserved for the few – it
can be a meaningful and rewarding option for
many. Alongside traditional pathways, developing
skills in areas such as marketing and understanding
the commercial realities of running a business
are increasingly essential for building sustainable
practices.
Challenging Outdated Perceptions
There is another hurdle: the profession’s image.
For decades, lawyers were seen as formal, even
intimidating. The sharp suit, the traditional
office, the air of formality – all reinforced a
sense of distance. Today, that image is changing.
Casual dress codes, flexible working and more
approachable client relationships are becoming
the norm.
Societal shifts have played a part. Clients expect
authenticity and accessibility. Gen Z, entering
the profession, values balance and openness. The
result is a profession that looks friendlier, more
human and more in tune with modern life.
Yet there is still work to do. Too many outside
the sector still see law as elitist or inaccessible.
Showcasing the diversity of people, backgrounds
and career paths could go a long way towards
breaking down barriers. Public campaigns, visible
role models and greater use of digital platforms
could all help paint a more accurate picture of the
profession.
Building a More Inclusive Future
The future of law depends on talent – and
talent comes from every community. By starting
conversations with young people, challenging
outdated perceptions and highlighting the variety
of roles available, the sector can become more
inclusive and representative of the society it
serves.
The question is not whether law can change. It
already is. The challenge now is making sure those
changes are seen, understood and accessible to
the next generation.
Neil Beck,
Owner of NB Consultancy and NED &
Fractional Sales Director at Aquarius
Reporting
15

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
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The legal profession is forever
evolving, and solicitor apprenticeships
and alternative qualification routes
such as the Solicitors Qualifying
Examination (SQE) are at the heart of
this transformation. These pathways
are not just alternative options, they
are reshaping who can enter the
profession, how they gain experience,
and how the skills they bring to legal
practice.
At Taylor Rose, we see the benefits of these routes
every day. By offering SQE apprenticeships and
structured alternative training programmes, we
open doors for talented individuals who might
not have followed the traditional law degree
plus LPC plus training contract route. Many of
our apprentices join the firm as paralegals or
through other professional experience, gradually
progressing into structured training that combines
practical work with study. This approach ensures
that qualification is grounded in real-world
experience as well as academic excellence.
This commitment is more than corporate, it is
personal. As CEO, I entered the legal profession
through an alternative route myself, so I understand
the value and opportunities these pathways
provide. My own experience taught me that
determination and practical experience can be just
as powerful as a traditional academic route.
It is a belief I have carried forward into my family
life too. I have encouraged my daughter to take
the apprenticeship path into law, because I know
first-hand that it is not a second-best option, it is
a modern, accessible and highly effective way to
build a successful career in the legal sector.
The significance of these pathways goes beyond
accessibility; they actively promote diversity within
the profession. By reducing reliance on elite
universities or expensive postgraduate courses,
apprenticeships allow people from varied socioeconomic
backgrounds to pursue legal careers.
Taylor Rose’s 2025 intake of SQE apprentices
demonstrates this clearly; candidates come from
different regions, academic backgrounds and
career journeys, yet all are united by ambition and
capability. By embracing these programmes, firms
contribute to a more inclusive legal profession that
better reflects the society it serves.
Ensuring high-quality training is essential.
Alternative routes should not be seen as shortcuts;
they are a different but equally rigorous path
to qualification. At Taylor Rose, apprentices
rotate through multiple departments, gaining
experience in residential and commercial property,
private client, and more. They are supported by
mentors and have allocated study time for the
SQE assessments. This combination of practical
exposure and academic preparation ensures that
candidates develop both technical knowledge
and professional judgement, preparing them for
successful careers as solicitors.
Solicitor apprenticeships and alternative routes are
reshaping the legal profession in profound ways.
They provide access to a wider pool of talent,
foster diversity, and ensure that practical skills are
as valued as academic knowledge. When firms
combine structured training, equitable support and
strong mentoring, these pathways become both
inclusive and high-quality, producing solicitors
who are capable, confident and ready to meet the
demands of modern legal practice.
Taylor Rose is proud to lead in this space,
demonstrating that investment in alternative routes
is an investment in the future of the profession,
one where talent, determination and ability define
success, not background or privilege.
Adrian Jaggard,
CEO, Taylor Rose
17

INSIGHT
Preparing The Next
Generation Of Lawyers
To Become AI-Native
When we speak with law firms, one theme comes up again and again: the
junior lawyer of today will not look like the junior lawyer of yesterday. The
traditional training model - where junior associates spend years on routine
tasks before earning the chance to advise strategically - is disappearing fast.
Generative AI is accelerating that
change. The profession is already
rebalancing away from routine drafting
towards higher-value, judgment-driven
work. For the next generation of
lawyers to thrive, they need to graduate
fluent in AI, ready to add value from
day one.
That belief is at the heart of our new
partnership with Charleston School
of Law. Together, we are embedding
Genie AI into the school’s transactional
law team curriculum, giving students
the opportunity to draft, redline,
negotiate, and analyse contracts with AI
tools in real-world practice scenarios.
Our aim is to ensure the lawyers
of tomorrow are prepared for the
profession they are actually entering.
Embedding AI Into Legal Education
At Charleston
Our partnership with South Carolina’s
Charleston School of Law came about
through a chance meeting between our
Growth Engineer, Sophie Aitchison,
and Katie Brown, Charleston’s
Associate Dean for Information
Resources, at ABA TechShow.
Charleston was already exploring how
AI could be integrated meaningfully
into student education as an essential
preparation for practice.
As Sophie put it: “What stood
out about Charleston was their
philosophy. They don’t teach blind
adoption of technology. They teach
students to evaluate tools like
buyers–testing, comparing, and
making judgement calls. That’s exactly
the kind of skill graduates will need
throughout their careers.”
That mindset resonated deeply with
us. We’ve always believed the best
way to learn technology is by using it
in context. Charleston wasn’t content
with just teaching the theory side -
they wanted their students to evaluate
multiple AI platforms, just like a buyer
would, with hands-on testing and
comparison of the real tools used by
practitioners in their day-to-day roles.
Genie AI performed strongly in this
evaluation process, demonstrating the
platform’s real-world effectiveness,
leading Professor Jean Steadman to
invite us to join the Transactional Law
Team program - a selective, practicebased
course focused on commercial
contracts.
For Charleston, their goal is to create AInative
graduates. Lawyers who would
enter the market not only with doctrinal
knowledge, but with the fluency to
use technology as naturally as they use
casebooks.
What Law Firms Really Need From
Graduates
The legal profession is under mounting
pressure. When we speak with law firm
leaders, the same challenges surface
again and again - speed, cost, and
talent.
Clients expect faster turnarounds
at lower prices, and aren’t willing to
pay for junior lawyers to train up on
routine tasks. At the same time, young
lawyers increasingly want intellectually
engaging work from day one - not years
spent on routine document review.
AI sits at the centre of this. Tasks once
reserved for junior lawyers - first drafts,
clause reviews, boilerplate redlining -
are now efficiently handled by AI.
That’s why graduates must enter the
profession differently. They will not
spend their formative years doing
work that machines can do. Instead,
they will need to demonstrate strategic
thinking, commercial judgement, and
client-ready skills from the start. Law
schools that wait or even ignore this
shift put their graduates at risk of being
underprepared and disadvantaged.
A New Path For Junior Lawyers
Some have
viewed AI as a
threat to junior
lawyers - we see
it as liberation.
The old training model was never
an ideal learning environment - it
was simply the way the profession
operated. Spending years combing
through documents rarely built the
judgement lawyers need to succeed.
Now, with AI handling the repetitive
work, the next generation of lawyers
can step into more valuable roles
much earlier. A student trained with
Genie AI can produce a credible first
draft quickly, freeing them to focus on
the judgement-heavy aspects - why
a clause matters, how a deal should
be structured, and what risks are
commercially acceptable.
For employers, this means junior
lawyers can contribute value faster
and their clients see added-value with
faster, more strategic contributions
from the whole team. For graduates,
it means earlier exposure to strategic
conversations and the ability
to accelerate their professional
development. And for the profession, it
means a new cohort of lawyers building
their careers on insight, not repetitive
tasks.
Closing The Gap Between
Academia And Practice
One of the biggest challenges for law
schools has always been bridging the
gap between theory and practice.
Doctrinal training is vital, but it is
no longer sufficient. The profession
now demands skills that go beyond
analysis of legal principles towards
practical translation.
Graduates need to understand
how legal tools support commercial
objectives. They must be able to
communicate with non-lawyer
stakeholders, evaluate and adopt
technology, and manage workflows
efficiently. These capabilities are what
distinguish lawyers who become
trusted advisors from those who
simply carry out instructions.
As Sophie put it: “When students
get to test these tools in real practice
scenarios, they stop thinking of
technology as an add-on and start
treating it as part of how they deliver
outcomes. That shift in mindset is
exactly what firms are looking for in
new hires.”
Charleston’s approach directly
addresses this. With Genie AI
embedded into the curriculum,
students aren’t just learning contract
law in theory, but applying it with the
same version that’s trusted by legal
practitioners, gaining experience that
mirrors the demand of modern legal
work.
Charleston is closing the gap between
academic study and professional
reality. Their students will not only
be prepared to enter the market, but
prepared to lead it.
Shaping The Future Of Legal
Education
The Charleston partnership is not
an isolated initiative. It is a signal of
what’s coming. Law schools and
courses across the US, UK, and
beyond will need to follow this path
if they want their graduates to remain
competitive.
We’re already in discussions with
multiple UK institutions about how
they can integrate Genie AI into their
curriculum, a sign of the momentum
building around AI and the future
of work. Students will expect their
education to mirror the profession
they are entering - one where AI is
embedded in every workflow.
And the opportunities go even
further. Business schools and
entrepreneurship programs can
also benefit from training students
to use AI in contract drafting and
negotiation. Founders, in particular,
spend far too much time and money
on routine legal work in their early
stages - at a time when every penny
counts. Teaching them to use AI
effectively can free them to focus
resources where they matter most -
building their businesses.
Corporate training is another
important avenue. Procurement,
sales, HR, and operations teams
all negotiate contracts daily, often
without legal backgrounds. Equipping
them with AI tools creates value
across organisations and ensures that
legal literacy extends beyond the legal
department.
The First Wave Of AI-Native
Lawyers
When we look at Charleston’s
students using Genie AI, we see the
beginning of something bigger. This
is the first wave of AI-native lawyers
- graduates who will be equally
comfortable integrating case law with
AI, drafting clauses and advising on
commercial strategy.
The next generation of lawyers will
not simply use AI. They will integrate it
into how they work, think, and create
value, equipped to deliver value in a
technology-driven legal environment.
The lawyer of the future will be an AInative
professional.
Charleston School of Law is
demonstrating that the legal
profession of tomorrow is already
being built in today’s classrooms.
Rafie Faruq,
co-founder and CEO of Genie AI
Nitish Mutha,
co-founder and CTO of Genie AI
18 19

IN-DEPTH
IN-DEPTH
How Law Firms can win
The Next Generation
When I started out in law (many, many years
ago), law firms relied on prestige, tradition,
and hierarchy to attract talent. It was a dream I
had – to be a Partner in a law firm. I used to be
a Solicitor, and the profession was attractive:
the traditions, the history, the status. I was
hooked. But what I see today are aspiring
professionals who want more than titles and
training contracts. They’re looking for purpose,
flexibility, and a workplace that feels human.
When you ask AI for a definition of a dinosaur lawyer,
this is what you will read:
“A ‘dinosaur lawyer’ is a colloquial term used to
describe a legal professional who resists change and
clings to outdated practices, attitudes, or hierarchies
within the legal industry. The term isn’t about age –
it’s about mindset.” (Microsoft Co-Pilot)
The outdated stereotype of the ‘dinosaur’
lawyer is giving way to a new generation
of professionals who are progressive and
use technology to their advantage.
They are inclusive and, I believe,
values-led.
I am the Head of People at
gunnercooke, and one of the things
that attracted me to the business
was the fact that they are a law firm
with a purpose. gunnercooke was
established to create a brand-new
way of working for lawyers. We’ve
embraced this shift from rigid,
inflexible structures. We’re not just a
law firm – we’re a community.
Within gunnercooke, we have a
community of lawyers across the
world who are supported by a team
of 100 colleagues, whom I have the
honour of looking after (gcTrust).
We have strong values and want to
be the law firm of the future, where
community and connection can
transform not just how people work,
but why our Partners and our gcTrust
colleagues choose to work with us in
the first place.
Red Carpet Treatment: On the Way In and the Way Out
I have been talking about Red Carpet Treatment for a
few years now. Whether we are recruiting new Partners
or new colleagues to join gcTrust, talent attraction starts
way before you speak to that person. Recruitment isn’t
just a funnel – it’s a first impression. And in a competitive
market, how you present yourself and then welcome
someone matters as much as what you offer them in
terms of a role.
Since 2020, we have changed the way we think about
work and no longer talk about work–life balance – it
is work–life blend. I believe it is really important for
employers to think about what
they can offer colleagues to
support that blend.
At gunnercooke, we believe in red carpet treatment
on the way in and on the way out. That means every
candidate – whether they’re a future Partner or a
recent graduate – is met with warmth, responsiveness,
and kindness. Our onboarding isn’t a checklist; it’s
a celebration. We make sure new joiners feel seen,
supported, and set up for success before they even
start their first day.
And when someone moves on, we honour their
contribution. For me, how someone leaves a role –
within reason – can be handled with kindness and,
more often, with celebration. If I have helped someone
progress in their career and been able to secure
something they believe is better for them, I feel proud.
Of course, we want to retain the best people and the
best talent, but sometimes it doesn’t work out that
way. A kind goodbye sends a powerful message: you
were valued here.
Many of us know and use the phrase “people leave
managers, not companies.” I want people who leave
to leave well.
Back to Basics and Make Them World Class
In the race to modernise, many firms overlook the
fundamentals. But the basics – clear policies, thoughtful
processes (or, as I prefer, guidelines and parameters), and
well-designed systems – are what make culture tangible.
Colleagues don’t want to guess at expectations. They want
clarity. They want to know how feedback works, what
growth looks like, and how their wellbeing is supported.
They want to go home at the end of the day or week and
feel good. The role of line managers and leaders is key to
this.
At gunnercooke, we’ve built our people systems around
simplicity and impact. Our benefits are designed to be
meaningful, not just marketable. We have an open-door
policy with the leadership team. Colleagues regularly hear
from our founder and the senior team. We also want to
create an environment that really matters to people, both at
home and in the office.
Recently, we launched a whole new way of working – Design
Your Life. No more mandated days in the office, but the
flexibility to come into the office for meaning. That might be
for an interview or 1-2-1s, or a team meeting. It might be to
welcome a new starter or to have a meeting that
would be valuable in person.
Kindness and Humour
Kindness builds psychological safety. It fosters
autonomy. It makes feedback land with grace.
And for younger professionals – many of whom
are navigating imposter syndrome, burnout, or
the pressure to prove themselves – it’s a lifeline.
One of our values is Compassionomics – we look
through the lens of kindness for our Partners and
our people.
Another of our values is humour. This is
too often underrated in the workplace.
It connects people. It defuses tension.
It reminds us that even in high-pressured
environments, we’re allowed to be human –
to be ourselves. I have always believed that
when people laugh together, they work better
together. And when they feel cared for, they
care more deeply about their work.
Human Connection: The Heart of Culture
Gallup’s famous workplace study asked
colleagues if they had a best friend at work:
“Our research has repeatedly shown a concrete
link between having a best friend at work and
the amount of effort employees expend in their
job.”
Beyond policies and perks, what truly engages
our people is connection. People want to feel
part of something. They want to belong.
That’s why we prioritise social rituals – walks,
shared meals, book clubs, and interest groups.
20 21

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accredited service and support, rated at better
than 95% satisfied by our existing customers
These aren’t just nice-to-haves; they’re culture in
action. We recently held a three-day event in Oxford,
bringing together our Partners from around the world
with gcTrust. It was a space to learn, meet colleagues
old and new, and also to have fun together – from
trying out steel drums, to joining a choir for the
evening, to listening to inspiring speakers.
Our events create space for relationships to flourish,
for ideas to spark, and for trust to deepen. We’ve
seen how a simple walk around the block can lead
to breakthrough thinking, how a shared lunch can
dissolve silos, and how a community built around
shared interests can help bring others together.
gcScholars: Opening Doors for Those Without
Connections
One of the most powerful ways we support the next
generation is through our gcScholars programme – a
bold initiative designed to break down barriers for
those who don’t have a network to call upon to “get
in.”
We work directly with schools to identify students
who show promise, drive, and curiosity, but who may
lack the connections, resources, or family background
that traditionally open doors in law. These are young
people who might never have considered a legal
career simply because no one around them had.
Through gcScholars, we offer mentoring, exposure,
and real-world experience. We demystify the
profession. We show them that law is not reserved for
the privileged few – it’s a path open to anyone with
talent and tenacity.
Designing for Flexibility: Work That Works
The pandemic didn’t invent flexible working, but it
did prove its value. And for younger professionals,
flexibility isn’t a perk – it’s a baseline.
That doesn’t mean abandoning structure. It
means designing systems that support autonomy,
accountability, and choice. At gunnercooke, we’ve
embraced hybrid-friendly rituals, asynchronous
communication, and clear expectations. We trust
people to manage their time – and we support them
with tools that make it easier.
We also recognise that flexibility isn’t just about
location. It’s about life. Whether someone is caring for
a relative, pursuing further study, or simply working
best outside the 9–5, our policies are designed to flex
with them.
Because when people feel trusted, they give their
best. And when work works for them, they’re more
likely to stay.
Purpose-Driven Practice: The gunnercooke
Foundation
Perhaps the most powerful way to engage the next
generation is to show them that their work matters.
At gunnercooke, our purpose goes beyond profit.
Through the gunnercooke Foundation, we support
social enterprises, mentor changemakers, and invest
in communities. Our lawyers don’t just advise – they
empower. They use their skills to drive impact, not just
income.
This sense of purpose is magnetic. It attracts people
who want to make a difference. It gives meaning to
the everyday. And it reminds us that law, at its best, is
a force for good.
Leadership That Listens
Ultimately, attracting and supporting the next
generation comes down to leadership – not just in
title, but in behaviour.
Modern leaders don’t just set strategy; they shape
culture. They model vulnerability, invite feedback,
and make space for others to shine. They understand
that authority isn’t about control – it’s about care,
something that I have seen and felt since I joined the
business.
At gunnercooke, our leadership is boundaryless (yes,
that is another of our values!). That means ideas can
come from anywhere. Everyone has a voice. And
decisions are made with compassion, clarity, and
courage.
It’s not perfect. But it’s intentional. And that’s what
makes the difference.
But evolution doesn’t mean abandoning tradition. It
means reimagining it. It means taking the best of what
law has always stood for – integrity, rigour, and justice
– and delivering it in ways that feel human, inclusive,
and future-ready.
For firms willing to go back to basics, lead with values,
and design with empathy, the next generation isn’t a
challenge. It’s an invitation to join what I still believe is
an amazing profession.
Let’s roll out the red carpet – and build communities
worth staying for.
Claire Smith,
Head of People and Culture,
gunnercooke LLP
Get in touch to find out how we can support your business.
03300 366 700 | enquiries@ochresoft.com | ochresoft.com
23

FEATURE
BE THE LADDER:
ONE BILLABLE
HOUR
In law, time is money. Every hour is tracked,
billed and accounted for. But what if just one of
those hours could do more than generate fees?
What if it could change the course of a child’s
life? That is the thinking behind One Billable
Hour, a new initiative from the Be The Ladder
Foundation. By donating the equivalent of a
single billable hour, lawyers and professionals
can fund one-to-one tuition for disadvantaged
pupils, helping to close the education gap and
create ladders of opportunity for the next
generation.
One Hour, One Future
How much can one hour really change? In the legal world, an
hour is a tangible, measurable thing. It is tracked, billed, and
accounted for down to the nearest six minutes. But when you
look beyond the timesheets and fee notes, that same hour has
the power to transform a child’s future.
This is the thinking behind One Billable Hour, an initiative from
the Be The Ladder Foundation, which I founded to help close the
opportunity gap facing disadvantaged young people. The idea is
simple: we are asking lawyers, law firms and other professionals
to donate the equivalent of just one billable hour to fund one-toone
tuition for pupils who need it most.
That hour you charge a client? It could unlock up to ten hours of
tuition for a child who has fallen behind. It could give them the
tools, confidence and self-belief to thrive at school and beyond.
The Gap We Cannot Ignore
The need is urgent. According to the IFS Deaton Review, the
education gap between disadvantaged pupils and their peers
has barely shifted in twenty years. At GCSE level, children eligible
for free school meals are 27% less likely to achieve good grades
compared to their better-off classmates. Only 17% of students
from the poorest fifth of households go on to graduate from
university, compared to 71% of private school pupils.
It is not just numbers. Behind every statistic is a young person
with talent, potential and ambition, but without access to the
same resources or opportunities as their peers. Private tuition has
been shown to boost attainment and confidence, yet for many
families it is out of reach. That is where One Billable Hour comes
in. By channelling donations directly into high-quality tuition,
we are helping to remove some of the barriers that hold young
people back.
My Ladder, Their Future
For me, this work is personal. I grew up in Mitcham, South
London, in a working-class Jamaican family. I did not have the
benefit of private education, connections or a well-trodden path
into law. In fact, I left school with four GCSEs and three suggested
career options: tennis racket stringer, warehouseman, or outdoor
clerk at a law firm.
I Chose the Law Firm
Through persistence, study and the help of people who believed
in me, I qualified as a solicitor and, in 2021, became the first Black
Senior Partner at a top-100 UK law firm. I have had the privilege
of working on some of the country’s most high-profile legal
cases, from representing victims of the Westminster terror attack
to winning a landmark employer’s liability case in the House of
Lords.
But I did not get here alone. There were people along the way
who opened doors for me, offered guidance and gave me
opportunities I would not otherwise have had. They were my
ladders.
Now, through Be The Ladder, I want to create those same
pathways for others.
A Simple Idea with Powerful Results
The beauty of One Billable Hour is its simplicity. We are not
asking for a huge donation. We are asking you to look at your
timesheet, take one hour, and redirect its value.
For some, that might be £150. For others, £2,000. Whatever the
figure, it will go directly into one-to-one tuition for pupils who
need it most. We have already seen the impact this support can
have.
Beyond Tuition: Removing Silent Barriers
One Billable Hour sits alongside our other initiatives, including
the recently launched Welcome Packs for Year 7 pupils. These
provide essentials such as uniform vouchers, stationery, a school
bag and academic resources – practical items that make a huge
difference at a critical transition point.
It is hard to focus on your first week at secondary school if you
are worried about not having the right kit or feeling like you do
not fit in. The packs are designed to remove those silent barriers
before they grow into bigger ones.
Together, these initiatives are about one thing: ensuring every
child has the chance to fulfil their potential, regardless of where
they start.
The Role of the Legal Profession
Why talk about this in a legal magazine? Because our sector is
uniquely positioned to make a difference.
Law has long been associated with high barriers to entry –
academic, financial and cultural. Many talented individuals never
make it through simply because the ladder feels out of reach.
By supporting initiatives like One Billable Hour, we are not only
helping today’s pupils but also investing in the future diversity,
strength and dynamism of our profession.
City firms are already stepping up. At a recent LinkedInfluencers
event hosted by Bird & Bird, leaders and influencers pledged
their support, and the momentum is building. It is a chance for
our industry to lead by example, showing that we do not just
talk about social mobility, we act on it. This is my commitment as
Senior Partner at Moore Barlow, as we finally seek to move the
dial.
One Hour, One Future
If you are reading this, you have probably billed hundreds, if not
thousands, of hours this year. This is an invitation to take just one
of them and change a life.
Your donation could fund ten hours of tuition for a child who
might otherwise be left behind. It could be the moment they
catch up in maths, rediscover a love of reading, or start believing
in their own potential.
For me, this is not charity. It is fairness. It is creating ladders
where none exist and ensuring that the next generation has the
chance to climb as high as their talent and determination will take
them.
Talent is everywhere. Opportunity is not.
Together, we can change that
– one billable hour at a time.
Dr Trevor D. Sterling (Hon.causa)
25

CONVEYANCING AWARDS
2025
To all those shortlisted, we can’t
wait to celebrate with you!
THE RUM WAREHOUSE, LIVERPOOL
Tickets available at - www.mlconveyancingawards.co.uk
KINDLY SPONSORED BY
KINDLY SPONSORED BY

Conveyancing Firm of the Year
- North of England
Bell Lamb & Joynson Solicitors
Birchall Blackburn Law
Enact
Milne Moser Solicitors
Napthens LLP
Oliver & Co Solicitors
Stephensons
Conveyancing Firm of the Year
- Midlands
Davisons Law
Fletcher Longstaff
Josiah Hincks Solicitors
Lucas & Wyllys Solicitors
Smith Partnership Solicitors
Sort Legal
Thomas Flavell & Sons Solicitors
Conveyancing Firm of the Year
- South of England
AVRillo LLP
Evolve Law
Foot Anstey LLP
PCS Legal
RG Law
Stephens Scown LLP
Watkins Solicitors
Conveyancing Firm of the Year
- Wales
Alwena Jones & Bright Ltd
CJCH Solicitors
Gateway 2 Conveyancing Ltd
JCP Solicitors
RJM Solicitors
Sort Legal
National Conveyancing Firm
of the Year
Birchall Blackburn Law
Dutton Gregory Solicitors
Fletcher Longstaff
Irwin Mitchell
Muve
PCS Legal
Stephensons
Residential Property Team
of the Year
AVRillo LLP
HMD Legal
Napthens LLP
Paul Crowley & Co
PCS Legal
RG Law
Switalskis Solicitors
Commercial Property Team
of the Year
Lightfoots Solicitors
RJM Solicitors
Rowlinsons Solicitors
SJP Solicitors LLP
Stephensons
Search Provider of the Year
Dye & Durham
Groundsure
Martello
Move Reports
OneSearch
SearchFlow
The Search Bureau
Innovation of the Year
AVRillo LLP
Legalito Ltd
LMS
ntitle Ltd
PCS Legal
Perfect Portal
Smokeball
Rising Star of the Year
Alexandra (Ally) Stretton - Rowlinsons Solicitors
Hannah Dowling - HMD Legal
Ismail Al-Saleh - The Partnership
Marcus Walker - Davisons Law
Miles Forsdike - PCS Legal
Natasha Moore - Josiah Hincks Solicitors
Tom McLaren-Roberts - Conveyancing Direct
Property Lawyers (CDPL)
Service Provider of the Year
Armalytix
Certain Surveyors
InTouch
LMS
Martello
Perfect Portal
Property Conveyancing Consultancy
Client Care Award
Attwells Solicitors LLP
AVRillo LLP
Napthens LLP
Oliver & Co Solicitors
PCS Legal
Stephens Scown LLP
Switalskis Solicitors
Best Use of Technology
AVRillo LLP
Collaborative Conveyancing
Convey Law & Convey365
Cook Taylor Woodhouse Solicitors (CTW)
LMS
ntitle Ltd
Outstanding Commitment to Training
Attwells Solicitors LLP
AVRillo LLP
Birchall Blackburn Law
Conveyancing Direct Property Lawyers (CDPL)
Dutton Gregory Solicitors
PCS Legal
RG Law
Mental Health & Wellbeing Award
AVRillo LLP
Convey Law
Evolve Law
Martin Tolhurst Solicitors
Stephensons
Thomas Flavell & Sons Solicitors
Conveyancer of the Year
Bethany Western - RG Law
Gareth Jones - Napthens LLP
Helen Schofield - MSB Solicitors
Kiri Kkoshi - Healys LLP
Tom Ansell - Heald Solicitors
Trisha Parmar - Josiah Hincks Solicitors
Zoe Matthews - Conveyancing Direct Property
Lawyers (CDPL)
Managing Partner of the Year
Angelo Piccirillo - AVRillo LLP
James Scozzi - Elite Law Solicitors
Karen Marsh - RG Law
Marc Lansdell - Evolve Law
Martin Bowers - Cook Taylor Woodhouse
Solicitors (CTW)
Navead Yousaf - Burgh Thorpe Solicitors
Phillipa Edmunds - SJP Solicitors LLP
Business Development
Professional of the Year
Adam Bainbridge - RG Law
Alex Holt - Cashroom Ltd
Hannah Midgley - Switalskis Solicitors
Paul Gregory - SortRefer
Sarah Howard - Elite Law Solicitors
Sharon Beedham - Movera
Sophie Luckett - RG Law
Female Trailblazer of the Year
Claire Wright - Conveyancing Direct Property
Lawyers (CDPL)
Jennifer Finch - Sort Legal
Laura Everitt - Elite Law Solicitors
Natalie Summers - CJCH Solicitors
Sarah Cookson - Switalskis Solicitors
Sarah Lloyd - Conveyancing Direct Property
Lawyers (CDPL)
Yanthé Richardson - Foot Anstey LLP
Giving it Back Award
Bell Lamb & Joynson Solicitors
Birchall Blackburn Law
Convey Law
MSB Solicitors
Oliver & Co Solicitors
Stephensons
Thomas Flavell & Sons Solicitors
Best Workplace Award
AVRillo LLP
Conveyancing Direct Property Lawyers (CDPL)
Enact
Movera
MSB Solicitors
Oliver & Co Solicitors
PCS Legal
Outstanding Employee of the Year
Ellie Bellas - Grey-Smith Legal Limited
Helen Schofield - MSB Solicitors
Lisa Bailey - Sort Legal
Miles Forsdike - PCS Legal
Nathalie Harris - Dutton Gregory Solicitors
Sheryl Hodgson - Armalytix
Zoe Matthews - Conveyancing Direct Property
Lawyers (CDPL)

Empowering
sustainable land
and property
decisions
Raising the bar
with climate
search reports
• The leading UK environmental
and climate data authority
• Expert risk analysis on contaminated land, flooding,
mining, climate and much more
• Always putting the customer first.
For more information visit www.groundsure.com
or contact your preferred search provider
Email: climate@groundsure.com Tel: +44 (0)1273 257 755

Groundsure discusses how climate change due diligence is an important part of
the overall property checks when it comes to your clients.
As climate risks continue to evolve, understanding their potential long-term impact on land and property is
essential for your clients to make informed decisions. Incorporating climate change due diligence into the
property transaction process demonstrates best practice and protects your clients’ interests both short-term and
long-term.
Addressing climate change within mandatory property due diligence has been a collaborative effort in the last
couple of years between lenders, environmental experts, lawyers and industry advocates—everyone has played
their part. This collective momentum led to The Law Society publishing its initial climate change guidance
for solicitors in April 2023. This marked a significant milestone in the integration of climate risk into legal due
diligence. Their published guidance identified significant global risks (leading up to 2050) and categorised the
risks into: physical, transitional and liability risks.
Climate change affects your clients’ interests and your professional duties as
a solicitor.
While climate-related risks are not yet as routinely embedded in due diligence processes, unlike the more
traditional areas such as flood risk, contaminated land, or planning considerations, their significance is rapidly
growing. From a client perspective, climate risks flagged up in reports can affect the ‘enjoyment’ factor
for people who are considering property purchases. When it comes to assessing climate risks for property
transactions, we encourage conveyancers to draw on the expertise of trusted providers like Groundsure - just as
you already do for other well-established risk areas that you’ve been reporting on over the years.
Groundsure’s CimateIndex is a module integrated within our environmental reports, it includes a helpful
dedicated section inviting your clients to get in touch with Groundsure directly.
Clients (or anyone in the transaction) can contact us by phone or
email and speak to our dedicated team of environmental and
climate experts for clear, informed guidance. We’re here to support
- if they have any questions about the climate risks identified in their
report, they can contact us for reassurance and expert insight.
What are the risks to home buyers if they skip an environmental report? How
does it impact mortgage approval?
We spoke to Daniel Hamilton-Charlton from Property Searches Direct in a recent GroundTalk podcast about
this subject matter, he says “most lenders (if not all) will insist on seeing an environmental report before they
commit to lending clients’ finances. The lender will consider the risk profile of the property and consider the
monetary lending that they’re taking on and how secure their funds are.” For example flood risk assessments and
environmental risk factors will be considered by lenders - if there are future risks highlighted in the report, this
will have an impact on the re-sale value of the property. Daniel says “lenders will always seek to get security on
their high-value loan - and this approach should also apply to potential buyers.” Even if you’re dealing with a cash
buyer and they have no need for a mortgage; for the cost of the search, your client gains valuable knowledge
and peace of mind.
Conveyancers, law experts and reporting.
Because of the impact of climate change on properties and land, we encourage you to consider climate change
reports in every transaction. It’s essential to understand how these risks relate to your area of law. These (climate)
risks are no longer hypothetical; they’re foreseeable and in some cases, already manifesting. Use our expertise,
our environmental and climate reports and toolkits to help guide your clients. Plus, feel free to refer clients to us
if they have any questions—we’re here to support you.
Climate risk searches - powered by Groundsure’s ClimateIndex TM .
Groundsure’s CimateIndex is a powerful climate risk assessment tool which assess risks that are most relevant
to UK residential and commercial property transactions. CimateIndex provides future-focused and propertyspecific
risk ratings. The assessment is based on property-specific data, and it provides a level of insight that isn’t
readily accessible through public sources.
Our assessment tool gives users a medium-to-long term future
view of the potential physical climate change risks that could affect
a property—over 5-year and 30-year periods. ClimateIndex TM also
provides a view on the rate of change that’s aligned with the Bank
of England’s reporting requirements.
Dani Orosa, Strategic Account Manager, Groundsure
The past decade has been the warmest on record, with Antarctic sea ice at its
lowest level on record and accelerated glacier loss. As a result, the climate change
impact on property are wide-reaching and range from coastal erosion and
increased flooding, to heat stress on buildings, increased subsidence risks and soil
erosion. These risks not only threaten the physical integrity of properties, they also affect
the cost of insurance and the availability, mortgage-ability and long-term asset value.
Did you know?
• Data showed that 2024 is the first calendar
year that the average global temperature exceeded
1.5 degrees centigrade above its pre-industrial level
- as defined in the Paris Agreement in 2015*
• In 2024, the annual sea surface temperature over
the extra-polar ocean reached a record high of 20.8
degrees centigrade (that’s 0.51 degrees centigrade
above the 1991-2020 average).
Did you know?
• Analysis by Aviva reveals one in thirteen (8%) of new UK
homes built in the last decade are built on a flood plain**
• It’s estimated that approximately £525 billion worth of
UK property could be written off due to climate change
in the long term by 2100
• Groundsure uses climate change modelling UKCP18 in our
climate assessments - the most up to date model used within the industry
• We use data on Representative Concentration Pathways (RCPs), which model the greenhouse gas
concentration trajectories in the atmosphere, which contribute to the warming of the earth. At
Groundsure, we use a blend of low and medium emission scenarios
• Groundsure’s ClimateIndex TM module integrates current risks for flooding, ground stability, and coastal
erosion and also looks at future projected risks
• We provide unique assessments to each property that we search.

How Groundsure can help you with clients.
We understand that solicitors and/or conveyancers are not necessarily experts in the subject matter
of ‘climate change’ or may not have the full knowledge base to advise clients on these risks (when
compared to solid knowledge on other risks highlighted in our products), this is why we work hard to
remove the responsibility and burdens on your workload.
• We supply client care letters - to help property buyers understand the need to identify the risks
ClimateIndex TM
Multi-award winning
climate risk module.
• We supply climate and EPC clauses, to help you explain what you’re doing and why—these
can be inserted into your reports on title, this helps save (you) time on climate reporting
• These can be found on our Knowledge Base hub: this informational hub is free to
access - see https://knowledge.groundsure.com
`
• Based on (the) physical risk categories that we’ve found, we provide tailored guidance,
recommendations and next steps outlined for your clients.
At Groundsure, we know the importance for solicitors and
conveyancers to give their clients confidence in their property
purchase. Our ClimateIndex TM module provides clear,
accessible insight into future climate risks, while our additional
risk and reporting resources ensure professionals can offer
comprehensive property due diligence checks. Combined,
these tools aid smoother transactions and they support
clients in making well-informed, long-term decisions.
Catherine Shiers, Customer Engagement Director, Groundsure
ClimateIndex TM provides conveyancers
with clear and practical support to easily signpost
any potential future issues to clients.
• Included automatically with our key residential and commercial
search reports
Speak to Groundsure’s
dedicated climate change
support team - contact us
on climate@groundsure.com
• Covers main physical risks: Flooding, subsidence and coastal erosion
• Includes transition risk detail: flood resilience and EPCs (multiple included
where present on commercial sites)
• Backed by expert data, training and support with clauses.
*According to the report by Copernicus Climate Change Service, published in February 2024.
**According to an article published by Aviva in January 2024.
For more information visit www.groundsure.com/climateindex/
or contact your preferred search provider
Email: climate@groundsure.com Tel: +44 (0)1273 257 755
For more information visit www.groundsure.com
or contact your preferred search provider
Email: climate@groundsure.com Tel: +44 (0)1273 257 755

FEATURE
FORUM
CONVEYANCING IN CRISIS:
WHY WE MUST CHANGE HOW WE
TREAT OUR LAWYERS
HMLR figures show active
conveyancing firms have fallen
by around 400 in just over two
years – from 4,000 at the end of
2022 to 3,539 in January 2025.
Every week in interviews, we see
why: conveyancers are exhausted,
undervalued and questioning
whether to stay in the profession
at all.
They tell us about unrealistic billing targets,
impossible caseloads and too little support.
They describe working late, weekends
swallowed up by emails, and the mental
weight of clients calling constantly for
updates. Too many feel abandoned. Unless
the industry acts now, it will continue
to lose the very people needed to carry
conveyancing through rising client demands
and looming AI disruption.
At AVRillo, we have spent 26 years building
something different. Not theory – practical
changes that have helped us grow from two
people to over 100, and become one of the
UK’s most awarded conveyancing firms.
Here’s what has made the difference to our
long-term stability.
Culture That Supports, Not Crushes
We refuse to run a “pile them high, sell them
cheap” model. We don’t undercut other
lawyers because that race to the very bottom
of being the cheapest isn’t sustainable. You
wouldn’t expect doctors to operate on the
cheap – it would be too risky. Why should
conveyancing be any different? Cheap fees
mean fewer resources, heavier caseloads, and
lawyers burning out.
We charge properly so we can hire more
lawyers, with capped files to keep workloads
humane. We also operate a John Lewisstyle
profit-sharing model – when the firm
succeeds, everyone benefits
financially, not just the owners.
We insist on people taking holidays. We
don’t want our lawyers working late nights
or weekends or being on the phone all day.
We teach lawyers how to manage client
expectations – empowering them to lead their
clients, not be led by them. And we check in
constantly: small group meetings three times
a week where lawyers can raise pressures
before they spiral. It’s not theory – it’s day-today
support.
Training and Development That Builds
Confidence
From day one, every conveyancer has a clear
training path with mentors and allocated time
for learning.
Our Future Leaders programme, with one-toone
coaching, has produced six partners in
six years.
We invest in soft skills, as the Legal
Ombudsman’s 2023/24 report shows
poor communication drives 25% of upheld
conveyancing complaints. We provide direct
“don’t call us, we’ll call you” updates with
empathy, explaining when and why the next
stage happens, giving clients peace of mind,
reducing lawyers’ need to fend off continuous
calls, and freeing them to focus on the legal
work with negligible communication issues
and less risk of overburden and burnout.
Technology That Reduces Stress
Technology should take weight off
conveyancers, not add dashboards for their
own sake. That’s why a large part of our
budget goes on systems that free up time.
Routine compliance, AML and cybersecurity
checks are all streamlined. Digital searches
cut weeks off wait times. Direct Land Registry
integration allows key title data to be read
by AI before the full contract pack arrives.
Automated client dashboards provide 24/7
updates so lawyers aren’t drowning in calls
from clients and agents asking for progress.
36
The effect is simple: our lawyers spend less
time on the 80% mundane, and more time
on the 20% complex legal issues where their
judgement is needed.
Learning from Both Agency and Law
Before founding AVRillo, we owned estate
agencies.
That background means we train lawyers not
just in the law, but in the reality of the whole
property process. It also means collaboration
with agents comes naturally to us – we
understand both sides of the transaction. At
the very least, spend time in an estate agency
office. Understand their difficulties so you can
communicate better with them – and help
your clients.
Understanding agency makes lawyers
better at anticipating problems, faster at
communicating with clients, and more
pragmatic in getting transactions over the
line without cutting corners. It bridges the
gap between two professions that too often
misunderstand each other.
Talk to us. We’re happy to share.
To every conveyancer reading this: you are
not the “poor cousin” of the profession. You
are the backbone of the housing market,
guiding clients through one of the most
stressful times of their lives.
To firms: if the industry wants to keep
conveyancers, it needs to pay properly, limit
caseloads, give real support, invest in staff
growth, and use technology to reduce stress.
I hope this article sparks something that
resonates. We’re happy to share openly and
honestly if it helps stop this beautiful industry
from collapsing.
Angelo Piccirillo,
Co-Founder of A.V. Rillo.
Modernising Conveyancing:
Innovation, Culture and the Next
Generation of Legal Talent
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
innovation, technology, and culture are reshaping the future of conveyancing and
the next generation of legal professionals.
Angela Hesketh
Head of Market Development
at PEXA
This issue’s opinions are from:
Rob Gurney
Managing Director at
Ochresoft
37 37
Natalie Summers
Director & Head of
Conveyancing, CJCH Solicitors

FORUM
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
Q. How is your organisation supporting law firms
in modernising their conveyancing services to
attract and retain the next generation of legal
professionals?
Angela Hesketh
A. PEXA’s approach is grounded in lived experience within
law firms. Members of its leadership team have progressed
through the profession, from trainee to qualification and
later to head of department, before moving into the wider
industry. This journey has fostered a deep understanding of the
challenges faced by conveyancers at every level, from the long
hours of administrative work as a junior to the responsibility of
managing a team under pressure. That perspective underpins
PEXA’s mission to help law firms modernise in ways that
directly improve the working lives of their people.
The organisation is committed to introducing digital
infrastructure that reduces friction, provides greater certainty
in transactions, and alleviates the stress of completion day.
For younger professionals, this means entering workplaces
that look and feel modern, where technology supports good
practice and allows them to focus on the rewarding aspects of
their role. For firms, it helps to create an environment that is
attractive to new entrants and sustainable for existing teams.
Rob Gurney
A. There is a huge gap between consumer expectations
and reality regarding conveyancing transaction times, and
it is getting wider. Clients in 2025 are used to the instant
gratification of “click-and-buy”, while the home-moving
process becomes ever more cumbersome with each new
responsibility the beleaguered conveyancer inherits.
Our research suggests that the average homebuyer expects a
transaction to complete in 8.5 weeks. Yet our data shows that
the average completion time is just over 17 weeks, despite the
widespread adoption of technology in the legal profession. This
is clearly unsustainable and urgently needs addressing if the
role of the conveyancer is to remain a rewarding and attractive
career choice. As a former property lawyer, I am very aware
of the huge efforts made by the profession to meet client
For younger professionals, this
means entering workplaces
that look and feel modern,
where technology supports
good practice and allows them
to focus on the rewarding a
spects of their role.
needs while maintaining compliance. Ochresoft has positioned
itself at the forefront of this change agenda, both by raising
awareness of these issues and, crucially, by developing
meaningful solutions to enhance the efficiency of this complex
and often misunderstood legal process.
Q. As a law firm, what innovations or tools have
you introduced to help your conveyancing teams
streamline processes, reduce administrative burden,
and create a more appealing work environment for
young talent?
Natalie Summers
A. We know that to attract and retain staff, we must be
efficient, flexible, and innovative. By working collaboratively,
embracing change, and remaining dynamic, we have built a
busy and successful department that continues to grow.
We have implemented new digital case management systems
and streamlined processes, reducing paperwork and improving
visibility of cases for clients, agents, brokers, and third parties
through 24/7 online case tracking. The system automatically
sends email and text updates at key milestones, ensuring all
parties are fully informed. This lightens the burden on the
team while aligning with modern client expectations.
We use digital client onboarding, which has shortened
transaction timeframes significantly, as clients can complete
the process through our personalised app. This allows us to
achieve HMLR Safe Harbour–compliant results, with NFC chip
For more information, please get in touch at
landmark.co.uk/legal-conveyancing/legal-due-diligence-reports
39 39

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Q. As a service provider, what innovations or tools
are you offering that help conveyancing teams
streamline processes, reduce administrative burden,
and create a more appealing work environment for
young talent?
Angela Hesketh
A. A consistent challenge in conveyancing is the time spent
on tasks that, while essential, do not make the best use
of legal training. This includes chasing funds, carrying out
repetitive manual checks, and managing the uncertainty of
completion. PEXA’s digital platform addresses these issues
directly. By validating title, digitising settlement scheduling
and funds movement, and automating lodgement with the Land
Registry, the platform reduces duplication, late interventions,
and last-minute problem-solving. This brings predictability to
transactions that is often missing under traditional methods.
For practitioners, the effect is twofold: they gain more time
to apply their legal judgement and build stronger client
relationships, and they work in an environment where the
most stressful pinch points are reduced. For junior lawyers,
apprentices, and paralegals, this creates a very different
entry into the profession. Instead of being defined by routine
administration, early careers can be shaped by meaningful
legal work, collaboration, and the opportunity to develop
confidence and expertise. For firms competing to recruit and
retain talent, this is an important differentiator.
Rob Gurney
A. Ochresoft is a well-regarded brand for its case
management and workflow system, Intelliworks. Many
conveyancing customers tell us that by using our constantly
updated software, they can reduce transaction times while
ensuring consistency and comprehensiveness across all
matters. This provides peace of mind in terms of compliance
and risk management.
However, as highlighted earlier, more must be done to close
the gap between consumer expectations and reality. Only
then can we improve the experience of being a property law
professional. This is why we are developing innovative tools to
support lawyers by providing much-needed assistance without
fundamentally changing the process.
Automation tools are often criticised as “dumbing down”
or replacing human lawyers. In reality, when implemented
correctly, they can turbocharge conveyancing and enhance the
lawyer’s role by offering accurate insights instantly for review
and approval. This can include contract pack preparation,
additional enquiry avoidance, and legal title reviews. The result
is an improved client experience and a more rewarding role for
conveyancers.
Q. Have you seen increased demand from your
conveyancing teams for flexible or hybrid working
models, and how have you implemented these in
practice?
Natalie Summers
A. We have adopted flexible and hybrid working models,
supported by remote work infrastructure and collaborative
tools that keep us in constant communication regardless of
location.
There has been a growing demand for flexibility, not only since
COVID-19, when the conveyancing market went into overdrive
and people proved they could do their job just as effectively
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41 41

FORUM
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from home, but also beforehand. The increasing number of
women in law and the need for flexibility around parental
responsibilities have driven this.
Many of our staff work at least one day a week from home,
which allows them to save travel time, walk their dog at
lunchtime, or do the school run.
Q. Are you seeing increased demand from law
firms for support in implementing flexible or
hybrid working models within their conveyancing
departments, and how are you responding?
Rob Gurney
A. We certainly saw this in 2020, when the pandemic forced
law firms to act swiftly to ensure continuity of service during
lockdowns. Employers who may previously have been reluctant
to embrace flexible working quickly changed their stance.
Those already using electronic case management systems
such as Intelliworks were able to adapt to remote or hybrid
models with relative ease.
What was once a temporary measure has now become an
established expectation for most firms and their employees.
For software suppliers to the profession, this level of flexibility
is now an essential requirement. But this goes beyond
software functionality. Remote and hybrid workers operate
under strict regulatory requirements, and supervision becomes
more challenging when teams are not all in the same office.
It is therefore crucial that workflows are both comprehensive
and actively monitored through MI reporting to ensure
compliance is maintained.
Q. How is your firm fostering a more inclusive and
progressive culture within conveyancing, particularly
in supporting solicitor apprenticeships or alternative
training routes?
Natalie Summers
A. Fostering an inclusive and progressive culture within
conveyancing is increasingly important. CJCH is doing this
through structured apprenticeship pathways via the SQE,
Licensed Conveyancer, or CILEX routes. The traditional
training contract alongside these alternatives opens the
profession to a broader pool of talent, building a resilient,
loyal, and future-ready workforce.
We provide funding for these qualifications, along with
mentorship and supervision, so staff receive guidance,
support, and exposure to legal work from day one. This
ensures genuine career progression within the firm.
Q. What role do you see law service providers playing
in helping firms balance efficiency, compliance, and
employee wellbeing in a fast-paced, high-pressure
area like conveyancing?
Angela Hesketh
A. Legal technology providers have a responsibility to
support the profession in a way that balances efficiency with
compliance and wellbeing. Too often, these priorities are
treated separately, when in fact they are closely connected.
Well-designed systems can embed compliance requirements
while reducing workloads and alleviating pressure on
individuals.
PEXA’s role is to provide tools that remove unnecessary
friction and risk, particularly at completion stage when stress
levels are highest. By offering a secure, predictable process
for funds transfer, transaction settlement, and lodgement with
the Land Registry, the platform helps firms reduce errors and
build resilience.
This not only protects clients, lenders, and regulators’
expectations but also contributes to a healthier working
culture. For the wider profession, the value of such innovation
lies in creating a sustainable career path. Conveyancing
can be rewarding but undeniably high-pressure. Reliable
systems that reduce uncertainty help firms retain experienced
professionals and inspire the next generation to build long,
fulfilling careers.
The Future of Private Client
Work: Balancing Technology,
Efficiency and Personal Service
In this issue, our Wills and Probate Panel — Marie Harrison-Stradling, Workflow Team Manager
at Ochresoft, and James Pearson, Director at Bequest — discuss how technology is transforming
private client work, reducing administrative burden, and enabling practitioners to focus on
delivering bespoke, high-value advice in an increasingly digital landscape.
Q. Private client work has long been known for
its admin-heavy processes. In your view, how is
technology starting to ease this burden, and what
will the landscape look like in five years?
Marie Harrison-Stradling
Marie Harrison-Stradling
Workflow Team Manager,
Ochresoft
A. For some time now, a range of tools and services
has been available to practitioners at various stages of
the administration process, enabling them to complete
individual tasks efficiently and address commonly
encountered issues. These tools continue to evolve
in response to the profession’s needs, creating new
possibilities, which is exciting. The trickier issue is
whether we are willing to adopt these technologies and
place our trust in them.
Beyond tools for individual tasks, practitioners can also
access comprehensive software management systems.
Integrating technology and tools within these systems
delivers benefits to the individual, the team, and the wider
organisation consistently throughout the administration
process. From opening a new matter to closure and
archiving, these efficiencies create a tangible positive
impact for both practitioners and clients.
Technology also influences the culture of private client
practice. Best practice and procedure, enhanced by
expert tools and integrated within a comprehensive case
This issue’s opinions are from:
James Pearson
Director, Bequest
management environment, shape the way practitioners
work. By equipping teams with the right tools and support
from start to finish, fostering collaboration, the industry is
poised to flourish.
James Pearson
A. Technology is already easing the administrative
burden on private client practitioners by automating
repetitive, low-value tasks. This shift drives both efficiency
and profitability and is supported by tools such as
practice management software, which centralises data
and documents, and document automation platforms
that auto-populate complex legal forms. The strategic
advantage lies in reinvesting the time saved into highvalue
client interactions.
In five years, we expect the landscape to evolve from
using disparate tools to a fully integrated technological
ecosystem. Artificial intelligence will go beyond simple
automation to assist with due diligence and predictive
analytics. Client portals will become more sophisticated,
offering self-service options and secure document sharing.
Legal professionals will also need to manage new digital
assets, such as cryptocurrencies and online accounts,
which are becoming increasingly common in modern
estates. The role of the practitioner will continue to shift
from process manager to strategic advisor.
42 42 43 43

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10 MINS WITH
Q. As will-writing tools become more sophisticated,
how can firms strike the right balance between
automation and the bespoke service clients expect
during such a personal process?
Marie Harrison-Stradling
A. Will drafting and estate planning are highly personal
and often emotive services, which almost always require
bespoke advice. It is therefore important that will-writing
software supports practitioners by automating routine
elements while highlighting red flags and focusing
attention on areas of risk.
For example, the construction and preparation of the
will and supporting explanatory guides can be completed
within minutes using Intelliworks Wills software. This
allows practitioners to dedicate their expertise to nonadministrative
aspects of the instruction that require
human judgement, such as assessing mental capacity,
detecting undue influence, or protecting non-routine
instructions.
To achieve the optimum balance of bespoke service
and productivity, firms benefit from partnering with
experienced software providers, who know which
elements of the process can be automated and which
require expert attention. Private client practitioners take
great pride in understanding their clients’ circumstances
and aspirations, often during times of significant turmoil.
As technology advances, it is crucial to maintain the
industry’s core values while enhancing efficiency.
James Pearson
A. The key to balance is a “human-in-the-loop” model,
where technology handles administrative tasks and the
expert provides the essential human elements of empathy,
judgement, and personalised advice. The value clients seek
is not in a paper-based process but in the expert guidance
and emotional support a human provides.
By automating low-value tasks such as data collection and
document assembly, practitioners are freed to focus on
the most critical parts of their work: advising on complex
family dynamics and providing personal reassurance that
technology cannot replicate. Automation does not de-skill
experts; it elevates their role to that of strategic advisor
and enables them to deliver a more comprehensive, highvalue
service.
Q. With increasing demand for efficiency, how do you
see digital workflows reshaping traditional probate
practices, especially in managing documentation and
client communication?
James Pearson
and data into a “single source of truth”. This ensures
consistency and reduces the risk of lost paperwork.
Client communication is also improving. Digital tools
replace frequent phone calls and scattered emails with
structured, secure platforms. Secure client portals allow
real-time case updates and document exchange, reducing
client anxiety and lessening the need for constant checkins.
This improves efficiency, transparency, and client
trust. The Law Commission’s proposals to recognise
electronic wills, alongside increased use of e-signatures,
indicate a shift toward a fully digital, faster, and more
accessible probate process.
Q. Do you think the legal sector is ready to embrace
more automation in private client work, or is
there still resistance due to concerns around risk,
regulation, or client care?
Marie Harrison-Stradling
A. I believe the private client sector is open to embracing
technological advances in areas practitioners consider
appropriate for automation. This is evident in discussions
across industry events and through our enquiries at
Ochresoft.
However, due to the sensitive nature of private client
instructions and the rise in contentious probate, careful
consideration must be given to where automation
provides the best efficiencies and where it might increase
risk. Caution expressed by the profession should be
welcomed, as it can refine and improve services. Risk,
regulation, and client care should always remain priorities.
Resistance and challenge are essential; they act as
catalysts for improvement, creativity, and collaboration,
which we actively embrace at Ochresoft.
James Pearson
A. Readiness for automation is not a simple yes or no;
it exists on a spectrum. Resistance remains, driven by
concerns about data security, professional liability, and the
fear that technology may dehumanise client interactions.
A key barrier is the regulatory gap left by the Solicitors
Regulation Authority (SRA). The lack of clear guidance on
how the duty of competence applies to AI tools creates
uncertainty for practitioners and difficulties in securing
professional indemnity insurance.
Despite this, the industry is approaching a tipping point.
Rising client expectations and competitive pressure are
forcing firms to adapt. History shows that where demand
exists, technology follows. Firms that fail to embrace
innovation risk falling behind.
Minutes With...
Ellie Hirst
QWhat is your most memorable achievement whilst
working in your current role?
AThe most memorable achievement was definitely
winning ‘Rising Star of the Year’ at the Modern
Law Private Client Awards 2025. This was great
recognition for all of the work that I put in every day
from a fee-earning perspective and also business
development for the firm. I was also proud to receive
‘Trainee Solicitor of the Year’ at the Yorkshire Legal
Awards in 2021, so to receive another award four years
later was special.
QWhat has been the most valuable piece of advice
you have been given?
ATo strike a good work-life balance. Prioritising
mental and physical wellbeing is crucial to
succeeding in your work. Luckily, my firm (Chadwick
Lawrence) allows us two hours of wellbeing time a week
to maintain positive morale. This has been crucial to
keeping our heads in the game at work.
QWhat has been the key positive or negative impact
of change in your area of the market?
AWe are finally catching up with modern-day
technology in our department, as historically
private client practice was very paper heavy. The
development of technology, such as moving Powers
of Attorney online and the online Probate portal, has
helped make life much easier and more efficient.
If you were not in your current position, what would
Q you like to be doing?
AIf I wasn’t a Private Client Solicitor, I would love
to work on a superyacht as a private chef, to cook
excellent food and see the world.
QWhat three items would you put on display in a
museum of your life and why?
My Taylor Swift poster (very excited for the new
A album), a picture of me and my fiancé, and a photo
of my childhood dog, Victor.
QWhat three guests would you invite to a dinner
party?
AThe three guests that I would invite to a dinner
party are Taylor Swift, Meghan Markle, and Matty
Healy from The 1975.
Ellie Hirst,
Associate Solicitor, Chadwick Lawrence LLP
A. Digital workflows are fundamentally reshaping probate
practices, which have historically been paper-intensive
and time-consuming. Secure, cloud-based systems are
becoming the norm, centralising all case documents
Of course, there are changes afoot with taxation on
farmland and businesses for Inheritance Tax, and the
inclusion of pensions in taxable estates, so there are
definitely challenges to navigate in the coming years as
we adapt to these changes.
44 45

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