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DISCLAIMER
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All views expressed in this publication are the views of the individual writers and not the society unless specifically stated to be otherwise. All statements as to the law are for discussion between members and should not be relied upon as an accurate statement of the law, are of a general nature and do not constitute advice in any particular case or circumstance.
Members of the public should not seek to rely on anything published in this magazine in court but seek qualified Legal Advice.
COVER INFORMATION
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24th June 2026
(For JULY 2026)
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Editorial
Anyone wishing to submit editorial for publication in The Surrey Lawyer please contact Helen Opie before the copy deadline. 0333 577 3830 helen.opie@surreylawsociety.org.uk
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KEY OFFICERS
President
JAMES SCOZZI
Elite Law Solicitors, 1 Fetter Lane, London EC4A 1BR
DX: 14 London Chancery Lane
Tel: 020 3440 5506 Fax: 01923 219416
Email: jscozzi@elitelawsolicitors.co.uk
Vice President
KIM WINTLE
Blackfords LLP, Cleary Court, 169 Church Street East, Woking GU21 6HJ Tel: 03330 150150
Following our AGM in March, I am very grateful to have been re-elected as President of Surrey Law Society for a further year. It is a privilege to continue in this role, and I would like to thank members for their support and confidence.
Looking back over the past year, it has been encouraging to see the Society continue to grow in both reach and relevance. Increased membership, strong engagement across our programmes, and the continued support of our patrons all point to a professional community that is not only active, but invested in its collective future. That sense of shared purpose is something I have come to value greatly during my time as President.
One of the aspects of the role that I have particularly enjoyed is the opportunity to support a nominated charity. This year, I am very pleased that the Society will be supporting the Dylan Strong Foundation. As a small, locally founded charity, its work supporting children diagnosed with cancer and their families is both practical and deeply impactful. From providing nutritious meals during treatment to offering guidance and support at an incredibly challenging time, the Foundation delivers meaningful assistance where it is most needed. I hope that, as a Society, we will once again come together to support a cause that makes a genuine difference within our community.
Alongside these more local initiatives, the Society continues to engage with issues that have wider implications for the profession. The recent consultation on interest on lawyers’ client accounts is a good example of this. It is clear that this is a topic which has generated strong views, and rightly so, given its potential impact on firms and the way client money is managed. I am grateful to those members who contributed their perspectives, and I believe the Society’s response reflects both the strength and the nuance of opinion across Surrey. Engagement in consultations of this nature remains an important part of ensuring that the voice of practitioners is heard.
At a broader level, developments within the legal landscape continue to prompt reflection. The recent Mazur appeal judgment, concerning the regulation of legal services and the role of CILEX practitioners, has provided welcome clarity following a period of
uncertainty. The earlier ruling had raised significant questions about who is entitled to conduct litigation, with potentially farreaching implications for many firms. The appeal decision restores the previous position and has been widely welcomed across the profession. It serves as a useful reminder of the importance of clear and workable regulatory frameworks in supporting both practitioners and clients.
Closer to home, we are now looking ahead to the Surrey Law Society Legal Awards, which will take place in October. The Awards have become a key moment in the Society’s calendar, offering an opportunity not only to recognise excellence, but also to reflect on the breadth and quality of work taking place across the county. I would encourage members to consider putting forward nominations this year, particularly as new categories have been introduced to reflect the evolving nature of legal practice.
We are also continuing to develop the Surrey Law Leaders Forum, which was launched last year. The initial response to the Forum demonstrated the value of creating space for open and constructive dialogue among senior leaders, and we are now in the process of planning the next event. I would encourage those in leadership roles across the county to consider taking part. Opportunities to share experience and perspective in a candid and collaborative environment are, in my view, increasingly important.
As we move further into 2026, there is much to be positive about. The Society is in a strong position, supported by an engaged membership and a clear sense of direction. I look forward to building on that momentum over the coming months and to continuing to represent and support the profession across Surrey.
Thank you, as always, for your ongoing support.
James Scozzi
President Surrey Law Society
James Scozzi
ACEO Report
SPRING 2026
s we move further into 2026, it has already been a busy and productive start to the year for Surrey Law Society, with strong engagement across our training and events programmes, alongside continued work representing the views of our members at both a regional and national level.
Our 2026 training programme is now well underway, and I am delighted to report that our early sessions have been very well attended, with excellent feedback from members. Recent online sessions have covered a broad range of topical and practical issues, including responding to residential enquiries in light of the new TA6, lifetime gifting and estate planning considerations, the implications of the Renters’ Rights Act 2025, and strategies for positioning family law practices in an increasingly competitive market.
We were also pleased to deliver our first in-person course of the year, a highly engaging masterclass on will drafting red flags and avoiding common pitfalls, kindly hosted by Stevens & Bolton at their Guildford offices. It was particularly valuable to bring members together in person for this session, and my thanks go to both our speakers and hosts for supporting the event.
Looking ahead, we are continuing to develop our programme with a series of interactive “lunch and learn” sessions, including upcoming events on leveraging AI to give law firms a competitive edge, delivered in partnership with Pro Drive IT, and a roundtable on early careers and trainee development, focusing on SQE pathways, with The College of Legal Practice. As always, we remain keen to hear from members on topics and formats that would be of most value.
Our events programme has also started the year on a high. At the time of writing, we have hosted two of our three regional socials, with fantastic evenings at Bone Idyll Gin Distillery in Kingston and Mulligans in Guildford. These events continue to provide a relaxed and informal setting for members to connect, and it has been particularly encouraging to see a strong mix of firms represented. We are looking forward to extending the programme to Woking for the first time at the end of April, where members will take on an escape room challenge.
We have also been seeking member feedback on the format of our forthcoming Past Presidents’ Event and have received some thoughtful and constructive input. We are now in the final stages of confirming arrangements and look forward to sharing further details shortly.
As you are hopefully aware, nominations are now open for the Surrey Law Society Legal Awards 2026, which will take place on 15 October at G Live, Guildford. This year’s awards feature 15 categories, including a number of new additions such as the Community Impact Award, Strategic Leadership Award, Innovation in Legal Services, and Legal Team of the Year. The awards continue to be a highlight of the Society’s calendar, and I would strongly encourage members to consider putting forward entries. Further details on the categories and criteria can be found later in this issue.
Alongside our programme of events and training, we have continued to represent the interests of our members on key professional issues. We recently submitted the Society’s response to the Ministry of Justice consultation on interest on lawyers’ client accounts. I would like to thank all members who took the time to share their views on this important topic. The strength of feeling was clear, and I hope that our submission accurately reflected the perspectives of our local profession. We were pleased to see our response featured
in the Law Society Gazette, and we will continue to keep members informed as this issue develops.
In March, we also held our reconvened AGM, at which we were pleased to confirm the re-election of James as President for the year ahead. I would like to thank James for his continued leadership and commitment to the Society.
I was also delighted to attend the annual in-person meeting of the County Societies Group at Chancery Lane. These meetings provide a valuable opportunity to share ideas and challenges with colleagues from across the network of local law societies, particularly those, like Surrey, representing members across wide geographical areas. My thanks to The Law Society for hosting, and to the speakers for their insightful contributions. Engagement at this level remains an important part of ensuring that the voice of our members is heard within wider national discussions.
Finally, as we approach the start of the new membership year, I would like to thank all those firms who have already taken the time to review and update their membership details. By the time you read this, renewal notices will have been issued, and we look forward to continuing to work with you over the coming year. Your ongoing support is central to everything we do as a Society, and we are excited about the year ahead.
As always, my sincere thanks go to our members, committee and patrons for your continued engagement and support.
Warm regards.
Helen Opie Chief Executive & Magazine Editor
T. 0333 5773830
helen.opie@surreylawsociety.org.uk
@SurreyLawSoc
@surreylawsociety
Helen Opie (Chief Executive at Surrey Law Society)
Surrey Law Society
Helen Opie
Charles Russell Speechlys Wins WealthBriefing ‘Family Law Legal Team of the Year’ Award
Charles Russell Speechlys has been crowned ‘Family Law Legal Team of the Year’ at the WealthBriefing European Awards in recognition of its expertise in advising individuals and families on the full spectrum of family law.
With a team of expert family lawyers in its Guildford, London, Geneva and Milan offices, Charles Russell Speechlys is renowned for delivering exceptional service, discretion and expertise in the resolution of complex, high-value and often crossborder family disputes. The team regularly advises on multi-faceted financial, marital, children and parental matters, many of which involve international elements and require a cross-disciplinary approach. The firm has one of the largest and longest-established family law teams in the world, and its family law practice is ranked Band 1 in Chambers HNW and Legal 500.
Shona Alexander, Family Partner, based at Charles Russell Speechlys’ Guildford office said: “We are thrilled that WealthBriefing has recognised us as ‘Family Law Legal Team of the Year’. Our team is going from strength to strength, and this recognition is a reflection of the trust our clients hold in our expertise. We are often instructed on leading and landmark cases, and our growing global footprint enhances our ability and reputation to support clients on cross-border cases across numerous legal jurisdictions.
“Whether our clients seek mediation, arbitration and other non-court dispute resolution options – or choose to instruct our robust litigation capability – our team brings together the collective experience, dedication and discretion needed to guide them through one of life’s most challenging times. We take great pride in combining robust litigation expertise with sophisticated settlement strategies to achieve the best possible outcome for our clients whilst minimising conflict, cost and reputational risk.”
■
Career Legal provides a niche service to traditional small to medium sized practices especially in South West & West London, Surrey and Middlesex. We are particularly keen to hear from experienced Residential Conveyancing and Commercial Property Solicitors (minimum of 5 yrs PQE) able to cover short term assignments. Many of the assignments with our longstanding clients lead on to repeat bookings.
WE ALSO WELCOME ENQUIRIES FROM FIRMS SEEKING LOCUM COVER.
Please email nickbrown@careerlegal.co.uk if you would like further information, who has over 30 years’ experience of placing contract lawyers in a wide range of temporary assignments, covering holidays, sickness, maternity leave, special projects and recruitment gaps.
Shona Alexander
TWM Solicitors announces series of promotions across the firm
TWM Solicitors is pleased to announce a number of promotions across multiple practice areas, recognising colleagues’ contributions to the firm and the clients they serve. These promotions reflect our continued investment in developing our people and ensuring we deliver outstanding service across all areas of the firm.
Residential Property
We’re pleased to share that Raj Sambi, currently Deputy Head of the department, has been appointed Head of Residential Property. Raj has been integral to the growth and reputation of our residential practice. Her leadership will further strengthen the department’s strategic direction, continue to build and nurture key relationships as well as support our talented team in continuing to deliver an exceptional client experience.
Commercial Property
Within our Commercial Property team, we are delighted to confirm that Fiona Dreghorn, Partner, has been appointed Deputy Head of Commercial Property. In addition, Sophie Lord and Nicole Watts have been promoted to Senior Associate.
These well-deserved promotions reflect the team’s strong performance and ongoing contribution to the firm’s commercial client offering.
Lending
We are pleased to announce the promotions of Will Macauley to Partner, and Lucy Farrow-Smith to Managing Associate in our Lending team. Will and Lucy both trained with the firm, and their promotions are a testament to their hard work and contributions to both technical and pastoral roles within the wider business. Amy Bryant has also been promoted to Associate as a reflection of her development in the bridging space.
These promotions recognise Lending’s continued success, the high-quality advice delivered across a wide portfolio of clients and matters, and commitment to develop from within.
Private Client
We are also thrilled to celebrate promotions within our Private Client team. Bryony Greenfield and Louisa Wilday have been promoted to Managing Associate, Charlotte Vardy to Senior Associate and Tory Sawyer to Associate.
Each has demonstrated exceptional expertise and client service across a wide range of private client matters.
Corporate and Commercial
In our Corporate and Commercial team, we are pleased to announce that Nicole Syradd has been promoted to Senior Associate. Having trained with the Firm, Nicole’s promotion recognises her significant contribution to the team as she continues to impress colleagues and clients alike through the high level of support she provides to corporate clients.
Onboarding
We are also delighted to confirm promotions within our Onboarding team. Angela Johnson has been promoted to Head of Onboarding (non-property) and Bella Fox has been promoted to Head of Onboarding (property). These promotions reflect our continued commitment to providing a seamless and efficient experience for our clients from the very start of their journey with us.
Jamie Berry, Managing Partner, commented:
“These promotions reflect the strength and depth of talent across TWM Solicitors, and we’re proud to recognise each individual’s hard work and dedication. It’s particularly pleasing that five of these promotions are for former trainees of the firm. We look forward to everyone’s continued success as they take on their new roles.” ■
A New Chapter for the Leadership Team at Howell Jones Solicitors
Howell Jones Solicitors has announced a significant evolution in its leadership team, marking an exciting new chapter for the firm as it continues to build on its strong reputation across Surrey and beyond. A Legal 500 firm and recently named Surrey Law Society Law Firm of the Year 2025, Howell Jones is well positioned for its next phase of growth.
At the forefront of this transition is the appointment of Jess Buttaci as Managing Partner. Jess takes over the role from Simon Carter, who joined Howell Jones in 1998 and has worked closely with Jess over the past two years to ensure a smooth and considered handover.
During his tenure as Managing Partner, Simon has played a key role in strengthening the firm’s strategic direction, supporting sustained growth across its Surrey offices, and reinforcing its reputation for high-quality client service. He has also been instrumental in developing the firm’s people-focused culture and nurturing the next generation of leaders.
Commenting on the transition, Simon said: “It has been a privilege to lead Howell Jones and to work alongside such a talented and dedicated team. I am incredibly proud of what we have achieved and confident that the firm will continue to thrive under Jess’s leadership
Having worked closely with her over the past two years, I know she will bring great energy, clarity and vision to the role.”
Jess joined Howell Jones over 13 years ago as a Partner in the Wills and Probate team and has since played a central role in the firm’s growth and development. Known for her strategic insight and commitment to client care, Jess has been instrumental in strengthening the firm’s private client offering and fostering a collaborative, values-driven culture.
Commenting on her appointment, Jess said: “It is a privilege to step into this position within a firm I care deeply about, a firm built on strong values, exceptional people and a genuine commitment to our clients. I’m proud of what we have achieved together and excited about the future.”
Alongside Jess’s appointment, Howell Jones also welcomes three new equity partners to its leadership team: Chloe Baxter, Emma Sayers and Jon Creswick, who join existing equity partners Helen Hotten, Amira Hughes and Shahida Salim.
Chloe Baxter, Head of Employment, represents a true Howell Jones success story. Having joined the firm as a Trainee Solicitor in 2008, Chloe has progressed through the ranks over the past 17 years to become a Partner and now an equity partner. She has built a highly regarded employment law practice and is known for her pragmatic, client-focused advice.
Chloe commented:
“I’m excited about what the future holds and look forward to continuing to help our clients navigate their employment law challenges,
while also playing a part in shaping the future of the firm and supporting the development of our fantastic team.”
Emma Sayers, Head of Private Client, brings a wealth of experience and a distinctive career journey to the leadership team. After making the pivotal decision to retrain as a lawyer in 2009, Emma has gone on to establish herself as a trusted adviser in private client matters. Now, eight years after joining Howell Jones, she steps into her role as an equity partner.
Emma commented:
“I’m really looking forward to the next chapter with a fantastic team and firm.”
Jon Creswick is joint Head of Private Client department, leading the team across the firm’s six Surrey offices. He also founded the firm’s Elderly and Vulnerable Client Team, which was recognised with the ‘Team of the Year’ award at the Surrey Law Society Awards 2023. Jon was also Highly Commended in the ‘Lawyer of the Year’ category in the same year.
Jon commented:
“I’m delighted to be joining the leadership team at such an exciting time for the firm. I look forward to continuing to grow our private client services, supporting our people, and helping to shape the next phase of Howell Jones’ development.”
These appointments bring the firm’s leadership team to seven, reflecting Howell Jones’ continued investment in its people and its long-term vision for growth. The new leadership structure combines deep institutional knowledge with fresh perspectives, positioning the firm strongly for the future. ■
L-R Helen Hotten, Shahida Salim, Chloe Baxter, Jess Buttaci, Emma Sayers, Jon Creswick, Amira Hughes
Evelyn Partners: Who we ARE and HOW we can SUPPORT YOU and your CLIENTS
Wayne Ellis Partner, Investment Management
Evelyn Partners is proud to be the headline sponsor of the Surrey Law Society. You may have seen us at events, and we’d welcome the opportunity to introduce how we support legal professionals and their clients.
We are a leading UK wealth manager, bringing together investment management and financial planning in a single, integrated service - helping individuals, families and business owners make informed decisions about their wealth.
Lee Matthews Senior Client Partner, Financial Planning
We also support clients with more complex needs, including entrepreneurs, US-connected individuals and senior executives, through specialist expertise. Your local contacts are Wayne Ellis, Partner in Investment Management, and Lee Matthews, Senior Client Partner in Financial Planning, based in our Guildford office and working closely together to provide a seamless experience.
A CONNECTED, COLLABORATIVE approach to managing WEALTH
In an increasingly complex world, clients want more than isolated advice, they want clarity, structure and confidence in their long-term plans. By bringing together financial planning and investment management, we provide a joined-up, total wealth approach and build long-term relationships that evolve with our clients’ needs. We also work closely with legal professionals, ensuring aligned advice and coordinated outcomes for shared clients.
How we support clients
‘Total Wealth Management’
Future-focused wealth management solution for clients who want clarity, control and peace of mind
A clear plan for the future
We help clients define what matters most to them – whether that’s retirement, supporting family, or planning around a business and build a structured plan to support those goals.
Disciplined investment management
Our investment approach is designed to align portfolios with each client’s objectives, time horizon and attitude to risk.
As with all investing, the value of investments can fall as well as rise, and clients may get back less than they invest.
Tax-aware structuring
– We consider tax at every stage, helping clients structure their affairs efficiently so that more of their wealth can be preserved over time.
– Tax treatment depends on individual circumstances and may change.
Managing cashflow and liquidity
– We help clients balance day-to-day financial needs with long-term plans – particularly important for those with variable income or complex financial arrangements.
Planning for uncertainty
– Life and markets don’t always go to plan. We support clients in preparing for the unexpected through scenario planning, protection considerations and ongoing advice.
Retirement and later life planning
– Retirement today is rarely a single event. We help clients plan for a flexible future, considering income needs, lifestyle goals and legacy planning.
Client Account Interest: Practical Concerns from the Profession
Earlier this year, the Ministry of Justice consulted on the introduction of an Interest on Lawyers’ Client Account Scheme (ILCA), a proposal which would require a proportion of interest generated on client accounts to be remitted to a centrally administered scheme.
The consultation suggests that such a scheme could support access to justice, while also acknowledging that funds would not necessarily be ringfenced for that purpose. It draws on examples from other jurisdictions where similar models operate and proposes that interest from pooled client accounts could be captured at rates of between 75 and 100 percent, with a lower proportion taken from individual client accounts.
The proposal also sets out a framework under which interest would be calculated, credited and periodically remitted, with oversight initially sitting with the Ministry of Justice. Alongside this, firms would be expected to continue complying with existing regulatory requirements in relation to client money and client interest.
Recognising the significance of these proposals, Surrey Law Society submitted a detailed response on behalf of its members, drawing on feedback from firms across a wide range of practice areas and sizes. The strength and consistency of that feedback was clear.
Members expressed strong and unequivocal opposition to the proposed scheme.
At the centre of that opposition is a fundamental concern about the diversion of client account interest. Under existing regulatory principles, interest earned on client money is closely linked to client entitlement. While firms may retain interest in certain circumstances in accordance with regulatory guidance, the underlying principle remains that this is client money.
The proposal to redirect a substantial proportion of that interest to a central scheme was therefore widely viewed as conflicting with established regulatory frameworks and as fundamentally unfair in principle.
This concern was not limited to theory. Members highlighted the practical implications that could arise where firms remain under an obligation to account to clients for interest, while at the same time being required to remit a proportion of that interest elsewhere. In certain circumstances, this could result in firms effectively bridging that gap themselves.
Alongside this, members raised serious concerns about the evidential basis underpinning the proposal. The suggestion that client account interest represents a significant or underutilised resource was not recognised in practice. In reality, interest generated on client accounts is typically modest, short term and highly variable. Funds are often held on an instant access basis and for limited periods, attracting relatively low rates of return.
“Surrey Law Society’s response therefore urges the Ministry of Justice not to proceed with the introduction of an Interest on Lawyers’ Client Account Scheme.”
For many firms, any interest received is used to offset the costs associated with holding and administering client money. These costs include compliance, staffing, systems, banking arrangements and the management of risk. Removing that income does not remove those costs. Instead, it alters the financial balance.
Members were clear that, in many cases, the likely outcome would be an increase in costs for clients or additional financial pressure on firms. In areas where costs cannot easily be passed on, including legal aid work, this raises further concerns about sustainability and access to services.
The administrative and operational implications of the scheme were also a consistent theme throughout the response.
Client accounts are already subject to extensive regulation and oversight, including regular reconciliations, detailed record keeping, independent accountant’s reports and ongoing scrutiny under the Solicitors Regulation Authority Accounts Rules. Members questioned the necessity of introducing additional layers of process in an area that is already heavily regulated.
The proposed scheme would require firms to calculate, allocate and remit interest in parallel with existing obligations. This would involve additional reconciliation work, the introduction of new internal processes and, in many cases, changes to existing accounting and case management systems.
Members also raised concerns about the impact on existing accounting and case management systems. Many systems are not currently designed to accommodate additional reporting or interest allocation requirements, and adapting them would require significant development by software providers. Some providers may be unable or unwilling to make such changes, leaving firms to absorb the operational impact or face disruption.
Banking arrangements were also identified as a significant practical challenge. Opening and maintaining client accounts is already a complex process, with firms often facing restrictions from providers. Any requirement to alter account structures, change providers or introduce new account types would create disruption across the profession.
For firms handling high volumes of transactions, particularly in conveyancing, even relatively small changes to banking arrangements can have far reaching consequences. Members also raised concerns about the potential for increased fraud risk, particularly where changes to account details or payment processes are required at scale.
More broadly, members emphasised that these additional requirements must be viewed in the context of the wider pressures facing the profession. Firms are already managing increasing regulatory obligations, rising operating costs and ongoing challenges around recruitment and retention.
Additional administrative burden does not exist in isolation. Over time, it contributes to a cumulative effect that can influence how services are delivered and, in some cases, whether they can continue to be delivered at all.
Members also questioned key aspects of the proposed model itself. The distinction between pooled and individual client accounts, and the differing rates of interest to be remitted, was not considered to reflect any meaningful difference in entitlement. In practice, many firms do not operate individual client accounts, meaning that interest would be captured predominantly at the higher rate.
The concept of applying a “comparable rate” of interest also raised concern. Members noted that any notional or benchmarked rate is unlikely to reflect the reality of how client money is held, particularly where funds are placed in instant access accounts. This creates a risk that firms could be required to account for interest that has not in fact been received.
Questions were also raised about the proposed role of the Ministry of Justice as scheme administrator. Members expressed concern about the introduction of an additional body in an already complex regulatory landscape, as well as the potential for duplication, inefficiency and increased cost.
The proposal was also seen as raising broader issues of trust and transparency, particularly given that the Ministry of Justice would both administer the scheme and ultimately benefit from the funds collected.
Perhaps most significantly, members did not consider that the concerns identified could be resolved through modification of the scheme. Across the response, there was a consistent view that adjusting percentages, refining scope or altering process would not address the underlying issues.
The objections raised were not limited to the detail of the proposal, but extended to its fundamental approach.
Surrey Law Society’s response therefore urges the Ministry of Justice not to proceed with the introduction of an Interest on Lawyers’ Client Account Scheme.
Following the close of the consultation, the Ministry of Justice will now consider the responses received before determining next steps. The strength and consistency of feedback from across the profession provides a clear indication of the concerns at stake.
For Surrey practitioners, the message is a practical one. Any reform affecting client money must be grounded in a clear evidential basis, aligned with established regulatory principles and workable in the context of day to day legal practice.
Without that, there is a real risk that well intentioned policy could introduce complexity, cost and unintended consequences for both firms and the clients they serve. ■
M
SLS Regional Socials Round-Up –
Guildford & Kingston
arch saw Surrey Law Society host two fantastic regional socials, bringing members together in Guildford and Kingston for two very different, but equally enjoyable, evenings.
Our Guildford Social – Game On at Mulligans was full of energy, with members taking part in games of shuffleboard, mini golf and pool. There was plenty of healthy competition, but the informal setting made it easy for conversations to flow and new connections to be made across a wide range of firms.
In contrast, our Kingston event, The Gin Experience at Bone Idyll Distillery & Bar, offered a more hands-on and immersive evening. Guests worked in pairs to create their own bespoke gin, experimenting with different botanicals before having their final blends bottled and labelled to take away, a great talking point and a unique memento from the evening. Alongside this, attendees
enjoyed tasting a range of Bone Idyll’s gins, as well as their vodka and rum, all in a relaxed and sociable setting.
Across both events, it was wonderful to see such a positive mix of familiar faces and new attendees, reflecting the continued growth of the Surrey Law Society community.
We are very grateful to our sponsors, Evelyn Partners, Landmark Information, Allica Bank, Pro Drive IT and Finders International, whose support enables us to deliver these events.
Our regional socials remain an important part of the SLS programme, providing opportunities to connect in a more informal and inclusive environment. We look forward to welcoming members to our next event, The Great Escape at Escape Hunt, Woking on 30 April, for another fun and interactive evening. ■
SLS Regional Socials Round-Up –
Guildford & Kingston
Unlock the Power of Knowledge with...
SLS Training & Events Programme 2026
APRIL 2026
23.04.26 | 11.45-2.45pm | Workshop | Management LEVERAGING AI TO GIVE LAW FIRMS A COMPETITIVE EDGE
Speaker: A Workshop with Pro Drive IT Venue: Russell-Cooke, Riverview House, 20 Old Bridge Street, Kingston KT1 4BU
29.04.26 | 12.00-2.00pm | Workshop | HR / Learning & Development EARLY CAREERS & TRAINEE DEVELOPMENT: PLANNING SQE PATHWAYS
Speaker: A Roundtable with The College of Legal Practice Venue: TWM Solicitors, 65 Woodbridge Rd, Guildford GU1 4RD
30.04.26 | 5.30-7.15pm | Event | Social SLS WOKING SOCIAL –THE GREAT ESCAPE
Venue: TWM Solicitors, 65 Woodbridge Rd, Guildford GU1 4RD Sponsored by Landmark Information
10.06.26 | 12.00-2.00pm | Online Course | Private Client MENTAL CAPACITY UPDATE 2026: COURT OF PROTECTION, OFFICE OF THE PUBLIC GUARDIAN AND PRACTICAL CHALLENGES
Speaker: Holly Chantler, Morr & Co LLP
17.06.26 | 12.00-2.00pm | Online Course | Family GETTING NUPTIAL AGREEMENTS RIGHT: PRACTICAL GUIDANCE FOR FAMILY PRACTITIONERS
Speakers: Victoria Walker and Natalie Dunn, Moore Barlow
TBC.06.26 | TIME TBC | Event | Social SLS PAST PRESIDENTS EVENT
Details TBC
JULY 2026
01.07.26 | 2.00-5.00pm | In-Person Course | Private Client IHT CHANGES AHEAD: UNDERSTANDING THE 2026–27 REFORMS TO PENSIONS, BPR AND ABR
23.09.26 | 2.00-5.00pm | In-Person Course | Private Client CURRENT ISSUES IN PRIVATE CLIENT WORK: CASE LAW, TRENDS AND EFFECTIVE CLIENT ADVICE FOR 2026
08.10.26 | 12.00-2.00pm | Online Course | Private Client EFFICIENT ESTATE ADMINISTRATION: PRACTICAL IMPROVEMENTS, COMMON PITFALLS AND MODERN BEST PRACTICE
TBC.11.26 | 6.00-10.00pm | Event | Social SLS QUIZ AND PIZZA NIGHT
Venue: TBC
For more information on all Surrey Law Society Training & Events, please visit: www.surreylawsociety.org.uk
Showcasing Surrey's Legal Talent: Deadlines for
Nominations Friday 1 May 2026
2026 AWARDS CATEGORIES AND CRITERIA
Eligibility
Nominees must be members of Surrey Law Society or work for a firm that is a member of Surrey Law Society at the time of nomination
How to Nominate?
1) Select the category or categories you wish to enter
2) Download the relevant nomination form(s) from the Surrey Law Society website
3) Complete the nomination form and submit it, together with any supporting documentation, to: helen.opie@surreylawsociety.org.uk
Multiple nominations are welcomed from individuals, firms and teams where appropriate
Law Firm of the Year (16+ Fee Earners) (Firm Award)
Judges will be looking for a firm that has demonstrated outstanding performance and leadership over the past 12 months. Entries should highlight:
• Strong reputation and professional profile within the legal sector and wider community.
• Evidence of strong performance and progress over the past 12 months, which may include growth, strategic initiatives or other measurable achievements.
• Excellence in client service, supported by testimonials, feedback or measurable outcomes.
• Effective leadership and management, demonstrating how the firm supports and motivates its people to achieve excellent results.
• Commitment to a positive and inclusive workplace culture, including staff development, wellbeing, training and engagement.
• Innovation and forward thinking, including the use of technology or new approaches to delivering legal services.
• Positive contribution to the profession or wider community, including CSR or pro bono initiatives.
Firms should demonstrate a clear vision for their business and tangible achievements over the past year. Supporting evidence may include testimonials, accreditations, awards or performance results.
Law Firm of the Year (Up to 15 Fee Earners) (Firm Award)
This award recognises an outstanding smaller practice that has demonstrated excellence, strong client relationships and a clear vision for its future. Judges will consider:
• Reputation and impact within the local legal market or community.
• Exceptional client care, including evidence of strong relationships and client feedback.
• Strong leadership and direction within a smaller firm environment.
• Commitment to creating a positive and inclusive working culture, including staff development and wellbeing.
• Innovation, adaptability or entrepreneurial approaches to developing and growing the practice.
• Contribution to the local community or legal profession.
• Evidence of progress or success over the past 12 months, which may include growth, new services or other achievements.
Entries should demonstrate how the firm has developed, evolved or achieved notable success during the past year. Supporting evidence may include testimonials, accreditations, awards or examples of results achieved.
Client Experience Award (Firm Award)
This award recognises firms that place clients at the heart of everything they do, delivering outstanding service and creating positive, memorable client experiences. Judges will be looking for clear evidence of a strong client-focused approach. Entries may highlight:
• A client-centred approach, demonstrating how services are tailored to meet individual client needs.
• Excellent communication and transparency, including clear advice, accessible information and transparent fee structures.
• Accessibility and responsiveness, ensuring clients can easily engage with the firm and receive timely support.
• Innovative approaches to client service, including the use of technology, new processes or creative initiatives that enhance the client experience.
• Use of client feedback to drive improvement, including reviews, testimonials or satisfaction data.
• Strong client relationships, demonstrated through repeat work, referrals or long-term client partnerships.
Entries should demonstrate how the firm has delivered an outstanding client experience over the past 12 months. Supporting evidence may include testimonials, client feedback, reviews or examples of initiatives introduced.
Showcasing Surrey's Legal Talent: AWARD CATEGORIES & CRITERIA
Community Impact Award (Firm Award)
NEW CATEGORY FOR 2026
This award recognises a firm or individual within the legal profession who has made a meaningful and positive contribution to the local community or the wider legal profession. Nominations may be submitted for either a law firm, legal organisation, or an individual working within the legal sector.
Judges will be looking for a genuine commitment to social responsibility and initiatives that make a difference beyond core legal work. Entries may highlight:
• Community engagement initiatives, such as partnerships with local charities, schools or community organisations.
• Pro bono legal work or initiatives supporting access to justice.
• Volunteering, fundraising or charitable activities.
• Mentoring or outreach initiatives supporting education or the legal profession.
• Long-term commitment to a particular cause or community project.
• Evidence of positive impact, including testimonials, outcomes or measurable results.
Entries should demonstrate how the nominee’s activities have made a tangible difference over the past 12 months. Supporting evidence may include testimonials, case studies, fundraising outcomes or examples of community partnerships.
Family Law Team of the Year (Team Award)
This award recognises an outstanding family law team that has demonstrated excellence in legal practice and client service over the past 12 months.
Judges will be looking for teams that deliver high-quality legal services while supporting clients through complex and often sensitive matters. Entries may highlight:
• Excellence in family law practice, including the quality of legal advice and outcomes achieved for clients.
• Exceptional client care, particularly in supporting clients through complex or emotionally challenging situations.
• Strong teamwork and collaboration within the team and across the wider firm.
• Effective collaboration with other professionals or organisations where appropriate to support the best outcomes for clients.
• Innovation or best practice in family law, including new approaches, processes or initiatives that improve client service.
• Notable achievements during the past 12 months, such as significant matters handled, team developments or other successes.
Entries should demonstrate how the team has worked together to deliver excellent outcomes for clients and contribute positively to the practice of family law. Supporting evidence may include testimonials, examples of work undertaken, or other relevant achievements.
Property Law Team of the Year (Team Award)
This award recognises an outstanding property law team that has demonstrated excellence in legal practice and client service over the past 12 months. Entries are welcome from teams practising in residential or commercial property, including specialists in conveyancing, landlord and tenant matters and other property-related work.
Judges will be looking for teams that deliver high-quality legal services while effectively managing complex transactions and providing excellent support to clients. Entries may highlight:
• Excellence in property law practice, including the quality of legal advice and outcomes achieved for clients.
• Exceptional client care, particularly in managing transactions efficiently and keeping clients informed throughout the process.
• Strong teamwork and collaboration within the property team and across the wider firm.
• Effective collaboration with other professionals or organisations, where appropriate, to support the best outcomes for clients.
• Innovation or best practice in property law, including new approaches, processes or technology that enhance service delivery.
• Notable achievements during the past 12 months, such as significant transactions, team developments or other successes.
Entries should demonstrate how the team has worked together to deliver excellent outcomes for clients and contribute positively to private client practice. Supporting evidence may include testimonials, examples of work undertaken, or other relevant achievements.
Employer of the Year (Firm Award)
This award recognises a firm that has created an outstanding workplace culture and demonstrates a strong commitment to supporting, developing and engaging its people. Judges will consider evidence of a positive and supportive working environment. Entries may highlight:
• A positive and inclusive workplace culture, where staff feel valued and supported.
• Strong leadership, fostering trust, collaboration and engagement across the organisation.
• Commitment to staff development, including training, mentoring or career progression opportunities.
• Initiatives that support staff wellbeing, including policies, programmes or benefits that promote a healthy work–life balance.
• Recognition and reward, celebrating staff achievements and contributions.
• Evidence of strong employee engagement, such as retention, feedback or testimonials from staff.
Entries should demonstrate how the firm has created an environment where people thrive and are motivated to perform at their best. Supporting evidence may include testimonials, staff feedback, engagement initiatives or examples of measurable impact.
Private Client Team of the Year (Team Award)
This award recognises an outstanding private client team that has demonstrated excellence in legal practice and client service over the past 12 months.
Judges will be looking for teams that deliver high-quality advice while supporting clients through complex personal and financial matters. Entries may highlight:
• Excellence in private client practice, including the quality of legal advice and outcomes achieved for clients.
• Exceptional client care, particularly in building trusted long-term relationships with individuals and families.
• Strong teamwork and collaboration within the team and across the wider firm.
• Effective collaboration with other professionals or organisations where appropriate to support the best outcomes for clients.
• Innovation or best practice in private client work, including new approaches, processes or initiatives that enhance client service.
• Notable achievements during the past 12 months, such as complex matters handled, team developments or other successes.
Entries should demonstrate how the team has worked together to deliver excellent outcomes for clients and contribute positively to private client practice. Supporting evidence may include testimonials, examples of work undertaken, or other relevant achievements.
Legal Team of the Year (Team Award)
NEW
CATEGORY FOR 2026
This award recognises an outstanding legal team that has demonstrated excellence in its area of practice over the past 12 months. This category is open to legal teams working in practice areas not otherwise recognised within the awards, such as litigation, corporate or commercial law, employment, regulatory or other specialist fields. Judges will be looking for teams that deliver high-quality legal services, work collaboratively and achieve excellent outcomes for their clients. Entries may highlight:
• Excellence in legal practice, including the quality of advice and outcomes achieved for clients.
• Exceptional client service, supported by testimonials or evidence of strong client relationships.
• Strong teamwork and collaboration within the team and across the wider firm.
• Effective collaboration with other professionals or organisations, where appropriate, to support the best outcomes for clients.
• Innovation or best practice, including new approaches, processes or initiatives that enhance legal service delivery.
• Notable achievements during the past 12 months, such as significant matters handled, team developments or other successes.
Entries should demonstrate how the team has worked together to deliver excellent outcomes for clients and contribute positively to their area of legal practice. Supporting evidence may include testimonials, examples of work undertaken or other relevant achievements.
Showcasing Surrey's Legal Talent: AWARD CATEGORIES & CRITERIA
Innovation in Legal Services Award (Individual & Professional Excellence Awards)
NEW CATEGORY FOR 2026
This award recognises a firm, team or individual that has introduced an innovative initiative which has significantly improved the delivery of legal services. Innovation may relate to the use of technology, new ways of working, service delivery improvements or creative approaches to solving challenges within the legal profession. Innovations may be developed internally or in collaboration with external partners or suppliers. Judges will be looking for initiatives that demonstrate originality, impact and measurable benefits for clients, colleagues or the wider profession. Entries may highlight:
• Innovative ideas or initiatives that improve the delivery of legal services.
• Use of technology or new processes to enhance efficiency, accessibility or client experience.
• Creative solutions to challenges within legal practice or firm management.
• Collaboration with colleagues or external partners, where relevant, to develop or deliver the innovation.
• Measurable impact, such as improved client service, efficiency, accessibility or business performance.
• Evidence of success, including outcomes, adoption within the firm or wider sector. Entries should demonstrate how the nominee’s activities have made a tangible difference over the past 12 months. Supporting evidence may include testimonials, case studies, fundraising outcomes or examples of community partnerships.
Outstanding Surrey Lawyer of the Year (Individual & Professional Excellence Awards)
This award recognises an exceptional lawyer who has demonstrated outstanding professional achievement and made a significant contribution to their firm, clients or the wider legal community in Surrey over the past 12 months.
The award is open to lawyers at any stage of their career, and the judges will be looking for individuals whose work, professionalism and commitment to excellence distinguish them within the Surrey legal community. Entries may highlight:
• Outstanding legal expertise, demonstrated through the quality and impact of work delivered for clients.
• Exceptional client service, including evidence of strong relationships, trust and positive outcomes.
• Significant professional achievements during the past 12 months, such as notable matters handled, cases won or projects delivered.
• Leadership, initiative or influence, whether through leading teams, mentoring colleagues or contributing to the development of others.
• Contribution to the wider profession or community, including pro bono work, professional involvement or community initiatives.
• Commitment to professional excellence, including integrity, judgement and dedication to the highest standards of legal practice.
Entries should demonstrate how the nominee has distinguished themselves through the quality of their work, their impact on others and their contribution to the profession. Supporting evidence may include testimonials, examples of work undertaken or other relevant achievements.
Rising Star Award* (Individual & Professional Excellence Awards)
This award recognises an exceptional early-career lawyer who has demonstrated outstanding potential and made a significant contribution to their firm, clients or the wider legal community.
The Rising Star Award celebrates individuals who are already making a strong impact in their professional role and showing the qualities that mark them as future leaders of the profession. Judges will be looking for individuals who demonstrate initiative, talent and a commitment to excellence in legal practice. Entries may highlight:
• Outstanding legal work, demonstrating strong technical ability and a commitment to delivering excellent outcomes for clients.
• Exceptional client service, including evidence of building strong client relationships and trust.
• Initiative and innovation, such as introducing new ideas, efficiencies or approaches that improve legal services.
• Leadership potential, including taking responsibility on matters, mentoring others or contributing to team success.
• Contribution to the wider profession or community, including pro bono work, volunteering or involvement in professional initiatives.
• Commitment to professional development, demonstrating ambition, learning and growth in their career.
Entries should demonstrate how the nominee’s activities have made a tangible difference over the past 12 months. Supporting evidence may include testimonials, case studies, fundraising outcomes or examples of community partnerships.
* Eligibility For the
Lifetime Achievement Award (Individual & Professional Excellence Awards)
The Lifetime Achievement Award recognises an individual who has made an outstanding and lasting contribution to the legal profession in Surrey over the course of their career. This prestigious honour celebrates individuals whose dedication, professionalism and leadership have had a significant and enduring impact on their firm, colleagues, clients or the wider legal community.
The award may recognise lawyers or other professionals who have played a pivotal role in supporting and strengthening the legal profession throughout their career. Judges will consider nominees who demonstrate:
• A distinguished career marked by long-standing commitment to the legal profession.
• Significant contribution to the reputation and development of the profession in Surrey.
• Respect and recognition from colleagues, peers and the wider legal community.
• Leadership, mentorship or influence, helping to support and develop others within the profession.
• Commitment to professional values, including integrity, professionalism and dedication to clients or colleagues.
• A lasting legacy, demonstrated through their impact on their firm, the profession or the community.
This award recognises individuals whose careers have left a meaningful and enduring mark on the legal profession. Nominations may include testimonials or reflections from colleagues that illustrate the nominee’s contribution and influence over the course of their career.
Professional Support & Practice Management Award (Individual & Professional Excellence Awards)
NEW
CATEGORY FOR 2026
This award recognises the vital contribution made by professional support and practice management professionals to the success of their firm and the delivery of high-quality legal services. Nominations are welcome for individuals, teams or functions working in areas such as practice management, operations, compliance, finance, HR, marketing, IT, or other professional support roles within a law firm.
Judges will be looking for nominees who demonstrate excellence in supporting the effective management and operation of their organisation. Entries may highlight:
• Excellence in professional support or practice management, including the effective running of key functions within the firm.
• Positive impact on the firm’s performance, culture or client service.
• Innovation or improvements to systems, processes or ways of working.
• Strong collaboration with colleagues across the firm, supporting lawyers and other teams to achieve excellent results.
• Leadership, initiative or problem-solving, helping the firm adapt to challenges or opportunities.
• Notable achievements during the past 12 months, such as projects delivered, systems implemented or operational improvements.
Entries should demonstrate how the nominee has distinguished themselves through the quality of their work, their impact on others and their contribution to the profession. Supporting evidence may include testimonials, examples of work undertaken or other relevant achievements.
Strategic Leadership Award (Individual & Professional Excellence Awards)
NEW CATEGORY FOR 2026
This award recognises an individual who has demonstrated outstanding leadership in guiding the strategy, growth or transformation of a legal practice. The award is open to senior leaders within law firms, including managing partners, senior partners, CEOs, COOs or other professionals responsible for the strategic direction and success of their organisation. Judges will be looking for individuals who have played a pivotal role in shaping their firm’s performance, culture or long-term vision. Entries may highlight:
• Strategic leadership, including the development and successful implementation of the firm’s vision or business strategy.
• Positive impact on firm performance, such as growth, transformation, new services or improved operational effectiveness.
• Leadership of people and culture, fostering an environment where colleagues can develop and perform at their best.
• Innovation or forward thinking, including introducing new approaches, technology or service models.
• Contribution to the wider profession or community, including leadership beyond their own firm.
• Demonstrable achievements over the past 12 months, showing how their leadership has driven meaningful progress.
Entries should demonstrate how the nominee’s leadership has had a significant and measurable impact on their organisation and the wider legal community. Supporting evidence may include testimonials, examples of initiatives led, or measurable business outcomes.
Women in Philanthropy: Give to Gain
Do you have philanthropists among your clients? This year’s International Women’s Day theme, Give to Gain, highlighted the reciprocal value of generosity, a principle that resonates strongly within philanthropy. Across the UK, advisers working with private clients are seeing a quiet but significant shift in who gives, how they give, and why they give. Increasingly, women are at the centre of this (r)evolution.
Research from CAF’s UK Giving Report 2025 shows that women are already highly engaged in charitable activity: 87% of women participated in charitable or civic actions in 2025, compared with the population average of 83%. Yet the more striking insight comes from CAF’s recent High Value Giving Report. Although the UK’s high net worth population remains predominantly male (81% men vs 19% women), women are disproportionately represented among the most generous donors. An impressive 29% of the top 10% of donors (measured by proportion of wealth donated), are women. Women are also more than twice as likely to have inherited their wealth.
This matters because we are on the cusp of what commentators have termed the “Great Wealth Transfer”. CAF estimates that £5.5 trillion will pass between generations by 2050 — the largest transfer of wealth in UK history. Crucially, this shift is not only generational; for the first time at scale, wealth is also expected to move increasingly into the hands of women.
For philanthropy, the implications are profound. If women who inherit wealth continue to give at higher proportional levels, charitable giving patterns may change dramatically. CAF’s research suggests that the next generation of donors will be the most significant in history. With more women among them, the philanthropic landscape is likely to become more collaborative, more impact focused, and more values driven.
Women also tend to approach philanthropy differently. Studies indicate that women often take a more deliberate, research led approach to their giving, investing time in understanding causes and evaluating impact. Many are drawn to collaborative models such as giving circles, where donors pool resources and make decisions collectively. This reflects a broader ethos: women frequently view philanthropy as a social and relational activity, one that enriches both giver and recipient — a true embodiment of Give to Gain
For professional advisers, these trends present a timely opportunity. Conversations about charitable intent can deepen client relationships, support intergenerational planning, and help clients articulate the legacy they wish to create. Yet many advisers assume they have no philanthropists on their books. The reality is often quite different.
When we picture female philanthropists, we tend to think of global figures such as Dolly Parton, MacKenzie Scott, Melinda French Gates or Priscilla Chan, women whose giving runs into the millions. Their contributions are extraordinary, but they bear little resemblance to the philanthropists we meet every day at the Community Foundation for Surrey. That is why we are creating
our own list of Surrey Women Philanthropists Changing the World — women whose generosity is transforming local communities, often quietly and without fanfare.
While confidentiality prevents us from naming them all, here are just a few examples of Funds powered by remarkable Surrey women:
• Chobham Bly Lawson Fund – named for Bly Lawson, who left her home in trust for the village, ensuring proceeds support activities and facilities for young people.
• Orchid, East Court, Borrows and Carts Funds – family run funds where strong female philanthropists play a central role in shaping impact.
• Dora Fedoruk, Mamie Mollan and Kate Livingstone – three women who changed their communities through legacies focused on supporting those fleeing conflict or abuse.
• Claire’s Friendship Fund – raising funds in East Surrey to tackle loneliness and isolation, founded by Claire Coutinho MP.
• The Roshan Bailey Fund – created by our Trustee Roshan Bailey, who recently asked for birthday donations to grow the fund rather than receiving gifts.
• The Marjorie Jaye Fund – established by a son in memory of his wonderful mother, supporting palliative care in recognition of the compassion she received in her final months.
• The Fiona Strong Fund – created by a father in memory of his daughter, who died too young, continuing her legacy by supporting young people.
These women — and the families who honour them — may not resemble the stereotypical billionaire philanthropist, but each is making a powerful and lasting contribution to Surrey’s communities. Their stories demonstrate that philanthropy is not defined by wealth alone; it is defined by intention, compassion and the desire to create change.
So before assuming your clients are not philanthropists, consider the quieter forms generosity can take. You may already be advising an extraordinary woman who is shaping her community in ways neither of you have yet explored.
If you or your clients would like to join this growing community of ordinary, extraordinary Surrey philanthropists, we would be delighted to help you to support them on their journey.
See www.cfsurrey.org.uk or contact giving@cfsurrey.org.uk for further information. ■
Family Separation –updated resources to assist parents and their children
Each year around 280,000 children will be told their parents are separating. How the separation is managed is likely to have life-long implications for them. Services and support can be fragmented and difficult to access.
The Family Solutions Group https://www.familysolutionsgroup.co.uk/ is a multi-disciplinary group convened by Mr Justice Cobb (as he was then) tasked with improving the experiences of and outcomes for separating families, particularly children.
The following provides up-to-date links to some of the great work which is going on in what Cobb LJ calls ‘the hinterland space’ and the calls that have been made over many years for a Family Solutions system, to meet the needs of children and their parents when families separate.
• Children’s Voices. A new model for hearing children’s voices in family separation to include during solicitors’ negotiations https://www. familysolutionsgroup.co.uk/childrens-voices-in-family-separation/
• Resolution. Parenting through Separation booklet https://resolution. org.uk/looking-for-help/parents-children-the-law/parenting-throughseparation/#flipbook-resolution-parenting-through-separation/42/
• Separated Parenting Programme Directory. A new trusted site for any parent/carer to find a programme to suit their need. Home - SPPD https://separatedparentingprogrammedirectory.org/
• The Parents Promise Schools pack. Schools tell us that 40-50% of children have parents with different addresses. "By providing guidance and resources for teachers and parents alike, this Parents Promise initiative will make a real practical difference to the lives of children in the UK” - Sir Andrew McFarlane. This resource is now being distributed to schools far and wide and can be found here The #ParentsPromiseEducation Initiative https://theparentspromise.org.uk/education-initiative
• National Association of Child Contact Centres (NACCC) https:// naccc.org.uk/ and OFW https://www.ourfamilywizard.co.uk/ have teamed up to create a template Parenting Plan, available free to download. Parenting plan - NACCC https://naccc.org.uk/for-parents/ parenting-plan/
• Contact Centres provide around 300 centres nationwide for parents and other people important in a child’s life, to spend time with them in a safe, neutral welcoming space
• Your Direction https://www.yourdirection.info/ - online resource for young people including information and workshops Your DirectionSupport if your parents separate or divorce https://www.yourdirection. info/book/
• New online chatbot for young people #SplitHappens set up by a partnership with amicable, Your Direction and Voices in the Middle Split Happens | Support for young people with separated parents https:// splithappens.co.uk/
• Only Mums&Dads https://www.onlymumsanddads.org/ resources, Parent Support sessions and information including with Dr Angharad Rudkin a child assessment tool in development, the How Are The Children Assessment Tool the HATCAT HATCAT | OMD Training https:// www.omdtraining.co.uk/hatcat
• Split Survival Kit – Dr Angharad Rudkin and Ruth Fitzgerald - book for children and young people £9.99 https://www.amazon.co.uk/SplitSurvival-Kit-Parents-Separation-ebook/dp/B08WBVZ4ZZ
• Embedding early family separation support in family hubs. This is work in progress, as the government rolls out hubs across all local authorities. Here’s the write-up of the FSG pilot in two Spurgeons family hubs this year Birmingham Family Hub Pilot - Family Solutions Group https://www.familysolutionsgroup.co.uk/wp-content/uploads/2025/11/ Family-Solutions-Drop-In-January-%E2%80%93-July-2025.pdf
• Parenting Coordination (PC) – for those parents requiring ongoing support to implement their Court Order or Parenting Plan consider the appointment of a PC – the register can be found here https://www. flipfaculty.org/parenting-coordination/register-of-parenting-coordinators/ with further info https://parentingcoordinators.co.uk/
• The FSG is involved in some important work in the family separation space including its Spring 2026 report ‘Putting Children First - the Evolving Role of the Family Law Professional’ and the call for a Commissioner for Separated Families – the video from the President Sir Andrew McFarlane, the letter from the Children’s Commissioner to be sent to all separating parents and our report can be found here https://www.familysolutionsgroup.co.uk/wp-content/uploads/2026/03/FSGReport-Putting-Children-First-the-evolving-role-of-the-family-law-professional12.3.26-FINAL.pdf ■
Karen Barham
Consultant Family Lawyer at Moore Barlow LLP karen.barham@moorebarlow.com
The New Leaders of Law
By Colin Bohanna
A monumental shift is taking place in the UK legal market – one that will affect every part of the profession.
As one of the leading legaltech providers in the world, a large portion of Dye & Durham’s activities is to research, track, and foresee changes in the legal industry before they have become mainstream. We did this in our 2024 report, “Digital Pioneers: Leading The Tech Revolution,” which charted how the digital fluency of Millennial and Gen Z legal practitioners was reshaping expectations of the workplace and accelerating adoption of modern systems. That research was important. What we are observing now is more consequential and is likely to have an even greater effect on the legal sector for decades to come.
The UK legal market is entering a period of structural change that will influence how firms operate and compete for years to come. We are seeing how consultant-led and platform models are scaling at pace, alternative business structures (ABS) account for a growing share of regulated firms, and private equity (PE) interest in legal services is now an active feature of the market rather than a distant prospect. This trifecta is the beginning of what we see as a historic moment, one in which operating expectations are shifting faster than the profession typically moves.
Dye & Durham will be releasing original research on this in the coming months that will chart how ownership, working models, and capital are influencing the way legal organisations are structured and expected to perform. In a later article, I will also expand on the changing dynamics that are leading to this structural change. Today, I concentrate on one of the biggest drivers of it: A new type of leader that is at the forefront of the trend.
Ahead of that, here are the broader trends all law firm owners, partners, and CEOs should already have on their radar.
A New Type of Leader
When we first wrote about Digital Pioneers, the picture of a new type of legal professional was already beginning to emerge. As we found then, as Millennial and Gen Z legal professionals rise in prominence, their expectation of digital fluency is reshaping what “good” looks like in a workplace, as well as what “modern” looks like in a law firm. That still remains true. Digital competence is no longer a differentiator for many firms; it is increasingly a baseline expectation among junior lawyers and early-career professionals. But it is not just junior professionals who are embracing this change.
Through our research and many recent conversations with the legal market, we are charting an unmistakable trend in how leadership is changing. For generations, the UK has had a largely predictable set of operating standards that we’re all familiar with: law firm ownership and promotion to senior leadership have most often followed a well-worn path, one that relied heavily on progression through apprenticeship, promotion, presenteeism and networking. Management and leadership were often assumed to be “learned by doing”, a skillset one developed in the office rather than a separate track.
In a different era, that process worked – and it still does for many firms – but the world that law finds itself in now is undeniably different: massively increased investment, particularly in lawtech, evolving client expectations, advancing regulation standards, and crucially, different attitudes within the profession. Where once many law firm owners remained technology sceptics, a growing number of
legal organisations are now shaped by leaders who are digitally fluent themselves and commercially oriented in their outlook. These are CEOs, COOs, CIOs, and operationally minded partners responsible for multi-entity groups, consultant networks, or acquisitive growth strategies. Their day-to-day concerns are not only legal delivery, but scalability, compliance visibility, performance management, and how the organisation functions as a coordinated whole. That marks a clear departure from an earlier era, when technology decisions often required persuasion driven by regulation or IT advocacy.
This leadership mindset aligns with wider market signals, particularly in how firms are structured. There is an appetite for new ways of practising and delivering legal services: ABS adoption has risen from around 8% of firms in 2017/18 to approximately 14% by 2024, reflecting steady growth in structures that allow non-lawyer ownership and different approaches to investment and governance. Consultant-led and fee-share models are operating at significant scale, with leading firms numbering in the hundreds of lawyers. At the same time, industry analysis highlights record levels of private equitybacked platform activity in legal services. These are not disparate events; they display a change in attitude and a different standard for success. Increasingly, those who treat legal service provision as a business are likely to be the most successful in a busier and more tech-savvy market.
This is a topic we will be expanding upon more in our upcoming and market-defining research. To get access to that report when it is available, please visit www.dyedurham.com/resources ■
Drug and Alcohol Testing Built for Family Law and Childcare Proceedings.
Cansford Laboratories provides drug and alcohol testing across the UK, producing expert reporting that give solicitors the evidence their clients and cases need. Every sample is handled entirely at their bespoke, modern lab in Cardiff, where the team works together under one roof, combining scientific expertise with practical support to deliver seamless, reliable results.
Insight beyond a single moment
Cansford’s expert reports provide measurable levels of substances, rather than simple presence or absence. Hair analysis, frequently requested in family law, captures patterns of substance use over time, revealing whether consumption has been consistent, increasing, or absent across previous months. This longer-term perspective provides courts with context that a single short-term sample cannot, helping them understand risk, compliance, and behavioural change while informing decisions that affect families.
A laboratory that keeps it all in-house
Testing is carried out entirely within Cansford’s Cardiff laboratory. Customer services, scientists, and report writers work together under one roof, with full visibility of each sample as it moves through the process. This collaboration means questions can be answered immediately, and reports are prepared with complete insight. By avoiding outsourcing, which many other labs do, Cansford ensures that every test maintains consistent quality, security, and oversight.
The team’s shared environment also allows those answering queries about scheduling or procedure to be fully aware of how each sample is progressing through the lab. This continuity enables practical, informed guidance that reflects both the science and the needs of the case.
Nationwide coverage, seamless service
With more than 50 trained collectors across the UK, sample collection can be arranged efficiently and securely, often within 48 hours. Samples are transported directly to Cardiff, where the team takes full responsibility for analysis and reporting. This combination of national reach and inhouse control ensures the process is straightforward for solicitors while maintaining the integrity of every sample.
Guaranteed turnaround and trusted evidence
All testing and expert reports are delivered within three working days of the sample arriving at the laboratory, providing solicitors with reliable, court admissible evidence without compromise. This blend of speed, oversight, and expertise ensures that reporting reaches the court promptly and can be relied upon to support the case.
Flexible testing tailored to each case
Testing is bespoke, covering an ever-growing list of substances in whatever format the court has ordered. Whether a case requires targeted analysis or a broader overview, the laboratory adapts to the instruction, ensuring the results meet the specific needs of each case.
For wider insight, two standard panels offer a simple way to cover common and less frequently encountered substances. sThe Common-9 panel focuses on the drugs most often seen in family law cases, providing clear and dependable coverage.Their recently launched Extended-18 panel expands this to include prescription medications such as antidepressants and antipsychotics, alongside less commonly detected opioids. This panel comes at no extra cost and maintains the same guaranteed three-workingday turnaround, giving solicitors a complete picture without slowing the case and furthering budget. Panels can also be combined or adjusted to cover unusual substances when required, offering maximum flexibility.
Pioneering expertise and innovation
Cansford Laboratories was among the first to bring hair testing to the UK and continues to lead through innovation and scientific expertise. Now in its 15th year, the laboratory combines technical precision with practical service, producing evidence that is scientifically robust, clear, and tailored to each case.
Supporting clients and cases at every stage
Family law cases can be sensitive, and clients may feel anxious about testing. Clear communication, flexible options, and a team who are accessible and knowledgeable at every stage make the process straightforward and professional. Even as one element of a case, substance testing can be pivotal, and the clarity and depth of Cansford’s reports allow solicitors to provide the court with the evidence their clients need.
By combining bespoke testing, comprehensive panel options, nationwide collection, and in-house analysis, Cansford Laboratories delivers evidence that is accurate, reliable, and immediately usable. From laboratory to court, solicitors receive results they can trust to support their clients and the cases they handle.
For further information, please click here ■
Council Member’s ReportSpring 2026
Longer days, a bit more sunshine, and everything starting to bloom—it is a good reset after winter. Hope you are getting a chance to enjoy it too.
Conveyancing
• Updated TA6 Form: The new TA6 Property Information Form became mandatory for firms accredited under the Conveyancing Quality Scheme (CQS) from 30 March 2026.
• Stamp Duty Land Tax (SDLT): The Law Society is examining implications of conveyancers potentially being treated as “tax advisers,” given increasing scrutiny around tax advice and compliance.
• Mortgage Lender’s Handbook: The UK Finance Mortgage Lender’s Handbook (UKFML) revised version goes live on 27 June 2026. Pre-registration is available here: UKFML website.
Courts and Legal System
• Family Court & Legal Aid: The Law Society is calling for urgent government action on family court backlogs and legal aid funding.
• Other initiatives: Work continues on civil costs reform, ethical AI adoption, Welsh law divergence, and the protection of the rule of law.
o Crown Court: 80,203 cases, with 21,002 cases open for a year or more
Click here to find out more information on the backlog numbers.
• Mazur Judgment: The Court of Appeal allowed the appeal by CILEx, emphasizing proper supervision over unauthorised persons in litigation. The Law Society has now issued an updated Practice Note, which you can access via your MyLS account. We are still awaiting further supervisory guidance from the SRA. In the meantime, you may find the following article from Miller Insurance helpful, particularly as underwriters are monitoring developments in this area very closely: https://www.miller-insurance.com/articles/news-and-insights/focuson-supervision-lessons-for-law-firms-following-the-mazur-appeal/
• Jury Trials: The Law Society, along with others, has expressed concern over proposals to remove jury trials. Former president Richard Atkinson warned that David Lammy’s plan could worsen magistrates’ court delays, as cases shift from the Crown Court.
Regulatory update
• The Law Society has raised important proportionality concerns in relation to the Government’s proposals on AML supervision.
• SRA consultations on client money safeguards and complaints handling.
• The LSB’s renewed focus on regulatory performance.
• The Society’s strong opposition to MoJ proposals to divert interest from client accounts into central funding.
Regulation and Compliance
• SRA Update: At the March Council meeting, the new SRA CEO Sarah Rapson outlined the SRA’s priorities in enhancing regulatory performance, intelligence capability and supervision. She responded to questions on enforcement consistency, transparency, SQE oversight, and consumer protection. Council expressed appreciation for her clear and constructive engagement before moving into confidential business.
• Random Checks: Members continue to report that the SRA is randomly checking firms for compliance with MLRO 2017. Please ensure all necessary compliance files and Firm Wide Risk Assessments are up to date. The Law Society is available to provide guidance. I am also happy to assist any member who find themselves in the situation of this random checks.
Get Involved Programme
The Law Society’s Get Involved programme offers members opportunities to volunteer, contribute expertise, and influence policy and professional guidance through panels, surveys, and working groups. The programme aims to harness the diversity and experience of members to help strengthen the profession, support decision making and ensure a broad range of voices are heard in the Society’s work. Members can register via MyLS. I strongly encourage members to update their MyLS to receive updates and participate in events.
PC Fee Consultation
It is important for all members to have a say in The Law Society ‘s plans, to reflect the needs of our diverse profession.
This is your chance to share what matters most, to help shape the Law Society’s priorities for the year ahead.
Take part in this 10-minute consultation by 15 May. https://www.lawsociety.org.uk/consultation
If there are any further matters that you would like to speak to me about then please do not hesitate to contact me and I will also be happy to take matters to the Law Society. By email: office@sabrahamsolicitors.co.uk and telephone: 02083900044.
Registration as Tax Adviser: Firms are now labelled as tax advisers, clients might assume that, as part of a property transaction, the firm is giving full SDLT advice, not just handling the filing.
Make it clear they are preparing and submitting the SDLT return, not giving detailed tax advice
Tell clients when they should get specialist SDLT advice, especially if anything is unusual
Clearly state this at the start of the matter and again when sending the SDLT return for approval
At the same time, firms need to be better at spotting when an SDLT situation is more complex than usual (for example, anything beyond a straightforward purchase), so they know when to flag it or suggest outside advice.
This article from Miller Insurance is worth reading. https://www.millerinsurance.com/articles/news-and-insights/registration-as-a-tax-adviserwhat-legal-advisors-need-to-know-and-do/
Law Society’s Visit to Surrey
You will hopefully have by now seen that the Law Society is visiting Surrey on 14 May. We are delighted to be hosting Law Society President Mark Evans who, alongside representatives from the Law Society’s policy team and property law committees, will be delivering a Property Power Hour – On the Road” session for those working in conveyancing. I would encourage you to attend this session as it is an excellent opportunity to raise the issues affecting your day to day practice and contribute to the Law Society’s ongoing policy work in this area
If there are any further matters that you would like to speak to me about then please do not hesitate to contact me and I will also be happy to take matters to the Law Society. By email: office@sabrahamsolicitors.co.uk and telephone: 02083900044. ■
Sushila Abraham
Council Member for Surrey at the Law Society
Sushila Abraham
AInside the UK & Ireland Legal Insights Report 2026: AI, integration, and the firms pulling ahead
I use across UK and Ireland law firms is now near-universal. Nearly 9 in 10 legal professionals use the technology in some capacity, with 70% adopting it within the past year alone. For a profession that tends to move carefully on new technology, that's a remarkable pace. And the knock-on eff ects are showing up everywhere: in caseloads, in how firms talk to clients, in the way they price their work.
Those numbers come from Clio's inaugural UK & Ireland Legal Insights Report 2026, based on surveys of more than 500 legal professionals and 500 members of the public. The takeaway? Adoption has already happened. The harder question for firms now is how to turn scattered AI use into sustained value across the full client journey, from intake to resolution.
Four dynamics shaping the region's legal market
The report identifies four forces defining the UK and Ireland legal landscape right now:
1. Technology has moved from adoption to execution, and workflow design is now the diff erentiator.
2. Governance gaps are creating risk around data security and client disclosure.
3. Clients weigh reputation, experience, and communication alongside price.
4. Fixed-fee billing has become the dominant pricing model. The gains are real for firms that integrate deeply
When firms get integration right, the numbers are hard to ignore. Among active AI users:
• 81% say AI helps them respond to clients more quickly and proactively
• 78% are handling a higher volume of work
• 77% say the quality of their legal output has improved
• 71% say AI is reducing cost per matter by absorbing drafting, research, and admin work
That said, only 27% of firms have embedded AI widely across the organisation. The majority describe partial or minimal integration, confined to specific tasks or teams. That diff erence between light use and deep integration is where most of the untapped value still sits, waiting to be claimed.
Integration is the top barrier, and it hits mid-market firms hardest
So why aren't more firms getting there? More than a third of legal professionals (37%) point to a familiar culprit: integrating new tools into existing workflows. Among mid-market firms, that figure rises to 40%, compared with 23% in smaller practices.
The real cost of fragmented systems shows up in a typical working day. Context-switching between applications. Re-entering the same data into diff erent tools. Coordination work that absorbs the attention that fee earners would otherwise spend on substantive legal work.
Governance hasn't kept pace with use
Governance sits right alongside integration as an area where firms are exposed. Adoption has moved faster than policy, and 17% of firms have no AI policy in place at all, even though they're allowing and often encouraging AI use day-to-day.
The disclosure picture is wider still. 81% of firms say they tell clients about AI use at least occasionally. Only 7% of clients recall their lawyer actually doing it. That's a 74-point gap between what firms intend and what clients experience.
Public attitudes suggest firms can't aff ord to leave that gap unaddressed. 79% of the public think lawyers should disclose when they use AI, which makes transparency a client-trust issue as well as a compliance one.
Pricing is shifting with the work
The business model itself is moving too. As AI compresses the time that once justified billable hours, pricing is catching up. Fixed or flat fees now account for 53% of matters across UK and Ireland firms, while hourly billing has dropped to 32%.
Firms that price with intent are better placed to compete on value and protect healthy margins along the way.
What this means for UK and Ireland firms in 2026
Adoption across the region is already happening. The remaining work, and where most of the value still sits, is moving from scattered, task-level AI use to cohesive, firm-wide workflows that free up capacity, improve client experience, and reduce risk. Solo, small, and mid-sized firms are often the most agile in moments like this, and the report suggests they stand to gain the most from moving decisively.
For the full findings, including data on workload, wellbeing, and how clients choose lawyers, read the UK & Ireland Legal Insights Report 2026 clio.com/uk ■
Four Years On from the SQE: Why Many Firms Are Still Finding Their Way
Four years on from the introduction of the Solicitors Qualifying Examination (SQE), it would be understandable to assume that most firms now have their qualification pathways firmly in place. After all, the profession has had time to adapt, new programmes are well established, and SQE results are now a familiar feature of the landscape.
However, what we continue to hear from firms across the country tells a more complex story. Rather than a completed transition, many organisations are still actively shaping — and reshaping — their approach to qualification. The low pass rates and challenging exam experience means that pathways are evolving and choosing the right programme can make all the difference..
The SQE Transition Is Ongoing
Due to LPC timeframes, nearly all firms have moved to the SQE now, with LPC graduates also having the option to take SQE2, but one of the strongest themes emerging from discussions with regional firms is that many are still working out what the “right” SQE pathway looks like for their organisation.
L&D teams are trying to manage two, three or even four different pathways, internal v external, law v non-law and different apprenticeship routes, and within each of these there are different options. The flexibility of the SQE is bringing opportunity but also complexity and can be confusing for fee earners to understand what the junior professionals working in their team might bring to the role in terms of skills and experience.
We continue to speak to organisations that are refining their strategy, considering longer length courses (we see greater chances of SQE success) or bringing trainees into the workplace at different points in their SQE journey.
The idea that the profession has fully “transitioned” from the LPC to the SQE risks overlooking the lived experience of many firms who are still navigating change.
Apprenticeships and the Impact of Funding Changes
For many firms, the introduction of the graduate solicitor apprenticeships (GSA) alongside the SQE was a game changer. For smaller organisations in particular, the GSA was a unique opportunity to improve social mobility and give internal talent the opportunity to progress. The availability of apprenticeship levy funding for GSAs made it possible to support candidates in a way that felt sustainable and inclusive, and for some organisations this became the cornerstone of their future plans.
However, recent changes to Levy funding (now limited for Level 7 apprenticeships to those 21 years old and under) have completely disrupted that picture. Some have paused internal trainee recruitment altogether; others are revisiting who they can support and how. In several cases, carefully constructed strategies have had to be reopened and reworked at short notice.
This has been challenging for firms that had committed significant time and resource to building and advocating for apprenticeship led models.
Commercial Pressures and Practical Decisions
Alongside funding changes must sit broader commercial considerations. Without Levy funding, firms are having to take a much closer look at the cost of qualification and what is realistically affordable.
We are seeing a range of responses from the firms that we work with — from changes in course format, to different approaches to trainee numbers, to more fundamental reviews of investment priorities and budgets. These are practical, business critical decisions, and they underline how closely SQE strategy is tied to wider organisational pressures.
SQE Success Is Not a Coin Toss
Another consistent message is that SQE outcomes should not be left to chance. Success rates can be significantly influenced by strong preparation, study time, firm expectations and support, and the quality of training provision, and these factors are increasingly well understood.
There is now a clearer recognition of the role played by SQE training providers and internal L&D teams in supporting candidates effectively. Choosing the right provider — and ensuring candidates are properly supported throughout their preparation — is no longer a peripheral decision. The SQE is not a fifty-fifty gamble, and firms that take a considered, structured approach are much better placed to support their people through qualification.
Continuing the Conversation
These themes — pathways, funding uncertainty, commercial pressure, and the importance of structured support — will be explored further together with The College of Legal Practice in the next SQE roundtable on 29th April. In this session you will have an opportunity to hear more from the College, share experiences, and discuss how firms are responding in practice.
For now, the key message is a reassuring one: if your SQE strategy still feels unfinished, that reflects the reality across much of the profession. The conversation is still evolving — and it is one worth continuing and The College of Legal Practice are here to help. ■
By Peter Liver, Chief Operations Director, The College of Legal Practice
Authorised Push Payment Fraud –Why it’s become more prevalent and how to stop it
Authorised Push Payment Fraud has become one of the most significant cybercrime activities targeting law firms with digital banking, faster payments, and now artificial intelligence all contributing to an increase in the scale and sophistication of these attacks.
What is Authorised Push Payment Fraud?
Authorised Push Payment Fraud occurs when criminals manipulate someone into willingly sending money to a bank account controlled by the fraudster. It relies on using social engineering to trick the victim into authorising payments to a fraudulent account rather than gaining unauthorised accessing to bank accounts or tools controlling them. There are many tactics employed by criminals to deceive victims, but common tactics targeting law firms include:
Property transaction scams: Where criminals intercept email chains between solicitors, agents, and buyers. This can be by hacking into business email accounts (known as business email compromise) or impersonating emails using lookalike email domains or spoofing poorly protected email domains.
CEO or senior partner impersonation: This is where a fraudster will assume the identity of a senior member of the firm to place pressure on staff dealing with transactions into making payment transfers. This impersonation can also be carried out using spoofed email or compromised accounts but also using AI voice impersonation. A particular risk to larger firms spread across multiple sites.
Invoice redirection: Here criminals trick a business into paying a legitimate invoice but to the wrong bank account. Instead of stealing payment details directly, the fraudster inserts themselves into an existing payment process and diverts funds before anyone notices. This is normally achieved by compromising a business email account.
Why is AI increasing the risk from Authorised Push Payment fraud?
Whilst Authorised Push Payment Fraud has existed for years, artificial intelligence has taken it to a scary new level. Modern criminals are making use of AI to increase the frequency and speed of their scams as well as increasing their realism. This is evident in a number of ways:
Voice impersonation: AI voice cloning allows criminals to replicate the voice of a director, partner, or client with just a few seconds of audio (think a marketing video on your website or a recording of a phone call). This makes “urgent payment” scams far more convincing.
More convincing emails: Generative AI tools can mimic writing styles, correct grammar, and create professional looking emails that are almost indistinguishable from those of real colleagues or suppliers. They can also respond to and create a natural email conversation with the victim meaning that even highly aware staff can be tricked.
Automation of scam operations: AI chat interfaces can test defences, scrape material from websites, social media and directories such as companies house and craft highly specific messages for the scam. All of this is automated and can be done at scale meaning the likelihood of a highly specific, sophisticated, targeted attack on any law firm is now far higher than previously.
What can your law firm do to reduce the risk?
Law firms need to address risks across people, process and technology to counter the threat of Authorised Push Payment Fraud.
Processes include mandatory call back verification for any bank detail changes, confirmation of instructions using channels other than email and having robust approval processes.
From a people perspective, training staff regularly both on the threats from this type of fraud, the telltale signs of an attack and of course of your firms’ procedures to prevent it is essential.
What are the key IT controls to protect firms?
There are many technical approaches to reducing the risk of Authorised Push Payment Fraud. Key controls at time of writing include robust email anti-spoofing policies, moving away from using passwords for accessing email systems and cloud systems to using the latest phishing resistant passkeys and having a round the clock cyber security team monitoring your systems.
It’s important to stress that the recommended technical controls can change quickly, especially with the rapid development of AI. Its therefore critical that your firm has a process to run regular risk assessments of your IT systems and procedures (certainly more than once a year), identify where your controls no longer offer the best protection and put in place a plan to align them to the latest standards.
Final thoughts
Protecting an organisation against Authorised Push Payment Fraud is not a one off exercise. Law firms must continually reassess their risks and whether their controls, both technical and procedural, remain appropriate and evolve to ensure they are not exposed to serious financial and reputational risk. ■
By Bruce Penson, Pro Drive IT
From precedent libraries to prompts The next step for legal drafting
Almost every lawyer maintains a Precedent Library, collections of letters, documents, and draft orders that serve as reliable templates for routine legal tasks. Whether housed centrally within a firm or kept individually by lawyers, precedent banks save time, promote consistency, and ensure that essential information is communicated accurately. They prevent lawyers from having to repeatedly craft the same content from scratch.
Yet while precedents are widely used, most lawyers do not yet have something that may soon become equally indispensable: a bank of prompts for automated legal drafting. A prompt is a set of instructions given to artificial intelligence, essentially a command or description designed to generate a specific output such as a document, letter, or analysis. Writing a good prompt is much like instructing a trainee solicitor: the instructions must be clear, unambiguous, and thorough. The more detail the prompt contains, the higher the quality of the result. These prompts often include instructions that might seem obvious, such as avoiding Americanised spellings, but are crucial for consistent outputs.
My recent move from private practice to a role with LEAP, a legal technology company specialising in case management software, has given me a new perspective on both precedents and prompts. As Head of Family Law, I now help shape the software to better support family lawyers. Leaving practice meant leaving behind 18 years’ worth of carefully curated precedents; I was hardly going to commit intellectual property theft to take them with me. Instead, I now work closely with LEAP’s precedent libraries, which contain a wide range of template letters and documents designed to streamline legal workflows.
In exploring these templates, I have begun adapting and creating precedents that offer enhanced automation. One example is a letter of instruction to an actuary, which not only pulls through key case details but also uses LEAP’s Word Add-in to offer dynamic questions. The lawyer indicates, for instance, whether a report is ordered or agreed, and the remainder of the letter changes automatically. This creates a more sophisticated tool than a static template, one that reduces repetitive drafting and accelerates routine tasks.
But this still raises an obvious question: what if technology could answer those questions itself by analysing information within the case file? This is where prompts rather than precedents begin to show their potential.
When I joined LEAP, I had limited experience with AI prompting. My early use of ChatGPT had been purely personal, such as asking
it for the correct reading order of John le Carré’s George Smiley novels. The idea of drafting complex legal instructions for AI was daunting; it seemed faster simply to type the letters myself. Yet the capability of AI systems to read and interpret case data changes that calculation. In theory, AI could identify pensions, values, dates, or factual circumstances directly from the matter, eliminating the need for manual data entry. A precedent could therefore evolve into a prompt, an automated set of rules that instructs AI on how to assemble the necessary document.
Once created, a prompt could be reused just like a precedent. It could tell the AI to consider the Pensions Advisory Group guidance, relevant Practice Directions, or even the terms of a specific court order. It could dictate formatting, tone, style, and legal framing. After the prompt runs within the secure environment of the case management system, the lawyer would receive a completed draft ready for review.
Another example is the preparation of briefs to counsel. Traditional precedents can pull basic information such as names, dates of birth, or case identifiers. But a prompt could go much further. It could analyse the matter file, summarise the children’s arrangements, extract the current issues in dispute, and compile the factual background. This would not replace the lawyer’s judgement, but it would provide a first draft similar to the one a trainee might prepare on their first day, only produced in seconds rather than an hour.
Artificial Intelligence is already reshaping legal practice, whether lawyers embrace it or not. The familiar saying captures the trend well: “AI won’t replace lawyers, but a lawyer using AI will.” Replacing or supplementing precedents with prompts is one way to harness the benefits of AI while preserving the lawyer’s expertise, oversight, and control. Just as precedents did not replace lawyers, prompts will not either. Instead, they represent a natural evolution in how we create, structure, and automate legal drafting in an increasingly digital profession.
Read our White Paper Artificial Intelligence (AI): Optimising law firm profitability in six simple steps
Katie Phillips Head of Family Law in LEAP Verticals
ISLAMIC FINANCE A Practical Guide
GLOBE LAW AND BUSINESS LTD
Consulting Editor: Rahail Ali
AN UPDATED PRACTICAL GUIDE TO ISLAMIC FINANCE FOR 2020s
An appreciation by Elizabeth Robson Taylor MA of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers, Reviews Editor, “The Barrister”, and Mediator
“Islamic Finance” edited by Rahail Ali is now available in a new third edition. It remains a compelling book for lawyers, economists and bankers examining what is undoubtedly a complex and confusing area for many readers, so thank you, Globe Law and Business for publishing it!
It’s correct to state that demand for financial arrangements which are compliant with Sharia, plus an increasing alignment between both the Islamic finance and the ethical finance movement has led to unprecedented and accelerating growth in Islamic finance. As a result, there is an urgent need to understand what we mean by “Islamic finance” in the 2020s. And this book arrives just at the right time for the international community as international economics seems to become ever more complex.
This is evidenced not only by the size of the Islamic finance market itself, but also by the growing range of Islamic finance providers in addition to Islamic banks and the increasing range of sophisticated products and services. The markets for Shariah-compliant funds and takaful (Islamic insurance) are now considered as sectors “in their own right”. Tech has played its part in that growth and with the exponential growth in artificial intelligence (AI) has created an increasing awareness of ethics.
Today, Islamic finance attracts sovereigns, financial institutions, multinationals, corporates and customers across the retail spectrum who are looking to tap Islamic liquidity from sukuk (Islamic bonds), corporate, retail, acquisition, funds, development and project financings. This book offers readers a refreshing view of how the system, if we can call it that, works.
This third edition features fully updated, insightful chapters by leading practitioners in Islamic financing and analyses market trends, key developments and structures for sukuk, syndications, funds, takaful, project financing and Islamic liquidity management. New to the third edition are chapters on fintechs, AI ethics and derivatives.
Amongst all the legal titles available, this is a unique title and will be essential reading whether you are already engaged in Islamic financing transactions or interested in understanding the Islamic finance market and the structures underpinning the world’s fastest-growing finance sector. Thank you, Globe, for publishing this new edition.
The third edition of this hardback book from Globe was published in 2025. ■
DRINK- AND DRUGDRIVE CASE NOTES
WILDY, SIMMONDS AND HILL PUBLISHING
Compiled and edited by P M Callow
A MOST IMPORTANT CASE BOOK FOR CRIMINAL PRACTITIONERS IN 2020s
An appreciation by Elizabeth Robson Taylor MA of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers, Reviews Editor, “The Barrister”, and Mediator
Pauline Callow’s notes from Wildy remain legal gems for practitioners, comprising as they do summaries of the many cases on the drink- and drug- driving offences which have come before the higher courts. Over 600 judgments are summarised in this fourth edition.
Each note is presented simply as a headnote summarising the “ratio” of that case, a short statement of the facts, the issues in any appeal and an extract from the judgment for ease of reference. These notes are intended to provide a broad outline of the trends in the case law and as starting points for readers seeking guidance on specific points depending on what you are looking for.
The book is divided into chapters which follow, generally, the stages in any investigation with the following headings: the requirement to provide specimens of breath, blood or urine; the offence of failing without reasonable excuse to cooperate or to provide specimens; challenges to the breath testing and breath analysis devices; the “statutory assumption” that the proportion of alcohol or a drug at the time of the offence was not less than in the specimen; evidence, including issues such as the admissibility of the printout from the breath analysis device and of the contemporaneous records of the procedure completed by the investigating officer; the discretion under PACE to admit or exclude evidence; definitions, notably of “public place”; defences, including no likelihood of driving while over the limit; special reasons for not disqualifying; and finally a host of procedural issues, featuring the courts’ insistence on compliance with the Criminal Procedure Rules.
Callow’s fourth edition includes notes from over fifty cases decided since the third edition was published. The themes which run through the new case law include the availability of judicial review as a means of challenge, case management, the appropriateness of adjournments and preparedness for trial.
What we also found very useful were the longer-standing issues which the editor also re-visited, such as the disclosure of records, consulting the forms completed during the investigation to refresh memory at trial, the discretion to admit or exclude evidence and burdens of proof. Very helpful for all levels of practice.
This hardback book was published by Wildy in 2025. ■
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CHILD CARE AND PROTECTION
Law and Practice WILDY, SIMMONDS AND HILL PUBLISHING
By Safda Mahmood and Julie Doughty
A COMPREHENSIVE SHORT GUIDE COVERING CHILD CARE AND PROTECTION FOR THE BUSY FAMILY LAW PRACTITIONER
ADOPTION LAW: A PRACTICAL GUIDE
WILDY, SIMMONDS AND HILL PUBLISHING
By Nasreen Pearce
AN UPDATED COMPREHENSIVE GUIDE TO CURRENT ADOPTION LAW FOR 2020s
An appreciation by Elizabeth Robson Taylor MA of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers, Reviews Editor, “The Barrister”, and Mediator
Safda Mahmood and Julie Doughty have edited this popular family law title from Wildy for 2024. The book has been extensively updated to provide practical guidance over the complexities arising from the Children Act 1989 which we have found most helpful.
The book examines subsequent child protection legislation, guidance and case law for both established practitioners and those new to the subject.
Among the developments included in this edition are the changes brought about by the Public Law Outline in January 2023 to family justice, particularly in relation to expert evidence, time limits, care plans and delay.
In addition, the editors explore the law surrounding deprivation of liberty as it relates to children, regarding the interface between care proceedings and Article 5 ECHR, and consideration of key case law, such as Re T (A Child) [2021]. They cover the revision of important Practice Directions, such as PD12A (Care and Supervision Proceedings and other Part 4 Proceedings: Guide to Case Management), Child Arrangements Programme (PD 12(B), and Revised PD12J – Domestic Abuse and Child Arrangements, Pilot Reporting and Private Law Review.
As is to be expected with all Wildy practitioner titles, there are significant case law developments in children law which are set out since publication of the last edition, together with a review of the revised edition of “Working Together to Safeguard Children” (2023), which has changed the position in relation to safeguarding and child death reviews, as well as assessments.
Legal commentators have rightly welcomed this book for the breadth of the legal topics covered, plus their application and use within family practice. The specific references and analysis on updating legislative provisions, regulations, practice guidance, and case law are very well covered in our view.
Mahmood and Doughty offer us a break-down of the issues that one must bear in mind in each chapter, so all we need to do is read it, apply it, and reap the benefits. And we described the last edition as “the practitioner’s friend during these times of increasing changes and revision in child law proceedings, plus the ever re-modelling of our process as more and more legislation and guidance is produced”. Ever more so now, as the authors have done that again, brilliantly, to keep us up to date! Thank you.
The seventh edition of this paperback book from Wildy was published in 2024. ■
An appreciation by Elizabeth Robson Taylor MA of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers, Reviews Editor, “The Barrister”, and Mediator
For law students and practitioners alike, there has been concern in recent years that some fundamental reform of the law of adoption is urgently needed. We welcome the new, second edition of “Adoption Law: A Practical Guide” by Nasreen Pearce from Wildy, Simmonds and Hill Publishing for 2025. The title arrives at an interesting time for the modern development of adoption as the strains on the system continue to show. Wildy have provided us again with another excellent book in their practical guide series of titles. We thank Nasreen Pearce for her wise counsel in offering a comprehensive guide to the law, practice, and procedure for lawyers, adoption agencies, support services and other professional bodies who are concerned with adoption for a wide readership. It can make all the difference to the advice we give clients.
For practitioners new to the work, the author covers each stage of the adoption process, including what are difficult issues of contact between the child and their birth parents. It includes the alternative options available by reference to the relevant case law and regulations in relation to domestic adoptions as well as adoptions involving overseas jurisdictions.
The title considers registration of adoption and the sensitive issue of disclosure of information which are explaining in straightforward terms to both knowledgeable readers and those new to this subject. Pearce explains the rights of those parties to challenge decisions made by the professional bodies involved in the process so do use the detailed index at the back for any specific areas you are interested in exploring further.
Nasreen Pearce in updating the second edition has included important developments in this principal area of family law for those wishing to adopt. The book looks at the impact of the Convention for the Protection of Human Rights and Fundamental Freedoms on all aspects of the law relating to adoption.
As we expect with all Wildy guides, recent case law has been included in areas such as the notification to fathers and the child’s birth families of any plans to place a child for adoption. We are grateful for the inclusion of the procedure relating to preparation before proceedings begin, and the procedure for applications in the Family Court and, where relevant, the High Court.
The book also includes case law citations in relation to placement orders. It covers leave to revoke a placement order and to oppose adoption and postplacement arrangements for contact. The text sets out new coverage of postplacement contact, and post-adoption contact details to update advisers. The commentary covers recent reports and research plus the important decision in R & C (Adoption or Fostering) [2024].
We also found the inclusion of two recent lectures by the President of the Family Division on the modern approach to adoption and open adoption to be of great additional assistance.
The second edition of this hardback book from Wildy was published in 2025. ■
