At Oaks Hospital, Rivers Hospital & Springfield Hospital, we know how tough it can be to take time off work - that’s why we’re here to help.
Get faster access to an appointment at a time that suits you with a specialist consultant, either by paying for your treatment or by using your Private Medical Insurance.
Get the care you need, when you need it.
For more information, scan the QR Code or contact us on 0808 258 8045
President
Louise Goodenough
Haywards Solicitors
Stowmarket
Tel: 01449 613631
Fax: 01449 613851
Email: louise.goodenough@haywards-solicitors.co.uk
Vice President
Benjamin Carver
John Fowlers
Colchester
Tel: 01206 576151
Email: bencarver@johnfowlers.co.uk
Honorary Secretary
Ivana Radovic
Birketts, Ipswich
Tel: 01473 921 716
Email: ivana-radovic@birketts.co.uk
Honorary Treasurer
Louise Cardwell
Ashtons Legal
Tel: 01473 261320
Email: louise.cardwell@ashtonslegal.co.uk
Honorary Council Members
Donna Taylor
Council Member for Suffolk Nexa Law Limited, London
Tel: 020 7504 7071
– Extension 2127 Mob: 07859 896 640
Email: donna.taylor@nexa.law
Karen Dovaston
Council Member for Essex, Dovaston I aw Southend on Sea. Essey Tel. 0800 083 6051 Mob. 07932 360 766
Email: Karen dovasionlaw.co.uk
PRO/PLO
Louise Goodenough
Haywards Solicitors
Stowmarket
Tel: 01449 613631
Fax: 01449 613851
Email: louise.goodenough@haywards-solicitors.co.uk
Education & Training Officer
Amanda Timcke
Birketts
Ipswich
Tel: 01473 406215
Email: amanda-timcke@birketts.co.uk
Dear All!
Well, I can’t believe it is now November and I am starting to think about bringing the year to a close and for me to hand the batten (Gong!) over Ben Carver ready for his reign in 2026.
Ben is arranging an AGM to hopefully coincide with the newly re-enlivened Colchester Solicitors Group, who are running a quiz to raise money for the women’s refuge in early December. Watch out for emails and more details on that.
This year as present I have had a quieter year although I did attend the Norfolk & Norwich Law Society dinner which as always was a lovely evening.
Coming up on 18th November we have the University of Suffolk Law Lecture with guest speaker Joshua Rozenberg KC (hon). If you haven’t received details of this event, then please email me. I attended last year and it was a wonderful and insightful evening.
I would just like to say a final thank you to SNELS Council Members, Members of SNELS and Sponsors of SNELS for their support and encouragement during Presidency.
As always, if you wish to reach out to us, please do not hesitate to drop me an email.
Best Wishes
Louise Goodenough
Louise Goodenough President SNELS
Louise.goodenough@haywards-solicitors.co.uk
Monday 1st September 2025 will mark for me 30 years on the roll as a solicitor of England & Wales and also a member of The Law Society. I have spent more of my life years as a solicitor than not as a solicitor. It is a weird feeling because I remember the first time I went to court, several of the cases that I dealt with over the years, the people, the faces, the families and the tough times. The workplace place has changed beyond all recognition from when I started work in a solicitor’s office in 1988 before going to university. The way a solicitor works has changed significantly from that time.
However, there are core aspects of being a solicitor that have not changed for me. I think they form the essence and ethical heart of what it means to be a solicitor. Solicitors have been around since the 15th Century and by 1749, an early law mandated oaths, formal admissions, and the filing of articles of clerkship to set out the requirements to become a solicitor. Fast forward through 1825 when The Law Society was formed and then the granting of a Royal
Charter in 1845 to the Solicitors’ Act 1974, which sets out the present day requirements for a solicitor to hold professional qualifications and a practising certificate.
I asked AI what the key attributes of a good solicitor were and the reply was Key attributes of a solicitor in England include in-depth legal knowledge, strong analytical and problem-solving skills, excellent communication abilities (written and oral), high levels of organisation and time management, commercial awareness, unwavering ethical conduct and personal integrity, and the ability to work effectively under pressure. They must also demonstrate strong attention to detail, possess good IT skills, and be committed to the principles of the rule of law and public trust in the profession. All of this holds true for me.
There are lots of lawyer jokes and comments about solicitors. It took me 4 years to get good O Levels and A Levels as they were then, 3 years at university, 1 year at Law School and 2 years of articles (a bit like an apprenticeship). That’s 10 years to
get to say ‘I am a solicitor’, with more exams than I can shake a stick at and all sorts of jobs to fund it.
I still feel privileged to be able to do what I do and to help people. I give back to my community through voluntary work because people have helped me and I want to do the same for others. I’m no good at anything practical (other than knitting, sewing and baking), so I can’t fix cars, electrics, washing machines, build stuff but I can do law so that’s what I can offer.
Whoever said that if you do what you love for a living, it never feels like a job or a chore was bang on. See you for the 40th anniversary.
By Karen Dovaston
“The legal industry is experiencing a talent shortage, with firms competing for skilled lawyers and staff. This is exacerbated by factors like burnout, work-life balance demands, and lawyers leaving the profession. With each lost associate representing an estimated $1 million loss, stemming the tide of attrition is key”
So starts the recent report from BigHand into the legal profession.
The other most striking fact that you may have seen from the report is that associates (junior and senior) were leaving at rate of 9% in 2024. In quarter one of 2025 that had gone up to 16% and 17% respectively. That is a huge drain on new legal
talent. Couple that with the trend for people to retire early since covid, and the market is being squeezed from each end. The report goes on to say that the top reasons for leaving were given as issues of professional development (26%) and issues of salary (23%) – this was particularly noted among senior associates. I have written before about the salary bunching and senior associates are perhaps the ones who suffer the most when juniors come in on large salaries that they themselves had to work years to achieve. Also stated were hybrid working (22%) and work/life balance (20%).
Never has getting hiring right been more important, and never has it been so important to look after existing staff in order to retain them. Arguably also the ‘demands’ of people are relatively ordinary, career progression, salary, hybrid working and work life balance are not rocket science, but really do matter. If you want to talk about how you can maximise your recruitment
and retention within your firm then please do get in touch. It’s a subject I am passionate about! Also take a look at our YouTube Channel for a recent discussion on this topic –“Law Firms: Recruitment Won’t Fix Your Problems!”
020 3286 7884
Fast. Reliable. Accredited.
Certis BioLabs Limited delivers court-compliant drug, alcohol, and DNA testing for family law, members of the public, employers, and healthcare providers.
Our focus is on clarity, safeguarding, and trust. We provide results that meet the highest standards of accuracy and care, whether for legal or personal cases.
Here’s why Certis BioLabs is the go-to place for your testing:
Every test is analysed at a UKAS-accredited and Lab 51 compliant laboratory
Collections are managed by trained and DBS-checked professionals
Highly competitive prices
Rapid turnaround times of 3-5 days with full chain of custody
Our standard panel of 42 drugs is among the widest offered on the market
Easy to digest reports that meet UK court requirements
A dedicated Case Manager to manage your instruction from start to finish and provide bespoke support
Access to an extensive library to test new and emerging drugs
Full panel reporting options if you want to be alerted to the presence of drugs that weren’t originally requested
Until 31 December, we are offering a 25% discount for all new customers. Simply quote “CertisWorks25” when booking.
You can find my professional details here Duncan McGregor | LinkedIn and The Law Society - Duncan McGregor
“I am the new Law Society Council Member for the Suffolk Constituency, taking over from the very capable Donna Taylor. I am currently Head of Legal for UrbanChain Ltd (“UC”) and am employed as an in-house solicitor. UC are a fintech/ data /energy company and are licensed by Ofgem to supply energy to businesses. If you’d like to know more about UC just drop me a line and I’ll happily chat you through our core values, mission and strategy. My work encompasses all aspects of what one may imagine an in-house solicitor will be faced with, together with regulatory considerations from Ofgem and the FCA.
I qualified in 2009 with Hill Dickinson, training in their London and Athens offices, in shipping and maritime law (encompassing commodities). In 2011 I joined Birketts in Ipswich, again in shipping and maritime law. In 2017 after a “life-event”, I moved in-house, taking a role as Legal Counsel for Haven Power Ltd in Ipswich (now re-branded Drax Energy Solutions Ltd), before moving to SmartestEnergy Ltd (who also have a presence in Ipswich), and then to UrbanChain/UC Energy Ltd in 2024. I live just outside Eye with my partner, daughters and dog (Reggie).”
In my role as Council Member for Suffolk, I will be concentrating on the following:
• Member Engagement: Strengthen communication and participation at both local (SNELS, JLD SNELS, local firms) and at national (TLS) levels.
• Partnerships & Visibility: Build and strengthen lasting links with universities, the judiciary, barristers, in-house lawyers and those from the wider legal community who live and/or work in Suffolk.
• Policy Influence & Transparency: Enhance members’ understanding of and input into the Law Society Council’s work.
There are perhaps four immediately pressing issues which members should be aware of and I will address here:
• The Role of the SRA, with particular emphasis on LSB’s report into the failure of SSB and the SRA’s handling of that (and the Axiom) matter;
• The recent proposal by the Board/Council of TLS to amend the threshold for members to call a Special General Meeting;
• The appointment of Council Members to TLS Board; and,
• The case of “Mazur” and where it leaves CILEX members, and other unqualified legal professionals, when conducting litigation.
My position with regards the SRA insofar as it’s role as regulator of solicitors, law firms/ ABS’s (and those who work for such organisations), is of course, framed by the Internal Governance Rules 2019, and other Governance documents. Notwithstanding this, it is my
understanding that it is open to TLS to propose (to the LSB) structural or functional reform of the SRA, and/or to press for stronger safeguards or modified delegation within the legal framework. I will be pushing for TLS to keep pressure on the SRA to deliver in line with its obligations.
The proposal by TLS to amend ByeLaw 22(1), to move from a threshold of 100 members to “not less than 0.5% of all solicitors on the register” to call for a SpGM, will be put to an all-members electronic ballot. I would strongly encourage all members to ensure that their My LS profile is active and up to date in order that members may participate in such a vote and of course to participate in the same.
TLS Council will be electing, from its ranks, two members to sit on TLS Board. The candidates are: Richards Adams; Melinda Giles; Matthew Gingell; Russell Hewitson; and, Graham Jones. I will update members once the outcome is known.
The (perhaps surprising) case of Mazur has caused consternation amongst those who are not on the roll yet conduct litigation, and the firms that employ them. TLS have issued a practice note. Practical steps that law firms can take towards compliance with the rules surrounding the conduct of litigation, include:
• reviewing policies and procedures to make sure these document the steps involved in your litigation processes and who carries out each of these;
• making sure that an authorised person is involved in each matter. Check that the practising rights of the authorised person include the conduct of litigation and that they have the relevant technical skills and competences for the litigation in question;
• making sure that those key formal trigger points which amount to the conduct of litigation are the responsibility of the authorised person. Document decision-making to demonstrate the professional judgement applied to these steps in the proceedings; and
• training all staff involved in your litigation processes on the policies and procedures to be followed and the reasons for them and have suitable supervision and review processes in place to make sure that the policies and procedures are being followed in practice
Do reach out to me should you wish to discuss any of the above points, or indeed any other matter which touches upon how TLS interacts with its members.
Let’s see who you are...
At Framlingham we believe in the individual. There is no typical Framlinghamian, no singular path that we take. Often, we are many things within one. Every pupil is valued for who they are. We are a co-educational day and boarding school for ages 2 to 18, offering full, weekly, and flexi-boarding options from ages 7 to 18. Our extensive bus routes across East Anglia ensure convenient transport for our pupils.
BOOKING OPEN FOR OUR FEBRUARY 2026 OPEN MORNINGS
START YOUR CHILD’S JOURNEY TODAY
Can’t make an Open Morning? Contact our Admissions team to arrange a private visit. Visit framlinghamcollege.co.uk/visit, contact admissions@framlinghamcollege.co.uk or call +44 (0) 1728 727217.
At Suffolk Law Centre, our mission is to support people who struggle to access legal advice. We provide specialist legal casework, advice and support to help people to understand and assert their rights. We have 3 legal casework teams: Housing, Discrimination and Family.
Our clients may struggle to get the help they need because of barriers that they cannot overcome by themselves. For example, many of our clients struggle because of the shift to so much being online – whether it is information, forms or processes - particularly where they do not have access to the internet, have low literacy levels or English as an Additional Language. Clients are often unaware of their rights, for example when experiencing poor housing conditions or where a client is illegally evicted. Our role is to help these clients with their legal issues, to understand their rights and to challenge the injustice they have suffered.
We are a very small charity, but our impact is wide. In the last 6 months we have received over 1100 enquiries. When we cannot assist, either because the issue is outside of our expertise or our teams are at capacity, our Triage team do everything they can to signpost and support people in the right direction.
One way in which we can help more people to resolve their legal issue is through our Legal Advice Clinics; these pro bono clinics provide free, one-off telephone initial advice appointments with a legal volunteer. Since April, our brilliant volunteers have given valuable initial legal advice to over 100 clients on matters ranging from employment, family, general law, personal injury, property and wills and probate. Our legal volunteers work in private practice, include solicitors and barristers, trainees volunteering under supervision at their firm, or those who have retired from the profession.
One of our clients, following an appointment gave this feedback:
“Thank you all for the support you provided to me. It really was a great relief to have my actions approved by your advisor and gave me confidence to pursue this claim against me. Thank you all again for such wonderful
support. I hope you continue to be able to provide this service to the general public for the long term as it is so valuable.”
Of course, none of this could have happened without our volunteers offering their time and expertise to assist clients. But the demand for help is on the rise, and we need to expand our clinics. We can increase our impact if we can recruit more volunteers.
Can you help us by giving a few hours of your time a month?
If you would like to get involved with Suffolk Law Centre or volunteer at our Legal Advice Clinics, please get in touch by emailing: office@suffolklawcentre.org.uk.
Ceylan Yildirim – Legal Advice Clinics Administrator
In commercial conveyancing, the margin for error is slim. Clients expect certainty, lenders demand accuracy, and one overlooked detail can jeopardise the deal. However, in practice, many solicitors still approach searches as a mere formality, a tick box, something to complete rather than something to analyse thoroughly. That mindset could be holding the profession back.
Clarity is more than data
The truth is, data is only as powerful as the insight it provides. A drainage and water report isn’t just a bundle of technical facts; it’s a window into the risks and responsibilities that shape your client’s decision-making. If the information is patchy, outdated, or poorly understood, you’re effectively advising in the dark.
That’s why clarity is the most valuable commodity in today’s commercial property market. As transactions become more complex, from mixeduse developments to portfolios
spread across regions, the need for complete, reliable, and expertly analysed data has never been greater. It’s not about having a report, it’s about trusting what’s inside it.
Celebrating 15 years of commercial drainage and water data
The CON29DW Commercial data has now been serving solicitors for 15 years. Its role has grown beyond providing drainage and water data: it has become an essential foundation for informed decisions. But the profession must challenge itself to use it to its full potential. That means asking not just “What’s in the report?” but “What does this mean for my client?” and “How could this affect the transaction six months or six years down the line?”
This is where experience matters. At Geodesys, with nearly 30 years of experience in the industry, we’ve seen firsthand the consequences of incomplete insight: disputes, delays, and renegotiations. We’ve also seen how the right information, presented
clearly and acted upon early, can transform outcomes. That’s why our reports are more than data dumps; they’re interpreted, quality-assured, and designed to give you confidence in every recommendation you make.
Unlock the full picture
The challenge for conveyancers is simple: don’t settle for the minimum. In a world where clients judge you on speed and certainty, clarity isn’t optional; it’s your strongest asset. By unlocking the full picture, you not only protect your clients’ interests but also strengthen your role as a trusted adviser in every transaction.
If you’re ready for the full picture, head over to the Geodesys website to get in touch or call on 0800 085 8050.
The team is here to answer any questions you may have.
When it comes to commercial property, the details matter. That’s why solicitors across England and Wales rely on the Law Societyapproved Commercial CON29DW.
The comprehensive data, now in its 15th year, o ers trusted insight into all aspects of commercial drainage and water risk. Produced in-house by Geodesys for the Anglian Water region, and proud to support the ordering and delivery for the Southern Water region.
Each report is expertly interpreted and analysed by our specialist team, giving you and your clients complete con dence. From Trade E uent consent licences to Wayleaves and Easements, the CON29DW Commercial ensures up-to-date information, rst time, every time.
With nearly 30 years of industry experience, we know what it takes to deliver clarity, even in the most complex transactions.
By choosing Geodesys, you’re not just accessing a report – you’re unlocking the door to decades of specialist knowledge and a commitment to accuracy that keeps your transactions moving.
Unlock the full picture
Detailed, accurate insights for every transaction
Produced by experts, for experts
Trusted by solicitors for 15 years
Contact our dedicated team of Account Managers for a product demonstration or to nd out more.
sales.team@geodesys.com 0800 085 8050
Probate Genealogy is a crucial part of the legal services world, helping Private Client professionals with their workload on a daily basis. Also known as probate research, the core service offerings are locating difficult to find beneficiaries named in wills or establishing and finding the relevant next of kin in intestacy and Court of Protection cases.
Research in this sector can be complex, detailed and often international, as can regularly involve crossing national borders. Case managers simply follow the research, wherever in the world it leads them.
Probate Genealogy is a knowledge industry. It is work undertaken by dedicated and skilled people using both new and more traditional methods. The expertise lies in locating and correctly applying historical records and data to identify individuals, assets, and estates. Over time, a ‘gut feel’ for things develops as knowledge is acquired.
You might think that in this increasingly connected world that we live in, finding beneficiaries would be relatively straight forward, yet this is frequently not the case. On a general level, people forget to update their contact details when they move residence (which happens more often now) and can drop off electoral rolls and other government databases. More specifically, in some instances, people simply do not want to be found and make it difficult to be located.
In cases of intestacy, the work of probate genealogists becomes particularly important as it can often be unclear as to whom is entitled to inherit assets where no valid will is in place to follow. In fact, this is
a particularly prevalent issue with industry reports stating that up to two in three deaths in the UK in 2021 was intestate.
The research work carried out checking family trees and verifying entitled beneficiaries can save both probate and Court of Protection professionals a huge amount of time and effort. Probate research really dovetails with the work being undertaken by those in Private Client teams up and down the land; in fact, all over the world.
A probate genealogist is also able to assist Court of Protection solicitors making Statutory Will applications by verifying the family trees and identifying existing or prospective beneficiaries in a discreet and empathetic manner. A further and often overlooked service that can also be offered by genealogist firms is access to ‘living person’ financial asset searches.
At locally based Anglia Research, we have a wealth of experience in providing help and guidance on Court of Protection cases and are proud supporters of the Professional Deputies Forum.
The importance and relevance of probate genealogy firms is ever increasing, but it surprises many to learn that it is an unregulated industry, with no set entry requirements. Therefore, reputation and professionalism are key, and most firms (though not all) have suitably qualified staff undertaking the research work.
In addition, all of our researchers are fully employed the company – we do not outsource our excellence. The takeaway message here would be: By using a probate genealogist,
a legal professional is effectively ‘outsourcing’ elements of their work – there must be confidence that the work carried out by a genealogist is accurate, to a high standard, and legally sound.
Probate genealogy is about so much more than just finding missing beneficiaries or reconstructing family trees – other services include assistance with asset reunification, financial asset and bankruptcy searches, Missing beneficiary indemnity insurance, and even assisting with a law firm’s Unclaimed Client Funds obligations.
So next time you are faced with a not-so-straight forward case, do not be afraid to instruct a reputable probate genealogy firm such as Anglia Research to carry out the heavy lifting for you.
Our Ipswich-based team can be contacted on:
01473 350 350 or email on legal@angliaresearch.co.uk
At Kingsfleet, we understand that for your clients, divorce is not just a legal process, it’s an emotional and financial upheaval. Once the legal formalities are complete, whether through a court order or mutual agreement, relief can be fleeting. Many clients are left with an important question: What happens next?
While family law solicitors secure a fair division of assets and obligations, our role at Kingsfleet begins where yours often ends. We help clients turn their settlement into a solid foundation for their future, supporting them as they move from closure to confidence.
Even an amicable divorce can leave clients navigating a very different financial landscape. One household becomes two, future income may change, and previously shared arrangements like mortgages, investments, and pensions need careful untangling.
Even with a court or consent order in hand, many clients remain uncertain about what their entitlements mean for their future. Common questions we help them address include:
• How long will this money last?
• Can I still retire when I planned?
• Should I keep or sell the family home?
• What do I do with my pension sharing order?
Legal documents alone can’t answer these questions, but by collaborating with financial planners, clients gain the clarity and confidence to make informed decisions.
Every client’s situation is unique, but the goal is always the same: regaining control, rebuilding stability, and planning for the future. At Kingsfleet, we can guide clients through this transition in several key ways:
After separation, many clients are managing finances independently for the first time. We help them create a clear picture of income and expenditure, including maintenance, benefits, or employment income. This practical step often brings emotional reassurance, turning uncertainty into understanding.
Cashflow planning shows clients what their financial future could look like over time. By modelling different scenarios, such as part-time work, downsizing, or early retirement we help clients see how decisions today affect their long-term security. For many, this is the moment when anxiety about the unknown transforms into clarity and confidence.
It’s natural for clients to consider holding a lump sum in cash, but this may not be the most sustainable approach. At Kingsfleet, we help clients prioritise: repaying debt, setting aside an emergency fund, and investing appropriately for the long term. Our focus is on pacing decisions sensibly and creating a plan that balances safety with opportunity.
Pension sharing orders can be confusing. Clients may not know how to transfer or set up their pension, or what investment options to choose. We can help manage the entire process which includes liaising with pension providers, ensuring the order is implemented correctly, and integrating it into a wider retirement strategy. For many clients, especially those who paused their career to raise children, this may be the first pension in their own name. With guidance, it becomes an empowering milestone.
Post-divorce finances present both challenges and opportunities. Using tax allowances wisely can make a real difference to long-term outcomes. We help clients combine ISAs with pensions, make the most of allowances, and understand how maintenance or child benefit interacts with their wider financial picture. These steps ensure that their hardwon settlement works as hard as possible for them.
You are the expert in family law. We are the experts in long-term financial planning. Together, we help clients transition smoothly from settlement to stability.At Kingsfleet, our role isn’t to revisit the legal work, but to build on it, turning the outcome you’ve secured into a sustainable financial plan. Whether it’s implementing a pension sharing order, managing a lump sum, or creating a roadmap for future goals, our aim is simple: to help clients move from uncertainty to lasting financial confidence.
Let’s make financial planning a natural continuation of the legal process so every client moves from closure to confidence.
“The £1-3m optimal wealth band for legacy giving” New data reveals most impactful estate value range for charitable legacies, as groundbreaking Legacy Navigator tool launches
New analysis from Legacy Futures and Smee & Ford reveals that estates worth £1-3 million are the most valuable segment for UK charitable legacies, delivering a disproportionately high share of gifts in wills. Estates falling within this “optimal wealth band” account for just 27% of total estate wealth but deliver an impressive 33% of all charitable bequests - amounting to £1.3 billion in value.
Key data highlights: Legacy giving by wealth band
• Giving correlates with wealth: Just 6% of estates under £100,000 include a charitable gift. This rises to 29% of estates over £5 million.
• Generosity peaks in the middle: £1-3m estates contribute a larger share of their wealth than any other group. £3m+ estates hold 23% of assets but contribute only 12% of total charitable bequest value.
• Gift type matters: Wealthier donors prefer cash gifts, while smaller estates favour residuary gifts - which tend to be more generous. This may suggest high-net-worth donors are giving via foundations, trusts, or donor-advised funds, which fall outside Smee & Ford’s dataset.
• Causes shift with wealth: High-value estates tend to support education, culture, and heritage while less affluent estates more often support animal charities, hospices, and medical research.
The release of this new research marks the launch of Legacy Navigator, a secure and easy-to-use online platform created by Legacy Futures and Smee & Ford to support charities in their legacy journeys. Built on over a decade of market-wide data and decades of strategic expertise within the fast-evolving legacy landscape, Legacy Navigator provides:
• Real-time legacy tracking across sectors, bequest types, and value bands
• Benchmarking tools to compare performance, income, and market share
• Market intelligence on legator demographics, probate trends, and high-value gift impact
• Peer learning through quarterly webinars, expert-led training, and insight reports
• Access to the Navigator Community, a year-round support network offering expert guidance, peer insight, and shared learning.
With over £5.5 trillion expected to pass between generations in the coming decades, and legacy income forecast to exceed £10 billion annually by 2050, the launch comes at a critical moment for the sector.
“The £1-3m sweet spot is where legacy fundraising delivers maximum impact and charities looking to grow income from gifts in wills can’t afford to overlook the power of the mid-value donor” said Ashley Rowthorn, CEO of Legacy Futures. “It is insights such as these where Legacy Navigator can help turn complexity into clarity, giving charities of all sizes the tools, evidence, and confidence to grow legacy income sustainably.”
Upcoming Inheritance Tax (IHT) changes are already beginning to influence the charitable Will-writing and estates market, with professional advisers reporting an increase in demand for estate planning advice and predicting a rise in charitable legacy giving, according to new research from Remember A Charity.
The changing IHT landscape In the Autumn Budget
and bewildered. A gift in your will can offer a lifeline to the conservation of East Anglia’s wild owl population
Every year the Suffolk Owl Sanctuary cares for a wide range of wild owls and other birds of prey suffering from injuries, ailments & traumas. Our mission is to rescue, care and rehabilitate them back to their natural habitat whenever possible, fit & flying free.
Legacies and bequests provide a lifeline to help pay for the welfare, food, medication, veterinary services, accommodation and the indispensable care of our dedicated team of falconers as we strive to fulfill our mission
For more information please contact Suffolk Owl Sanctuary, Stonham Aspal IP14 6AT
info@owl-help.org.uk
www.owl-help.org.uk
We are a UK charity providing a fantastic selection of high-quality audiobooks, both online and via the post, to some 100,000 people across the UK who find it difficult or impossible to read due to an illness, disability, learning or mental health difficulty. We charge a membership fee to only half of our members- those who feel they can make some contribution and that is heavily subsidised. The other half need to be fully funded. Listening Books receives no central government funding whatsoever and very little local government funding. The reality is that Listening Books simply could not survive without the generous support of sponsors and the active co-operation of publishers.
Whether you have already written your will or are thinking about writing one in the near future, we ask that you consider leaving a legacy to Listening Books. Your legacy will make a vital difference to the lives of our members for years to come.
CALL US NOW on 020 7407 9417 or email us at: bdee@listening-books.org.uk
At FHM Forensic Accountants we have two experienced experts in the team. Both Fiona and Tom take instructions and focus exclusively on forensic accounting and business valuations. We typically accept 60 to 70 instructions annually and most are as expert witness. We also take instructions as Single Joint Expert, Party Expert and Shadow Adviser, and prepare business valuations for tax planning and commercial purposes.
Team members Kirsty Shuckford and Graham Hines help our experts and, beyond FHM, we work with a wider team of professional contacts when specific input is needed such as on international tax
In this article we asked the Experts to give some insight into what makes them tick.
What do you enjoy about forensic accounting and expert witness work?
Fiona: I enjoy the challenge of working through a tricky financial dispute or valuation - large or small - and putting together a report that is clear, concise and credible. It is important to me that our reports are understandable to all parties and their legal counsel. At the outset of a new instruction, it can be quite daunting but by methodically working through the financial disclosure and technical arguments, the most complex issues often become relatively simple.
Tom: Without doubt it is the variety of different cases that we take on. No case or day is the same so it keeps things fresh and interesting. There is also a strong sense of satisfaction when our reports can help clients settle their disputes and result in a fair resolution.
What is the most challenging aspect of your work?
Tom: When a particularly complex case comes along, it can be challenging to determine the most suitable approach to take as there is no “rule book” for forensic accounting. This means taking each case
on its own merits and sometimes
thinking outside of the box to ensure that specific characteristics of the case and their impacts are fully considered and well-evidenced. Whilst this is no doubt a significant challenge of the role, it can at the same time be very rewarding to present an argument that perhaps the client or their instructing solicitors had not identified.
Fiona: Managing several ongoing cases and unpredictable deadlines and client requirements. At FHM we work closely as a team and the added resource helps alleviate that stress and allows us to maintain the high service levels that we set ourselves to ensure we deliver to the agreed timetable at each stage of a financial dispute.
How do you find working in a specialist independent practice (FHM)?
Fiona: It has been great to start the practice from fresh adopting the latest technology and best practices without the challenges of historical systems or internal politics. A focus on our key values has allowed us to build a sustainable practice which delivers the service we aim for and allows each team member flexibility.
Tom: I really enjoy the autonomy and flexibility that comes with a specialist independent practice. As a small but close-knit team we are able to adapt to
meet the various demands of ongoing cases and can manage our own workload independently. This allows for flexibility and promotes a good work-life balance as much as possible whilst ensuring a high level of client service.
What is your top three tips for instructing lawyers?
Fiona: (1) In a commercial dispute I recommend early engagement with your expert as early input on the quantum of a dispute tends to help contain costs; (2) In family cases, I recommend thinking about making more use of shadow experts, both on disclosure and to review the Single Joint Expert Report; and (3) attend our regular free webinars for more tips on valuation, tax and demystifying company accounts, and our recent case studies (contact us via the website to join the invite list)
Tom: (1) In the case of business valuations, obtain full statutory accounts with detailed profit and loss statements as early as possible. If these can be provided upon initial instruction, then it can save a lot of time and also enables us to quickly get a grasp of the key issues and provide a more reliable quote for our work. This gives both lawyers and their clients a bit more certainty during what can be a very uncertain process.
(2) Always ensure that instruction letters are clear and unambiguous.
Sometimes instructions can be interpreted in several ways so it helps to be clear on requirements from the outset to prevent any unnecessary delay in the process.
(3) Maintain full and transparent communication with the expert throughout the process. If we are fully informed of the position of cases and made aware of any potential delays with, for example, the provision of information then it can make the process much more efficient and cost-effective. If we know the latest position of each case and its likely timeline, then we can manage our workload and ensure we are in position to prepare our report on a timely basis in line with the lawyers’ anticipated timescales.
How do you see FHM developing over the next year?
Tom: I am now beginning to take on assignments in my own name as a second expert in the firm in addition to Fiona. This is an exciting development and I anticipate that by the end of the year I will have a good variety of cases under my belt in my own name. Having worked with and learnt from Fiona for many
years, I have gained significant experience in a broad range of matters and am looking forward to putting my own name to reports and assisting clients in my own right.
I would also hope that growth of the team would be a natural consequence of having an additional expert and therefore would hope to expand the team within the next year.
Fiona: I am very proud to see what Team FHM has already achieved. I look forward to seeing Tom develop his career further as an expert and issuing reports in his own name. Alongside Tom, I am delighted to see the contribution Kirsty is already making to FHM. I hope we will see another year of growth both in terms of expansion of the team and continuing to build new relationships with instructing lawyers in family law
and dispute resolution across the East of England, the UK and beyond.
The work can be stressful and time pressured. How do you wind down after work?
Tom: I always make sure to find time in my day to get out and get some fresh air whether that is a walk or a run. It helps clear the mind and sometimes this is when the best ideas for solving a particular issue come to me. I also have a two-year-old son who keeps me on my toes and seeing him at the end of the day quickly helps me switch out of work mode.
Fiona: I enjoy travel and with the benefits of technology, it is great to be able to work anywhere in the world. This year has seen me sitting at my desk in 20 countries.
fiona@fhmforensic.co.uk +44 (0)7770 642491 www.fhmforensic.co.uk
Located just 20 minutes south of Norwich. Displaying the fineast and largest selection of fully restored antique clocks and antiques. Open 7 days a week by appointment.
www.oldetimelifestyleantiqueclocks.co.uk 01508 532188
Building a strong working relationship with your Reporting Accountant can bring many benefits, says Shaun Mary of Lovewell Blake.
With the SRA Consumer Protection Review well underway, the role of the Reporting Accountant (RA) for legal firms is very much in the spotlight. The review may lead to fundamental changes to the Solicitors Accounts Rules regulations, with the initial results from the first round of consultations likely to be released later this year.
While some firms view the RA at best as a ‘necessary evil’ and at worst as being there to catch them out, in fact the relationship with the RA can be enormously beneficial to a legal firm, helping them not just to avoid breaches of the rules, but to build a reputation for good practice with the regulator.
Those who foster a close working relationship with their RA can gain real advantages. Of course, the quality of the accountancy firm is vital as well – but a good relationship can only be achieved when both sides are proactive in making it happen.
In many law firms, the Compliance Officer for Finance and Administration (COFA) may not have a strong financial background, and a strong working relationship with the RA enables a helpful ‘second pair of eyes’, giving peace of mind that regulatory compliance is being achieved.
It’s not just about spotting current breaches. The real benefit comes in highlighting potential future breaches – perhaps smaller or unqualified issues – to the COFA, to help ensure they don’t develop into more serious issues.
A good relationship with the RA can also bring a cultural benefit: it can amplify the compliance message to feeearners for whom it may not be front-of-mind, and act as a deterrent for unethical practices by individuals.
The SRA will take comfort from witnessing such a culture, as well as evidence of improvement in compliance over time driven by the close COFA / RA relationship. A firm which can show it is taking such compliance issues seriously is less likely to attract the close attention of the regulator, and will build up a reservoir of trust and goodwill – a huge benefit for any professional firm.
Outside the specific remit of holding client monies, often an accountant which works closely with a legal firm will pick up on other errors, such as VAT treated incorrectly on disbursements (a common theme), which can help prevent future problems on that score, too.
Legal firms shouldn’t view their Reporting Accountant as ‘the enemy’. Get it right and build up a way of working which is collaborative, and they can bring real benefits, beyond simply auditing for compliance.
The legal sector has the opportunity to change for the better. Life in the Law 2025, LawCare’s latest research, shows that if we act now, we can create a sector where people feel supported, can build sustainable and successful careers, and where mental health and wellbeing are valued as an integral part of everyday working life culture.
What the research tells us
From January to March 2025, we asked people across the sector how working in law affects their mental health and wellbeing.
The research showed that there has been progress in some areas:
“More openness to talking about mental health. More access to counselling, wellbeing coaching and therapy services. More senior people being open about their own mental ill-health.”
A senior solicitor also reflected: “Working from home has been a game changer in terms of managing childcare and managing my disability. I love it and it has prolonged my career by 10 years.”
Yet the findings show there’s still work to do:
• 56% said they could see themselves leaving their current workplace within the next five years, with 32% saying they could leave the sector entirely.
• Nearly 60% reported poor mental wellbeing.
• Almost 79% said they regularly work beyond their contracted hours.
Only 31% of people who managed others said that their targets or billable hours were adjusted to take into account the time they need to spend managing others or undertaking appropriate training. The quotes behind these statistics speak volumes. A licensed conveyancer told us: “I would like to leave but couldn’t afford to and don’t know what else to do.”
A senior solicitor in England said simply: “More work, shorter deadlines, fewer lawyers, higher pressure, more greed.”
Others pointed to long hours. One junior solicitor said: “Monday to Friday my days are filled with work from getting up to going to bed after midnight, so there is no time for any other activity.”
The need for stronger people management came through strongly in comments. One person said: “People management is a special skill… it does not follow that because someone is a good lawyer, they are a good manager.”
When people in the legal sector are healthy and well, the whole profession benefits. Lawyers who feel supported are more focused, better equipped to handle pressure, and able to make sound ethical decisions. They bring clarity of thought, stronger relationships with colleagues and clients, and the energy needed to do their best work.
But when wellbeing is neglected, the effects ripple out far beyond the individual. High levels of stress and burnout can lead to increased sick leave and people leaving their jobs - or even the profession altogether. Overwork and exhaustion raise the risk of errors, which in turn can compromise judgement and ethical decision-making. Over time, this doesn’t just harm careers, it undermines confidence in the whole sector, damaging both reputation and public trust.
What can help
The good news is that there are clear, practical steps that can make a real difference. The report highlights five key areas for action:
1. Tackle overwork – manage workloads, rethink targets, and challenge the culture of long hours.
2. Support managers – train and support people to manage
effectively and recognise that management is a vital skill.
3. Offer flexibility – embed hybrid and flexible working in ways that support diverse needs.
4. Check what works – regularly review wellbeing initiatives and adapt as necessary.
5. Properly prepare future lawyers – equip students and trainees with the appropriate skills they need for a sustainable career.
Leadership is key
As LawCare CEO Elizabeth Rimmer says:“We have it in our hands to transform the way we work and build a future where people are supported to perform at their best and build sustainable careers. The path to prioritising mental health and wellbeing before us is clear. Now is the time for leaders to act with courage: move away from practices that normalise overwork, which risk driving people out of the sector, and take the path to a better future by valuing people management.”
Leadership makes a vital difference. By valuing people, making space for good management, and moving away from practices that normalise overwork, we can build a legal sector that is healthy and sustainable.
A shared responsibility for the future Life in the Law 2025 is a wake-up call - but also an opportunity to do better. Many people in law are struggling, but we now know the steps that can help.
Read the full Life in the Law 2025 report here: https://lawcare.org.uk/ life-in-the-law/
In 2026 LawCare will start a programme of engagement to develop resources and training to support leaders and organisations to put these recommendations into practice. Follow LawCare on LinkedIn or visit www.lawcare.org. uk to see what is coming up.
By Trish McLellan and Niamh Warnock
T: 020 3781 7120
E: fundraising@arthritisaction.org.uk
www.arthritisaction.org.uk
Registered Charity No. 292569
There are over 10 million people in the UK living with arthritis. No two people experience arthritis in the same way.
Arthritis Action has worked tirelessly for over 75 years to ensure people living with arthritis gain the knowledge and confidence to self-manage their condition and live life to the full. Whether that’s a warm welcome at one of our local groups; someone at the end of the phone to provide advice; a tailored nutritional plan; or a consultation with one of our clinicians.
Gifts in wills have been critical to our work and are the only way we will be able to reach the increasing number of people living with arthritis.
If you’d lIke to leave a leGacy of hope, please consIder a GIft In your WIll to arthrItIs actIon today.
