PEXA and QLS e-Guide | Are you digitally ready?

ARE YOU DIGITALLY READY? Expert insights on the digitisation of our industry, change management and client experience, proudly brought to you by PEXA and QLS

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PEXA is a proud Founding Partner of the Buy Local movement— supporting small businesses through COVID-19 and beyond.

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Dear reader, Welcome to your digital transformation guide.

Developed in collaboration with the Queensland Law Society, we have engaged with leaders across our sector, to provide you with valuable insights on a number of key industry topics.

Within you’ll find a wealth of information on customer experience, innovation, personal development, digitisation, the keys to change management and more.

Strong leadership amidst change, coupled with powerful engagement processes, help build a resilient organisation, capable of adapting to uncertainty.

And when change management is part of your organisation culture, it heightens the ability to produce sustainable results — critical for our ever-evolving environment.

We hope you find the thoughts and guidance within this publication beneficial.

I’d like to extend a special thanks to the QLS — PEXA is incredibly proud of the longstanding partnership we have had together and we look forward to helping support a strong and successful future for our Queenslanders and our industry.

We’re always eager to hear your feedback — get in touch at teamqld@pexa.com.au.

Until then, happy reading.

Lisa Dowie Chief Customer Officer PEXA

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Carl White, Director and Chief Experience Officer – CXINLAW

Client experience and why it matters Client experience is any moment where an impression of the firm and its service is perceived by clients. In a consumer-focused market, client experience (CX) now separates the best providers from the rest and is arguably the only differentiator that law firms can leverage.

No client is saying “there are not enough lawyers to choose from” and most would tell you that excellent legal advice is expected. What matters today is making the goal of turning clients into promoters of your firm something that every member of your organisation understands, enthuses about and is empowered to deliver.

The CX business case and results Quite simply, firms that invest in uplifting the clients’ experience separate themselves from the rest in a crowded marketplace. Here are some of the results tracked by firms with whom we work:

20% ↑

50% ↑

25% ↑

57% ↑

client instructions

referral rates

fees billed

growth in lawyer no’s

35% ↑

57% ↑

56p ↑

33% ↑

retained clients

client growth

Net Promoter Score

increase in profits

Focusing on the clients’ experience is one of the most overlooked yet cost-effective and high-impact ways to grow your firm, embed a service culture and outperform in the marketplace.

The challenge for most law firms Most law firms recognise the importance of being client-focused in today’s servicedriven legal environment, and they certainly do not set out to make their own clients go “ouch!”. However, creating an enviable reputation for ‘Client Experience Excellence’ takes more than good intentions. The issue is that many law firms lack the required insight and knowhow to meet the new levels of service that clients now demand.

Realising a client experience advantage Realising an advantage for your firm in its market with a focus on CX means:

Activating CX

Designing CX

Developing a CX program with the firm’s leaders, engaging your teams and creating a CX action plan that all staff feel invested in and excited about delivering.

Using service design techniques to enable your teams to improve workflow and delight clients at every touch-point in the relationship.

Embedding CX Formulating new service KPIs and establishing a scorecard that can be coached and monitored in order to embed CX as a powerful differentiator for the firm.

CX Insight Adopt the right perspective with client feedback and staff insights that help the firm to continually improve, impress clients and create promoters.

Becoming digitally ready as a law firm must be seen from the perspective of the broader CX goals and requirements of your firm. The word ‘service’ needs to be reinforced and championed at every level, with everyone passionate about delivery. It can never just be a marketing or digital strategy. Apple calls this an ‘all around mandate’.

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What client experience success looks like Imagine a firm that understands its clients are looking for more than the expected standards of legal advice — every good firm can deliver upon that goal, but it’s not what sets them apart. This firm knows that clients make decisions to instruct, pay bills and wholeheartedly refer services based on their positive legal experience.

Service is led and role-modelled by its leaders and championed at every level, from the ‘Directors of First Impressions’ at reception to outstanding legal assistants and lawyers. Team members appreciate their role in delivering care beyond the legal advice. The firm has created opportunities to develop the service skills of its people and design the clients’ experience as a team.

The team has created a Service Promise that everybody can enthusiastically stand behind and bring to life consistently with internal and external clients. Every role and function has taken ownership of uplifting the clients’ journey to improve operator efficiencies and delight the firm’s service users.

Staff are motivated, capable and happy - and that’s something clients notice and reward. This firm has earned an enviable reputation as a provider of choice for clients and as a great place to work for employees. Imagine a firm that invests in client and employee experience with such profitable results.

CXINLAW helped this firm build a picture of what success looks like for them and guided their team through the CX transformation, from concept to implementation and ongoing ‘Client Experience Success’.

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Rebecca Niebler, Organisational Culture and Support Officer – Queensland Law Society

The psychology of change management “Change is the only constant” — this is not a new observation or discovery, but something that Greek philosopher Heraclitus spoke about 2,500 years ago. And yet, we don’t seem to have become any more comfortable around change, or any more successful in making it work.

According to global management consultancy firm McKinsey, almost 70% of all organisation transformation projects fail1. How can this be, despite the huge amount of literature, ample education resources and availability of professional services addressing change management?

For many unsuccessful transformational projects, at least part of the answer is likely to be found in the prioritisation of change management activities over change leadership behaviours.

Managing change, and leading others through change, require two very different skillsets and approaches. If leadership tasks are neglected or under-represented, failure becomes more likely.

What are these differences?

Very broadly speaking, management focusses on systems, processes and tools, and is concerned about budgets, timeframes and defined targets.

Leadership, on the other hand, focuses on people, their behaviours, needs and responses to events and processes such as organisational change.

While risk control and the minimisation of potential deviations from the agreed project plan are a key responsibility for managers, a leaders’ success is measured in how well they inspire, motivate, engage and empower their teams so that they support and implement the intended change and adopt new behaviours to enable future success.

Leaders also need to act as role models — leading the way by demonstrating the behaviours they want to develop in others. They have to be able to provide an inspiring and unifying vision, create shared values and help employees connect their own goals, tasks and responsibilities to the bigger picture or the “greater good” behind the change.

The differentiation behind change management and leadership also reflects the difference between “change” (a clearly defined shift in external circumstances) and “transition” (the psychological process by which people try to make sense and come to terms with the change). While a workplacerelated change process usually has distinct start and end dates as well as specific milestones in between which must be reached at a certain points in time, each employee’s transition journey is an organic process which may run on different timelines for everyone. However, despite the individual differences in adapting to change, people tend to have similar emotional experiences in response to organisational change which can be visualised along a change or transition curve.

Based on the ground-breaking work of psychiatrist Elizabeth KueblerRoss who worked with terminally ill patients and their relatives in the 1960’s, organisational change practitioners and researchers have built on her original “grief curve” to describe the emotional stages people go through when confronted with significant change at work.

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mckinsey.com/featured-insights/leadership/changing-change-management

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The below image provides an overview of the seven typical emotional stages during a change process:

1. Shock — when the change is first announced. People may experience a temporary inability to integrate/reconcile the new information into existing mental models and belief systems.

2. Denial — disbelief, looking for evidence that the announcement isn’t true.

People may believe that there is no need for change, or that it won’t be relevant for their role. Typical phrases that are used at this stage include, “it won’t work here; we have tried this before”. As a leader, you can help people overcome this stage by providing repeated, clear information and authentic messages – without overwhelming people.

3. Anger/Frustration — realisation has set in that this is indeed “serious” and that the announced change will come. Common phrases may include “I can’t believe we are expected to deal with this. This is such a terrible idea!” People feel angry and annoyed, looking to fight the change, and for someone to blame for the misfortune that’s been placed at their door. Give people space and time to work through these emotions; remain calm and empathetic.

4. Depression — at this stage, employees may wonder of everything they have done so far didn’t matter, or if it wasn’t appreciated. Feelings of helplessness can prevail. They may also be worrying about their job security, if they have the necessary skills, and what will happen to their career. They may not seeing a way forward at this stage, and experience a feeling of loss without being able to see opportunities it also offers. At this stage and the previous one, leaders should provide emotional support and positive messages, provide empathy, focus on opportunities and engage in open, honest dialogue and listen to concerns.

5. Experiment — people start to constructively engage with the concept of change. They may ask “what-if” questions and explore ideas of how things

might look and work after the change. “How may this work for me? What does this mean for me and my role?” At this point, people will often try to compromise a favourable outcome to the change. Comments like, “what if we do this”, or “can I try this instead” may reflect this. At this stage, it is important for leaders to create a safe-to-fail environment and give people space to build new skills and gain confidence. Make sure you enable collaboration and knowledge sharing, while providing guidance and a clear direction forward.

6. Decision — this is a conscious or unconscious decision point where people make a commitment. Each individual needs to make a decision to either fully embrace the change, reorganise their ways of working and adopt new behaviours - or reject the idea and bear the consequences, e.g. leave. It is only at this point that the organisation can start to experience the benefits of the change.

7. I ntegration — this is the stage at which individual and teams start to successfully work in the “new normal”, changes have been integrated into role and work. As a leader, don’t forget to celebrate with your team!

Understanding and working with employees’ emotional reactions to change requires leaders to have a highly-developed level of emotional intelligence (EQ).

The concept comprises a set of learnable, observable skills around correctly identifying and constructively managing emotions – both your own and those of others.

The four pillars of emotional intelligence include: • Self-awareness, e.g. understanding your own reactions to change, risk and uncertainty; how your emotions influence your behaviour; what impact your actions and communication style have on others.

• Self-management, e.g. the ability to manage your emotional reactions; motivating yourself; understanding your needs and personal boundaries; ensuring that you look after your own health and wellbeing so that you can lead and support others.

• Empathy / social awareness, e.g. ability to switch perspectives; understanding the feelings, emotional needs, values and motivators of others; picking up on moods and power dynamics within teams and organisations.

• Relationship management, e.g. tailoring your communication style and messaging around the change process to the needs of your audience; providing meaningful motivation, rewards and engagement opportunities which are relevant to individuals; inspiring, coaching and empowering others; connecting with people from diverse backgrounds and thinking styles.

In closing, make sure that your organisation plans for and addresses both management and leadership aspects to change and transformation processes.

The message is not that one is better or more important than the other, but that both need to go hand in hand to ensure you don’t lose your most important asset along the journey — your people.

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Sandra Pepper, Head of Education – Queensland Law Society

“An investment in knowledge pays the best interest” — Benjamin Franklin

Why keep learning?

I’m a learning nerd. That might not be a surprising confession considering my role as Head of Education at Queensland Law Society and indeed may be considered a prerequisite for doing the job. I get a little thrill when I learn something new.

After I watch a webinar or do an online course, I want to tell someone about what I’ve learnt – share the little nugget of knowledge or explain how I’m going to apply it in my life. This gives me a feeling of accomplishment and knowing I always have something more to learn helps me grow and move forward, both personally and professionally.

While some of us are compelled to undertake continued learning by our employers or for professional regulatory compliance, there are usually other more personal and beneficial reasons that drive most of us to keep learning.

Here are a few of the benefits of continuous learning: 1. Stay up to date on current legal requirements — the law is changing so quickly we all need to keep up to date to be able to do our jobs competently.

Being on top of hot topics and upcoming changes makes you a valuable asset in your employer’s eyes and also helps you to serve clients to the best of your capability.

2. Technology is always changing — it is essential to be able to understand and utilise latest technology.

This will help you stay competitive and improve productivity in a fast tech driven market, where skills can quickly become out of date.

3. Establish yourself in an area of expertise — learning allows you to develop a reputation as an expert in your field and excel at the services you provide. Being recognised as an expert among your peers, provides and builds your value as the “go- to” person on a particular topic. It can also provide an opportunity for you to improve your financial remuneration prospects by developing “in demand” skills that others do not have.

4. Moving on up — if you want to move up in your career you need to keep learning. This means you need to be developing new skills and taking the next step on the pathway. Learning skills such as leadership, negotiation techniques, financial literacy and cultural awareness can help you get to where you want to go.

5. Manage your mental health — with the high prevalence of mental health issues and burn out in the modern work environment, we all have to learn techniques that help us deal with stress and anxiety and build resilience. This may involve learning mindfulness methods or building coping strategies that allow you to understand your triggers and thought processes so you can respond with techniques to stay mentally fit.

6. Personal fulfilment — I’m back to where I started.

Challenging yourself and accomplishing a goal, builds confidence and provides a great sense of fulfilment and satisfaction in everything you do.

At its core, learning is a lifelong process for all of us that keeps us motivated, engaged and broadens our horizons — I encourage you all to keep learning and sharing that little nugget of knowledge.

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Josh Callaghan, Former Chief Operating Officer – Real Estate Institute of Queensland

Technology is a means to an end, not an end in itself The idea that technology is a means to an end and not an end in itself is nothing new.

In fact, Admiral Rickover — responsible for development of naval nuclear propulsion — was quoted as saying this back in 1964 and the same is just as true today.

Some leaders believe that to be perceived as innovative and forward thinking, they must adopt the latest technology, and we’ve all experienced FOMO after attending a conference where it seems as if everyone is using artificial intelligence, blockchain or some other cutting edge software. It’s easy to think that we’re getting left behind.

The truth is, the power of technology is not in being the first to jump on board the latest buzzword, but rather, zeroing in on how it can be used to solve customer problems.

Take the example of smart contracts executed on the Ethereum blockchain. Enough technology buzzwords in there for you? The REIQ has partnered with an organisation to execute tenancy agreements using that technology, however the choice to utilise these tools had nothing to do with the technology itself.

We did not set out to find a use case for blockchain, and we did not set out to find some cool technology so we could be considered innovative. We set out to make Queensland the best place in the world for transacting real estate.

Our existing forms platform, Realworks, executes over 5 million forms per year and not all of those are going to need to be executed using a smart contract. In fact, very few will.

However, for things like tenancy agreements, where you have bond payments, rent payments, renewals, utility connections, maintenance requests, smoke alarm compliance and so on, we needed a technology that would not just execute the document digitally and then store it.

We needed a technology that would take the administrative burden away from both tenants

and property managers, as well as managing each of those elements and keeping all of the data live after executing.

A smart contract is a contract that is aware of itself. Although it sounds a little sciencefiction, when you think about the construct of a tenancy agreement (and many other contracts) it revolves around a few key obligations. Smart contracts have little software applications that manage, monitor and execute those obligations.

For example, take a tenancy agreement that has an obligation for the property manager to do an inspection every six months. A smart contract application can be developed to start up one month before the inspection is due and automatically books that inspection into the diary of the property manager, populates and sends an email with those details to the tenant and then goes back to sleep.

Then, one day prior to the inspection it might wake up again to retrieve the last inspection report and email it to the property manager with a reminder of the time of the inspection the following day.

So many minor tasks can be completed without any manual intervention, which significantly reduces the time it takes to administer a rental property, creates a seamless and transparent user experience for the tenant and provides invaluable insight and cost savings to a real estate business. It’s the best tool for the job, not just a cool tool.

The question you need to ask is how can we make doing business with us easier for our customers? Get really specific about what that would look like and then, IF technology is required, find a technology that best solves that problem.

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Warwick Walsh, CEO and Founder – Lawcadia

Thinking of innovating?

Identify the problem and be clear on your goals Over the past five years the pace of change in the legal industry has truly accelerated.

In 2015 it was rare to find roles that are now becoming commonplace, both within law firms (such as an “Innovation Partner”) and within corporate legal teams (such as “Head of Legal Operations”).

Countless legal technology companies have emerged, and universities have now added new courses such as Legal Transformation and Start-Up Law — rapidly developing ways to prepare students for the future of work in the legal industry.

Whilst the legal industry has long been criticised for its slow pace of change, this is no longer the case. When COVID-19 hit, there was a risk that innovation in the legal space would be put on hold, such as during previous times of economic upheaval (dot.com crash, 9/11, GFC) where investment in new technology was reduced to conserve cash. However, innovation is still high on the agenda as law firms seek to differentiate themselves while customers, clients and even the courts move to a transformed, digital environment. To be sustainable, law firms must now look at ways to better serve clients, improve client experiences, and ultimately retain and win business.

For law firms that are looking to innovate, the most important first step is to accurately identify the problem to be solved, clearly articulate the pain points and then develop and investigate ideas for solutions.

At Lawcadia, we utilise design thinking processes and concepts in our own product development as well as with our corporate and law firm clients as we ideate innovative technology solutions.

Drawing on our experience we have prepared a 6-step outline to help your firm get started.

Helpful hint: this process works best with a small team or teams of people across different functions. Get creative, have fun, and keep an open mind!

Be clear on your goals, what you are trying to achieve.

These are some questions to ask: 1. What are the short and medium terms goals to achieve?

2. Is there an opportunity to strengthen your client relationships and secure more ongoing work?

3. Do you need to win more business?

4. Do you need to reduce costs to compete more effectively with other firms on pricing?

5. Are you spending time on administrative tasks such as generating monthly reports for clients?

6. Do you want greater visibility over what your team is doing, to ensure that your clients are being looked after and their timeframes met?

Identify the pain points or key problems.

For each defined goal, brainstorm all the pain points and problems.

For example, if the goal is to win new business, a pain point could be “Business development is hard in a virtual environment”.

Hint: Use post-it notes and put one pain point per post-it.

Group pain points and identify common themes.

This involves looking for commonalities among the pain points and grouping them together and giving the theme a name, eg Strengthen Client Relationships or Improve Internal Workflow.

For each ‘theme’ explore possible solutions and shortlist the best options for further investigation.

The more creative you can be the better — encourage the group to think outside the square with these types of questions to prompt new perspectives: How would Google solve the problem?

How would a start-up solve the problem?

How would McDonald’s solve the problem?

Prioritise solutions to explore You can use a matrix to assist with this — refer to our downloadable template for an example.

Capture ideas and next steps This is called creating a ‘roadmap’ which takes a macro view and maps out initiatives over time – short, mid, and even long term. A more detailed action plan is also important with actions captured, responsibilities allocated, and priorities acknowledged.

You can access a free PowerPoint template which includes worksheets for each of these steps. Download them here.

We are also happy to help you run these sessions, as we have done for both corporate legal teams and law firms. Don’t hesitate to reach out, we are happy to help.

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Four digital marketing tips and tricks for practitioners Most of your business is likely to be sourced from your local area. An up-to-date website is a good start, but it’s just one of a slew of online tools that can help boost your profile — and you don’t have to be a computer whiz to get started.

Search engine optimisation (SEO) Many people use search engines like Google to find services. Ideally, you want your business to appear on the first search engine results page (SERP) because that’s where most people click. Regularly updating your website with interesting, relevant content is the best way to achieve this. Think about including content about why people need conveyancing services and helpful articles about buying and selling a property.

Other useful SEO methods include keeping a blog, making your website easy to navigate, and sprinkling it with appropriate keywords. For the latter, including specific local search terms – for example, ‘conveyancer Brunswick’ rather than ‘conveyancer Melbourne’ – will help to attract local customers.

Pay-per-click advertising (PPC) Pay-per-click refers to the advertisements you see when you’re searching the web.

The ads are priced using a bid-based system — advertisers bid on keywords and the ‘winners’ appear in the ad space on the search engine results page.

Each time your ad is clicked, you pay the search engine a small fee, hence the names pay-per-click (PPC) or cost-per-click (CPC). Generic search terms such as ‘conveyancing quotation’ tend to be quite expensive, so it’s usually wise to bid on more specific and location-based searches. Try search terms based on the keywords you used on your website, such as ‘conveyancing Brunswick’ or ‘property conveyancing costs’.

It’s important to note that PPC ads don’t simply go to the highest bidder; the search engine will also consider each business’s Quality Score before selecting the winners and the position of their ads. The Quality Score is based on the performance and relevance of the pages people see when they click through to your ads.

You can reduce your online advertising costs by improving your Quality Score (Bid x Quality Score = Ad Rank). To help with budgeting, some websites offer PPC ROI estimators.

Facebook advertising Facebook’s 1.7 billion daily users include plenty of home buyers, and Facebook advertising is a great way to connect with them. Ads can be targeted based on demographic information they’ve shared, as well as their history of likes, shares and other data. Facebook’s Audience Insights tool aggregates and displays this data so you can fine-tune your message for users who are most likely to respond.

This means you can target your advertising to people who are talking about buying or selling a property, or who are looking at Facebook pages of websites that list properties for sale.

Google My Business Listing your business on Google My Business is a powerful way to promote your brick-and-mortar presence. The free platform spruiks contact details, street address, opening hours, and photos of your choosing, and helps you control how you appear on Google Search and Google Maps. The customer review feature might be daunting for some, but you can respond instantly via the Google My Business mobile app.

Author: Matt Meakins 19

David Willett, General Manager, IT Security, PEXA

COVID-19 shining the spotlight on cyber-security The outbreak of COVID-19 has changed the way we interact and work with one another — both now and in the foreseeable future.

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Varonis: 107 Must-Know Data Breach Statistics for 2020

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ustralian Cyber Security Centre (ACSC): ACSC Small Business Survey Report: A How Australian Small Businesses Understand Cyber Security

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Australian Competition and Consumer Commission (ACCC): Scamwatch 2019

While social distancing requirements and lockdowns nationwide have forced us to adapt, it’s been wonderful to see the collaboration and embracing of digital solutions within our industry, ensuring citizens can settle property in spite of the circumstances.

But as Australians continue to navigate this online phase, there’s a key area in which we must remain vigilant – our cyber-security.

Cyber-crime statistics • A cyber-attack occurs every 39 seconds.1 (Varonis) • Cyber security incidents cost Australian businesses an estimated $29 billion every year.2 (Australian Cyber Security Centre) • In 2019, phishing was the primary method used by hackers to scam Australian businesses, with reported losses of more than $1.5 million, almost doubling those experienced in 2017 and 2018.3 (Australian Competition and Consumer Commission) Currently, individuals are spending less time in their offices and more time working remotely, with heavier reliance on “access anywhere” cloud-based services.

These tools provide teams and companies with great flexibility, enabling the transmission of information and documents on any internetenabled device.

But while businesses safeguard their data with rigorous security measures, the work-fromhome boom means employees are more likely than ever to be accessing potentially sensitive information on devices that do not have the organisation’s protective measures in place.

What should organisations consider to protect their employees and information?

• Have a strategy for which cloud services your business needs and ensure you have paid for enterprise-level accounts (if possible) with your chosen services— ensuring you get the cloud provider’s full suite of protection.

• Make sure your staff know what your preferred services are and take steps to ensure they use only these to manage your business or clients’ information.

• Enable MFA for any solution you have that can be accessed anywhere on the internet.

• Operate your company devices with a full suite of security protection deployed, including anti-virus, up to date operating systems and browsers.

Staying alert is even more critical in the COVID-19 climate, which is proving an attractive proposition for would-be criminals.

As recently as 19 June, the Australian Government informed the public it was responding to a sophisticated, state-based cyber-attack.

This targeted organisations across a range of sectors, including all levels of Government, industry, political organisations, education, health, essential service providers and operators of other critical infrastructure.

In addition, the Australian Cyber Security Centre (ACSC) confirmed it has observed an increase in COVID-19 themed malicious cyber activity.

This is a period in which people are constantly seeking information – and this specific, heightened demand for COVID-19 updates is being preyed upon by criminals.

The benefits of being able to work remotely and stay connected digitally are significant — but this flexibility must not compromise security.

With our workforce poised to become more digitally dependent in the months and years ahead, the COVID-19 cyber-crime spike should serve as a timely reminder of the need to ensure due-diligence.

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Contributor Biography

Carl White is the founder of CXINLAW, a consulting firm that helps legal providers grow with a focus on their service culture and clients’ experience. He has led a passionate team of legal people and experience makers at CXINLAW since its origins in the UK in 2011, and more recently in Australasia since 2015.

Carl entered the legal profession with Ashurst (UK) in 2002 and he is currently a faculty member and Distinguished Fellow at the Centre for Legal Innovation in Australia. He has authored market-leading research that examines the Client Experience advantage for law firms, in partnership with the UK College of Law and Australian Legal Practice Management Association (ALPMA) in Australasia.

The work of CXINLAW has been recognised by the College of Law, law societies and regulatory bodies for its positive impact in the sector.

Rebecca Niebler is the Organisational Culture and Support Officer for the Queensland Law Society. Before joining QLS in 2019, Rebecca has worked across a range of industries in Australia, with more than 10 years of diverse experience in organisational learning & development roles as well as facilitating cultural change programs.

Rebecca is passionate about improving employee wellbeing and mental health, creating thriving work cultures and inspiring leadership behaviours, and increasing awareness for the many individual, social and economic benefits of diverse and inclusive workplaces.

In addition to her psychology degree, she is accredited in the Hogan assessment tool and holds a Certificate IV in Training and Assessment. Rebecca is also Secretary of Queensland Law Society’s Wellbeing Working Group and Equity and Diversity Committee.

Sandra Pepper is the Head of Education at the Queensland Law Society. She is a senior lawyer with over 20 years’ experience in the legal industry. Sandra practiced in property and finance law in England and Australia before moving into the legal Knowledge Management and Learning & Development sectors. Her experience spans all stages of adult learning such as needs analysis, strategy development, content creation, course delivery and evaluation.

Sandra is passionate about enabling lawyers, through continued education, to develop strong and profitable business practices while maintaining their wellbeing in a positive and inclusive cultural environment.

Useful links QLS

REIQ

Lawcadia

CXinlaw

OSR

DNRME

PEXA

Josh Callaghan has been transforming businesses using technology for the past 20 years, including designing and launching the world’s first bank account with both variable and fixed interest, creating Australia’s first straight-through online bank account opening process, building Australia’s most used retail stockbroking CRM, building Australia’s biggest online financial comparison site and launching the world’s first digital tenancy agreement executed as a smart contract on the blockchain.

Josh is equal parts creative and commercial, which gives him a unique perspective on the way technology can be used to solve business and customer problems.

Warwick Walsh is the CEO and Founder of Lawcadia, which provides a complete intake, matter, collaboration and spend management platform for in-house lawyers and their firms. With leading corporate and government organisations using Lawcadia and over 150 Australian and international law firms on-boarded, Lawcadia is transforming the corporate legal industry.

Warwick has over 15 years experience as a corporate lawyer, having worked at Blake Dawson Waldron (now Ashurst) in Sydney, Freshfields Bruckhaus Deringer and Olswang in London and McCullough Robertson in Brisbane.

Warwick was a winner of the Australian Young Entrepreneurs Award in 2019 for the legal category and Lawcadia has also won three international awards for innovation and client service.

David Willett leads PEXA’s IT Security team, which is responsible for safeguarding the PEXA platform and supporting the 9,000 plus members who use it – helping more than 20,000 families settle on their homes each week.

David’s experience spans over 12 years, which includes the delivery of Managed Security Services to multiple Australian Federal Government Departments and commercial enterprises in the Financial Services Industry.

David has taken on roles both as an individual contributor and as a leader of teams with up to forty network/security engineers, team leaders and Security Operations Centre (SOC) analysts.

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“It was fabulous as it had tasks which needed to be completed, kept me up to date and I had my conveyancer at hand if needed.”

Carla, home buyer

38,000 buyers and sellers have settled using PEXA Key

Why you and your clients will enjoy PEXA Key Funds are kept safe The app offers a secure way to share and receive bank details.

Received details are populated directly to the PEXA Exchange, protecting you from phishing attempts and helping reduce corrective payment requests.

Guide your clients through settlement The app offers a secure way to share and receive bank details.

Received details are populated directly to the PEXA Exchange, protecting you from phishing attempts and helping reduce corrective payment requests.

Countdown to settlement PEXA Key keeps buyers and sellers up to date with the status of the settlement with a high level settlement countdown.

Find out more at pexa.com.au/pexa-key or tick the PEXA Key check box in your client’s Workspace to send an invitation.