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So, it felt only right to open this edition of the Bulletin with a nod to the Dark Prince himself, Ozzy Osbourne—a true son of Birmingham, a proud icon of the West Midlands, and the recipient of one of the finest send-offs this city has ever seen which has concluded an epic life.
Much like the lyrics of Changes, our very own Birmingham Law Society is evolving. This marks my penultimate Bulletin introduction—what a whirlwind this year has been. Soon, I’ll be regenerating into Matthew O’Brien: the Matt Smith to my David Tennant (and before you start comparing me to someone else, I can kindly confirm I am not listening).
Throughout 2024/2025, I’ve banged the drum for change. Out with the old, in with the… well, not necessarily new, but better. Change doesn’t always have to be radical or a complete departure from what came before. Sometimes it’s just a thoughtful improvement—a fresh take on what already works.
You may have noticed a shift—more investment, more creativity, more spark in our events. And while I would never in a million years take all the credit, I’ve consistently asked: What do our members actually want? What will set the tone for the future and ensure our Law Society remains progressive, relevant, and representative?
We’ve leaned into that vision. We had Baga Chipz host a dinner (yes, that really happened), and we’ve carved out space for fun, inclusivity, and the unexpected. Because let’s be honest—who really wants the “same old” lunches, awards, and dinners?
We’re not just putting on a show—we’re setting the stage for what’s next.
This year has also been about voices—listening to everyone, and giving a platform to those who haven’t always had the chance to speak up. I’ve been incredibly privileged to
meet and talk with members across firms, roles, and levels of experience. What I’ve learned is that our Law Society is full of extraordinary people with inspiring stories—stories we rarely get to hear, because as connected as we think we are, we don’t always truly connect.
I’ll admit it—my go-to networking line is: “Had a busy week at work?” If you’ve heard me say it, I apologise. It’s a reflex. But that’s the problem—we’re so conditioned to focus on work at these events, we forget to look beyond the job title and see the person.
Take Birmingham itself. When was the last time you looked up—really looked up—and noticed the stunning mix of old and new architecture around us? (Yes, there’s a fair bit of bird poo, but stick with me.)
So here’s my challenge to you:
Whether you’re the most connected person in the Birmingham and West Midlands legal scene, or someone who hides in the corner at events enjoying the free food— next time, strike up a conversation. And instead of asking about someone’s job or how they could boost your business, ask something real.
Find out who they are—not just the lawyer or the business support professional—but the person. That’s where real connection begins.
Now, back to changes.
The 18th September 2025 marks the date of the President’s Dinner at the Grand Hotel—our most formal event in the legal calendar. And if I told you I stuck with the same script as previous years, I’d be lying. This year’s dinner comes with a twist—a change, a little something extra.
We’ll be joined by some very special guests speakers, including the Deputy Mayor of Birmingham, and actress, producer, and all-round amazing human being Sam Beckinsale. And for the first time, we’re thrilled to announce a live performance from Aisha Khan and her Rajahs—expect soul, swagger, and a serious injection of energy into the evening.
So if you’re on the fence about getting tickets—unsure whether you’ll end up stuck at a table listening to me wax lyrical about my days as a young lad on the mean streets of Derby—let me put you at ease: you won’t.
This President’s Dinner is about you—our members, our communities—and above all, creating an amazing night out.
I warmly invite you to buy tickets, bring your friends, your loved ones (and even your not-so-loved ones), and come celebrate what it truly means to be part of this remarkable legal sector.
Gold Sponsors
Aisha Khan sings American roots music, Jazz, Blues and Rhythm & Blues of the 1940’s/50’s. With a nod to the glamour and sophistication of a bygone era and over 30 years of experience, coupled with an unrivalled passion for the music, she combines outstanding original material with powerful cover versions and performs them all with class, soul, talent and wit.
Equal Parts sultry Jazz chanteuse and Rhythm and Blues belter, Aisha easily communicates heartbreak, joy and a range of emotions in between, continuing to honour the tradition of the true Divas.
Her sterling band The Rajahs is comprised of some of the cream of the UK’s Blues musicians including Al Nicholls (Blue Harlem, Sister Suzie, the Big Six, the Big Town Playboys) on sax, Mal Barclay (The Cadillac Kings, Katie Bradley, Oo-Bop-Sh,Bam) on guitar, Matt Radford (Nick Lowe, Tanita Tikaram, Big Joe Louis) on Bass, Danny Howard (King Kurt, The Mamboleros, the Savage Hornets) on drums and Jenny Carr on piano (Jason Donovan, Barb Jungr, Imelda May, Billy Ocean).
Aisha Khan & The Rajahs just released their third studio album titled Seven Shades of Blue in April 2025, followed by a tour of Spain.
Don’t miss your chance to hear them at the President’s Dinner this September!
Tickets can be purchased here.
Councillor Sharon Thompson Sharon Thompson has held senior leadership positions and served as a magistrate, and since 2014, has been an elected Councillor for the City of Birmingham. Sharon has held several non-executive director positions. She is a soughtafter keynote speaker on political engagement, homelessness, housing, women in leadership, and Black, Asian, Ethnic Minorities in Leadership. In May 2023, Sharon was appointed Deputy Leader of Birmingham City Council, the very first ethnic minority to hold the position in the city. In May 2024 she was reappointed Deputy Leader of Birmingham City Council and Cabinet Member for Economy and Skills. The new portfolio enables her to continue her work on major sporting events, skills, jobs, apprenticeships, Cost of Living, Levelling Up and Devolution. In June 2024, Sharon was appointed Deputy Mayor of the West Midlands Combined Authority. She is the first woman to hold the post and whilst supporting the Mayor, she primarily focuses on the skills agenda.
Sam Beckinsale Sam turned her lived experience of domestic abuse into The Love? Project which consists of national and international cinematic learning events based on her and Jason Figgis film Love?. LOVE? depicts many of the patterned aspects of domestic abuse focusing on coercive and controlling behaviour and perpetrators impact, including on children and society as a whole.
Sam is also TSB Banks Economic Abuse Advisor, Patron of Broxtowe Women's Project, and an Employers Initiative on Domestic Abuse Advisory Council Member. Sam is also part of WeThrive Consulting Ltd.
Sam continues to work alongside various police forces including Metropolitan, City of London and Avon & Somerset, local authorities, on Crown Prosecution Service London Domestic Abuse / VAWG Scrutiny Panel, educational settings such as Universities of Northumbria, Sheffield, Strode College and others and within financial service, legal service provider and business sectors with one aim : Sam doesn't want anyone else to be caught out like she was.
Thank you to everyone for your continuing support to us and She Beasts.
The last few months have continued to be busy for the charity and we continue to see more men call our helpline including those mired in the family courts alongside coercive control, economic abuse and physical violence.
We will also soon hear about a new Government “Violence Against Women and Girls” strategy which despite its name will also continue to include male victims of domestic abuse. In fact, we have had it confirmed that the Government’s commitment to halve ‘violence against women and girls’ crimes such as domestic abuse and sexual violence –includes men and boys too, who are victims of these crimes.
The latest Government figures show that, one in three victims of domestic abuse are male and that one in seven men will be a victim in their lifetime. This equates to 720,000 men every year with two thirds of these being victims at the hand of partners or ex-partners. So the target will be to halve these figures.
In the West Midlands, figures from the police state that 14,000 men report to them annually as victims of domestic abuse. It shows the scale of domestic abuse that impacts men –young men, old men, disabled men, gay men and men from all ethnic backgrounds.
Over two decades ago they had nowhere to turn until the ManKind Initiative charity was founded by a number of men and women in Somerset – the men had been victims themselves and the women had brothers and sons who had been affected. The charity then set up a helpline, website and sought to ensure there was domestic abuse support for men and their children in every town, city and county.
Whilst these have now been achieved, the challenges continue. We hear this every day from the 2,000 men who call us anonymously every year, from the emails we receive and the challenges we see from a society that does not always take men seriously. Research published a few years ago showed that local magistrates felt that male victims of domestic abuse could bear more harm than womeneven when the situation was the same. That is why our work remains as important today as it did in 2001.
Our charity’s helpline and website which receives over 200,000 visitors every year and includes an online directory of support, is funded solely through donations and fundraising. We have a popular legal page which also lists the details of solicitors who have said they want men to be aware they support them: https://mankind.org.uk/help-for-victims/legalsupport/.
All funds, including those kindly provided by members of the Birmingham Law Society, are ringfenced. This also provides the charity with the time and headspace to ensure the voices of male victims are heard with police and crime commissioners, mayors, police forces, the legal community and the CPS.
With the latter, we have ensured that all CPS policies include male victims, and we continually work with them regionally and at a national level. We are meeting the national CPS later this year to discuss how they better support male victims.
The support from members of the Birmingham Law Society will help us continue to save the lives of men that call us. We listen to them, provide information and signpost them to the police, local support and of course, the legal community. Our popular law pages signpost men to those who have said they will support them. If you wish to be included, please do contact training@mankind.org.uk and please do email us if you require any training or information.
From all of us at the ManKind Initiative, and more importantly, from all those we help – thank you for your support of the coming year. It really will make a difference.
Mark Brooks OBE Chair of Trustees.
At our AGM in September there will be vacancies for Board and Council and the role of Deputy Vice President. A role in the largest regional Law Society in England and Wales is a fantastic opportunity to collaborate with likeminded professionals and have the opportunity to take part in a wide range of activities and events.
If you have a strong vision for the future of the legal profession in the West Midlands, we would love to hear from you! We welcome expressions of interest from all our members. We are also interested in hearing from those with skills and an understanding of Events and Marketing, External Affairs, Strategic Planning and Sustainability / CSR.
If you would like to find out more please get in touch with our Chief Executive, Nigel Hollett by emailing nigelhollett@ birminghamlawsociety.co.uk or calling 07856 900988.
The deadline for expressions of interest is 15th August 2025.
Membership Coordinator Would you like to work to work for the largest regional law society in England, based in
the heart of the UK’s second city Birmingham? Are you a good communicator and enjoy developing professional relationships with businesses and other stakeholders?
Are you keen to learn new skills and develop your career in a dynamic and successful Membership Organisation that has been in existence for over 200 years and operates at the heart of the legal and professional services community in Birmingham?
If so, you will want to apply for a role in Birmingham Law Society as the Membership Co-ordinator! We offer flexible working, a modern office environment with the opportunity to attend and contribute to high profile events and activities. Application is via a short covering letter of 2 pages A4 maximum and a CV.
For any queries or to submit an application please contact nigelhollett@birminghamlawsociety.co.uk All applications will be acknowledged and if you are suitable, you will be invited to discuss your application in more depth. Please see job description here. Closing date 11th August
We’re excited to share an update from She Beasts, where fitness meets purpose, and impact is at the heart of everything we do.
Thanks to generous support from our funders, sponsors, and businesses purchasing our services, we’re able to reinvest directly into our impact group: females who have experienced trauma. While we serve diverse communities, it’s important to note that our targeted impact remains focused on empowering women, especially those who have faced significant life challenges.
Highlights So Far in 2025:
1. WAITs Partnership – Now in its 3rd Year
We’re proud to have continued our thriving partnership with WAITs, delivering fitness and mindset sessions to a bilingual group of Chinese women. This project is a shining example of how movement can transcend language and culture, breaking isolation and building community resilience.
2. Empowering Young Men through Fitness & Allyship
In a groundbreaking 12-week programme, we engaged a group of teenage boys in boxing and fitness activities, led by our all-female coaching team. Supported by the Little Quinton Parish, this initiative aimed to channel their energy positively while nurturing healthy relationships and male allyship. A space we’re passionate about growing in the next 12 months.
She Powers & Esther Project
Now over halfway through our signature She Powers programme with the Esther Project, we’re supporting women transitioning through housing and rehabilitation. Funded by the Police Crime Commissioner, this project not only improves physical and mental wellbeing, but also opens doors for these women to train as qualified coaches, potentially joining our next cohort of personal trainer candidates.
4. Coaching Careers with National Lottery & DWP
Through a year-long programme supported by The National Lottery and DWP, 10 women will qualify as fitness coaches this summer. Some will join the She Beasts team, others will step into roles with our partners at Serco Leisure, and one will become the first She Beasts franchisee. This marks a major milestone in our mission to help women gain financial independence through meaningful careers.
A 12-month programme supporting adults aged 18–55 living with mental and physical disabilities.
Sports England - Breaking Glass Ceilings: We’re expanding our Bounce programme for 11–18 year olds across the Midlands. Even more exciting, this funding is helping us create our own community space in partnership with Suspect Entertainment, blending movement, music, nutrition, and creativity under one roof.
We’re currently seeking further funding and business support for this space, whether that’s through wellbeing days for staff, booking our founder to speak on empowerment, sponsoring a programme, volunteering for renovations, or creating your own fundraiser.
A Big Thank You to Birmingham Law Society
We’re incredibly grateful to the Birmingham Law Society and its patrons for their support over the past 12 months. To show our thanks, we’ve created a simple tool for you to assess your own business wellbeing and social impact. https:// corporateimpactandwellbeing. scoreapp.com/
By completing it, you’ll get access to some practical internal tools and be entered into our prize draw to win a free wellbeing day for your business. The winner will be announced at the end of Richard’s presidency.
We thank you again for standing alongside us in empowering women and driving grassroots change through movement and mindset.
Together, we are stronger. Together, we are She Beasts.
LGBTQ+ Sub-Committee Social sponsored by Bevan Brittan and St Ives Chambers 14th August, 6pm – 9pm, Missing Bar. FREE for all to attend
Property Conference sponsored by Davisons Law and Move Reports
4th September, 9am – 1pm, Symphony Hall. FREE for all to attend
5-A-Side Football Tournament
9th September, 4.30pm – 8.30pm, Goals Star City £200 +VAT for member team of 5 | £300 +VAT for nonmember team of 5
Birmingham Law Society COLP/COFA Forum kindly hosted by Mills & Reeve LLP
10th September, 8am – 9.30am, Mills & Reeve LLP. FREE for those serving as COLP; COFA; MLRO; MLCO; and those working in risk and compliance teams and/or management
Golf Day
11th September, 12.30pm – 9pm, Ladbrook Park Golf Club. £100 +VAT for individual member | £110 +VAT for individual non-member | £380 +VAT for member team of 4 | £420 +VAT for non-member team of 4
Defunding Updates for Level 7 Solicitor Apprenticeships in partnership with Datalaw
17th September, 12.30pm – 1.15pm, Online FREE for all to attend
President’s Dinner 2025 sponsored by Access Managed Services, Amiqus, JM Glendinning Professional Risks, Landmark Information Group, LEAP, Quantuma and Quilter Cheviot
18th September, 6.30pm – 12am, The Grand Hotel. £120 +VAT for member ticket | £140 +VAT for non-member ticket | £1,200 +VAT for a member table of 10 | £1,400 +VAT for a nonmember table of 10
Navigating Change: Employment Rights Bill Briefing & Professional Development for In-House Counsel sponsored by Weightmans 24th September, 5.30pm – 8.30pm, Weightmans. FREE for all in-house lawyers to attend
BLS AGM
25th September, 4.45pm – 7pm, No5 Barristers’ Chambers. FREE for members only
Stronger Together: A Trilogy of Support & Success in partnership with Mandy Rees
30th September, 12pm – 2pm, Revolución de Cuba, £25 +VAT for members | £30 +VAT for nonmembers
To reserve your place and find out more, make sure that you visit www.birminghamlawsociety.co.uk
Birmingham Law Society will launch its 2026 Legal Awards at the beginning of September. This is our annual search for the top talent within the region’s legal community, and for 2026 an important change is coming.
At the 2026 Legal Awards, only members of Birmingham Law Society will be eligible to apply for an award in any category. Previously, the awards have been open to all in the West Midlands region.
A further change is that, in addition to the award winners, qualifying shortlisted award candidates will be awarded a Birmingham Law Society ‘Hallmark of Excellence’ in order to recognise their achievements. This can be proudly displayed on candidates’ websites, email signatures, social media, and promotional materials. It’s a simple but powerful way to highlight the calibre of talent across our region and raise the profile of those making a real impact in the legal profession.
Matt O’Brien, incoming President of the Birmingham Law Society, said about the change, “We have thought long and hard about bringing this change into effect. Many of the local and regional law societies already enforce this when it comes to their awards. We want to make sure our existing members benefit from this change but also show new members that there are numerous benefits to being members of Birmingham Law Society including our flagship awards ceremony.”
The legal awards will continue to cover 14 award categories and all nominations are judged by an experienced panel of independent judges, brought together from the world of law, business and academia. Interviews will take place in January 2026 with the awards taking place on Thursday 12th February 2026.
If you are not already a member of Birmingham Law Society and would like to become a member before the launch of our awards, you will need to fill in our application form here. Application forms will need to be sent in by 22nd October 2025 to then be approved at the October Council meeting. You will then be eligible to apply for the 2026 Legal Awards.
Please note that you can still send in nominations when the awards launch in September, and we will then follow up with those who are not members to remind you to apply for membership before you can complete the awards application form which will then be due in by November.
The Rape and Sexual Violence Project (RSVP) specialist training team has developed a free recorded training session titled Shifting the Narrative: Centring Children’s Voices to Address CSE.
Funded by Birmingham City Council’s Community Cohesion and Resilience Programme, the session supports those living, working, or assisting communities across Birmingham. Free online training is available to anyone working within Birmingham City Council wards (a list of wards is available HERE).
The session covers key topics including what child sexual exploitation (CSE) is; why the focus should be on child rape and manipulation rather than relationships or consent; what children subjected to CSE tell us when we listen; the impact of harmful narratives around CSE; and how to encourage courageous conversations that support all children. It also highlights the importance of increasing shared understanding and awareness of CSE and the support available.
After completing the training, participants can access free resources including posters, learning cards, an awareness booklet, and a 7-minute briefing.
To request the recorded session and resources, contact Tracey Secker at traceys@rsvporg.co.uk.
Businesses in the West Midlands made up 7% of all UK administrations in the first half of 2025, ranking fifth nationally, according to analysis by law firm Shakespeare Martineau. Across the UK, 783 businesses entered administration—an 11% drop from 879 during the same period in 2024, though still 3% higher than in 2023.
Retail was the worst-hit sector, with filings rising 29% year-on-year to 153. Hospitality saw a slight increase (80 vs 78), while manufacturing (77) and construction (79) experienced declines of 29% and 26% respectively. These sectors, along with real estate, accounted for 60% of all cases.
The North West recorded the most administrations at 165, overtaking Greater London (158), which saw a 17% fall. Yorkshire & The Humber also saw a notable decline of 36%. The South East (92) and West Midlands (56) completed the top five worst-affected regions.
Yassar Sadiq, has joined Averta Employment Lawyers, the boutique firm specialising in employment law for senior executives, professionals, and SMEs, as an associate solicitor.
Yassar previously advised both individuals and employers on a wide range of workplace issues, including complex employment disputes, as a solicitor at Irwin Mitchell.
Alan Jones, director and co-founder of Averta Employment Lawyers, said: “We are delighted to welcome Yassar to the Averta team. He brings the experience and employment law knowledge we need to provide the level of advice and expertise our clients expect.”
Yassar added: “Joining Averta is an exciting opportunity to work
Shakespeare Martineau has bolstered its national litigation and employment practices as part of its strategic growth plans, with multiple senior hires and ongoing recruitment.
Tim Speed and Vanessa Joll have been appointed joint heads of litigation. Tim, who focuses on commercial litigation in areas such as energy, insolvency, and corporate disputes, said: “It’s an exciting time to be stepping into this leadership role as we continue to scale up our litigation services nationally. We’re well-placed to support clients with the complex challenges they’re facing.”
Vanessa oversees real estate disputes, particularly in commercial property and residential development. She said: “It’s a privilege to co-lead a team of such depth and calibre. We’re committed to helping clients find clear, commercially sensible solutions in challenging situations.”
Meanwhile, the firm’s employment law team has expanded to meet rising demand. Recent hires include legal director Lucinda Chaplin in Nottingham; Alexandria Davis,
Lucinda, who joins from Browne Jacobson, said: “I’m excited to have joined a firm known for its peoplefocused approach and strong reputation. I look forward to helping develop our East Midlands presence and support clients with practical, strategic advice.”
Alexandria trained at White & Case LLP, Luke previously worked at Shoosmiths and the Volkswagen Group, Morgan brings experience from Peninsula Australia, and Arif returns to the firm after six years at Weightmans.
David Browne, head of employment law, said: “We are delighted to welcome these talented individuals. Their expertise and knowledge of local markets will be vital as we continue to grow and meet client needs.”
Shakespeare Martineau continues to actively recruit across its offices, including through mergers, team hires and lateral appointments nationwide.
alongside some of the leading practitioners in employment law. I look forward to contributing to the firm’s continued success and supporting our clients through their employment law challenges.”
In addition to his legal work, Yassar is actively involved in humanitarian efforts, including supporting aid initiatives for refugees in Lebanon and Jordan.
Averta Employment Lawyers advises senior executives and professionals on all aspects of employment law across the UK, from its office in Solihull.
Birmingham Newman University has won two Silver Awards at the 2024 WhatUni Student Choice Awards (WUSCAs), in the categories of ‘Lecturers and Teaching Quality’ and ‘Student Support’, after being shortlisted in a record six categories.
Alongside the award wins, the university received strong national recognition, ranking 6th in the UK for University of the Year, 4th for Careers Support, 7th for Best Students’ Union, and 9th for Best Facilities. Regionally, Birmingham Newman was ranked 1st in the West Midlands for University of the Year, Lecturers and Teaching Quality, Student Support, Students’ Union, and Facilities. It also placed 3rd in the West Midlands for Career Prospects.
These results highlight the university’s ongoing commitment to delivering an outstanding student experience, both nationally and within the region.
The awards were announced at a ceremony in London on 21 May. Birmingham Newman was recognised in categories that reflect students’ academic experience and the support provided throughout their university journey.
Professor Jackie Dunne, Vice-Chancellor of Birmingham Newman University, said: “We are thrilled to have won Silver for both ‘Lecturers and Teaching Quality’ and ‘Student Support’. It is a tremendous honour for our university to be recognised in this way by our students, and it highlights our commitment to providing high-quality teaching and a truly supportive learning environment.”
UK Top 100 law firm Ward Hadaway has made a series of senior appointments to support the launch of its new Birmingham office at Chamberlain Square, part of a wider plan to build a full-service team for the West Midlands.
Three experienced partners – Joanna Lee-Mills, Natalie Owen and Sabina Kauser – are among the first hires, bringing expertise across property development, housing finance, employment and immigration law.
Steven Petrie, Managing Partner at Ward Hadaway, said: “As we grow the firm, we’re focused on expanding into regions where there is clear demand for the type of legal services we offer. Opening in Birmingham is a significant milestone and these appointments mark the start of building a team that reflects our commitment to the West Midlands, and the businesses and organisations based here.”
Joanna Lee-Mills joins the housing team with significant experience advising Registered Providers (RPs) on land acquisitions, regeneration and development. She will lead the firm’s expansion in affordable housing work across the region, supported by Jenny Walker, Director; Clarissa Pritchard, Managing Associate; and Christy Davies, Solicitor.
Natalie Owen also joins as a housing partner, specialising in property securitisation, advising RPs on acquisitions, stock swaps and asset management.
Sabina Kauser joins the employment and immigration team, advising businesses and high net worth
individuals on immigration matters. She is joined by Paralegal Arooj Tussadiq, who also specialises in immigration.
Lesley Fairclough, Head of Housing at Ward Hadaway, said: “Our social housing team has grown significantly in recent years and we’re delighted to welcome Joanna and Natalie, who bring outstanding expertise in their fields. We are seeing the demand for affordable housing legal services in a volatile market continuing to rise exponentially. These appointments expand our ability to rapidly extend our reach and support RPs across the West Midlands.”
The Birmingham office is Ward Hadaway’s first base outside the North of England and is part of a long-term growth strategy to double turnover over the next decade. Further hires are expected in the coming months.
Harmajinder Hayre, Head of Employment at Ward Hadaway, said: “Sabina’s arrival is an important step in expanding our presence in the West Midlands. Her reputation as a ‘go to’ specialist immigration lawyer in the West Midlands is well established and she brings exactly the kind of practical, commercially focused advice our clients need in a fast-changing regulatory environment. Over the last decade, our immigration practice has established itself as a leading light, supporting businesses and their key employees to navigate this complex and sensitive path. The addition of Sabina’s skills and experience to the team will further accelerate our growth, expanding our client base and skills set across the West Midlands and beyond.”
Jo Burton has joined VWV’s Real Estate Department in the Commercial Property team and will work nationally to help grow the practice.
She brings over 20 years of experience in commercial property transactions, including more than 15 years in the education sector. Burton joins from Stone King, where she led the Education Property team and was part of its Education Sector Leadership Team.
She has advised a wide range of education clients, including maintained schools and FE colleges, supporting all aspects of estate management. She is particularly recognised for managing complex disposals of school playing field land to housing developers, helping schools release capital for reinvestment in building projects. These cases often involve planning, overage, and Department for Education consents.
Jo commented: “I am delighted to be given the opportunity of a new challenge to grow the education sector here at VWV. The firm has a strong education sector focus and is a leading law firm within the sector which I am excited to build on. VWV stood out to me for its progressive and unique approach to AI development. It was clear to me that VWV was driving a culture that will embrace AI to help develop solutions for clients going forward.”
Michelle Bendall, Head of Real Estate at VWV, said: “We are thrilled to welcome Jo to VWV. Jo brings with her a wealth of experience and real enthusiasm for the sector. We are excited to be working with her and to share in her successes whilst she grows the team and this area of work.”
Burton also contributes to thought leadership through policy workshops and has spoken at events including The Trust Network alongside the Department for Education. She is ranked in The Legal 500 and Chambers and Partners.
Leading law firm Freeths has been named National Legal Team of the Year for the second consecutive time at the annual Business Desk West Midlands Rainmaker Awards 2025.
Renowned for being one of the most highly anticipated evenings in
the corporate and business sectors, these awards bring together the West Midlands deals community to celebrate the best deals and teams from the past 12 months. Winners were voted for by the corporate finance community themselves, in a one firm, one vote system, and were recognised for outstanding achievements and contributions within the region’s business landscape.
Freeths’ extensive Corporate team was recognised for its strong regional presence and commitment to national expansion, exceptional performance across corporate finance and M&A transactions, demonstration of consistent growth, and delivering high-quality service to its clients.
The team was also shortlisted for Small Deal of the Year, Medium Deal of the Year, and Large Deal of the Year. Partner Lee Clifford was also shortlisted for the Rainmaker award, and Managing Associate Olivia Johnson was also nominated for the Rising Star award.
This year, we are incredibly proud to be celebrating 150 years of Higgs LLP – a landmark anniversary that reflects our strong legacy, our peoplefirst culture, and our unwavering commitment to supporting our clients, business partners and our community.
Established in the Black Country in 1875, Higgs LLP has grown into one of the leading full-service regional law firms in the West Midlands. In 2025, we are defined by our core CLEAR values – Care, Legacy, Excellence, Authenticity and Relationships – which are at the heart of everything we do.
Our legacy continues to inspire us. While remaining true to our founding principles, we have also embraced change. In 2009, we entered a significant new chapter in our history by creating the largest legal office in the Black Country with our move to a flagship headquarters in Brierley Hill. This marked a major step forward, combining modern facilities with the enduring values that have guided us for more than a century.
Our story has always been about more than legal services – it’s about making a meaningful difference. Whether through charitable giving, volunteering or partnerships, we are proud to support causes that matter. In 2024,
we raised over £20,000 for Dudley Community First Responders, helping them purchase a new emergency vehicle. This year, we are raising money for The Mary Stevens Hospice – another cause close to many of our hearts.
Reflecting our commitment to the environment, we published our first ESG Impact Report in January this year, setting out our sustainability progress and long-term plans for continuous improvement against clear, achievable targets.
We’re fortunate to actively engage with Birmingham Law Society – a valued relationship that reflects their powerful motto: “One Profession. One Region. One Voice.” This shared ethos mirrors our own commitment to collaboration, regional pride, and speaking up for the legal community that we are part of.
With 32 partners and over 260 people, we are proud of our supportive, collaborative approach – one that positively impacts our people, clients, communities and business partners. We are excited for what the future holds.
Commenting on the win, Partner and Head of Birmingham’s Corporate team Lee Clifford said: “The team and I are thrilled to have been recognised as National Legal Firm of the Year, especially after claiming this same accolade for the second year running. The standard of competition was immense this year, so to be named winners is a real testament to the quality work we carry out across deal making initiatives in the West Midlands.
At Freeths, we are fortunate to have such dedicated clients who trust in us and the work we do, and we look forward to continuing to deliver topclass results for them.”
Following the firm’s previous success last year, this win marks Freeths’ second consecutive year being named National Legal Firm at these awards. It also comes less than two months after Freeths was named Law Firm of the Year at the City AM Awards 2025 and less than one year after being named Law Firm of the Year at the Legal Business Awards 2024.
Anthony Collins has hired head of data governance, Ben Pumphrey, boosting the firm’s capabilities in data protection, AI and cyber security law.
Joining as a legal director, Ben brings over a decade of experience advising on all aspects of data privacy and cyber risk. His expertise spans both public and private sectors and will support Anthony Collins’ clients with all of their data governance needs, from data protection and freedom of information to emerging innovative technologies, such as AI. With a strong track record in the health and social care sector and supporting local authorities, Ben’s appointment reinforces the firm’s commitment to delivering good governance and social value through ethical data practices for the sector.
Ben said: “Joining the firm at a time when data and cyber security risk is at an all-time high means that the opportunity to grow this area of the practice, while ensuring our clients are protected, is significant.“
Artificial Intelligence (AI) has quickly moved from being a buzzword to a daily reality in legal practice. Yet recent court cases highlight the risks of misusing AI tools without proper oversight — risks that extend beyond mere error, touching on reputation, professional standards, and even potential contempt of court writes Dr Alan Ma, Chair Legal Tech Committee
While AI misuse cases have made headlines across the Atlantic, this issue has now firmly landed on UK soil. Two high-profile cases — Ayings and AlHaroun — have revealed the dangers of relying on AI-generated “precedents” that do not exist. In both matters, skeleton arguments and legal submissions referenced fictitious case law produced by generative AI platforms. These
incidents are a stark warning: while AI can accelerate research and drafting, it is no substitute for human judgment, legal reasoning, and verification.
The consequences of such errors can be severe. Legal professionals risk embarrassment, professional misconduct investigations, and in extreme cases, contempt of court charges. These events serve as a wake-up call to the profession: now is the time for bestpractice guidance, training, and robust conversations about where AI fits within the boundaries of legal ethics and professional responsibility.
This is precisely where the Birmingham Law Society’s Legal Tech Committee is stepping in. Re-launched earlier this year, the committee brings together a diverse group of professionals — from solicitors and barristers to legal technologists, academics, and innovation leads — to explore the evolving role of technology in the law. Our mission is to promote informed, ethical adoption of legal tech, influence policy, and support professional development across the region.
The recent panel session at the Solicitors Regulation Authority’s “Navigating Technology and AI” event in Birmingham, where I had the privilege of
contributing as Chair of the Legal Tech Committee, underscored these same themes. There is a growing demand for forums like ours to provide leadership, practical insight, and sector-specific guidance on how legal professionals can use AI responsibly while reaping its efficiency benefits.
We are currently developing initiatives aimed at addressing these challenges head-on. This includes creating a space for best-practice sharing, collaborating with law firms and chambers on training needs, and keeping the profession informed about regulatory perspectives on AI use.
The Legal Tech Committee welcomes new members from within the Birmingham Law Society who are passionate about shaping the future of legal practice. Whether you’re a practitioner seeking to understand how AI impacts your day-to-day work, or an innovation lead within a law firm looking to share insights, there is a place for your voice at our table.
For more information or to express interest in joining the committee, please contact the Birmingham Law Society at info@ birminghamlawsociety.co.uk .
The Birmingham Business & Property Courts (BBPC) Forum took place on 10 June 2025 at Pinsent Masons LLP’s Colmore Row offices, bringing together a distinguished panel and engaged audience to explore the growing significance of mass actions in commercial dispute resolution.
Under the theme “Mass Actions: Improving Outcomes”, the event drew legal professionals from across the Midlands and beyond, in person and online. Mass actions—legal proceedings involving multiple claimants or
defendants—are playing an increasingly important role in collective redress.
Chaired by Andrew Herring of Pinsent Masons LLP, the panel included Mr Justice Henshaw, Judge in Charge of the Commercial Court; Mr Justice Michael Green, Supervising Judge for the Business and Property Courts in the Midlands, West and Wales; Alan Edwards, Commercial Director at Shieldpay; and Andrew Nugent-Smith, Managing Partner at KP Law.
The discussion explored the procedural challenges of group litigation, the role of technology and funding, and the judiciary’s evolving approach. Attendees welcomed the panel’s depth of insight and openness.
Mass actions were shown to apply across a wide range of cases, including CAT follow-on damages claims, data breaches, PPI and bank charges, product liability, health and safety, group taxpayer
appeals, investment fraud, and abuse redress schemes.
Mr Justice Henshaw reflected on recent BBPC mass actions and the London Commercial Court’s management of major group claims. Mr Justice Green shared experience from the CAT and Commercial Court, including Merricks v Mastercard and representative actions such as Wirral Council v Indivior PLC/ Reckitt Benckiser Group PLC.
A networking reception followed, hosted by Pinsent Masons LLP, reinforcing the Forum’s role in promoting collaboration and knowledge-sharing. The event highlighted the Midlands’ growing impact in commercial litigation and the value of continued dialogue on collective justice.
The BBPC Forum remains a leading platform for legal innovation and professional development. With mass actions on the rise, this year’s event sets a high bar for those to come.
On 28 June, the REACH subcommittee hosted its first Cultural Heritage Dinner at Tipu Sultan, celebrating 200 years of the Law Society of England and Wales in partnership with Birmingham Black Lawyers and Birmingham Solicitors Group.
The evening brought legal professionals together to honour diversity and cultural heritage in the profession, with a tribute to the distinguished career of Dr Courtenay Griffiths KC. Guests enjoyed a vibrant Indian menu including fish pakora, papri chaat,
The LGBTQ+ Committee would like to reflect on Pride Month, which takes place during June and offers an opportunity to recognise and celebrate the LGBTQ+ community— its history, its progress, and the work that still lies ahead. The month marks the anniversary of the 1969 Stonewall Uprising in New York City—a pivotal moment in the global LGBTQ+ rights movement—and serves as a reminder to highlight the importance of inclusion and to support the ongoing journey toward equality. The LGBTQ+ Committee took part in a number of events this year to celebrate the strength and diversity of our community.
Our Chair, Marc, kicked off Pride Month by delivering a powerful talk at the
tadka dal, and gulab jamun. Thoughtprovoking speeches were delivered by Shaid Parveen, Karen Bailey, and Lubna Shuja.
The event was made possible through support from sponsors Anthony Collins, Mills & Reeve, Higgs LLP, Weightmans, Trowers & Hamlins, Squire Patton Boggs, and Chadwick Nott. Event photos are available to view here.
Shaid Parveen, Chair of the REACH subcommittee, reflected on the evening as a celebration of
Wilkes Partnership. Marc shared details of his own experiences in the profession and discussed actions that companies can do to better support their LGBTQ+ colleagues and the wider community.
Marc said “It was an honour to be invited to speak at Wilkes, it’s reassuring to know that companies are taking such matters seriously and are taking steps to find out what can be done better.”
Shannon represented BLS at a Lunch & Learn, hosted by JLL and Fieldfisher with guest speaker, Phil Oldershaw, pictured, co-creator of Birmingham Pride. Phil shared the inspiring story behind the founding of Birmingham Pride, its growth into one of the UK’s largest Pride festivals, and the importance of corporate and community collaboration in advancing LGBTQ+ rights.
“Listening to Phil’s journey was truly inspiring. It was especially meaningful to learn about the history of Pride right here in Birmingham—the city we live and work in. It gave me a deeper appreciation for how far we’ve come locally, and how much impact individuals can have when they come together with purpose.” - Shannon
culture, heritage, and resilience, acknowledging both the joy of shared traditions and the ongoing challenges of inequality. She emphasised the need to build an inclusive legal community where inclusion is actively lived and not just discussed. She expressed gratitude to all who supported and attended.
Dion Calder, on behalf of Birmingham Black Lawyers, praised the collaboration with REACH and Birmingham Solicitors Group, noting the event’s alignment with their vision for a more diverse legal community. He highlighted the strong attendance, inspiring speeches, traditional dress, and new connections made.
Birmingham Solicitors Group described the event as a powerful reminder of the importance of representation and the value of celebrating the stories and cultures that shape the profession. BSG reaffirmed its commitment to championing events that foster genuine inclusion and long-term change.
For more information, visit: www. birminghamsolicitorsgroup.org
Marc also attended the first-ever Inns of Court Pride event at the Inner Temple in London—a landmark cross-profession celebration jointly hosted by the four Inns of Court, the Bar Council, and the Law Society of England and Wales. The event brought together barristers, solicitors, judges, students, and allies from across the legal profession to celebrate LGBTQ+ inclusion and reaffirm a shared commitment to equality and justice. The evening featured keynote addresses from Barbara Mills KC, Chair of the Bar and Inner Temple Bencher, and Ian Jeffery, CEO of The Law Society, alongside a special performance by the Pink Singers, Europe’s longest-running LGBTQ+ choir. It was a powerful reminder of the progress made within the legal sector and the importance of continued collaboration and visibility.
Save the Date: Summer Social – 14 August We’re keeping the spirit of Pride alive with our upcoming Summer Social on Thursday 14 August at Missing Bar. Join us for an evening of connection, celebration, and community in one of Birmingham’s most iconic LGBTQ+ venues.
All are welcome!
Gateley Legal, Higgs LLP, The College of Legal Practice and The University of Law continue to support Birmingham Law Society’s Diversity Inclusion Scheme, which helps law degree graduates from disadvantaged backgrounds or underrepresented groups.
This year’s successful candidates were Sanjana Dehar and Senyah Hussain, pictured above left to right.
Sanjana Dehar has secured a fully funded scholarship to complete SQE1 and SQE2 preparation courses with The College of Legal Practice and has also been offered a vacation scheme placement and mentoring support at both Higgs LLP and Gateley Legal.
Sanjana, 22, recently completed her LLB at Birmingham City University and is currently working as a Paralegal in-house.
“Being selected for the Birmingham Law Society Diversity and Inclusion Scheme is a moment of real pride and a huge milestone for me. As a first-generation university student with no legal connections, navigating the legal profession has sometimes felt daunting and inaccessible, especially with the costs and how competitive this industry is. That is why this scholarship is so meaningful to me – it’s given me the chance to study, gain real legal experience and receive tailored mentoring that I would not have access to otherwise.”
Senyah Hussain has secured a fully funded scholarship to complete the LLM Legal Practice (SQE1&2) course at The University of Law’s Birmingham campus,
Legal.
Senyah, 21, studied her LLB Law at the University of Birmingham.
“Being awarded the diversity and inclusion scholarship is a humbling and inspiring moment in my academic journey, and I am thankful beyond words, a true ‘pinch me’ moment! Being one of the first in my family to attend university, whilst I recognise the privilege in that opportunity has felt disheartening at times. Navigating my legal studies without the guidance of those around me can feel challenging, like knocking on doors without knowing what, if anything, lies behind them. Therefore, the chance to receive mentorship through this scholarship is incredibly valuable, and I am eager to take full advantage of it.
The legal industry still lacks diverse voices, something that I am passionate about challenging to give back to the community that shaped me..”
Birmingham Law Society’s Diversity Inclusion Scheme was first launched in 2020.
Sharon Thandi, member of the Birmingham Law Society EDI Committee and Social Mobility sub-committee said: “As the lead for administering the scheme within the BLS EDI Committee and Social Mobility subgroup, it has been great to see the success of the scheme as a driver to improve access to opportunity and social mobility within our legal profession. My thanks go to
our partner organisations, Higgs LLP, Gateley Legal, the University of Law and the College of Legal Practice for their continued support with the scheme. Lastly congratulations to Senyah and Sanjana, this year’s successful candidates!”
Sophie Wardell, People Director at Higgs LLP, commented: “Higgs remains committed to inclusion and to helping people overcome any barriers they may face when starting a career in law. As we mark our 150th year, we’re more focused than ever on listening to our people, strengthening our networks and building a culture where everyone feels they belong. The Diversity & Inclusion Scheme is just one example of how we put this into practice by offering meaningful opportunities, mentoring and support to talented individuals.”
Claire Alderson, Early Careers Manager at Gateley Legal, said: “I’ve been delighted that Gateley have been once again asked to support this incredible scheme and continue our commitment to helping those from a wide variety of diverse backgrounds to access the legal profession. I hope that this will confirm our dedication to promoting diversity and inclusion within the legal sector, especially by supporting aspiring solicitors from underrepresented communities..”
Amanda Hedayati, Director of Campuses at The University of Law (ULaw), commented: “We are incredibly proud to support this important initiative once again and to see such inspiring talent recognised through it. Senyah Hussain’s achievement reflects not only her dedication and potential, but also the importance of creating pathways into the legal profession for those who may otherwise face financial barriers. At ULaw, we remain firmly committed to widening participation and supporting the legal ambitions of students across the region.”
Jane Waddell, Head of Curriculum at The College of Legal Practice added: “Once again, we are delighted to be a part of this important scheme improving access to the legal profession. I was very impressed by the calibre of all the applicants for the Diversity Scheme and many congratulations to the successful candidates.”
New design, trusted expert analysis
In collaboration with the UK’s leading law firms, three of Argyll’s environmental SiteSolutions and FloodSolutions reports have been redesigned to improve usability and provide clearer guidance.
These renowned and trusted reports go beyond mere data, offering expert analysis and advice to help real estate lawyers, and their clients proceed with confidence and certainty.
Our range of remastered reports is designed to meet the diverse needs of property lawyers, offering expert recommendations and bespoke risk assessment across a wide selection of reports. This flexibility ensures that the right solution is available for every transaction, every time.
With this in mind, we are launching our SiteSolutions Combined + Climate Change report which includes Landmark’s market leading climate change module.
This element provides a forwardlooking analysis of how climate change may impact a property over time, helping clients understand potential long-term physical risks such as increased flooding, heat stress, as well as transitional risks such as energy efficiency of buildings.
Providing SiteSolutions Combined reports both with and without a climate change assessment allows lawyers and their clients a choice to decide whether, or when, this information should be part of the due diligence process and / or satisfy client tolerances. This approach aligns with the updated guidance recently
published Law Society’s Property Specific Climate Practice Note.
Argyll Environmental is the leading provider of expert environmental risk assessment and consultancy services for the UK property and legal sectors.
Each SiteSolutions and FloodSolutions report is written and assessed by an experienced in-house Environmental Consultant, transforming complex data into clear, visual insights and plain-language commentary. With meticulous attention to detail, our reports offer bespoke recommendations and overall risk assessments tailored to the context of your transaction.
The remastered SiteSolutions range of reports sets the highest standard for commercial environmental searches. With an intuitive design, industry-leading data interpretation, and actionable insight, these reports empower you to deliver exceptional service to your clients.
INTRODUCING THE FIRST OF OUR ENHANCED SITESOLUTIONS RANGE:
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As the UK’s leading provider of property insights and expertise, Landmark’s in-house sustainability consultants are not only driving net zero and supply chain due diligence in our business but are also helping property professionals achieve the same goals.
Where do you need to start?
• Helping your firm reduce GHG emissions and start their net zero journey?
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Landmark Information empowers property professionals to navigate sustainability challenges, wherever they are on their journey.
Director disqualification continues to be a critical area of law, particularly in cases involving Bounce Back Loan (BBL) fraud and misuse. The courts are increasingly taking firm action against directors who engaged in fraudulent conduct, with bans now reaching up to the maximum 15 years and, in some instances, criminal convictions leading to custodial sentences.
This article by Neil Davies* of Birmingham based Neil Davies and Partners (NDP) explores the latest developments in director disqualification focusing on recent cases – with and without BBLsinvolving imprisonment, suspended sentences, disqualification orders and compensation orders along with practical lessons for company directors and their advisors. It also looks at outcomes in specific cases where the director being investigated was successfully defended by the NDP team, as well as the area of applying for permission to act as a director when already disqualified.
(*Neil Davies is a Solicitor and the Managing Director of NDP, and Contributory Editor to ‘Mithani: Directors’ Disqualification’ –the leading work on Director Disqualification law and practice.)
Since the introduction of BBLs in 2020, The Insolvency Service (IS) has
intensified scrutiny over suspected fraud and misuse. Key figures highlight the scale of enforcement:
• Over 1.4 million businesses obtained BBL funding, totalling £46 billion.
• Banks flagged £1.9 billion in suspected fraudulent applications.
• Hundreds of director disqualification cases are now explicitly linked to BBL misuse.
The IS has ramped up enforcement, particularly as insolvency practitioners uncover irregularities during the liquidation process. Directors failing to maintain records or explain financial transactions where a BBL is involved are now facing lengthy bans, with courts increasingly imposing compensation orders alongside disqualification, as well as custodial sentences.
Several cases have resulted in criminal convictions, with courts signalling a tough approach to fraudulent claims.
- R v Cooper ‘C’ (Leeds Crown Court): Immediate Custodial Sentence
• ‘C’ fraudulently overstated her company’s turnover, securing a £50,000 BBL when eligible for just £4,000.
• The funds were rapidly dissipated
within nine days, with no legitimate business use.
• ‘C’ later filed for bankruptcy, making no attempt to repay the loan.
• The court imposed an immediate 15-month prison sentence, citing deliberate dishonesty. This case illustrates the severity of consequences for blatant fraud, reinforcing the courts’ willingness to impose custodial sentences.
- R v Chowdary & Mahboob (Guildford Crown Court): Suspended Sentence
• Chowdary secured two BBLs for two different companies totalling £100,000, inflating turnover figures across multiple companies.
• Funds were transferred to personal accounts and family members, constituting laundering.
• Chowdary was convicted of fraud by false representation and money laundering, receiving a 24-month sentence (suspended for 22 months) and a 7½-year director disqualification order.
The suspended sentence reflected mitigating circumstances (a serious medical condition), but the lengthy director ban signalled the court’s stance on fraudulent BBL claims.
Civil cases continue to result in long bans and financial penalties, reinforcing directors’ duty to maintain proper records and transparency.
- Secretary of State (SOS v Guja (Roxy Contract Ltd, 2024): 13-Year Ban & Compensation Order
• Guja applied for three separate BBLs for the same company, violating scheme rules. At least 2 of the applications were false.
• A total of £145,000 was received across three banks, with no explanation for its dissipation.
• The court imposed a 13-year disqualification and ordered £107,038 in compensation,
alongside legal costs.
- SOS v Minto St. Aimie (2024): 8-Year Disqualification, No Compensation Order
• A company overstated turnover in its BBL application, securing £25,000 improperly, resulting in an 8-year ban for the director.
• However, the court refused a compensation order due to procedural flaws in the IS’s allegations, who had not raised the issue of the dissipation of the funds, nor had dishonesty been alleged. As such, these matters could not therefore be considered in in relation to any compensation order.
• This case highlights the importance of precise allegations of unfit conduct being made in disqualification proceedings.
Other non-BBL Director Disqualification Cases Fraud & Financial Misconduct
- RE: Insight Developments and Consultancy Ltd (2025): Successful Defence
• The IS alleged misconduct concerning financial dealings in a government contract.
• NDP defended the director, securing a High Court ruling of no misconduct, with costs awarded to the director. The Judge found the Unfit Conduct allegations to have been made without sufficient evidential basis.
- SOS v Kahn: VAT Fraud - 11-Year Disqualification
• Kahn’s company was involved in VAT fraud within supply chains, failing to meet due diligence standards.
• The court imposed an 11-year director disqualification, reinforcing compliance expectations.
Failed Permission to Act as a Director Applications
Wilson v SOS for Business and Trade (2025): Denied Permission Directors can, despite Director Disqualification, on successful application by the Director to the Court, obtain Permission to carry on as a Director and/or in the
management of a limited company business (albeit often subject to Conditions).
Permission to act/be involved in management, was denied in this case, however.
• Wilson sought permission to continue as a director despite disqualification.
• The court rejected the application due to poor preparation and financial irregularities.
• This case emphasises best practices for section 17 applications under the CDDA 1986.
RE: Hope & Pride Ltd (2025): 7-Year Disqualification for Accounting Failures
• The director failed to maintain financial records, obstructing liquidation investigations. Indeed, no accounts were ever filed for the company.
Employing illegal workers – Director Disqualification Investigation abandoned
NDP successfully persuaded the Insolvency Service (IS) to abandon its Director Disqualification investigation into our client, who had faced Home Office Penalty Notices for allegedly employing illegal workers. The IS initially pursued the case based on breaches of the Immigration, Asylum and Nationality Act 2006. However, after NDP clarified the true facts, the IS withdrew its investigation, concluding there was insufficient evidence to support the allegations. No further action was taken.
Fraud & Insolvency Risks
DWH Trading Ltd (2025): 7-Year Bans for Both Directors
• Directors accepted £69,750 in customer deposits but failed to deliver furniture before liquidation. The deposits were unreturned and the furniture was never delivered.
• The court imposed 7-year disqualification orders, reinforcing consumer protection. Permission to Act Despite
SOS v Dharas (2024): Permission Granted After 11-Year Ban
Despite a 11-year disqualification, Dharas, our client, secured permission to continue in business, subject to stringent conditions:
• Appointment of two additional directors, including a qualified accountant.
• Enhanced financial oversight using QuickBooks and monthly management accounts.
• Mandatory compliance reporting to HMRC and Companies House.
This case demonstrates that obtaining permission requires substantial safeguards to satisfy the court. No previous cases exist of an 11-year disqualified Director obtaining Permission to Act. However, Permission is not guaranteed; each case faces critical Court evaluation.
Director disqualification is not a mere technicality - it carries severe consequences, including bans lasting between 2 and 15 years and financial penalties exceeding six figures. In criminal cases, the outcome can be a custodial sentence.
Early legal intervention is crucial, as Insolvency Service investigations often lack clarity or contain procedural flaws. Defences may include:
• Challenging IS allegations, forcing them to withdraw proceedings.
• Negotiating reduced disqualification periods.
• Securing permission to act despite disqualification, subject to safeguards.
Directors facing disqualification should engage specialist legal advisors at an early stage to scrutinise allegations and develop robust defences.
www.ndandp.co.uk Tel. 0121 200 7040
The Leasehold and Freehold Reform Act 2024 (LAFRA) passed through the law making process and was given Royal Assent just in the nick of time before the last parliament was dissolved before the general election writes Mark Adcock, consultant solicitor in private practice, former lawyer with the Law Commission and Visiting Lecturer at the University of Law.
Those of you who had the stomach to read my last article, will know that the principle reforms include:
• Abolishing the two year waiting period to serve notices of claim to exercise enfranchisement rights (now in force).
• Banning the sale of new homes on a leasehold basis – with exceptions, for example where the grantor does not own the freehold.
• Capping ground rents for the purposes of calculating the premium payable to extend a lease (which by analogy incudes determining the premium for collective enfranchisement). This does not affect the contractual liability to pay a ground rent as provided for in the lease.
• Increasing the statutory new term when a lease is extended from its current 90 years to 990 years.
• Removal of marriage value in assessing the statutory premium payable to extend a lease
• Improving transparency in service charges, including standardizing demand forms, annual reports, and administration fees.
• Making right to manage applications easier for those with mixed use buildings.
• Relaxation in respect of the liability of leaseholders to pay the freeholders costs on enfranchisement and elsewhere.
Since Royal Assent , very few sections of the 125 sections of the Act have been implemented, pending further consultation. Now in force, are regulations relating to rent charge arrears, changes about the recovery of legal costs through service charges, and the repeal of Section 125 of the Building Safety Act 2022, which previously addressed remediation costs of insolvent landlords.
So, as can be seen, none of the more radical changes have yet to be implemented pending further consultation. In particular, the proposed abolition of marriage value in the lease extension premium calculation as well as the relaxation in the payment of the freeholders costs, is (amongst other things) now the subject of Judicial Review proceedings (being heard during week commencing 14th July 2025) started by a group of nine freeholders. This includes the Trustees
of the Cadogan and Grosvenor Estates, a number of large corporate landlords and two charities. The substance is that the changes affect their human rights under Article AP1P of ECHR. If those changes are lawful, they argue that there would be a significant shift in value from the freeholder to the leaseholder, and freeholders would be deprived of significant future capital and income.
The Leasehold Knowledge Partnership which supports leaseholders (and another) was refused consent to intervene.
Now let me look at what has led to the current dispute. Firstly, the speed at which the Act made its way through Parliament meant that many of the more radical changes can only be implemented by sub-ordinate legislation after further consultation and reform. Because some of these changes are controversial, there has been criticism that leaving so much change to sub-ordinate legislation, or worse, Ministerial Order, is unconstitutional.
Secondly, that the shift of value from one party to the other, without compensation, is a breach of AP1P and thus wrong. Thirdly, that the Act was passed after the usual Committee examination of the draft Bill, but there has been criticism about the consultation process, with some saying that there was insufficient evidence given from freeholders and those who represent them.
And finally, that the number of leaseholders who are trapped in toxic leases and burdened with costs they didn’t anticipate, was exaggerated.
If the Government loses, it may simply give up and not implement the material changes or water them down and thus avoid claims for compensation. A further Bill would have to pass through the parliamentary process to change the law. If the freeholders lose, there will almost certainly be an appeal.
In the latter case it may be years before the whole process of appeal is fully exhausted, leaving both parties in limbo, exactly what the Act was designed to avoid. One thing is for sure. We shall not see any significant change to the system for a while, leaving leaseholders with shortening leases with some difficult decisions to make.
When I first stepped into the legal industry just over a decade ago, it was a world away from my previous career in hair dressing and I certainly didn’t start with a grand plan to build my long-term career in business support writes Juliette Print- EA to CEO & Head of Chambers and Chambers Administrator at St Philips Chambers.
What became clear pretty quickly though, was the impact I could have and just how essential the function is, not only in keeping a firm running smoothly but also in shaping its culture, direction and resilience. That's what hooked me and what gets me out of bed every morning (weekdays at least).
My role has changed dramatically since I began as a telephonist, working the switchboard at a large
solicitors’ firm. I have transitioned to a barristers’ chambers juggling multiple responsibilities: from EA duties to HR leadership, and increasingly, I find myself acting as a sounding board for our CEO and wider leadership team. The job description has expanded but so has my opportunity to influence Chambers in meaningful ways.
Business support isn't just about “getting things done”, though that's certainly part of it. It's about staying one step ahead and creating space for others to excel. Whether I'm managing people, planning changes, or keeping everything on track during stressful times, a strong support function touches every part of our business.
For anyone starting out in business support, I'd say this- don't
underestimate what you can achieve. Stay curious and embrace continuous learning, listen carefully and build relationships at every level of your organisation. The better you understand the people and the purpose driving the business, the more you'll be able to influence, support and lead with real confidence. Be proactive, always look for inefficiencies you can fix or processes you can enhance.
The nature of business support will keep changing. With AI and automation taking on more tasks, we'll focus even more on strategic thinking, emotional intelligence, and rolling with the punches. The human side- insight, empathy, good judgement- will matter more than ever. Support professionals who embrace change and keep developing their skills will remain vital to their organisation’s success.
Being highly commended in the PA of the Year category at the PA Awards was an honour I genuinely didn't expect. I don't do the job for recognition, but it felt incredibly rewarding to see my work acknowledged in this way. It also reminded me of the real value our profession brings to the legal industry— often behind the scenes but always central to delivery.
At its best, business support isn't an add-on to a legal practice; it's foundational. I'm proud to be part of a profession that keeps evolving and even prouder to help show just how critical our contribution really is.
It is the time of year when many firms begin to renew their professional indemnity insurance and firms will naturally be turning their minds to prepping for renewal meetings. In this article we will explore what you might be asked by current and prospective insurers writes Rebecca Atkinson of McArthur Atkinson, a legal practice offering risk and compliance advisory services.
Despite law firms generally experiencing a sustained period of growth over the past 5 years with some posting double digit growth, current economic uncertainty means that some firms are being, or perhaps should be, a bit more circumspect about their growth plans for the future.
Firms should be ready to explain what proactive steps they have taken to address the following factors where applicable:
• Economic impact is cyclical and those law firms not diverse in terms of practice areas may feel the impact of an economic slowdown more keenly than others.
• Recent sharp increases in the cost of utilities may impact how firms are run but also clients will be similarly impacted driving potentially down the ability and desire for legal spending. Firms that have a client base weighted in areas heavily affected by rising prices may suffer the most revenue loss.
• Given the potential decrease in the appetite on legal spending, it remains to be seen if clients can and will accept year on year hourly rate increases which could again limit revenue and profit for a firm.
• Increased regulation will have an impact on the increased cost of responding to the regulatory changes. Also on the horizon is the SRA potentially curtailing the ability for firms to keep client account interest as well as the SRA’s increasing fining powers around
economic crimes.
Given the above, some insurers are anticipating financially difficult times for firms and so may decide to delve into the financials of the law firm renewing their PI cover a little more than in previous years. Insurers may also ask about investment plans, plans for future growth and may also look at reliance on interest to boost profits.
Ultimately insurers want to insure firms that are financially viable. In addition to this, firms in financial distress may lead to risk taking that increases the chances of claims such as dabbling in areas outside of expertise or taking on risker clients.
To prepare for such questions, firms should be ready to explain accounts records such as any changes in profitability, whether the firm relies on client account interest for some or all of its profit and how the firm will plug that gap should it be taken away, investment plans and how that will be funded, expansion plans and why and how they will be funded and any merger plans and why.
A well-run firm will weather storms better. Further separation of powers is key in relation to management but also greatly assists in preventing mismanagement or even worse fraud.
Insurers are likely therefore to ask how the firm is run, who are the key decision makers, what is the chain of reporting and any checks and balances along the way.
No matter what the firm’s size is, it must be able to explain without confusion the governance structure in the firm. Firms should be ready to describe this in renewal meetings.
Insurers will of course always be interested in claims and notifications (which may be claims that have not yet materialised) but insurers are also interested in complaints and near misses.
As well as discussing the firm’s actual claims/notification history, if the firm undertakes work in higher
risk areas for claims, firms will need to be prepared to discuss the mitigation measures that are put in place to prevent claims arising. Firms should also be prepared to talk about their “no blame” culture and address any issues that have arisen around notifications such as delay in notifying.
Practice areas that are high in claims are residential conveyancing, private client- wills, probate and trusts (which is on the increase) and commercial property.
Firms should also be ready to discuss the reasons why claims arise in the firm and what steps are being taken to mitigate the risk. Insurers are seeing an increase in claims due to mistakes caused by stress, pressure, fatigue, advice errors such as error of judgement for example by applying the wrong rule or the right rule incorrectly or lack of access to others to help make that judgement. Drafting errors are also still a cause for claim.
Following on from the above, poor wellbeing and mental health can and does lead to mistakes which leads to notifications and claims.
Insurers have been raising this link with firms in renewal meetings for many years. The SRA Code rule around wellbeing has brought the topic into renewed focus.
Tied with financial pressures, insurers will want to understand that if cuts were to be made whether they would be made in areas such as risk and compliance which may reduce compliance across the firm and increase claims risk.
It is of course true to say that working in law is a pressured environment with demanding clients, short timeframes and often complex work. Further the law can attract types who are perfectionists and/or thrive in a pressured environment but with a natural human inability to do so forever. This combination can increase claim risk.
Insurers will want to hear from the firm during renewal that these concepts are understood and what the firm is doing to ensure the
wellbeing of their people are top of the agenda. Firms should be ready to explain what initiatives they have in place and what their wellbeing roadmap looks like.
Insurers want to know what you think about the regulatory landscape and how you are adapting and reacting to it.
Topics here can include SRA fining power to include the ability to fine on an unlimited basis for economic crimes, new duties to prevent fraud and sexual misconduct, the cost of dealing with regulatory investigations where this is covered under the firm’s policy and if not the financial strain that would cause the firm, how the firm will cope with the continual changes and whether it can afford to have dedicated resource, if not already in place, to ensure these changes are addressed.
Naturally insurers are going to want to know what AI the firm is using, how and why, what it plans to use, what safety nets have been put into place to prevent staff from using AI unchecked or unapproved by the firm and what, if anything, clients are saying about the firm’s use or non-use of AI. Insurers also want to understand what opportunities firms may see to use AI to decrease error rates and what other opportunities it could bring.
It is still early days on AI usage and insurers want to know the firm has a handle on the issues that using AI may bring.
LEAP, the market-leading cloudbased legal software provider, has launched LEAP Leads, providing law firms with direct access to highquality, real-time legal enquiries from prospective clients actively seeking legal services.
Designed to help small to mid-sized law firms grow their client base, LEAP Leads connects firms using LEAP with prospective clients. These leads are automatically delivered within the LEAP system, enabling firms to access potential clients and respond faster and more efficiently than ever before.
Gareth Walker, CEO of LEAP, comments, “Generating new business has always been a challenge for smaller firms who are often juggling casework with the pressures of marketing and client acquisition. LEAP Leads gives firms a clear advantage by providing them access to people with legal queries and delivering them straight into the software they use every day. “
Marketing and generating new leads can be expensive for law firms. Many firms invest heavily in advertising, content creation, and search engine optimisation to capture potential clients’ attention.
LEAP Leads removes this burden by delivering high-quality leads through the consolidated marketing efforts and integration with LawConnect.com – reducing a law firm’s marketing costs and efforts significantly.
Firms automatically have access to LEAP Leads from within their LEAP system and begin receiving enquiries tailored to their specific practice areas and location.
LEAP LEADS PROVIDES FIRMS WITH:-
• Immediate access to genuine legal enquiries across multiple areas of law.
• Seamless integration with existing LEAP software, requiring no additional setup.
• The ability to track, respond to, and manage leads in one central location.
• Prospective clients who have proactively sought out legal information and requested to be connected to a lawyer.
LEAP Leads is powered by AI and tightly integrated with LawConnect, a public-facing platform where individuals can ask legal questions
and receive AI-generated answers.
When a legal query is submitted through LawConnect, the AI begins a conversation to gather relevant details and generates a summary report for the consumer. The prospective client can then choose to connect with a lawyer and request a quote.
Using LEAP law firms can access and manage the incoming qualified leads via a simple to use dashboard. Through a secure messaging system, firms can engage with potential clients, discuss options, and seamlessly onboard new business— converting leads into matters with just one click.
LEAP Leads is part of LEAP’s ongoing effort to support law firms with smart tools that simplify client intake, enhance efficiency, and drive business growth.
To learn more about LEAP Leads, visit: www.leap.co.uk/features/leapleads
Over the last few decades, there has been a shift in the perception of what paralegals are and what they can do. Once, they were regarded as legal secretaries, then simply as law graduates looking to gain experience before going on to qualify as solicitors or barristers. But there is a growing trend towards employing paralegals, not only in law firms, but in industries outside of the legal sector in order to offer better value for clients and to cut down on expenditure writes Amanda Hamilton, Patron of The National Association of Licensed Paralegals.
An individual cannot describe themselves or even imply that they are a solicitor unless they have successfully completed the prescribed qualifications and training (prescribed by the Solicitors’ Regulation Authority) and their name is on the role of solicitors. To do so is a criminal offence.
However, paralegals are not statutorily regulated like solicitors, barristers, chartered legal executives and licensed conveyancers. This means that in theory, anyone can call themselves a ‘paralegal’, but in general a paralegal is someone who has been trained and educated to perform legal tasks but who is not a qualified solicitor, barrister or chartered legal executive. Some have achieved competency by completing legal qualifications or by gaining experience or both, and most paralegals tend to specialise in
just one or two areas of law. Generally, paralegals can do the work that a solicitor does with the exception of the ‘reserved legal activities’ as prescribed by Section 12 of The Legal Services Act 2007 (subject to amendments).
of
of the professional paralegal
Many changes in the legal sector have taken place since NALP’s inception in 1987. Since the Legal Services Act 2007, those who can offer legal services has been extended to include Alternative Business Structures (ABS). As a consequence, we have seen the emergence of organisations such as ‘Which? Legal Service’ and ‘Cooperative Legal Services’ that employ mostly paralegals to deal with certain types of business. These organisations offer legal assistance on a fixed fee basis which is beneficial for the end user of their services.
The most notable changes in relation to paralegals have occurred since the virtual eradication of Legal Aid some twelve years ago as a result of The Legal Aid Sentencing and Punishment of Offenders Act 2012 which came into force in 2013. This has contributed in no uncertain terms to the growth of the paralegal profession, not least because paralegals can offer access to justice at a reasonable cost when providing their services directly to consumers (in comparison to the fees charged by solicitors and barristers).
Slowly but surely, paralegals are also contributing significantly to the sustainability of law firms and businesses. And nowadays, there are recognised qualification pathways for school leavers and career changers to become professional paralegal practitioners as an active career choice.
Paralegals are not statutorily regulated. Paralegals may be voluntarily regulated if they choose to join a membership organisation. If not, then there is no regulation and limited recourse for consumers, so it is important to always check a paralegal’s status before engaging them. Currently the government has no plans to enforce regulation of paralegals, although the issue was raised in the Mayson Report in 2020.
Financial viability
Since paralegal salaries are obviously less than that of a solicitor, it makes economic sense to employ paralegals wherever possible for jobs like legal research, document preparation, client communications, interviewing witnesses and dealing with the low-fee work such as attending small claims hearings and
tribunal hearings. This releases solicitors to deal with the high-income work.
Many paralegal practitioners who have a Licence to Practise, have set up their own paralegal businesses. Some specialise in providing services to solicitors firms. This can cut down on expenditure for the firm as they may only require the outsourcing for a particular project or case where they need extra personnel for a fixed period of time.
If a paralegal is not operating as a firm, they may offer their services as a freelance individual paralegal charging by the hour, day, week or month or even on a fixed term contract. Again, this is cost effective for any solicitor/ firm that only requires the extra person for a fixed period of time. It also saves valuable financial resources because the burden of paying tax and National Insurance falls on the freelancer.
Most paralegals practise in only one or two niche areas of law in which they specialise. Their knowledge can be invaluable. Most solicitors’ legal knowledge can be somewhat diluted if they are general practitioners dealing with many areas of law.
In the past, law firms used to employ school leavers to train them up as clerks in one or perhaps two specialist legal areas in order to assist their solicitor colleagues. Over time, these clerks were known as ‘managing clerks’ and they were revered by everyone in the firm because their supreme knowledge of their subject areas was so much greater than everyone else. Paralegals are reclaiming this space, so it is important to recognise the contribution they make to the work of your firm by proactively and clearly thanking them and pointing out where they contributed. Everyone likes to feel noticed and valued, so ensure our paralegals are not forgotten in favour of the more highly qualified colleagues.
The paralegal profession is here to stay as the fourth arm of the legal profession, and despite discussions about statutorily regulating paralegals in some form (The Mayson Report 2020) this has not so far been followed up. Whether or not it is a good thing to keep the profession unregulated is a matter of opinion. But whatever the future of paralegal regulation looks like, it is important to help paralegals keep their own costs down so that they can continue to provide access to justice at a reasonable cost.
In the fast-paced legal setting, the tools you use are just as critical as the people who use them. If your case and practice management software is beginning to feel outdated, clunky or unable to meet the evolving needs of your law firm, it’s time to consider a switch. But implementing a new system isn’t just about installing better software – it’s about managing change effectively.
New software offers huge potential: improved workflows, process automation, streamlined billing, better client communication and robust reporting, to name a few. Yet even the most advanced system can fall flat without proper change management. Why? Because people – not technology – are the real engine of transformation. Without supporting your team through the transition, you risk low adoption, internal resistance, missed opportunities and more – culminating in project failure.
At Jayva Global, we’ve helped practices globally implement legal tech solutions with clarity, listening skills, empathy and structure. To assist you with doing the same, we’re sharing why adopting a change management strategy is your best bet for a smooth, successful software swap out – and how to do it right.
A well-mapped change management plan brings more than just peace of mind – it delivers measurable business advantages. Here’s what the right approach can unlock for your law office:
• Maximise user adoption: Training alone doesn’t guarantee usage. Change management means your team is not just shown how to use the new system, but also why it matters –securing buy-in from day one.
• Minimise disruption and resistance to change: Change can be uncomfortable. Proactively listening, addressing concerns, expectations and impacts eases anxiety and keeps day-to-day operations moving.
• Empower teams with new skills: By embedding structured learning and support into the roll-out, your staff gain confidence and competence – thereby increasing efficiency and reducing reliance on help desks or super users.
• Boost employee engagement and satisfaction: When people are consulted, involved and supported, they feel valued. This sense of inclusion creates enhanced morale and enthusiasm for innovation.
• Improve communication and collaboration: Clear, consistent communication is a cornerstone of effective change management. It ensures alignment across teams and augments the quality of interdepartmental collaboration.
• Sharpen organisational efficiency and agility: Simplified change management mechanisms, streamlined workflows and intuitive software introduce fewer bottlenecks and faster response times – allowing you to adapt to change and pivot quickly as client needs evolve.
• Drive innovation: Change management fosters an environment where experimentation is safe and encouraged. This change mindset inspires continuous improvement beyond the initial implementation.
• Reduce risks of project failure: Without proper change management, software projects can fail due to lack of buy-in, poor planning or mismatched expectations. A formal strategy mitigates these risks from the outset.
• Align with strategic objectives: The best implementations aren’t about new tools – they’re about enabling broader business goals. A change management framework marries up with your organisation’s long-term vision.
• Achieve return on investment of technology: With proper adoption and optimal use of the new toolkit you’ve invested money and time into, you get the most out of your expenditure – both financially and operationally.
• Foster a culture of continuous improvement: Embedding change management principles encourages your team to keep evaluating, learning and improving beyond the early installation and familiarisation phases.
• Increase customer satisfaction, loyalty and competitive advantage: Efficient systems fuelled by change management translate into robust service levels. Happy clients stay longer, refer more and give you an edge in a competitive market.
Successful change management is not an afterthought – it starts from the beginning. Here’s how to implement change management effectively during a case and practice management system upgrade:
• Get leadership buy-in: Executives and senior partners must be fully committed. Their support, visibility and communication set the tone for the entire project.
• Involve your team early: Include stakeholders from every department in planning and decision-making stages. Their insights shape better solutions and give a sense of ownership.
• Set clear goals and communicate them often: Why are you changing systems? What’s the vision? How will success be measured? Keep these answers front and centre, and personalise messaging for different audiences within your business.
• Invest in meaningful training: Tailor training to different user roles and requirements. Consider blended learning – be it live sessions, e-learning, drop-in support, whatever – for maximum results.
• Assign change champions: These are enthusiastic, respected team members who advocate for the new system, offer peer support and share their own success stories.
• Monitor progress and adapt: Change isn’t linear. Collect feedback by really listening, address concerns, and be prepared to adjust timelines or approaches if needed – in other words, act upon feedback.
• Celebrate milestones: Recognising progress keeps the momentum going. Observe successful go-lives, early wins and team achievements along the way – not just at the project’s conclusion.
DIAGNOSE POST-PROJECT SUCCESS
How do you know if your change management efforts have worked? Look out for:
• High adoption and user satisfaction with the new system
• Fewer support queries and smoother workflows
• Improved employee morale, performance and productivity
• Achievement of business outcomes, from increasing profitability to saving time
• Increased client satisfaction, retention and revenue streams
• A philosophy embracing constant learning and development
Technology migrations can be challenging – but they’re also a chance to re-energise your people, processes and purpose. With expertled and empathy-focused change management, your law firm can go beyond just installing new software. Instead, you can create a truly revolutionary shift in the way you operate.
At Jayva Global, we specialise in guiding practices through these transitions with precision, care, sensitivity, attentiveness and a people-first mindset. Whether you’re switching systems or scaling up, we’re here to help you make change stick.
Learn more about our tailored training and consultancy services at www.jayvaglobal.com.
Get in touch with our friendly team by emailing info@jayvaglobal.com or calling 0333 2020 995
Birmingham Law Society was invited to contribute to a Channel 4 News segment in response to the publication of the Leveson Report on criminal court reform.
Matt O’Brien, Vice President and Chair of the Criminal Law Committee, gave a 15-minute interview to the programme. Although the broadcast was necessarily edited for time, Mr O’Brien addressed a wide range of issues raised by the report — both positive and concerning.
The Society welcomed many of the recommendations within the report. However, particular concern was raised about the proposal to introduce a new "Crown Court Bench Division" — effectively an intermediate court — which would have removed the right to jury trial for a substantial category of cases.
Speaking afterwards, Mr O’Brien commented, “We were pleased to see the report acknowledge what practitioners have long known: that the criminal justice system is experiencing severe problems due to decades of underfunding at every level.”
“Delays in listing trials cause serious hardship for complainants, witnesses and defendants, and undermine public confidence in the justice system. It was positive that the report recognised the scale of the challenge — and called for significant investment and radical change.”
“Trial by jury is not a procedural luxury; it is a fundamental safeguard against state power. None of the practitioners I spoke to saw juries themselves as a cause of significant delay in the system. Restricting that right would have been a serious constitutional shift and must not be undertaken lightly.”
Birmingham Law Society remained committed to representing the voice of the profession and the wider public in debates about the future of the justice system. While there was agreement that radical reform was needed, the Society stressed that true reform must start with robust investment in the existing Crown Court system, not the creation of parallel structures that risk weakening vital safeguards.
Although only a short extract from the interview was broadcast, BLS was proud to have been invited to contribute to national debate on this issue, joining the voices of The Law Society of England and Wales, and the Bar Council.
The Financial Conduct Authority (FCA) has published its finalised guidance (FG25/3) on the treatment of Politically Exposed Persons (PEPs) for anti-money laundering purposes.
…..But why and how is this relevant to the legal sector?
While the FCA does not regulate law firms, this guidance is still highly relevant. The LSAG guidance, which sets the AML expectations for law firms, directly references FCA guidance as a benchmark. In particular, page 98 of the latest LSAG guidance states:
“In the Government consultation on 5MLD, it was strongly suggested that the FCA’s guidance on PEPs should be the standard across the board.”
In other words, the FCA’s approach to PEPs is widely recognised as the gold standard, even beyond financial services to other regulated professional services, including legal practices.
If you’re a COLP, MLRO or compliance lead at a law firm, aligning your internal policies with the FCA’s expectations is not only prudent, it’s essential for demonstrating that your approach is risk-based, proportionate, and aligned with sector-wide best practice.
Updated PEP guidance at a glance: Key clarifications and changes
● UK PEPs should be treated as inherently lower risk unless other factors indicate otherwise.
● Non-Executive Board Members (NEBMs) of UK civil service
departments should not be treated as PEPs.
● The application of Enhanced Due Diligence (EDD) must be risk-sensitive and proportionate.
● Lower levels of EDD may also be applied to non-UK PEPs from countries with strong anti-corruption and transparency frameworks.
● Where a PEP (domestic or foreign) presents a higher risk, firms must apply stricter due diligence, including verifying the customer’s background and the nature of the business relationship.
● Greater flexibility for senior management sign-off of business relationships involving PEPs. Any suitably senior person with appropriate knowledge and authority may approve the relationship, while the MLRO retains oversight of the overall compliance process.
Compliance best practices for PEPs: Essential actions your firm should take
● Ensure PEP definitions in your policies, controls and procedures (PCPs) are clear, current, and consistent with LSAG and FCA standards.
● Assign responsibilities for sign-off and monitoring appropriately within the organisation.
● Document all decisions and supporting rationale relating to PEP treatment and risk assessments.
● Use multiple reliable data sources (public registers, commercial databases, official websites) to
identify and assess PEPs.
● Avoid service denials solely due to PEP status without proper risk-based justification.
● Make sure PEP treatment aligns with the FCA’s Consumer Duty principles, supporting fair outcomes for clients.
What if we told you that you could manage all of the above from a single platform?
The FCA’s updated guidance makes it clear that a ‘one size fits all’ approach is no longer acceptable; yet, building a robust, risk-based and audit-ready PEP process in-house can be a significant undertaking.
Amiqus gives you everything you need to stay compliant with the FCA’s finalised PEP guidance, without any manual overhead. Our marketleading Watchlist check instantly flags whether your client is a PEP, is subject to global sanctions, or has been linked to adverse media, all delivered in real-time. Our PEP data is:
● Sourced from over 5,000 government and institutional sources worldwide
● Updated daily, including automated checking of PEP data sources as well as proactive updates triggered by elections or geopolitical events
● Includes not only individuals but also their close family members or known close associates
Risk-graded insights
On the Amiqus platform, PEPs are classified into four distinct risk tiers (Classes 1 to 4), ranging from Heads of State and government ministers to local officials. This helps your team apply the right level of due diligence every time.
Ongoing monitoring simplified With Amiqus, you can also enable Ongoing Monitoring, meaning:
● Daily re-checks for changes to PEP, Sanctions or Adverse Media status
● Instant alerts if anything changes, no need to manually re-screen or rely on outdated information
Book a call with our team or email sales@amiqus.co to set up smarter PEP screening and other AML safeguards for your firm.
As a solicitor, living with a long-term joint condition, I’ve learned that being part of the legal profession, while managing a disability requires attitudes and workplaces that are designed to include—not exclude writes Rachel Jones.
The legal profession has made progress in diversity and inclusion, but disability remains underrepresented and, too often, misunderstood.
For those of us with non-visible disabilities, the pressure to appear ‘fine’ can be overwhelming. We plan meetings around flare-ups, mask discomfort during hearings or long Court days, and quietly adjust our schedules or environments to manage our symptoms well. Each day can be different, and it is unknown how our bodies will react one day to the next. This kind of physical and emotional challenge is often invisible—but it is exhausting. And it comes on top of the demands of an already highpressure profession.
Although legal frameworks exist to protect disabled workers, the reality can be more complex. Adjustments—such as ergonomic
equipment, hybrid working, or flexible hours—are often framed as burdensome.
The impact of Covid on the legal profession did see a lot of lawyers working from home. However, in February 2024, Legal Futures reported that more than a fifth of legal professionals across the UK have been asked by their employers to spend more time in the office. 1
Too many disabled legal professionals face delays, confusion, or skepticism when requesting support. Worse still, there is a cultural reluctance to talk openly about disability, particularly among junior staff who fear being labelled “difficult” or “less capable.”. The SRA reports Only 6% of lawyers and 7% of other staff in law firms declared they had a disability in 2023. This is compared to 16% of the workforce in the UK. 2
This needs to change. Conversations about adjustments should be proactive, not reactive. Employers and regulators must ensure that accessibility is embedded from recruitment through to senior leadership.
Disability inclusion is about recognising that people experience the workplace differently and adapting accordingly. Inclusion is achieved when:
● Adjustment processes are transparent, swift, and stigma-free
● Disabled legal professionals are represented at every level
● Managers and senior staff receive practical training on disability confidence
● Accessibility is considered in all aspects of professional life—from networking events to just being able to work in an office.
We must be able to have these conversations and have a seat at the table. The conversations around inclusion cannot be possible if the people the conversation is about are not in the room.
For me, having the ability to work from home, and flexible working, has really helped me to work to the best of my ability.
Disability brings with it unique challenges—but also unique strengths. Many disabled lawyers develop exceptional problem-solving abilities, empathy, and resilience. These are qualities that enhance legal practice, not diminish it.
My experience has shaped how I manage complexity, relate to clients, and advocate for others. Disability is not a weakness to conceal, but something to value. As a Family Law Solicitor, it has strengthened my empathy and my passion for helping clients.
To build a legal profession that truly reflects the society it serves, we must stop treating disability as an afterthought. We must speak openly and listen.
This is not about special treatment. It is about creating fair and inclusive workplaces where everyone— regardless of physical ability—has the opportunity to succeed, contribute, and lead.
1. Firms “asking staff to spend more days in the office” - Legal Futures
2. SRA | Disability inclusion in the workplace | Solicitors Regulation Authority
The legal training landscape is set for a major shake-up as the government has confirmed that, beginning January 2026, public funding for Level 7 apprenticeships, including solicitor apprenticeships, will be no longer available to individuals aged 21 and under. This shift will significantly impact how law firms structure their recruitment and development of legal professionals.
Solicitor apprenticeships have become a vital component of the legal workforce pipeline. Many firms have leveraged this route to recruit and train aspiring solicitors, using the apprenticeship levy to help fund the Solicitors Qualifying Exam (SQE) and associated training.
However, with the impending age cap, the affordability and accessibility of these programmes are likely to decline, particularly for those aged 22 and older. This change threatens to reduce opportunities for individuals from diverse or non-traditional backgrounds, including mature learners and career changers, who often pursue legal qualifications later in life.
Firms that have prioritised diversity and inclusion through graduate solicitor apprenticeships will now need to reevaluate their long-term strategies. Many of these programmes were intentionally built to attract candidates that recently graduated or those with alternative educational journeys, and the new age restriction could limit this critical talent pool.
for the Future: Financial Challenges Ahead Currently, the apprenticeship levy allows law firms to mitigate the significant cost of preparing candidates for the SQE, an expense that can exceed £11,500 when including course fees and assessments. Without this government support, employers will need to fully fund these costs themselves for candidates aged 22 and above.
Smaller practices and regional firms, in particular, may struggle to absorb these additional costs, potentially leading to reduced participation in solicitor apprenticeship schemes. The result could be a narrowing of opportunity across the profession, with larger firms better positioned to weather the funding cuts.
Datalaw’s Support for Legal Employers Ahead of the Deadline In response to these changes, Datalaw has expanded its Graduate Solicitor Apprenticeship programme to help firms make the most of current funding before the rules change. The programme provides complete training coverage, including SQE preparation and exam costs, for eligible candidates aged 22 and over, but only until the end of 2025.
Legal employers are encouraged to act swiftly to enrol qualifying
staff or new hires while the funding is still available. Datalaw’s team is actively working with firms to guide them through the process and ensure they don’t miss the opportunity to benefit from existing arrangements.
Learn more or register your interest here:
Alternative Apprenticeship Pathways Beyond 2026
To help bridge the gap created by the funding restrictions, Datalaw is also providing the Chartered Legal Executive Apprenticeship as a viable and funded alternative. This pathway allows individuals to qualify as chartered legal executives while still accessing government support, making it an attractive option for those aged over 21 or seeking a more specialised legal role. Upon completion, candidates have the option to dual-qualify with Datalaw via the SQE.
For legal practices, this presents a flexible route to develop talent and support career progression, even after solicitor apprenticeship funding becomes more limited.
Act Now: Planning is Critical
With just months remaining before the funding rules change, legal employers need to assess their current and future training plans. This includes:
● Identifying eligible candidates under current funding
● Reviewing internal training budgets post-January 2026
● Exploring alternative qualification routes for future recruits
These decisions will shape not only firm finances but also the makeup and inclusivity of the next generation of legal professionals.
Join the Discussion: Free Webinar
Datalaw will be hosting a free webinar on the upcoming changes to solicitor apprenticeship funding. Legal employers are invited to attend and explore practical steps to prepare.
Register for the webinar here: Frequently Asked Questions (FAQs)
Q: I’ll be 22 in March 2026. Can I still receive funding?
A: Unfortunately, no. If you are 22 or older as of January 1, 2026, you will not be eligible for government-funded solicitor apprenticeships. You may need to consider other funded or selffunded training options.
Q: What if I start before the January 2026 cutoff but turn 22 afterward?
A: You’re safe. If you begin your apprenticeship before the age restriction is enforced, your funding will continue, even after you turn 22.
Q: What are the costs if I go the private route?
A: Without levy support, expect to pay around £7,200 for SQE training, plus about £4,564 in exam fees, costs that are typically covered by apprenticeship funding.
Q: Are there other ways to become a solicitor without using the apprenticeship scheme?
A: Yes. You can still qualify via traditional training contracts, selffunded SQE preparation, or the Chartered Legal Executive route, which offers a more specialised path to becoming a lawyer.
Q: How do solicitor apprenticeships differ from Chartered Legal Executive ones?
A: Both lead to qualified legal status, but solicitors have broader legal practice rights across all areas. Chartered Legal Executives typically focus on a specific legal field.
“Customer-First Isn’t a Strategy, It’s a Culture” confirms Dye & Durham’s new MD
Dye & Durham has appointed Colin Bohanna as its new UK Managing Director, ushering in a new era of regional focus and customercentricity for one of the country’s leading legal technology providers.
With over 20 years’ experience spanning Oracle, Indeed, Clio and mentoring several high-growth startups, Colin brings a rare mix of commercial acumen and leadership depth to the role. His appointment comes at a pivotal moment for Dye & Durham as it moves to a regional operating model that reflects the unique needs of the UK legal sector and unifies its extensive portfolio of acquired technology and service brands.
“This is a business with an incredible foundation,” Colin says. “We’ve brought together some of the UK’s most respected tech and service providers. Now we have the opportunity to deliver all of that experience, knowledge and innovation under one brand and that’s a very strong proposition. It’s
one I’m really proud to lead.”
Since joining, Colin has focused on operational efficiency and customer experience. The introduction of a centralised support system has helped streamline service, drive first-contact resolution and improve consistency across the organisation, closely aligning with his priorities. The result? Faster answers, better outcomes and a stronger connection with customers.
“Customer-first isn’t just a strategy, it’s a culture,” he adds. “Everything we’re doing, from internal realignment to external engagement, is about making it easier for firms to work with us and succeed.”
Looking ahead, Colin is optimistic about the opportunities for legal professionals particularly in how they can harness innovation without losing focus on client value.
“AI is a huge conversation in the industry right now, and rightly so,”
he says. “It has the potential to create big efficiency gains but it also challenges traditional business models like the billable hour, for example. What matters is how we help firms adopt it thoughtfully, making sure tools are fit for purpose, secure and genuinely improve the client experience. That’s where Dye & Durham has a real role to play.”
Outside of work, Colin is equally committed to helping others grow. He’s mentored start-up founders through Enterprise Ireland for nearly a decade, offering commercial and structural advice to early-stage businesses.
“I’ve always been very passionate about mentoring,” he explains. “Start-ups are driven by brilliant ideas, but they often need help scaling commercially. Whether it’s in business or with the teams I lead, I love supporting people to unlock their potential.”
That philosophy carries through to his home life, too. “These days, most of my spare time is spent on the sidelines watching my daughter play football,” he laughs. “There’s a lot of crossover - it’s about backing talent, creating the right environment and being there to cheer people on as they find their stride.”
Looking ahead, Colin’s vision for Dye & Durham UK is clear: a trusted, agile partner delivering practical tech that makes life easier for legal professionals. “We’re here to help firms grow faster and with less effort. That’s what we’re building and we’re already seeing great momentum.”
About Dye & Durham UK: Information on Dye & Durham UK can be found here: www.dyedurham.co.uk
