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And SMES In Legal Tech
A wise man called Harry Styles once said, “Treat people with kindness.” I like to think he also meant fairness, openness, and giving people what they deserve… He also said “Watermelon Sugar High,” but we’ll ignore that. This is a message I hope will resonate with you all — not the watermelon part, unless it does.
This is my last address to you and the end of my presidency. I want to say a massive thank you for taking the time to read these addresses. I hope you’ve enjoyed them as much as I’ve enjoyed randomly coming up with the content — like this one, which came to me while putting the shopping cart away at Costco.
I wanted to provide messages of guidance, reassurance, and support. The legal community can sometimes be a lonely place, but it shouldn’t have to be. We are part of a 9,000-strong Birmingham Law Society, and together we are
better. I also wanted to do it in a way that wouldn’t bore you to tears — keep you on your toes, as they say.
My goal this year has been to reinforce our Society as a strong, relevant, and modern pillar of our legal community. On 25th September 2025, at our AGM, when I handed over the baton to Matthew O’Brien, I can hand on heart say we had achieved this.
If you attended the President’s Dinner, I want to say a massive thank you. If you didn’t, here’s the key message from it: “You. Do. You.” Be your authentic selves, carry on being excellent, carry on your hard work, and carry on making this legal community amazing. Your incredible work is what makes our Law Society outstanding. I made it clear at the Dinner that it really should be called the Members’ Dinner — I take no credit for the hard work you put in to make our legal sector and
community great, and I want you to know that without you, there would be no Law Society, nor the need for a President.
So, as I have throughout my presidential year, I want to put the spotlight on you and say: Thank you. Thank you are two words that can easily be missed; sometimes an empty gesture, sometimes something we remind our children to say after every item is handed to them. In this context, my thank you is solid, wholesome, and full of pride.
I have been so proud to be your President this year — a year I will not forget easily. So again, thank you for your support and kind words.
Individually, I want to thank our Birmingham Law Society team — Jess, Shona, Sara, and Nigel. Without them, our events probably would have been at McDonald’s or the local café. They work tirelessly behind the scenes and keep all the cogs turning.
Also, thank you to our sponsors this year, who make our events possible and ensure you get a little Fortnum & Mason goody bag — to keep, gift to your partner, or give to your in-laws to earn brownie points (you know who you are).
A big thank you to our Officers — Vice President Matthew O’Brien and Deputy Vice President Guy Barnett — and to our Council, Board, Committees, and Chairs.
And finally… in the immortal words of Harry Styles, Bugs Bunny, and probably my Mum at some point: “Treat people with kindness, do your thing, and that’s all folks!”
With thanks to our Gold Sponsors
Birmingham Law Society has launched it’s 2026 Legal Awards, its annual search for the top talent within the region’s legal community.
Matt O’Brien, President of the Birmingham Law Society said about the launch “The Birmingham Law Society Legal Awards are always one of the highlights of our professional calendar – not only a vital celebration of the outstanding legal talent in our region, but also a fantastic opportunity for us to step out of the office, get our glad rags on, and come together to enjoy a memorable night.
This year, for the first time, the Awards are open exclusively to members of Birmingham Law Society – making it an even more special showcase of the excellence within our own community. At a time when our profession faces new pressures – from the rise of AI, to increasing regulatory burdens, to the challenge of attracting and retaining the next generation – it is more important than ever to recognise and champion the skills, values and achievements that define our work.
In another exciting change, shortlisted nominees will be awarded Birmingham Law Society’s Hallmark of Excellence – a mark of distinction that I know will carry real weight across our sector.
I encourage all our members to put forward nominations, whether for themselves or their colleagues, and to be part of what promises to be a truly great celebration. Nominations are open until 6 October 2025.
I very much look forward to celebrating with you all at the 24th Birmingham Law Society Legal Awards in 2026.”
The legal awards 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 mid-January with the awards taking place on Thursday 12th February.
We want to encourage our members and guests to join us at the ICC for this black-tie event. We encourage engagement across social media using #2026LegalAwards to share photos and well wishes for nominees, shortlisted and winners.
For more information, please click here.
In August, the Birmingham Law Society Office team welcomed Sara Lehtonen as the new Head of Membership Engagement. With a background in international business and foreign affairs, Sara will lead the BLS’s member engagement initiatives, focusing on making the organisation more accessible and relevant to all members.
Before joining the BLS, Sara was the General Manager of the Finnish-British Chamber of Commerce in London, where she gained valuable experience in various aspects of membership engagement and led various cross-industry projects and initiatives.
“I’m very excited to join the Birmingham Law Society and look forward to connecting with our members. Joining such a longstanding and esteemed society is an exciting opportunity, and I am committed to helping us grow into a trusted network that supports both individuals and businesses, ensuring that the legal community continues to bloom and flourish. Having moved to Birmingham from Finland a while back, I love the vibrant and diverse community here, and I am eager to ensure that this diversity is reflected in the BLS.’’
“I believe that every successful partnership and initiative begins with strong connections and human-to-human interaction. Therefore, I would be delighted to meet as many members as possible to hear your ideas, thoughts, and wishes.
Please feel free to reach out for a quick chat. You can connect with me on LinkedIn or email me at sara.lehtonen@birminghamlawsociety.co.uk.”
Matt O’Brien, Partner at Jonas Roy Bloom, has been confirmed as the Birmingham Law Society’s new President for 2025–2026. He was formally sworn in at the Society’s Annual General Meeting on Thursday 25th September 2025.
O’Brien, a specialist criminal law solicitor with over two decades of experience, will lead the 200-year-old organisation through the next 12 months with a focus on celebrating Birmingham’s hidden gems.
His Presidential year will highlight the talent, creativity and excellence within the region’s legal profession and wider community – often overlooked but integral to the city’s identity.
Matt O’Brien said: “It is a huge honour to take on the role of President of Birmingham Law Society. This Society has been at the heart of our city’s legal and civic life for over two centuries, and I am proud to continue that tradition.
My theme for the year is Birmingham as a city of hidden gems – shining a light on the people, organisations and ideas that make our legal community so special, but which don’t always get the recognition they deserve. From our biggest institutions to the individuals working tirelessly behind the scenes, I want to celebrate those contributions and ensure they are seen, valued and shared across the city and beyond.
This year will be about service, about supporting our members, and about making sure every voice has the chance to be heard.”
O’Brien also added: “What excites me most is the opportunity to connect people. Too often, we work in silos. My hope is that this year, whether through new initiatives or simply stronger conversations, we will break down barriers and remind ourselves that our greatest strength is in our collective energy, talent and generosity.”
NB – in 2023 there was a proposal to change the end of the Presidential year in 2026 to June. However following a discussion at Council the current Presidential year will now end in Sept 2026
President: Matt O’Brien, Jonas Roy Bloom
Vice President: Guy Barnett
Deputy Vice President: Sabina Kauser, Ward Hadaway LLP
Samantha Ingram, Davisons Law
Dipika Mistry, Weightmans LLP
The Society has made the following awards: -
Award for 50 years of practice:
John Deeley 15/12/1973
Michael Deeley 01/05/1974
Dennis Dudley 01/02/1974
John Hughes 15/06/1974
Leonard Jacobs 15/06/1974
Robert Plane 01/02/1975
Herbert Willison Award Winner: Ellie Vanner with a score of 89%
By the time you read this article, I will have had the privilege of being appointed President of Birmingham Law Society. It’s hard to express just how much that means to me.
Of course, there’s pride — in being asked to lead a Society that has been at the heart of Birmingham’s legal and civic life for over two centuries. There’s excitement too — about what the year ahead will hold, the people I’ll meet, the stories we’ll share, and the chance to try new things. And there’s humility as well — because this role isn’t about me. It’s about service: supporting our members, representing our profession, and being part of a much longer story that will continue long after my time as President comes to an end.
Before looking ahead, I want to pause and acknowledge the excellent year we’ve just had under the leadership of Richard Port MBE. Richard has brought boundless energy and passion to the role, and his Presidency has been a brilliant
demonstration of what Birmingham Law Society can achieve at its best. He has reminded us that BLS is not just a professional body but a community — one that brings people together, supports members at every stage of their careers, and makes a difference beyond the world of law. He leaves a strong platform for the year ahead, and I am very grateful for that.
I’m a solicitor and partner at Jonas Roy Bloom, a specialist criminal law firm in Birmingham. My career has been spent in the criminal justice system, where I’ve seen first-hand the challenges and rewards of advocacy, fairness and service. My passion, and the reason I entered the law, is helping people navigate an incredibly complex system at moments when their liberty is at stake. Many of my clients face social, physical, or mental disadvantages that make it impossible to represent themselves effectively. Those experiences have shaped me both professionally and personally, and they continue to
remind me of the importance of community and support within the profession.
My firm has always played an active part in Birmingham Law Society, and I’m proud to continue that tradition. I am pleased by the serendipity that one of the founding partners of my firm, George Jonas, was President in the year I was born.
The theme I’ve chosen for my year is Birmingham as a city of hidden gems. When I first arrived in Birmingham more than twenty years ago, I quickly realised this city is full of treasures. Some are easy to spot — the big institutions, the landmarks, the vibrant events. But many are tucked away: a historic building you only notice when you turn down the right street, a small community group quietly changing lives, or a person going the extra mile without seeking recognition. Our legal community is just the same. There is so much talent, creativity and excellence here, but often it goes unnoticed outside our immediate circles. We work hard, but often in silos. Too often, we don’t know what our fellow professionals are doing just across the street. My aim this year is to shine a light on those hidden gems — to celebrate them, give them a platform, and show the city, and the wider world, what Birmingham and its legal community are really about.
So how do we do that in practice?
One of the new events I’m most excited about is the Family Fun Day we are planning in summer 2026. This will be a festival-style gathering for our members and their families — a chance to step away from the formality of courtrooms and boardrooms and simply enjoy being together. There will be live music and outdoor games, and it’s designed to be inclusive, especially for members with children or caring responsibilities who don’t always find it easy to attend more traditional networking events. My hope is that this becomes a fixture in our calendar, something members look forward to year after year. We’re still working on the final touches, but the office team and I will be in touch very soon once everything is ready to share.
We’ll also be reinvigorating our Senior Legal Leaders’ Lunches with an exclusive fine-dining event for senior lawyers and executives. The aim is to create
the right environment for open and meaningful conversation at the top of our profession, while also giving selected sponsors an opportunity to connect directly with decisionmakers. It’s about rebuilding links at the senior level and making sure BLS remains relevant across the whole spectrum of our membership.
Alongside these bigger events, we will be introducing the BLS Hallmark of Excellence at this year’s Legal Awards — a refreshed digital badge for shortlisted candidates. It’s a small change that I hope will make a big impact by giving our members a way to showcase their achievements with pride. We’ll also be relaunching our Ambassador Scheme. This will give lawyers a simple and effective way to feed into the Society’s priorities, shape its direction, and strengthen their connection with us, without unnecessary bureaucracy.
And finally, we’ll be working closely with Birmingham Mind, our chosen charity partner for the year. Mental health is a cause that matters deeply to me, both personally and professionally, and I know it resonates across the profession. Together, we’ll be raising awareness and funds through initiatives like the Mental Elf Fun Run on 30th November 2025.
I’m genuinely excited for what lies ahead. For me, it’s not about doing everything at once, but about focusing on a few initiatives that will really make a difference — and doing them well. Most of all, I want this year to be about us — our members. The real strength of BLS is in its people, and I’d love as many of you as possible to get involved, whether that’s by joining us at an event, sharing your ideas, or simply spreading the word about the great work being done across our legal community.
It is an enormous privilege to be part of this Society’s long and proud tradition, and I can’t wait to see what we can achieve together in the year ahead.
Matt O’Brien President
Bring festive cheer, make a difference, and help support mental health this Christmas.
Cannon Hill Park is set to come alive with jingle bells, elf ears, and festive fun on Sunday 30th November 2025 for the much-loved Mental Elf Festive Fun Run. But behind every smiling runner and every jingling bell is a team of incredible volunteers — and this year, we need you.
Whether you’re a seasoned helper or simply looking to spread some joy this festive season, there’s a volunteer role to suit everyone. From setting up the route with sparkly decorations to handing out medals at the finish line, every role plays a vital part in making this event a success.
Why Volunteer?
Mental Elf is more than just a fun run — it’s a community celebration that raises vital funds and awareness for Birmingham Mind, a local mental health charity. Your time, energy and festive spirit will help ensure the day runs smoothly, safely and with plenty of joy.
And let’s face it — who wouldn’t want to spend a day dressed as an elf, dancing, cheering, and bringing smiles to hundreds of faces?
Roles to Choose From
Route & Event Set Up/Takedown
Be the magic behind the scenes: put up gazebos, banners, signs, tables and more. Help transform the park into a festive wonderland — and later, help us return it to its peaceful state.
Registration Desk Crew & Team Leaders
Welcome our elves as they arrive, hand out running packs, collect consent forms, and keep things running smoothly at the start line. Team Leaders ensure everyone knows
their roles and feels supported. Route Marshals & Team Leaders
Be the heart of the course. Cheer on runners, keep everyone safe, and bring your loudest “HO HO HO!” You’ll also help monitor the route and ensure participants are safe and supported.
Finish Line Crew
Be the first to congratulate our runners as they cross the line. Hand out goody bags and medals, and make sure every participant leaves with a smile.
A Little Festivity Goes a Long Way
While it’s not required, we strongly encourage all volunteers to dress in festive fancy dress. Elf ears, jingle bells, sparkly jumpers — go wild! Singing, dancing, and spreading good cheer are part of the job description.
Ready to Join the Elf Squad? If you’re ready to be part of something special this festive season, sign up now to be a Mental Elf Volunteer.
Email: fundraising@birminghammind. org
Date: Sunday 30th November 2025
Location: Cannon Hill Park, Birmingham
Let’s make Mental Elf 2025 the biggest and brightest one yet. Lend your time, your voice, and your festive spirit — and help us make a real difference to mental health in our community.
BLS, BSG & BTSS Legal Eagles Quiz sponsored by Chadwick Nott & St Philips Chambers
22nd October, 6pm – 9pm, Revolución de Cuba. £125 +VAT for member team of 5 | £150 +VAT for non-member team of 5
Membership Breakfast
11th November, 8.30am – 10.30am, Venue TBC. FREE for all to attend
Artificial Intelligence in Dispute Resolution sponsored by SOS Systems 12th November, 6pm – 8pm, Venue Birmingham City University. FREE for members | £10 +VAT for nonmembers
In-House Lawyers Panel Discussion sponsored by Squire Patton Boggs (UK) LLP
20th November, 5.30pm – 9pm, Squire Patton Boggs (UK) LLP. FREE for all inhouse lawyers to attend
Newly Qualified Celebration in association with The Law Society and sponsored by 3PB Barristers 25th November, 6pm – 8pm, 3PB Barristers. FREE for all to attend
The Changing Face of Family Law in association with West Midlands Resolution and sponsored by 3PB Barristers, No5 Barristers’ Chambers, Our Family Wizard, St Ives Chambers and St Philips Chambers 27th November, 3.30pm – 6.30pm, 3PB Barristers. FREE for BLS and West Midlands Resolution members | £20 +VAT for non-members
Birmingham Law Society COLP/COFA Forum kindly hosted by Gateley 2nd December, 8am – 9.30am, Gateley. FREE for those serving as COLP; COFA; MLRO; MLCO; and those working in risk and compliance teams and/or senior management
To reserve your place and find out more, make sure that you visit www.birminghamlawsociety.co.uk
Sydney Mitchell LLP has reached a key milestone in its professional development strategy, aimed at empowering the next generation of legal professionals.
The firm’s transparent career progression pathway embraces both traditional and alternative qualification routes, including the Equivalent Means Application (EMA) and the Solicitors Qualifying Examination (SQE) via apprenticeships. This inclusive approach supports staff through all stages of their legal journeys.
Sydney Mitchell’s growing team now includes legal apprentices, Chartered Legal Executives, CILEX lawyers, and paralegals, with many progressing to associate roles.
Among them is Hayley Caprani-Warner, who joined as a paralegal in 2019 after completing her LPC and Masters at the University of Law. She qualified last year as a solicitor, specialising in Contentious Trusts and Probate.
Charlotte Jones, promoted to senior associate in April 2025, began as a wills assistant in 2018. Now advising on complex estate and trust matters, she qualified through EMA.
“EMA allows paralegals with a degree and LPC to qualify without a training contract. It enabled me to work as a fee earner since 2015 and later qualify as a trust and estate practitioner,” she explains.
Emma Gray, who joined the trainee programme in 2012, qualified in 2014 and is now an associate solicitor in the Family Law team. A member of Resolution, she also leads the firm’s collaborative ‘One Lawyer, One Couple’ family service.
Samantha Elsmore joined in 2018 on a temporary contract and returned as a wills assistant. She qualified as a Chartered Legal Executive in May 2024 via the CILEX route and recently gained probate practice rights, becoming a CILEX lawyer in 2025.
Senior Partner Karen Moores, pictured, said: “We are committed to nurturing talent. Our progression plan gives individuals clear steps to advance. We’re proud to support several colleagues through the legal qualification process, whether via EMA or SQE.”
Founded over 260 years ago, with offices in Birmingham and Solihull, Sydney Mitchell offers services across employment, commercial and residential property, litigation, immigration, wills and probate, tax, family and child law, and more.
A Top Tier Legal 500 firm, it is Lexcel accredited, a seventime Birmingham Law Society Firm of the Year winner, and recently won Excellence in Professional Services at the Nachural Signature Awards 2025.
Squire Patton Boggs has announced that it has signed a lease to become the first occupier at 19 Cornwall Street in Birmingham, demonstrating the firm’s commitment to the Midlands market.
The firm, which employs around 150 people in Birmingham, will relocate in mid- 2026 from its current office in Edmund Street to 19 Cornwall Street, taking 22,231 sq ft of Grade A office space.
The BREEAM-certified building is registered to achieve a NABERS 5-Star Design Reviewed Target Rating. The office will also be Net Zero Carbon in operation, with sustainable features including energy-efficient systems, low carbon construction materials and enhanced insulation, reflecting the firm’s commitment to sustainable business practices.
Birmingham office managing partner Tom Durrant, said: “We have outstanding staff, a strong client base and great ambition for our future in the city. Our move into 19 Cornwall Street gives us first-rate, sustainable facilities for our people and our clients and will be a prestigious platform for the firm’s long-term growth in the region.”
The announcement follows the growth and investment of the firm’s team in Birmingham, with the arrival of corporate partner Partho Chaudhuri at the beginning of September, and partners Ellie Pinnells and Victoria Callicott last year.
A litigation and dispute resolution specialist, Steve began his career at the firm as a Trainee Solicitor in 2008 and became a Partner in 2012.
He succeeds David Evans, who joined Enoch Evans in 1985, became head of the commercial and corporate departments in 2000, and Managing Partner in 2007. David also chaired the firm’s Financial and Management Committee, overseeing strategic growth and development. Celebrating 40 years with the firm, including 17 as Managing Partner, he becomes Senior Partner from 1 August.
Reflecting on his tenure, David said: “I’m really proud of what has been achieved over the last 17 years… By
Shakespeare Martineau has welcomed 12 newlyqualified solicitors following the completion of their training contracts, achieving a 92% retention rate. Nine of the new appointments are based in the Midlands.
In Leicester, Gabriella Norton has joined the energy team, while Victoria Hill now holds a permanent role in real estate finance.
In Birmingham, Isobel Hartley has qualified into litigation, Mia Georgiou into corporate, and Megan Walsh into private client.
Ellen Abrahall has joined the employment team, with Hanifah Nawaz and Kiera Wade also appointed to real estate finance.
Zenab Khatun, who had accepted a position in the real estate finance team in
Birmingham, sadly passed away before taking up her role.
Victoria Tester, managing director, said: “We are incredibly proud to have extended offers to all our qualifying trainees this year, resulting in a strong retention rate and a talented cohort of newly-qualified solicitors joining us.
Each of them has shown dedication, adaptability and a real passion for delivering excellent client service during their training.
While we celebrate these achievements, we also pause to remember our colleague, Zenab. Her loss is deeply felt across the firm, and our thoughts remain with her family, friends and all who knew her.”
working together, always remaining focused on delivering the best possible service to clients, and being open to new ways of working, we have built a strong and stable firm with a long history and a bright future.”
“There have certainly been challenges over the years,” he added, “including navigating two recessions and a global pandemic… Another highlight would have to be the opening of two branch offices, in Sutton Coldfield and Cannock, which has further expanded our reach beyond Walsall and helped build a strong brand in the West Midlands.”
The great-grandson of Enoch Evans, David oversaw the transformation into a three-site, multi-disciplinary firm, marking its 140th anniversary in 2024.
Steve Nixon said: “The firm has quadrupled in size during David’s term as Managing Partner and we are very grateful to him for his outstanding years of service. I’m looking forward to building on that success and continuing to grow the firm in the coming years.”
Aston Law School is proud to host its annual Professor Jill Poole Memorial Lecture, a distinguished event in the legal academic calendar that celebrates the life and legacy of one of the UK’s most respected contract law scholars. This year’s lecture will be delivered by Lord Justice Zacaroli, who will explore the timely and complex topic: “The Fate of Rights Under Commercial Contracts Upon Insolvency: English Law in a Global Context.”
The lecture will take place on Thursday 23rd October at Aston University, situated in the heart of Birmingham. The evening will begin with a drinks reception from 5:00pm at the Aston Business School and Conference Centre (Building 5), followed by the lecture from 6:00 to 7:15pm in the Main Building (Building 1). Both venues are clearly signposted and easily accessible on the Aston University campus.
The event is free to attend but registration is required via Eventbrite:
WELL ESTABLISHED AND VERY BUSY, TWO PARTNER LAW FIRM SEEK AN ACQUIRING SUCCESSOR FIRM.
Located in South West Birmingham, The practice is primarily conveyancing, (residential and commercial), and private client. There is also a small litigation practice.
For more information contact their Agent, Chris Owen on 07540 666014.
SOUGHT BY ESTABLISHED AND VERY BUSY LAW FIRM ON BIRMINGHAM/ WORCS
You will have equal experience in all private client matters as well as residential and commercial conveyancing. The Directors (owners) wish to retire in the foreseeable future and are therefore seeking a successor for their practice.
If you are interested and would like to have a private and confidential conversation about this excellent opportunity, please call their Agent, Chris Owen, on 07540 666014.
Discretion assured.
Dye & Durham UK, one of the UK’s leading legal technology providers, has announced the integration of a new suite of Anti-Money Laundering (AML) and Know Your Customer (KYC) tools into its Unity Practice Management platform, powered by market-leading digital ID provider Credas.
This launch comes at a crucial time, as the Solicitors Regulation Authority (SRA) continues to issue significant five-figure fines for non-compliance of AML regulations – with one firm receiving a penalty of £114,000 in July this year*. For legal practices, efficient, auditable onboarding and risk checks are no longer optional but are essential.
With the Credas integration, firms can now trigger advanced compliance checks on a Pay-As-You-Go basis directly within Unity, streamlining the
entire process while ensuring real time results, full audit trails and secure document handling.
The offering includes:
• Biometric ID & Instant AML Check: Combines standard AML checks with facial recognition, liveness detection and NFC-based document verification.
• Safe Harbour Checks (Vendor & Purchaser): Specifically designed to meet Land Registry’s Safe Harbour standards.
• Source of Funds Verification: Dynamic questionnaires and open banking integration for thorough yet efficient due diligence.
Results are returned and stored within the Unity case file, supporting compliance, audit-readiness and risk
mitigation.
Confirms Chris Shingler, Technical Product Manager at Dye & Durham UK: “The reality is that older ID checking systems just aren’t fit for today’s threats, and that’s before you even consider how cumbersome they are to manage.
Our new Credas integration means firms can trigger checks with the data they already hold, see live progress and store every result securely, all without ever leaving Unity.
“From a compliance point of view, it’s a game changer. The SRA is cracking down hard and we’re reading news headlines reporting record fines every week. Our integration gives firms the assurance that they’re on top of their AML duties, with no manual tracking, no risk of missing documentation and everything in one place.”
Credas already supports over 350,000 AML checks every month, is involved in more than half of all UK property transactions and boasts a 4.6-star independent review rating. Archie Barnett, Manager of the Client Delivery Team at Dye & Durham UK added: “This isn’t just about convenience: it’s about protecting your firm, your clients and your reputation from financial crime and non-compliance.
All of Dye & Durham’s customers can now benefit from the same secure, scalable compliance infrastructure as some of the biggest names in the sector.”
Find out more about Dye & Durham UK, visit: www.dyedurham.co.uk
August Equity has made its fourth Fund VI investment in full-service Midlands law firm Higgs LLP, partnering with its leadership to drive the next phase of growth.
Based in the Black Country, Higgs employs over 250 staff and has a 150-year history. Led by Managing Partner Nick Taylor, it serves thousands of clients and holds a 4.9 Review Solicitors rating.
The investment will support talent development, recruitment, and further M&A activity, expanding the firm’s regional and national footprint. Higgs has recently acquired Lewis Onions (2024) and M.R. Timms (2025).
August backs high-growth firms in services, software, and tech, and recently exited AAB to Goldman Sachs, tripling its size to over £100m revenue and 1,000 employees.
Nick Taylor said:“We are delighted to partner with August Equity as we embark on a dynamic new phase of growth. Their backing enables us to expand our services, add resources, embrace innovation, and enter new regions. With August’s support, we will build on our longstanding reputation, invest in our people, and sustain the core values that have definied our firm’s success for 150 years.”
Birmingham Newman University has been named University of the Year for Social Inclusion by The Times and The Sunday Times Good University Guide 2026.
This prestigious accolade recognises Birmingham Newman’s sector-leading student experience that is built upon a welcoming a diverse community, giving opportunity to students from all backgrounds.
The award reflects the university’s sustained investment in outreach, support services, and inclusive teaching practices that have led to outstanding student outcomes.
The university doesn’t just welcome diversity it celebrates it, recognising that every student brings unique experiences and perspectives that enrich the entire community.
Professor Jackie Dunne, Vice-Chancellor of Birmingham Newman University, said: “We are honoured to receive this national recognition for our commitment to social inclusion. It reflects the work of our university to support all students and deliver an exceptional student experience.
“We are proud to support a student community that reflects a rich diversity of backgrounds and experiences. 65% of our students come from lower-income households, 28% have disabilities, 70% are the first in their family to attend university, and 50% are from Black, Asian, or other ethnically diverse backgrounds. These figures highlight our continued commitment to widening access to higher education and creating an environment where every student can thrive and reach their potential.”
This recognition follows a series of national and regional commendations for student support and satisfaction, further solidifying its reputation as a leader in student-centred education. This includes being ranked 1st in England for Student Satisfaction in the Complete University Guide (2025) and named West Midlands University of the Year by WhatUni (2025). In the National Student Survey (2025) the University also placed in the top ten in England for full-time student satisfaction for the second consecutive year. The University is also proud to be among the top UK universities for widening participation, coming 6th in the HEPI Social Mobility Index (2024).
The Times and The Sunday Times Good University Guide 2026 provides the definitive rankings for UK universities and the most comprehensive overview of higher education in Britain, making use of the latest data*. The guide provides prospective students and their families with the information to make an informed choice about their higher education.
Freeths has announced record financial results for the year ending 31 March 2025, reporting another year of impressive double-digit growth.
Turnover rose by 14.8% to £166.8 million, an increase of £21.5 million compared to the previous year and overall profit climbed to £59.4 million, an increase of 13.0% from the previous year. This strong growth continues Freeths’ trajectory of sustained success, with average annual turnover growth exceeding 10% for more than five consecutive years.
The firm also paid a record staff bonus pool of £4.3 million reflecting its continued investment in a people-focused culture and a recognition of the contribution that all staff make to the firm’s achievements.
Reflecting on the success, Karl Jansen, National Managing Partner at Freeths, commented: “This year’s results are a testament to the incredible dedication of our people and the trust our clients place in us.
As well as being crowned Legal Business’s Law Firm of the Year in 2024, our continued double-digit growth reflects not only the strength of our legal offering but also our commitment to building a purpose-driven, inclusive and sustainable business. As a certified B Corporation™ (“B Corp”) accredited organisation, we’re proud to show that commercial success whilst remaining focused on our responsible business goals can go hand-in-hand.”
As an accredited B Corp law firm, Freeths remains committed to responsible business practices, and has taken steps to further strengthen its capability in this area. This saw the appointment of the firm’s first Director of Responsible Business, Ben Churchill, in January 2025, along with additional specialist resource to support Freeths’ Wellbeing and Sustainability programmes.
The firm continued to make progress in key areas such as Diversity & Inclusion (D&I) and took steps forward in developing an impact-led strategy to take its work to the next level. Following its first Responsible Business Report in 2024, Freeths has committed to annual reporting and will be publishing its next report later this year.
Investing in talent and innovation
In the financial year, which also marked the conclusion of the firm’s previous five-year strategy, Freeths made significant investments in several technology packages. This included additional investment in cyber security, a new online recruitment platform and candidate feedback delivery, and a brand-new internal management information system.
Freeths’ success is underpinned by its positive, peoplefocused culture, which prioritises wellbeing, collaboration, and career development, and included 20 partner and director hires in the last financial year. With over 1,300 colleagues across 13 offices, the firm continues to attract and retain top talent while delivering exceptional service to high-profile clients nationwide.
The firm’s commitment to growth and its people is evident in its ongoing investment in its office portfolio. During the year, it relocated to larger offices in Bristol and Liverpool and undertook a refurbishment of its London office. This programme is underpinned by strategic recruitment, including numerous senior hires, and expanding client bases across all offices.
The UK Government has unveiled its proposed Employment Rights Bill, a wide-ranging package of reforms aimed at reshaping the relationship between employers and workers. The Bill, which has been described as the most significant update to workplace protections in decades, has drawn praise for its potential to strengthen job security, but it has also prompted concerns about the challenges it could pose for businesses.
At the heart of the legislation are measures designed to enhance worker protections. Provisions include the right to request flexible working from day one, stronger safeguards against unfair dismissal, and improved rights for gig economy and zero-hours workers. Advocates argue these changes will ensure that the UK labour market better
reflects the realities of modern working life, where flexibility, security, and fair pay are increasingly in demand.
Supporters also highlight the Bill’s potential to reduce inequality. By offering clearer protections for parttime, agency, and casual workers, the reforms could narrow the gap between traditional employees and those in more precarious forms of work. Trade unions have welcomed the move, stating that the Bill could provide a “foundation of dignity” for millions of workers who currently lack consistent rights and protections.
The government has also emphasised that the reforms are intended to create a more motivated and productive workforce. Officials argue that by improving job security and addressing unfair practices, employees will feel more valued, boosting morale and efficiency. “A fairer labour market is not only good for workers but also good for business,” one minister said at the Bill’s launch.
However, the proposals have not been without criticism. Business groups warn that the increased regulatory burden may weigh heavily on smaller firms already facing rising costs. Requirements around flexible working, for example, could limit employers’ ability to adapt to operational needs. Some fear that rigid dismissal rules could discourage firms from hiring, potentially undermining job creation.
Economists also caution that the reforms could create unintended consequences. If compliance costs rise significantly, companies may pass
these costs onto consumers through higher prices, or in some cases, reduce investment in growth. Critics suggest the Bill may risk reducing the very dynamism that has long been a hallmark of the UK’s labour market.
Others call for a more gradual approach, arguing that while stronger rights are desirable, sweeping reforms implemented too quickly could destabilise businesses and deter foreign investment. The government has indicated it will consult with industry leaders to ensure that changes are workable in practice, but the scope and pace of implementation remain points of contention.
As the Bill moves through Parliament, the debate underscores a wider challenge: how to balance the needs of workers seeking greater security with the needs of employers competing in an increasingly global economy. The Employment Rights Bill represents an ambitious attempt to strike that balance—its success will depend on whether it can deliver fairness without stifling enterprise.
Eileen Schofield founder specialist employment Law Firm Schofield & Associatescommented
“This Bill represents a step-change in employee protections, however, the legislation will require careful implementation. Employers will need clear guidance and advice on how to avoid inadvertently breaching new requirements, while employees must understand the extent and limits of their new rights.”
Leading law firm FBC Manby Bowdler has bolstered its Birmingham city centre Family team with three new appointments. The recruitment drive is part of a wider strategy for new job creation as the firm continues to expand its presence across the West Midlands.
Shelley De’Worringham joins the firm as partner and office lead, alongside Hannah Stubbs as a senior associate and
Holly Goldingay as paralegal.With a wealth of experience across all aspects of family law, Shelley brings to the Family Law, Divorce & Children team a hands-on approach to ensure clients receive clear, strategic and empathetic advice.
Shelley De’Worringham is a member of Resolution, the largest membership organisation for family justice professionals in England and Wales and was named as a Next Generation Partner in the leading Legal 500 directory for 2025.
Hannah Stubbs is an expert in financial disputes and complex Children Act matters. She regularly deals with high net worth cases including cohabitee disputes, trusts and complicated property ownership, pre-nuptial and post-nuptial arrangements.She has been recognised as a key lawyer in the Legal 500 for 2023, 2024 and 2025. Holly Goldingay has joined the firm as a paralegal where she helps with all aspects of family law. While working full time, Holly is studying towards the LLM Legal Practice Course (LPC) at Nottingham Trent University.
Every conveyancer knows the pressures of completion day. The phones ring nonstop, clients grow anxious, and conveyancers are left juggling uncertainties around funds and paperwork. For too long, the process has been defined by a lack of transparency, reliance on manual checks, and the constant risk of lastminute fall-throughs.
PEXA - the world’s first digital property settlement platform - has set out to help change that.
A proven solution, now in the UK In Australia, PEXA has revolutionised the way property transactions are managed. Handling more than 90% of all settlements nationwide, it has digitised and standardised the entire settlement and lodgement process, giving conveyancers greater visibility and clients greater confidence.
Now, PEXA has launched in the UK, bringing with it the potential to modernise one of the most critical parts of the conveyancing process. For conveyancers, it offers efficiency, security, and reassurance in equal measure.
At its core, PEXA integrates directly with HM Land Registry and the Bank of England. That means digital lodgement and settlement can happen in one place - reducing duplication, delays, and errors. Conveyancers can spend less time chasing paperwork and more time focusing on delivering their expert
legal advice to clients, which is why they got into the profession in the first place.
Confidence in completions
Few moments in conveyancing cause as much stress as wondering whether funds will clear or documentation will be lodged on time. PEXA provides real time visibility across that process, reducing uncertainty and helping prevent last-minute fall-throughs. For clients, that means peace of mind. For conveyancers, it means fewer sleepless nights and a greater sense of control.
Support from the industry
PEXA’s UK roll-out is already building momentum across a range of institutions. NatWest has confirmed that it will adopt the platform for remortgages from 2026, while Hinckley & Rugby Building Society has been among the first to utilise the technology.
Conveyancing firms are also enthusiastic. David Jabbari, Founder and CEO of Muve, commented: “Muve is committed to driving innovation in the legal sector, and our collaboration, with PEXA and Hinckley & Rugby on the first UK transactions, aligns perfectly with our mission to deliver cutting-edge solutions for our clients. We are proud to be one of the first firms to work alongside PEXA and look forward to other opportunities to bring the benefits of digital conveyancing to more consumers across the UK”
Enhancing the client experience
In a competitive market, reputation matters. Smoother completions lead to happier clients - and happier clients lead to referrals. By enabling more reliable and efficient transactions, PEXA helps conveyancers strengthen their relationships and stand out in a crowded market.
The risk of fraud looms large over every transaction. PEXA is built with robust, cutting-edge security to protect both client data and the movement of funds. This gives conveyancers the assurance that their clients’ interests are protected at every stage.
The property market is changing, and digitisation is accelerating. NatWest’s commitment to using PEXA for remortgages from 2026 is a clear sign of industry confidence and momentum. Conveyancers who adopt early won’t just enjoy the immediate benefits of efficiency and certainty; they will also be positioning themselves as leaders in a future-ready profession.
Joe Pepper, CEO of PEXA, commented: “PEXA is here to work in partnership with conveyancers, not disrupt them. By digitising the settlement and lodgement process, we reduce admin and last-minute uncertainty, freeing up time for conveyancers to focus on what matters most - delivering a smoother, safer client experience.”
Ultimately, PEXA’s purpose is to give conveyancers and their clients greater confidence in completions. By creating a digital infrastructure that is transparent, efficient, and secure, it allows the profession to move forward with less risk and greater certainty.
For conveyancers, the opportunity is clear: adopt early, embrace digital settlement, and lead the way in shaping the next chapter of the UK property market. PEXA is here - and ready to support the profession in delivering more reliable outcomes for clients.
Entries are now open for the Birmingham Law Society Legal Awards 2026.
Member firms and individuals practising in Birmingham and surrounding areas are invited to submit nominations in one of the 14 award categories. Please see below for a full list of award categories. Nominations will be judged by an experienced panel of independent judges, comprising leading figures from law, business and academia. The winners will be announced at an awards ceremony on Thursday 12th February 2026 at The ICC.
STEP 1:
• Please put forward just ONE name of an individual or practice in each of the categories below. Only member firms and individuals practising in Birmingham and surrounding areas are eligible to enter.
• Consider the reputation, experience, acumen, professionalism, commitment to clients and others with whom individuals or firms work, including involvement in the community, leadership and contribution.
• Please complete legibly and include your name/ organisation.
• Further copies of this form can be downloaded from www.birminghamlawsociety.co.uk . Photocopied nomination forms will be accepted. To enter online go to https://birminghamlawsociety.co.uk/ members/legal_awards_nominations.php.
• Nomination forms must be returned to Birmingham Law Society by 6th October 2025.
• The easiest way to enter is on the website using the online form: www.birminghamlawsociety.co.uk Alternatively entries can be submitted by email to
awards@birminghamlawsociety.co.uk or post to Birmingham Law Society, Office 292, 2nd Floor, The Lewis Building, 35 Bull Street, Birmingham, B4 6AF.
• Full award criteria is available on the website, for all categories: https://birminghamlawsociety. co.uk/legal-awards/awards-criteria/
STEP 2:
• Once all entries have been received, nominees will be contacted and asked to supply further detailed information to support their nomination.
STEP 3:
• Shortlisted nominees will be required to attend an interview with the judging panel week commencing 19th January 2026
A date and time will be allocated in December 2025. (Due to a very tight schedule, please note the interview time allocated will be fixed and therefore no alterations to the allocated slot can be requested).
If you require further information please contact us at: awards@birminghamlawsociety.co.uk or Tel: 0121 227 8700.
• Outstanding Student Contribution of the Year
• Apprentice of the Year
• Trainee Solicitor of the Year
• Paralegal of the Year
• Legal PA of the Year
• Solicitor of the Year
• Junior Barrister of the Year (10 years’ call and under)
• Barrister of the Year (over 10 years’ call)
• Partner of the Year
• In-House Lawyer of the Year
• Equality, Diversity and Inclusion Award
• Pro Bono Award
• Law Firm of the Year (1-49 Employees)
• Law Firm of the Year (50+ Employees)
Claire and I would like to invite applications to join and be re-elected to the Birmingham Law Society (BLS) Family Law Committee.
We welcome expressions of interest from across the full spectrum of those working in family law — including barristers, solicitors, judges, CAFCASS officers, local authority professionals, court staff, and others involved in the family justice system. We want a committee that includes those that are passionate about improving practice, building community, and shaping the future of family law in our region.
Please apply by way of a short statement (maximum 200 words) outlining:
• Your Present Role in the Family Justice System;
• Why you would like to join the Committee
Applications to be submitted to Claire claire.darley@fbcmb.co.uk by Friday, 17 October 2025.
By Mark Hands, Vice-Chair of the BLS Family Law Committee and Partner at Irwin Mitchell LLP
On 14 August, the Birmingham Law Society LGBTQ+ SubCommittee hosted informal summer drinks at the Missing Bar, one of Birmingham’s well-known LGBTQ+ venues, sponsored by Bevan Brittan LLP and St Ives Chambers.
The evening brought together over 30 professionals from across the region’s legal community and offered the opportunity for LGBTQ+ professionals and allies to connect, reflect, and celebrate the diversity within our profession. Lucy Williams, Vice-Chair of the LGBTQ+ Sub-Committee and Associate at Mills & Reeve LLP, shared: “It was fantastic to see so many people come together in such a vibrant and inclusive space, especially during August when we would ordinarily expect numbers to be on the lower side.
Events like these remind us how important it is to create opportunities for connection and visibility within the profession. I’m proud to be part of a committee that champions that.”
Thank you to everyone who joined us, and to our sponsors for helping make the evening such a success. We look forward to the next one!
Join our newly formed committee with our online communities and upcoming events! With roughly 1 in 4 Solicitors across England and Wales currently In-House, this is an exciting and growing area of the profession.
LinkedIn Group: https://www.linkedin. com/groups/12963261
WhatsApp Group: https:// chat.whatsapp.com/ EPZVpQQ8CDm8t6ZvIRJwYo
Website: https://birminghamlawsociety. co.uk/in-house/
Get in touch with Committee Chair Bal directly here with any questions.
The National Association of Licensed Paralegals (NALP) is launching the very first Level 5 paralegal specific qualification to be accredited by Ofqual.
The Level 5 Diploma for Senior Associate Paralegals joins NALP’s suite of Ofqual regulated paralegal qualifications including Level 3
Certificate for Paralegal technicians, Level 4 Certificate for Associate Paralegals, and the Level 7 Diploma in Paralegal Practice. (Level 6 will be launched later.)
The Level 5 Diploma for Senior Associate Paralegals, builds on the key foundational subjects required for a career within the legal profession, allowing Learners to go into greater detail and further develop critical thinking skills.
It includes the following units: Land Law and Conveyancing; Matrimonial and Civil Partnership Law; Public and EU Law; and Business Law and Practice and can be studied at a variety of NALP approved Centres, and is offered as remote, blended, or in-person learning. The qualification can be taken over a period of up to two years, with most students qualifying in 12-18 months.
“The new Level 5 Diploma for Senior Associate Paralegals is an important addition to the NALP suite of Ofqual accredited qualifications. By being externally regulated by Ofqual, Learners can be sure that they are studying for a qualification that will truly help them in their paralegal career. Paralegals play an important role within the legal sector and they deserve to be confident that the qualifications they are taking are of the highest quality, which is why NALP is proud to be the only organisation offering Ofqual regulated paralegal qualifications.” said NALP’s CEO Chantal Cooke. Upon successful completion of this Level 5 Diploma for Senior Associate Paralegals, Learners may apply for Senior Associate membership of NALP.
For more information see: https:// www.nationalparalegals.co.uk/ qualifications/level-5-diploma/
Every organisation processes client files, employee records, and financial information daily, yet many businesses continue operating with staff who lack formal data protection qualifications. The evidence is clear: organisations are facing increasing fines specifically due to inadequate attention to data protection requirements, while artificial intelligence deployment has introduced complexities that many staff don’t fully understand.
The solution lies in developing properly qualified Data Protection Officers through structured apprenticeship programmes that combine real-world experience with formal recognition. This approach addresses regulatory expectations while providing the expertise necessary to navigate today’s complex data protection landscape and avoid costly regulator penalties and fines of up to £17.5 million from the Information Commissioner’s Office.
Data breaches now cost businesses millions in fines, legal fees, and lost reputation. For law firms and professional services, where client trust is everything, a single incident can destroy relationships built over decades. The introduction of AI tools has created particular concerns, with employees genuinely worried about using these tools with sensitive information. This fear is creating inefficiencies and exposing organisations to risks they may not even realise exist.
These challenges are compounded by the fact that many organisations assume their current staff can handle data protection responsibilities alongside their other duties, creating dangerous gaps in knowledge and compliance. Modern data protection law is complex and constantly changing, requiring dedicated expertise that general training courses simply cannot provide. This becomes particularly problematic because when a data breach happens, regulators examine whether you had the right people in place to prevent it. Having unqualified staff in data protection roles is increasingly seen as negligent.
All businesses need a Data Protection Officer, but many are operating with people who lack formal qualifications. Experience alone is no longer enough in today’s complex regulatory environment, where the difference between someone who has received basic training and someone who is properly qualified can be the difference between compliance and catastrophe. Qualified Data Protection Officers understand not just the rules, but how to apply them in real-world situations, navigate complex scenarios involving data breaches, handle difficult subject access requests, and work effectively across different departments.
Most importantly, they understand how to balance business needs with regulatory requirements. For organisations seeking this level of expertise, there is only one route that leads to a formal Data Protection Officer Qualification, and it is government funded. This makes the apprenticeship pathway the most structured and reliable route to recognised expertise in this field.
Datalaw’s Data Protection Officer Apprenticeship
Recognising the urgent need for qualified professionals, Datalaw’s Data Protection Officer Apprenticeship provides the clear pathway organisations need. This isn’t generic training, it’s a comprehensive programme that creates qualified Data Protection Officers who can handle real workplace challenges from day one.
The programme is designed for people who already have some responsibility for data protection in their organisation and exposure to data policies, whether that’s someone in an existing data protection team, a solicitor looking to specialise, or support staff wanting to develop their expertise. No prior qualifications are required as the programme builds expertise through practical application combined with structured learning. What makes this different is the practical approach, instead of theory-heavy courses, learners work on real scenarios they’ll
face as Data Protection Officers within their workplace alongside their current job role, learning how to develop policies, respond to breaches, and manage the day-to-day challenges of keeping an organisation compliant. To learn more information about Datalaw’s Data Protection Officer Apprenticeship, please register your interest here:
A Smart Investment in Practical Training Understanding that busy professionals need flexibility, the apprenticeship uses online workshops that don’t disrupt daily operations and works particularly well for people moving from paralegal, administrative, compliance, or business support roles who want to specialise further. The assessment method is refreshingly practical with no traditional exams, instead, learners build a portfolio of real work and have professional discussions to demonstrate their competence, ensuring the qualification reflects genuine ability to do the job.
The apprenticeship is governmentfunded, making it a cost-effective way to develop crucial internal expertise while your organisation invests little in training costs. This becomes even more attractive when you consider that the cost of a single data breach, regulatory fine, or compliance failure far outweighs any training investment. Qualified professionals don’t just handle compliance, they enable business growth by ensuring new initiatives meet data protection requirements from the start while providing the confidence that comes from knowing your organisation is properly protected.
As regulatory environments tighten and cyber threats become more invasive, qualified Data Protection Officers have become essential for any organisation handling sensitive information. Datalaw’s Data Protection Officer Apprenticeship, alongside other law apprenticeships, offers the definitive route to developing this expertise while maintaining business operations and controlling costs through its practical approach, government funding, and focus on real-world application.
Your organisation’s future security depends on having the right people in the right roles. Datalaw will be providing further details about how the Data Protection Officer Apprenticeship can protect your organisation and develop essential internal expertise in an upcoming free webinar “How to Become a Qualified Data Protection Officer” - you can book your free space here.
In early July, Birmingham Law Society (BLS) was invited to join the Solicitors Regulation Authority (SRA) event on Innovation in Law—an engaging day focused on the rapidly evolving role of technology in legal practice. The event drew over 100 delegates, many from small and mid-sized firms, eager to explore how they could harness digital tools to improve efficiency, meet client expectations, and remain competitive writes Dr Alan Ma, Chair - Legal Tech Committee, BLS.
I was honoured to join a panel alongside leading experts—Harry Borovick (Luminance), Paul Saunders (LegalEye), and Paddy Skinner (Atticus)—with Aileen Armstrong, Executive Director of the SRA, as Chair. The audience’s enthusiasm was clear: while the session was scheduled for one hour, the flow of questions could easily have filled twice that time. The feedback was overwhelmingly positive, with 100% of attendees rating the speakers as “good or very good” and 93% stating the event was “useful or very useful.”
The discussions on the day—and the SRA’s latest research report on Technology and Innovation in Sole Practitioners and Small Firms—make it clear that there is both a strong appetite and a real need for better guidance on legal tech adoption. As Chair of the BLS Legal Tech Committee, I believe we have an important role to play in bridging this gap.
The Legal Tech Landscape for Small Firms
The SRA’s research provides a valuable snapshot of how small and sole practitioner firms are currently engaging with technology. While basic digital tools
like case management systems, time recording, and document automation are increasingly common, advanced technologies such as artificial intelligence (AI) are still being adopted cautiously. Cost, lack of training, and uncertainty about return on investment remain key barriers.
Many small firms face the ‘where do we start?’ dilemma. The range of available tools is vast—ranging from specialist compliance software to AI-powered research assistants—and it can be overwhelming to choose the right system. As one delegate noted during our panel discussion, “It’s not that we don’t want to innovate—it’s that we don’t want to get it wrong.”
This hesitancy is understandable. Small firms typically operate on tighter budgets and with less internal IT support than larger practices. A wrong decision can have real financial and operational consequences. Yet the cost of inaction can also be high—particularly as clients become more digitally literate and expect their legal advisers to work efficiently and transparently.
The AI Opportunity and Risk
Generative AI has been the most significant disruptor in recent years. Since the public launch of ChatGPT in late 2022, AI tools have gone from niche curiosity to mainstream productivity aids in less than two years. In the legal sector, platforms like Harvey AI, Lexis+ AI, and Westlaw’s Precision AI are being piloted by major firms to assist with document review, research, and drafting. For small firms, AI presents both an opportunity and a risk. The opportunity lies in levelling the playing field—AI
can automate time-consuming tasks and allow lawyers to focus on highervalue, client-facing work. But the risk lies in overreliance or misuse. We’ve all read about recent cases where lawyers submitted AI-generated legal documents that cited non-existent cases. These incidents highlight a critical point: AI is a tool to support legal reasoning, not replace it.
This is where ‘AI literacy’ becomes crucial. Lawyers don’t need to become data scientists, but they do need to understand how AI tools work, where their outputs come from, and—most importantly—how to verify them. One concept gaining traction is ‘grounding’: ensuring that every AI-generated statement is linked to a verified source, such as a real case or statute. Tools like Lexis+ AI are already embedding grounding features to build trust and reliability.
So, how can small and mid-sized firms begin their legal tech journey? During the panel, we emphasised a practical, incremental approach:
1. Start with a pain-point audit.
Ask: What tasks are most time-consuming or repetitive? Is it document creation, client onboarding, compliance checks? Start by solving the problems that create the most friction.
2. Pilot before you purchase.
Most vendors now offer free trials, demo accounts, or sandbox environments. Test a tool with a small team of users and gather feedback before making a firmwide decision.
3. Involve your team early.
Adoption fails not because of the tool itself, but because users don’t feel involved. Engaging junior lawyers or techsavvy staff in the selection process often leads to better uptake.
4. Use an evaluation framework. At the Legal Tech Committee, we encourage firms to use an ‘adoption matrix’ to assess options. The key dimensions are:
o Need: Does it solve a real problem?
o Usability: Is it intuitive for staff and clients?
o Cost: Is it affordable and does it save time?
o Integration: Will it work with existing systems?
5. Seek external advice.
Local networks, peer firms, and professional groups like BLS can be invaluable sources of experience and recommendations.
6. Train and document.
A tool is only as good as its users. Build training into the rollout and create a basic internal guide on how to use the system effectively.
The BLS Legal Tech Committee was relaunched earlier this year precisely to help members navigate these challenges. Our mission is to bring together practitioners, academics, and technology providers to share insights, highlight best practices, and offer practical solutions.
We’re currently planning to feature in a Legal Tech Week later this year, as well as topic-specific sessions aimed at sole practitioners and boutique firms. These events will focus on practical demonstrations, AI literacy, and case studies of successful implementation. Through initiatives like these, we aim to demystify technology and build confidence among BLS members. Whether you’re a tech enthusiast or a complete beginner, the Committee is here to support you.
Conclusion
The pace of change in legal technology shows no sign of slowing down. While large firms often grab the headlines with cutting-edge AI tools, small and mid-sized firms stand to gain just as much—if not more—by adopting practical, affordable technologies that make day-to-day work smoother and client service sharper.
As the SRA’s research and the Innovation event highlighted, bridging the legal tech gap is a collective effort. It requires curiosity, collaboration, and the willingness to experiment, supported by professional bodies like BLS and educators like BCU.
By taking small but strategic steps, firms can not only keep up with change but also turn technology into a real competitive advantage.
Clients often share with me how easier it is to get the job done themselves rather than over see a junior lawyer and train them. Lawyers learn by osmosis and by making mistakes, opportunities for doing either are picking back up again now more teams are encouraged to come back to the office writes Rebecca Mander, founder of GuruYou.
But what can start out as serval learning gaps will become cavernous if we continue to let newer, less experienced employees ‘get on with it’. Time we save now will build and result into an economic and timeconsuming problem for our firms.
One of the phrases that resonates across all of the groups I coach in a confidential, peer setting is “It’s so good to know I am not the only one that felt/experienced this”. Group work is cost effective and as Fiona Teague, partner at Shoosmiths found, learning coaching techniques give the organisation an affordable, sustainable solution that continues beyond the formal coaching. Fiona said- “The real triumph though is that Rebecca left the team equipped with a new skill set that we are confident to deploy to support one another as a group and our other colleagues going forward.”
Working in a group with a coach is one solution, providing a confidential and safe setting for peer to peer coaching and development, but what else can we do as leaders to ensure we attract and retain the best that young legal talent has to offer?
Here are my Top 6 must do actions to foster growth and retain new talent:
1. Engage on non-work related topics to truly get to know the human being not just the human doing in your team and build trust.
2. Ensure your juniors undertake exercises to reflect on their strengthswhen they see how far they have come they will have greater confidence in how far they can go!
3. Make sure their career focus is part of your agenda too. How are they progressing and what are you putting in place to help them get there?
4. Discourage back-to-back meetings and encourage time out during their long days and pressurised workloads. Happiness = performance = success!
5. Make sure mentors are well matched and dedicated to the development of mentees, allocating time each week to nurture those who need it most.
6. Delegate with supervision, even if you believe it won’t save you time. It will in the long run and in the meantime, your junior’s self-esteem will blossom every time they are given more responsibility... just as yours did back in the day!
If you are interested in supporting the future of your firm and would like more hints and tips, please follow Rebecca, founder of GuruYou coaching on Linkedin https://www. linkedin.com/in/guruyoucoach/
The Chancery Lane Project (TCLP), launched in 2019, develops climate-conscious legal drafting. Its clauses are now widely adopted, helping to reduce emissions and embed environmental responsibility into legal practice. Among the most impactful are Marni’s and Isabella’s Clauses, which support property lawyers in addressing climate risk.
TCLP was founded to create legal clauses and documents that positively impact climate protection and environmental standards. As these clauses have become widely used, they are making a tangible difference in reducing carbon emissions and improving environmental practices across the legal sector.
Marni’s Clause: commercial focus
One of TCLP’s most recognised clauses is Marni’s Clause, originally drafted to help property lawyers reference climate risk searches in their reports on title. As the use of climate risk searches has grown, so too has the adoption of Marni’s Clause.
In May 2025, the Law Society issued its Climate Change and Property Practice Note, a major development providing property lawyers with clear guidance on addressing climate risks in residential and commercial transactions. The Practice Note includes a section on climate risk searches, suggesting they are a useful tool for understanding climate risks at a basic level. It also provides sample wording for use in reports on title.
Following this development, TCLP updated Marni’s Clause to ensure consistency with the Practice Note. TCLP then consulted Robert Lee, Professor of Environmental Law at the University of Birmingham and Simon Boyle, Environmental Law Director at Landmark Information, who had both contributed to the drafting of the Practice Note.
The two main objectives were:
1. To ensure Marni’s Clause aligned fully with the Practice Note.
2. To retain its relevance by offering more than just a repetition of the sample wording.
Isabella’s Clause: residential focus
To complement Marni’s Clause, TCLP introduced Isabella’s Clause, tailored specifically for residential properties. This clause provides additional detail and helps lawyers draft their reports on title more efficiently, enabling clients to better understand the climate risks identified in searches.
Alignment with the Law Society Practice Note
The Practice Note marked a significant step forward in guiding property lawyers on how to address climate risks. It recommends climate risk searches as a useful starting point and includes sample wording for reports on title. Marni’s and Isabella’s Clauses were updated to align with this guidance while offering enhanced detail beyond the sample wording, making them practical tools for legal professionals.
Conclusion: practical use and future outlook
We hope that both Marni’s Clause and Isabella’s Clause will be widely adopted by property lawyers. Their additional detail supports effective drafting and helps clients understand any climate change risks identified in searches. As climate risk becomes a standard consideration in property transactions, these clauses will empower lawyers to advise clients with clarity and confidence.
Our role in shaping the Law Society’s guidance
Members of Landmark’s Sustainability Team played a key role in the development of the Practice Note. Robert Lee and Simon Boyle were both contributors to the Practice Note and co-authors of the accompanying Technical Note. Their insights helped ensure the Practice Note guidance is both practical and proportionate. For further guidance, explore Landmarks essential resource on navigating the practice note here.
Our reports are backed by in-house expertise, and our dedicated sustainability team is always on hand to help interpret findings and support your conversations with clients.
Alternatively, find out more about our marketleading Climate Change Risk Management Services, Climate Change Reports and Sustainability Training Services. Or, if you have any climate change queries, please contact our customer service team on 0330 036 6619.
Want to deepen your expertise?
Explore award-winning training at Landmark Academy, designed for busy professionals and recognised for excellence in customer service and user experience. Learn from leading UK environmental law experts, anytime, anywhere.
www.landmarkacademyhub.co.uk
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?
• Advice on the impact of climate change for law firms and your clients?
• Support with supply chain due diligence?
Landmark Information empowers property professionals to navigate sustainability challenges, wherever they are on their journey.
Bronwen Still, the doyenne of solicitors’ professional regulation, is retiring after 48 years in the profession. Admitted as a solici tor in 1977, Bronwen began in private practice in Cumbria before start ing work at the Law Society in Chancery Lane in 1980. Moving with the Law Society to Redditch in 1988, she was at the forefront o f developments in regulation, setting up and heading the Professional Ethics guidance team which still helps the profession today. She continued as Head of Policy and then as Head of Standards when the SRA was established. She was responsible for the team that produced the SRA Handbook in 2011. On retiring from the SRA in 2010 she worked as an independent consultant advising and lecturing on regulatory issues. She has also worked more recently with Infolegal Ltd and with Jayne Willetts & Co Solicitors Ltd.
Jayne Willetts commented: “ Bronwen has been such a valuable asset to our clients over the last 14 years, always sensible always able to take a long view based on the underlying principles of our profession. On a personal level she has been a marvellous sounding board. I will miss her greatly as a professional colleague and wish her well in her retirement.”
In this article, Bronwen reflects on the changes to the regulation of the solicitors’ profession over the last 45 years
There have been some enormous changes in my 45 years as a solicitor working for the Law Society, the SRA and eventually as an independent consultant advising on regulatory issues. Some have been driven by the profession, others are due to external pressures from bodies such as the Office for Fair Trading, Competition & Markets Authority and of course the government. Since its inception in 2008, the Legal Services Board (“LSB”) has been the chief driver for change. It has been an interesting journey! I would need to write a book to cover all the changes that I have seen so will confine myself to some of what I would regard as the more significant or interesting and the complexities of trying to achieve the right balance in regulation.
Following a period in private practice, I started work for the Law Society in Chancery Lane in March
1980 in the then Professional Purposes Department. It handled complaints against solicitors, gave ethical advice, drafted rules and, on the authority of the Professional Purposes Committee, instigated accounts inspections, set up interventions in firms and gave instructions for cases destined for the Solicitors Disciplinary Tribunal. I was taken on initially to deal with a vast backlog of complaints. Nothing new there!
In the early 1980s two issues were beginning to create waves at the Law Society which would lead to the first big changes for many years to the solicitors’ profession. These were the restrictions on advertising or “touting for business” and the Law Society’s self-regulating role i.e. in investigating and disciplining its own members. I will look at these in some detail but, first, it is important to understand the then regulatory landscape.
The “bible” in terms of ethical requirements was “A Guide to the Professional Conduct of Solicitors” (The Guide) published in 1974. The Guide was largely narrative. Many issues long since covered by rules were set out in the narrative providing examples of good and bad behaviour and what would constitute “conduct unbefitting” a solicitor. These covered subjects including conflicts of interests, accepting instructions, acting in the clients’ best interests, confidentiality and fair dealing with other solicitors and third parties. On the subject of costs, the Guide interestingly said “… the solicitor would be well advised, although there is no professional obligation to do so…to ensure that the client fully understands the position about costs”! Writing offensive letters got the thumbs down; one solicitor was found guilty of unbefitting conduct for writing to a client in the following terms –
“you are a sinister little creature, a poisonous creature – an offensive little wretch”.
The rules were appended to the 1974 Guide and comprised (1) four sets of Accounts Rules dated 1965 and 1967 dealing with the holding of client money and trust money, deposit interest and accountants reports and (2) the Solicitors Practice Rules (comprising 6 rules made between 1936 and 1972). These prevented solicitors from advertising or touting for business, sharing fees, acting in association with a claims handler or acting for seller and buyer in conveyancing transactions – with limited exceptions. A power of waiver was included.
First in the firing line in the early 1980s was the prohibition on touting and advertising. Rule 1 prevented “directly or indirectly without reasonable justification
inviting instructions for professional business” or “doing or permitting to be done without reasonable justification, anything which by its manner, frequency or otherwise advertises (the solicitor’s practice)”. Virtually anything beyond the bare announcement of a new office address was a breach. I serviced briefly the Law Society’s “Liberalisation Sub-Committee” which was tasked with looking at relaxing the rule but spent hours discussing whether a firm that had allowed a local artist to display his paintings in their reception window was guilty of touting. Pressure from the profession eventually resulted in the Solicitors Publicity Code 1986 which was then revised in 1990.
As with many other permissive changes, such as those allowing introductions and referrals and separate businesses, the rules and codes became lengthy in trying to define what the relaxations permitted. Life was simpler with a total restriction in place. The Publicity Code had pages devoted to such issues as “naming and describing staff”, “directory headings”, “flag advertising “and “professional stationery” describing what was allowable and what not. This led to complaints about the Law Society being bureaucratic and increasing the burden of regulation, rather than relaxing it. Ultimately, the Codes were repealed in favour a set of Principles and, as of now, a small section on “business requirements” in the Code of Conduct. However, that cycle of regulation from a total ban to a permissive but complicated regime back to something simpler took about 25 years. To a certain extent, this cycle was replicated when Alternative Business Structures (ABSs) were first permitted. The SRA’s initial fright at being asked to regulate ABSs led to an application form of 29 pages which was so complicated, with questions on issues like “group contagion”, most solicitors did not understand what they were being asked. Probably the SRA didn’t either! The SRA has now become more focussed on what information is actually relevant in its decision making and the form size has been reduced to less than half the original size.
Moving on to the second big issue of the 1980s, this attacked the Law
Society’s jugular with accusations that it could not fairly investigate and discipline its own or act in the public interest. The widely reported Glanville Davies case brought the debate to the attention of a wide audience including the press and the government.
Glanville Davies was a Law Society Council member against whom a complaint of overcharging and dishonesty was brought by a client. To avoid the embarrassment of being disciplined, he agreed to retire and, on that basis, the Law Society decided to take no action against him . However, the client was not satisfied with this outcome. The Law Society then set up its own investigation into the handling of the case whereupon matters got worse when delays were caused by the papers being lost (all information was held on paper files in the 1980s). The client lost patience and went to the High Court asking it to exercise its powers to review the costs charged and discipline Glanville Davies. This it did and reduced his bill by £130,000 which was then a very significant sum. The judge commented to the effect that if Glanville Davies had worked 24 hours a day for 7 days a week during the length of the retainer, he couldn’t have reached anywhere near the sum billed!
This case set in motion a series of changes. The Law Society tried to create some separation with regard to complaints handling by setting up the Solicitors Complaints Bureau in 1986. This was replaced by the Office for the Supervision of Solicitors in 1991. Both, however, were still under the Law Society’s control. Total separation of complaints handling was finally achieved following the Clementi Review in 2004 and the Legal Services Act 2007 with the setting up of the Legal Ombudsman in 2010. Delay in handling complaints, however, remains an issue!
The other related change was the separation of the Law Society’s regulatory and representative roles. The need for separation was flagged up in the Clementi Report and enshrined in the Legal Services Act 2007 (LSA). The Solicitors Regulation Authority (SRA) came into being on the 1 January 2007, although the transition was not without problems
over how the regulatory fee should be split with the Law Society collecting the money and thus retaining some control of regulation, plus the fact that the SRA Board remained a Law Society Board. True separation has still not been achieved.
Other issues were smouldering in the early and mid-1980s. One such issue was that solicitors’ firms could only operate as sole practitioners or partnerships. There was a limit of 20 partners permitted in a partnership. Larger firms and, in particular, City of London firms felt this was a competitive handicap and also wished to limit their personal liability for the actions of their firm.
The Administration of Justice Act 1985 (the AJA) removed the legal restrictions on firms incorporating and the Solicitors Incorporated Practice Rules 1988 heralded the introduction of a new era of incorporation and allowed the Law Society to permit the first “recognised bodies”. The rules did, however, restrict owners and managers to solicitors and registered foreign lawyers and it was not long before firms were asking to be able to allow senior non-lawyers to be appointed as directors. Some firms wanted to draw in external capital to assist with expansion plans. Although the 1988 Rules contained a power of waiver, this could not extend to allow changes not permitted by the law. The AJA was, however, amended in 2009 to permit firms to appoint up to 25% non-lawyer managers (partners or directors) and the Law Society amended its rules accordingly to reflect this and the first Legal Disciplinary Practices came into being.
Another major change affecting solicitors in the 1980s was the recognition of Licensed Conveyancers as “authorised persons” who could provide conveyancing services and the setting up of the Council for Licensed Conveyancers. The AJA was the relevant statue that brought this into effect. This had been hotly opposed by the Law Society which saw this as unwanted and unnecessary competition for solicitors. The OFT took a different view.
The real game changer for the legal profession was, however, the Clementi report in 2004. Sir David
Clementi had been tasked by the Department of Constitutional Affairs with modernising the regulation of legal services, improving consumer choice and increasing competition in legal services. This led to the Legal Services Act 2007 which was a huge piece of legislation intended to modernise the legal profession and how it was regulated. Its main achievements were:
• To set regulatory objectives for legal services regulators which must define all their activities.
• The creation of the LSB as an independent oversight regulator to ensure the regulatory objectives were met by the “frontline” regulators such as the SRA.
• The establishment of the Office for Legal Complaints.
• The structural separation of regulation and representation in all legal professions.
• The introduction of ABSs.
Its failings include:
• no new definition of the “reserved legal activities” which has encouraged unregulated legal services providers;
• overlap of regulation between multiple regulators (we are now seeing negotiations between the SRA and CILEX Regulation with the possibility that the SRA will take over the regulation of legal executives – will other smaller regulators follow suit?);
• not being a consolidating piece of legislation (the Solicitors Act 1974 and the AJA have to be read in conjunction with it);
• tensions between the LSB and “frontline regulators”. The LSB insisted that the SRA introduced outcomes focussed regulation in the SRA Handbook of 2011. Outcomes were quietly dropped in favour of more “hard edged” standards and regulations in 2019.
The statutory framework set out in the LSA now governs all legal regulatory activity and has to be the first point of reference for regulators and the profession. It has now, despite its
shortcomings, been in force for 18 years without significant challenge. With the government’s focus on other more pressing legal issues, it looks as though it will be around for some time to come.
In conclusion I would comment that regulation is never easy –either for the profession or the regulator. Getting the right balance between necessary protections and enabling innovation and business development is difficult. Developing the conflict of interest and confidentiality rules was an interesting case in point. In particular, they had to allow information barriers for those firms that had the capacity to create them effectively and safely, whilst preventing them from being used where clients would be put at risk. Also, to an extent, the rules had to reflect the common law but, interestingly, judges dealing with these issues have sometimes referred to the rules of conduct for guidance. This is just another interesting interaction that cannot be ignored.
Finally, in my view, the Law Society and local law societies have an increasingly important role in trying to get the correct balance. They have reined in some apparent excesses by the SRA in recent times. The current key battle ground concerns the ability of solicitors to hold client money. Do we want the SRA’s message to the public and LSB to be that solicitors cannot be trusted? Even banks can fail and why should third party managed accounts provide more security? My final message – get involved with all the SRA’s consultations and help mould the future direction of the profession.
At Jayva Global, we stay sharply attuned to the evolving lawtech environment by regularly scanning authoritative industry reports, listening closely to the experiences and priorities of law firms, and continually developing our service offerings to meet their real-world needs.
We delve into reports published by Legal Practice Management (https://mag.lpmmag.co.uk/d/idlpm_frontiers_2025) and the Solicitors Regulation Authority (https://www.sra. org.uk/sra/research-publications/solepractitioners-small-firms-technologyinnovation/), on the SME marketplace and sole practitioners respectively, to combine data-driven insights with direct conversations across the legal community.
In the process of doing so, we’ve spotlighted emerging trends, challenges and opportunities –thereby ensuring the support we offer is always practical, forward-looking and aligned with the direction of travel.
Key trends reshaping the small firm landscape
From talent pressures to tech-driven innovation, these prime themes highlight where small firms are adapting – and where support is most needed.
Attracting and retaining talent requires overhaul
Small firms are struggling with talent retention and workplace culture, underscoring the urgent demand for better people management strategies. Addressing recruitment, training and workplace flexibility is essential to build resilient businesses in a competitive space.
Revenue growth is projected upwards of 10% by 2026
Analysis suggests an inflated appetite for legal services in the SME segment, with forecasts pointing to revenue growth of around 10%. This revenue hike offers small firms both opportunity and pressure to scale efficiently.
Competition from larger firms intensifies
Bigger firms pose a rising competitive threat, especially as they offer broader services and invest heavily in digital transformation. Smaller
at an affordable cost. Small firms failing to implement client-centric technology risk poorer consumer value and diminished trust.
Greater scrutiny on risk and compliance
With an upsurge in the volume and complexity of regulatory checks, small firms must strengthen internal risk management processes and frameworks to mitigate risk, comply with regulations and avoid potential sanctions.
Tech budgets expand and adoption barriers fall
With small firms believing technology improves both the quality and value of client services, this confidence is translating into real investment with a boost in tech spend. Adoption rates are climbing too, showing that although the sector once lagged in tech maturity, it’s now catching up –and fast.
Cloud-first becomes the default Cloud solutions are becoming the standard. It’s worth noting that our earlier guest blog with Virtuoso, titled ‘The move to the cloud: A guide for law firms’, emphasises why migrating to the cloud is essential – and how to do it right. Head to https://virtuoso. tech/blog
Generative AI adoption is on the rise
While less than 15% of small firms have adopted generative AI, rates are increasing. Small firms are exploring how to use AI systems beyond document generation and summarisation – such as automated matter updates, intelligent knowledge retrieval and client communications, meaning generative AI is steadily making its way into front and back office functions.
Time recording and commercial awareness need urgent attention
Feedback from research highlights the need to improve lawyers’ time-recording accuracy as well as their commercial awareness –especially around value-based client billing and transparency
Costs of digital change are a major barrier
Small firms report concerns about the costs of adopting tech, particularly when solutions may become
facing information overload, with requirements for impartial guidance, clearer demonstrations and case studies to navigate options carefully.
Widespread benefits from tech adoption
Despite the aforementioned hurdles, small firms recognise far-reaching benefits: improved efficiency, better client service, enhanced access to justice and reduced costs for consumers, to name a few.
How Jayva Global supports law firms through transition and beyond
At Jayva Global, we help small firms manoeuvre these trends, overcome challenges and embrace opportunities – from early-stage research and selection, to longterm rollout and support. Our expert consultancy and training includes but is not limited to:
• Needs assessment and solution selection: Providing impartial, sector-wide comparisons and industry-specific case studies to choose the optimal tech stack.
• Project management and implementation: Coordinating software rollout, change management and training to reduce disruption, maximise adoption and achieve ROI.
• Embedded training and familiarisation: At each stage, we deliver tailored training to ensure teams utilise tools fully and embrace cloud platforms successfully.
• Ongoing technical support: Offering maintenance, mentoring and advice to update systems, instil new processes and respond to everchanging regulation.
Our clients benefit from a people-forward approach: we prioritise human-focused change management, clear governance and skills development – which helps small firms tackle barriers, harness innovation, streamline operations and transform digitally.
Find out more about what we do at www.jayvaglobal.com/services
