None of the editorial or photographs may be reproduced without prior written permission from the publishers. Benham Publishing would like to point out that all editorial comment and articles are the responsibility of the originators and may or may not reflect the opinions of Benham Media. No responsibility can be accepted for any inaccuracies that may occur, correct at time of going to press. Benham Publishing cannot be held responsible for any inaccuracies in web or email links supplied to us.
DISCLAIMER
All views expressed in this publication are the views of the individual writers and not the society unless specifically stated to be otherwise. All statements as to the law are for discussion between members and should not be relied upon as an accurate statement of the law, are of a general nature and do not constitute advice in any particular case or circumstance.
Members of the public should not seek to rely on anything published in this magazine in court but seek qualified Legal Advice.
COVER INFORMATION
Image by Zach Plank on unsplash.com
Copy Deadline
25th April 2025
For the Spring 2025 edition
Advertising
Anyone wishing to advertise in Central London Lawyer please contact Catherine McCarthy before the copy deadline. 0151 236 4141 catherine@benhampublishing.com
Editorial
Members wishing to submit editorial please send to:
Editor in Chief: Kene Onyeka Allison. Co-Editor-in-Chief: Anita Winsome
Editorial Board: Anamitra Mukhopadhyay, Anita Winsome, Sarah Bradd and Emma Webb
Photo:
dyedurham.co.uk
The President’s Foreword
WINTER 2025
Welcome to our Winter edition of Central London Lawyers’ Magazine.
I want to start by paying tribute to our friend and colleague, Joanne Skolnick, who tragically passed away on 15 December 2024. Joanne made a huge contribution to WHLS and she will be sorely missed. Our thoughts and sympathies go out to her family. Please do read her obituary on page 9. Rest in Peace, Joanne.
As the national Law Society celebrates its’ 200th centenary the theme of this special edition is "Junior Lawyers' Perspectives: The Future of the Legal Profession - The Next 200 Years”. Thank you to the Chair of WHLS’ Junior Lawyers Division, Nedra Daniel, for taking on this important topic as guest editor. She has curated a fascinating selection of articles focussing on the contribution AI will make to the profession, intergenerational collaboration and what future generations want from their career in the law. There’s some great advice on the skills needed by future lawyers (on pages 16-17) and for firms on embracing digital transformation.
As we start 2025 we take the opportunity to highlight our first events of the year - both past and present. On pages 10 and 11 you can read about out International sub-committee’s event on 14 January 2025 for London’s international lawyers discussing why they chose the route to qualification they did and the particular challenges they face. In addition, don’t miss the fascinating introduction into the Kuwaiti Bar Association (pages 12 and 13) or the news on the silent protests taking place in Milan (page 26).
Hasnain Arshad talks about the need for diversity and inclusion in the legal profession on page 30 and on that theme there are details of our International Women’s Day event taking place on 12 March 2025 on page 21. We are delighted to welcome a panel of eminent speakers, including Jade Gani (who has also taken the time to write for us on the innovative culture she has cultivated at Circe Law on page 19) and Dr Anila Khalique on what she learnt
Nicola Wainwright
during her PhD on women solicitors. We will be discussing with them the challenges women in law face and what steps we can take now to accelerate change. Do join us if you can.
The Junior Lawyers Division’s give you a taste of what they’ve got in store for you this year on page 15, including a number of mentoring events after their extremely successful Speed Mentoring Event at the end of last year. Read more on page 15.
Do keep an eye on our social media channels for other great events for your diary that we are planning now.
I hope you enjoy this Winter 2025 edition of the magazine, brought to you by our amazing WHLS Editorial Team. As always my grateful thanks go to them and to all of our contributors for their hard work
All the best.
Nicola Wainwright President Westminster & Holborn Law Society
WHLS OFFICERS
Nicola Wainwright President
Nicola Wainwright is a specialist clinical negligence solicitor with more than 20 years’ experience. She is a Partner and Head of Clinical Negligence-London at JMW Solicitors LLP. Nicola specialises exclusively in clinical negligence claims for patients arising from medical treatment that has gone wrong, or from a failure to provide medical treatment. She has expertise in a wide range of claims, but particularly those that are complex or that result in severe, life changing injuries.
Nicola has been ranked in Chambers & Partners legal directory for 14 years and has been described as a ‘highly experienced lawyer who achieves great results’ for clients. Clients describe her as ‘incredibly empathetic and understanding’ and as ‘having great communication skills’. Nicola qualified as a solicitor in 1997 after training with Pictons. She specialised in personal injury and clinical negligence at Davies & Partners, Birmingham before joining Leigh Day in 2000, since when she has specialised exclusively in clinical negligence. She was at Leigh Day for 20 years before joining JMW.
Nicola is a member of the Law Society Clinical Negligence Accreditation Panel and an Association of Personal Injury (APIL) Senior Litigator. Nicola sits on the Westminster & Holborn Law Society CSR and Pro-Bono Committee. She is also a member of FOCIS (Forum of Complex Injury Solicitors), and the Association of Women Solicitors, London (AWSL).
Suzanna Eames Deputy Vice President
Suzanne is an Associate at Farrer & Co specialising in a broad range of private family law matters, including divorce, complex financial remedy cases, children matters, financial claims to support a child, jurisdictional disputes and pre-nuptial agreements. Suzanna was previously DVP of WHLS in 2020/2021 and is looking forward to getting stuck back into the Society again. In 2021 – 2022, Suzanna was the Chair of the Junior Lawyers Division of the Law Society.
Amanda Lathia Co-Deputy Vice President
Amanda is an Associate at TWM Solicitors specialising in commercial and company law matters. In 2012, she decided to study law (Graduate Diploma of Law and the LPC) part-time to fit in around her two young children and qualified as a solicitor in 2018. On qualification, Amanda joined a firm in Lincoln’s Inn and became a member of WHLS. She immediately joined the JLD committee and was co-Chair of the JLD from 2022 to 2024. In her spare time, Amanda is a keen musician, is currently learning the bass guitar and performing with a band.
Aneesha Bhunjun Co-Deputy Vice President
In her practice as a digital dispute resolution specialist, Aneesha assists in resolving disputes both in England & Wales and internationally, specialising in contested wills, probate, property, faith and estate planning. Her passion for mediation and conflict resolution underpins her work, and she is dedicated to helping parties find constructive solutions to complex challenges. Aneesha also focuses on advancing critical areas such as AI regulation and women’s rights in the judiciary, advocating for ethical practices and greater equity in the legal system. She is excited to channel this expertise into her work with the WHLS, supporting its members and the wider legal community.
Kene Onyeka Allison Editor in Chief
Kene is an in-house solicitor at Mizuho International plc, a Japanese investment bank. She is dual-qualified in England & Wales and Nigeria. Her areas of specialisation are Debt Capital Markets and Derivatives. She volunteers in different capacities with different organisations with the aim of improving ethnic and minority diversity.
Anita Winsome Co-Editor in Chief
Anita is an LLM student specialising in Comparative & International Dispute Resolution at Queen Mary University of London. Her interests include domestic & international arbitration, competition law and intellectual property rights. She is a qualified lawyer in India and is a licensed member of the Bar Council. Her favourite pastime activity includes exploring the beautiful cafes, museums or the parks at South Kensington.
Philip Henson Immediate Past President
Philip Henson is a Council Member of the Law Society of England and Wales. Outside of a busy work and active family life, Phil also produces award winning short films. He has recently finished a script for a dark comedy called Viking Funeral which is in pre-production. He is also a jury member of the British Short Film awards, and is also developing several children’s story books which are at various stages of development.
WHLS EDITORIAL TEAM
Kene Onyeka Allison
Kene is an in-house solicitor at Mizuho International plc, a Japanese investment bank. She is dual-qualified in England & Wales and Nigeria. Her areas of specialisation are Debt Capital Markets and Derivatives. She volunteers in different capacities with different organisations with the aim of improving ethnic and minority diversity.
Sarah Bradd
Sarah is a current trainee at Charles Russell Speechlys and has been a member of CWHLS since 2019. She enjoys contributing to the Central London Lawyer magazine and assisting the editorial team. In her free time, Sarah enjoys going on holiday to explore new places, eating at restaurants and watching films at the cinema.
Anamitra Mukhopadhyay
Anamitra is a solicitor who deals with commercial litigation and IP matters. Anamitra advises clients across various sectors on a variety of matters including IP infringement issues, contractual breaches and civil fraud. Prior to entering the world of law, Anamitra completed a History degree and has a passion for the subject. Aside from History, Anamitra’s other love in life is music. She is a keen singer and enjoys performing.
Anita Winsome
Anita is an LLM student specialising in Comparative & International Dispute Resolution at Queen Mary University of London. Her interests include domestic & international arbitration, competition law and intellectual property rights. She is a qualified lawyer in India and is a licensed member of the Bar Council. Her favourite pastime activity includes exploring the beautiful cafes, museums or the parks at South Kensington.
Emma Webb
Emma is a recent first class LLB graduate. Emma is embarking on a career in the legal and media industry. Currently, she serves as the Senior Manager of Press and Programmes at Small Business Britain and an Editorial Assistant for Legal Women magazine where she combines her passion for law and her talent for communication.
AGuest Editorial The Next 200 Years: A Junior Lawyer's Vision
s we celebrate the Law Society's bicentenary, I find myself in the unique position of bridging two centuries of legal history. As a junior lawyer in 2025, I stand with one foot firmly planted in the rich traditions of our profession and the other stepping boldly into unchartered waters of the future of legal profession.
The theme of this special edition, "Junior Lawyers' Perspectives: The Future of the Legal Profession - The Next 200 Years," emerged from countless conversations with fellow junior colleagues who, like me, are witnessing the transformation of legal practice at an unprecedented pace. We are the first generation of lawyers to have AI as a colleague rather than a concept, and likely the last to remember a time before artificial intelligence became commonplace in legal research.
In curating this edition, we sought to capture both the excitement and apprehension that characterizes our generation's outlook on the future of the profession. The articles featured in this edition represent not just predictions, but aspirations for what the legal profession could become. From the evolution of virtual courtrooms to the development of global legal practices, our contributors dare to imagine beyond conventional boundaries while remaining grounded in the fundamental principles of justice and equity. Not only did the perspective of Junior Lawyers matter, but also those who have walked the path and have a story to tell with a wealth of knowledge, experience, expertise and advice for us to learn from and build on.
What strikes me most about these perspectives is their optimism. Despite the challenges we face – the negative impact from mental health and wellbeing issues to access to justice gaps to gender pay gaps – there's a profound belief in our profession's ability to adapt and lead positive change. This optimism isn't naive; it's backed by an intimate understanding of technology, a commitment to sustainability, and a laser sharp focus on human rights and dignity.
The articles explore how artificial intelligence will augment rather than replace human judgment, how virtual reality might transform dispute resolution, and how automation streamlines
routine transaction. Yet amidst these technological advances, our contributors consistently emphasize the importance of preserving the human element of legal practice.
Perhaps most importantly, this edition examines how the profession must evolve to become truly representative of the society it serves. The future envisioned is one where diversity isn't just an initiative but a fundamental characteristic of legal practice, where wellbeing isn't sacrificed for success, and where justice is truly accessible to all.
As we honour the Law Society's 200-year legacy, we acknowledge the responsibility we bear in shaping the next two centuries. The challenges ahead are formidable, but so is our determination to meet them. The voices in this edition represent not just the future of our profession, but its present transformation.
In reading these perspectives, I hope you'll share our excitement for the journey ahead. The next 200 years of legal practice will be written by those who dare to reimagine it. As guest editor, I'm honoured to present these voices that will help shape that future.
The practice of law has always been about evolution – from common law to statute, from paper to digital, from local to global. As we stand at this historic juncture, we invite you to explore these visions of our profession's future through the eyes of those who will help create it. ■
By Nedra Daniel Guest Editor
“As we honour the Law Society's 200-year legacy, we acknowledge the responsibility we bear in shaping the next two centuries. The challenges ahead are formidable, but so is our determination to meet them.”
JOANNE SKOLNICK
It is with great sadness that we remember the life of Joanne Skolnick who died 15 December 2024.
Joanne was very involved in many of the activities of The City of Westminster and Holborn Law Society. Most recently, she was Chair of the Membership Committee and a member of the International Committee. Her contribution was enormously appreciated.
Joanne held both an LLB and a BCL from McGill University's Faculty of Law, graduate degrees from the University of Oxford and Northwestern University, and a BA from the University of Toronto. She continued her interests and transformed her academic studies into practice by becoming an experienced International Lawyer, with qualifications as a solicitor in England and Wales, as a New York attorney and as a Canadian barrister & solicitor in Ontario, Canada.
She trained at a leading national law firm in Toronto and practised at two top ranked boutique law firms in New York City prior to becoming an Assistant Attorney General for the State of New York. On moving to London, she worked as a legal consultant and non-executive director skilled in risk management, strategic planning and governance.
She had advised several charities and non-profit organisations in the UK and US and was on the board of BASIC, an international security think tank. She was also active as a trustee for the RSPCA in East London.
Joanne cared deeply about empowering women and had participated in a number of roles in women's organisations over the years. Most recently, she wrote and edited material for Legal Women magazine and was part of a Steering Group member of the St. John's College, Oxford Women's Network.
We send our best wishes and condolences to her family.
International Committee: Dual qualified lawyers
The international Committee is holding events specifically for international lawyers in London – those with overseas qualifications and UK lawyers practising international law. We held an incredibly successful evening at Edwin Coe LLB in Lincoln’s Inn on 14 January 2025. There was a panel of lawyers speaking.
Marta Sánchez Merino studied at the University of Córdoba, with part of her law degree completed at Lancaster University, UK. She spent 10 years intensely studying the civil law system, including training for a judge position in Spain. In 2020, she pivoted to London, embracing new career opportunities and ultimately earning her qualification as a Solicitor in England and Wales by
passing the SQE, currently billed as one of the hardest exams currently in the world. Specialising in cross-border commercial, company, and insolvency law for companies, Marta’s unique combination of civil law expertise and common law practice gives her a distinctive perspective on both legal systems. Some of Marta’s talk is summarised here in her own words:
“The SQE (Solicitors Qualifying Examination) is not just a test of legal knowledge— it’s a test of how well you perform under pressure. And if you, like me, come from a civil law background, it’s not just about learning new laws; it’s about adopting an entirely new way of thinking.
Some of the biggest challenges for me as a foreign lawyer?
Switching from a civil law mindset to a common law way of thinking and mastering legal English— which is a completely different story from everyday fluency! In my speech, I also highlighted how time management and stress management are just as important as legal knowledge for success here, because this exam isn’t just about knowing the law, it’s about how well you can perform under pressure.
However, beyond sharing my experience, what truly made this event special for me were the insightful questions from an inspiring audience, questions that made me reflect on my own practice (that is exactly how we grow!):
• How does one keep up with two legal systems at once? You cannot thrive as a cross-border lawyer without immersing yourself in both the legal developments and the society they reflect. Law is always a response to what a society values, so understanding how people think is just as important as knowing the law itself! Personally, I believe it’s essential to read both newspapers and new regulations of every country you practice in.
• How often do I have to stop and think, “Is this common law or civil law?”
The truth? All the time! It’s like speaking two languages—you naturally switch, but sometimes you have to pause and be intentional.
• What does my cross-border corporate practice mean in real terms?
For me, it’s about translating the law for corporate clients. They usually come with a legal question based on their legal framework, but they need a solution in another jurisdiction. My role is to help them align their goals with their best interests within a different legal logic.”
Shams Rahman initially qualified as a solicitor in England & Wales. He is a senior litigation partner at Edwin Coe LLP and specialises in real estate and international trusts disputes. He is ranked in Chambers & Partners, Legal 500, Spears 500 and a full TEP member of the Society of Trusts & Estates Practitioners (STEP).
A substantial part of his practice involves working with clients and other colleagues from around the world. Coming from a proudly international “hybrid” heritage and as a bilingual speaker, Shams was keen to explore international opportunities at an early stage. He therefore later cross qualified as an advocate of the High Court in Pakistan where he was born before his family moved to the UK. He continues to benefit both professionally and personally from his ability to easily and seamlessly connect with and understand a diverse range of clients’ needs with a special regard to their cultural sensitivities and requirements.
Isabela Maculan graduated in Law at the Universidade Federal de Minas Gerais in Brazil in 2017. During her degree, she undertook a semester at King's College London, which fuelled her interest in the Common Law system. Following her qualification in Brazil, Isabela then relocated to England, where she obtained a Masters degree from the London School of Economics in Public International Law before embarking in the requalification route through the GDL and LPC. After completely her training contract and qualifying at Dawson Cornwell, she advises clients on family matters with her work often having an international element.
Isabela opted to qualify via the GDL+LPC+TC route which was still available. Her advice is to concentrate on practical experience and to be patient! She says:
“My advice to those considering requalifying is to be patient and persevere. It can feel like the most important thing is to be able to refer to yourself as a “solicitor”, especially after a long qualification process in another jurisdiction. However, I strongly believe that experience is more important than the title. While the long route of GDL, LPC and training contract is disappearing, I would encourage those looking into the SQE to really focus on immersing themselves into the practice, and finding a firm that will truly see a dualqualified lawyer as an asset and which will encourage their growth.”
The International Committee will be holding further events on crossqualifying and bi-lateral events with other organisations.■
Kuwait Bar Association
As a member of the Union International de Advocats ("UIA"), I have met many wonderful and interesting lawyers from all over the globe at the annual Congresses or at the Seminars that the UIA organises through the year. Jumanah Behbehani is, without doubt one of those lawyers who over time has become a friend. She is a Family Lawyer and practices in Kuwait. Jumanah is the Head of their International Legal Organisations Centre and always waves the Kuwait Bar Association flag wherever she goes.
It was with great excitement that I received an invite from Jumanah on behalf of the Kuwait Bar Association to attend their Annual Seminar on Children Protection on 20 October 2024 in Kuwait. I did not hesitate to confirm my attendance. Being an eager traveller, Kuwait was on my list of countries to visit and as a Family Lawyer specialising in Children Law, it was a great opportunity to present on the United Nations Convention on the Rights of the Child and in particular those articles addressing children's rights and family rights.
Kuwait welcomed me with a very warm, soft wind and 27 degrees in midOctober. I had the pleasure to visit a Bazaar -Almubarakia Souq- and to see the exact meeting point in the middle of the Bazaar where the Emir used to resolve disputes in a mediatory manner (it was a council to listen to people's opinions and problems until it moved to Seif Palace, then the kiosk became the first court in Kuwait and was headed by Sheikh Abdullah Al-Jaber Al-Sabah in 1928 and the headquarters of the Sharia Court in 1934). I visited the Kuwait Towers by the serene Persian Gulf and enjoyed the local food, eating al fresco with lovely Arab tea. But my highlight was the visit to the Bar Association. The building is really beautiful and large, just opposite the Palace where the Royal Family used to live.
The Bar Association of Kuwait was formed in 1962. In Kuwait, registration as a lawyer is compulsory; the Bar has 5800 active members. As they gave me a tour they were using another part of the building to film a movie. The Bar provides services directly to the community directly with a purpose to help society, not just members. They have a legal aid centre (established by the Law of the profession) since 1963. The Legal Aid Centre at the Kuwait Bar Association plays a crucial role in providing legal assistance and support to individuals who may not have the financial means to afford private legal representation. The centre aims to ensure equal access to justice by offering pro bono services, legal consultations, and representation in various types of cases. They have established an office for legal aid in each court. In addition to this there is a section for people to pay their local taxes (no taxes in Kuwait) and deal with small claims such as traffic or urban penalties. These two services in particular are a very useful way to make the profession more connected to the community.
The library is very beautiful and takes up most of one floor. They have machines in the corridors where you can scan documents, print, transfer documents to a USB etc. The members have a football pitch next to the Bar where they were playing at the time of my visit on a Saturday evening. There is also a large gym for members with a separate entrance to the rest of the building. The three facilities that drew my attention were:-
- An arbitration room for Civil Matters.
- The possibility of lodging Court applications and paying Court fees directly in the Bar Association. This is a possibility with all kind of Courts and Instances. The origin of this was the overcrowded Court rooms. The members have welcomed the initiative and it's working really well.
- A mock court room for training young lawyers.
It was palpable that the building was in use and used by their members. The facilities that they offer their members are in use and make their practice more efficient. It is a building to work, to meet with colleagues and to train, both physically and mentally.
I want to thank the Chairman of the Bar, Sharyan Al Sharyan and Jumanah for their invitation and congratulate them for the Conference on Child Protection. The meeting was attended by the Ambassadors from UK, USA and Belgium. The Congress only reinforced that concerns about child protection are the same worldwide.
I spoke to Jumanah about the WHLS and our twinned arrangements and activities and I am hopeful that our relationship will be a fruitful one. ■
By Carolina Marín Pedreño
Kuwait Bar Association
Building Bridges: Intergenerational Collaboration in Modern Law Firms
L“The life of the law has not been logic: it has been experience.”
Andrew Acquier FRICS FNAVA
CHARTERED ARTS SURVEYOR
Andrew Acquier FRICS FNAVA has been working as an independent valuer since 1982, specialising in fine art and antiques Instructions for probate, divorce settlement, tax/asset and insurance valuations as well as expert witness work are regularly received from solicitors and other professionals.
Andrew has many years experience of compiling reports for litigious cases, several of which have necessitated a subsequent court appearance as an expert witness to argue quantum Divorce valuations are a specialit y, usually as Single Joint Expert. Work is carried out throughout the UK and abroad
23 York Street Broadstairs Kent CT10 1PB
Tel: 0207 353 6440
Mobile: 07760 768 416
Email: andrew@andrewacquier co uk
Website: ww w.andrewacquier.co.uk
ong before deciding to join the Bar my aspiration was to become a neurosurgeon. I find the two professions to be quite similar: a client’s future may be “doomed,” and it is dependent on you to perform your role to the best of your skills and abilities. Some say this makes for a lonely profession, but does it really?
To become a surgeon, one receives many years of training and supervision by those who are experienced in their role and have amassed deep knowledge and great skills. The operating theatre is filled with medical professionals co-operating seamlessly to facilitate the surgeon’s work. Collaboration is key even for surgeons. Similarly, a barrister is trained by pupil supervisors during pupillage and supported by peers, clerks, paralegals, and solicitors once they are ‘on their feet’.
I have been on my feet for some months now. As a pupil in DWF’s in-house chambers, I may have enjoyed more opportunities for intergenerational collaboration than some of my fellow pupils at the traditional self-employed Bar. For example, we have dedicated communication platforms for seeking help and sharing intelligence. We also have access to others’ calendars, which I utilised to find complex and interesting cases to observe. Through these I gained practical insights that no advanced Artificial Intelligence (AI) can ever provide.
That is why I believe fostering intergenerational collaboration is crucial in the age of AI. After all, AI tells you what people say, but it doesn’t show you what they do and how it is done. In practice, however, knowing what people do is equally if not more important. By shadowing senior members of chambers, I learned ways of interacting with clients, witnesses, court staff, opponents, and judges. I also discovered new approaches to arguing a case. These help me tremendously as I continue to explore my own style and preferences.
Oliver Wendell Holmes Jr., an American jurist, once said: “The life of the law has not been logic: it has been experience.” This maxim highlights the need for lawyers to connect with those who have come before them. I am therefore of the view that modern law firms must leverage digital tools to bridge generations, so that learning opportunities are not lost due to remote working, at least until there exists a database for human experience. Perhaps that is something future neurosurgeons can create. ■
Eugene Tang
Pupil Barrister, DWF Chambers
Eugene Tang
Westminster & Holborn Law Society: What the Junior Lawyers Division Has in Store for 2025
Following a year of exciting events, the Westminster & Holborn Law Society’s Junior Lawyers Division (JLD) has been hard at work planning for 2025. We are preparing to host a diverse range of events designed to support those pursuing a career in law, as well as offering great opportunities for newly qualified solicitors to connect and grow. Here’s an overview of what the JLD has planned for the year ahead:
March: Celebrating International Women’s Day
To mark International Women’s Day, the JLD will join forces with the Main Committee see page 21. This event will celebrate the achievements of women in law whilst having important conversations around equality and empowerment.
April: Speed Mentoring for Career Starters
Building on the success of our first speed mentoring event in 2024, April will bring a tailored session for paralegals, postgraduate students, and others at the start of their legal careers. This interactive event will offer career advice and insights from experienced professionals in order to help attendees navigate their next steps in the legal profession.
Spring/Summer: Regional Collaboration
Looking ahead to spring and summer, we are planning an exciting collaborative event with other regional JLDs. This will be a fantastic opportunity to connect with junior lawyers from across the country and build valuable networks.
May: London Legal Walk
The JLD will be participating in the annual London Legal Walk, an excellent opportunity to support an important cause. This event provides the chance to raise funds for legal charities and engage with colleagues and peers in an informal and enjoyable setting.
September: Other big celebrations
September is set to be a great month. We will host a Qualification Celebration Event to celebrate newly qualified solicitors, up to 1-year PQE. Later in the month, we will organise a careers fair, offering students and early-career lawyers an invaluable chance to network and gain practical advice.
October: Mentoring for Students
Following on from April’s session, October will see another speed mentoring event, this time tailored specifically for students. This will be a fantastic opportunity to gain insights into the profession and establish meaningful connections with industry professionals.
December: Christmas Social
To round off the year, the JLD will host a festive Christmas social in late November or December. This will be a relaxed and enjoyable way to celebrate the year’s successes and connect with fellow members.
With exciting events in the pipeline, the JLD is set to deliver another year full of opportunities for learning, networking, and celebration. Whether you’re embarking on a legal career or are newly qualified, 2025 has something for everyone. We look forward to seeing you there!
Redefining Legal Education: What Future Lawyers Need to Learn Beyond Black Letter Law
Legal education in the UK has long been grounded in the rigorous study of black letter law, a framework that has served the profession well. However, the rapid evolution of the legal industry, driven by technological innovation, globalisation and shifting client demands, has exposed the limitations of this traditional approach. To prepare future lawyers for the complexities of modern practice, legal education must evolve to prioritise essential skills alongside foundational legal knowledge.
The Evolving Landscape of Legal Practice
The nature of legal work has undergone profound changes in recent years. Technological advancements, particularly in artificial intelligence (AI) and machine learning, are reshaping how legal services are delivered. Tasks once considered the domain of junior lawyers, such as document review and legal research, are now performed with greater speed and accuracy by AIpowered tools. Platforms like predictive analytics software enable lawyers to anticipate case outcomes, while contract automation streamlines routine transactions. This shift allows lawyers to focus on high-value tasks but also demands a new set of skills, proficiency in using these technologies and understanding their limitations and ethical implications.
Moreover, client expectations have evolved. Clients now seek legal advisors who are not only experts in the law but also strategic partners capable of understanding their business goals, managing risks, and delivering practical solutions. This requires lawyers to possess strong interpersonal skills, emotional intelligence and the ability to communicate complex legal concepts in a clear and accessible manner.
Essential Skills for Future Lawyers
To remain relevant and effective, legal professionals must develop a broad skill set that extends beyond legal doctrine. The following areas are critical:
1. Technological Proficiency
The integration of legal technology into practice necessitates a baseline understanding of AI, machine learning, and data analytics. Lawyers must not only know how to use tools like contract review platforms but also understand their strategic applications. Additionally, legal professionals must navigate the ethical challenges posed by AI, such as biases in algorithms and over-reliance on technology.
2. Critical Thinking and Problem-Solving
While technology can handle routine tasks, the interpretation and application of legal principles to complex, novel situations remain firmly in the lawyer’s domain. Future lawyers must be adept at analysing multifaceted problems, weighing competing interests, and crafting innovative solutions that align with both legal requirements and client objectives.
3. Communication and Interpersonal Skills
Effective communication is a cornerstone of legal practice. Lawyers must articulate arguments persuasively, simplify intricate legal issues for non-specialist audiences, and build strong relationships with clients and colleagues. Active listening and negotiation are equally crucial, particularly in a globalised legal market where cross-cultural understanding is often required.
4. Emotional Intelligence and Resilience
The high-pressure nature of legal work necessitates emotional intelligence - the ability to manage one’s own emotions and empathise with others. This skill enhances collaboration, client relationships and leadership capabilities. Additionally, resilience is vital for coping with the demands of the profession, from tight deadlines to challenging cases. Legal education must address these aspects to promote long-term well-being.
5. Adaptability and Lifelong Learning
Given the pace of change in the legal sector, adaptability is a non-negotiable skill. Lawyers must be prepared to embrace new technologies, adapt to regulatory shifts, and acquire new competencies throughout their careers. Fostering a culture of lifelong learning, through Continuing Professional Development (CPD) and other avenues, is essential for staying ahead in a competitive market.
Challenges and Opportunities in Reforming Legal Education
Reforming legal education to prioritise essential skills presents both challenges and opportunities. Integrating skills training into already dense curricula requires careful planning and resources. Law schools must balance teaching foundational legal principles with providing experiential learning opportunities, such as simulations, clinics and collaborative projects. Additionally, there is a risk of inconsistency in the quality and scope of training across institutions.
However, the potential benefits of such reform are significant. By equipping students with a robust mix of technical, interpersonal and analytical skills, legal education can produce professionals who are not only technically proficient but also capable of thriving in an increasingly dynamic and client-focused profession. Collaborative efforts between academia, law firms, training companies and technology providers can bridge the gap between theory and practice, ensuring that training aligns with industry needs.
A Call to Action
The future of the legal profession depends on its ability to adapt to a rapidly changing environment. Legal education in the UK must rise to the occasion by embracing a holistic approach that combines black letter law with essential skills training. This transformation will require collaboration among all stakeholders, from universities to regulatory bodies to employers.
By reimagining legal education, we can prepare future lawyers to meet the demands of a profession that is as challenging as it is rewarding. Equipped with the right skills, they will not only navigate the complexities of modern practice but also shape the future of the legal industry. ■
Nadine Stanton Director
Professional Training UK Limited
Providing tailored solutions for the investigation of incidents involving road users of all types
“The future of the legal profession depends on its ability to adapt to a rapidly changing environment.”
As Millennials and Gen Z rise to prominence in both the workplace and marketplace, their expectations for digital fluency are reshaping professional landscapes, especially within the legal sector.
According to the recently published “Digital Pioneers: Leading the Tech Revolution” report from Dye & Durham, these generations prioritise technology as integral to quality of life, workplace preference, and efficiency.
For legal professionals, understanding and meeting these digital expectations isn’t optional but essential for long-term relevance and appeal.
Generational Drive for Technology in Legal Settings
The new report sheds light on the growing influence of Millennials and Gen Z, who view technology not as an addition but as a necessary fabric in daily and professional life in the UK.
The survey underscores this tech-centric mentality: 75% of Millennials and 55% of Gen Z believe that technology improves life quality, with the majority in both groups also expressing a desire for continued digital integration in their professional environments.
The legal industry has historically operated with more conservative approaches to change; however, the mounting influence of Digital Pioneers demands a shift. Millennials and Gen Z overwhelmingly favour organisations that embrace digital transformation.
According to the report, over 69% of Millennials say they prefer to work for firms that incorporate new digital tools and systems, highlighting a clear preference for progressive, tech-friendly workplaces.
In collaboration with the Junior Solicitors Network of The Law Society of England and Wales, Dye & Durham's survey included insights from young UK legal professionals, providing an inside look into the digital priorities shaping today’s law practices. These early-career lawyers from the Gen Z and Millennial cohorts emphasized the essential role technology plays in improving case management, client engagement, and operational efficiency.
A failure to address these generational expectations could lead to missed recruitment and retention opportunities, diminished client satisfaction, and a stalled competitive edge.
So, how can law firms embrace the priorities of Digital Pioneers?
1. Invest in Digital-First Infrastructure: Millennial and Gen Z legal professionals prefer firms that support their tech-driven lifestyles. Investing in digital and AI-enabled document management, virtual case tracking, and secure cloud storage can improve service speed, accuracy, and client satisfaction. Further, as remote work becomes a mainstay, digital platforms enabling collaboration, research, and compliance from anywhere will appeal to these tech-native lawyers.
2. Leverage AI for Efficiency and Insight: Among the survey's findings, an impressive 74% of Millennials and 71% of Gen Z respondents reported willingness to adopt AI in the workplace. For legal firms, AI presents a dual advantage: increasing speed in case analysis, document review, and
predictive analytics, while allowing young professionals to engage with forward-looking technology. By integrating AI tools, firms can demonstrate commitment to technological advancement, which resonates with techsavvy employees and clients alike.
3. Prioritise Client and Employee Experience with Technology: Digital Pioneers place significant value on seamless digital interactions. This generation's propensity for self-service and efficient virtual engagement should inform how firms handle client communications, billing, and legal consultations. Digital client portals, AI-powered chatbots, and automated updates are no longer innovative extras but essential services that law firms should consider as core offerings.
Adapting to the Future: A Strategic Imperative for Law Firms
For law firms, staying competitive in an era defined by digital expectations will require more than updating office software; it involves a comprehensive approach to technology as a business strategy. Millennials and Gen Z are not simply adapting to technology but demanding environments that embrace it. As these Digital Pioneers move into leadership roles, their techdriven philosophies will continue to shape business standards, especially in sectors like law, where technology adoption has traditionally lagged.
Embracing these digital shifts is not only about maintaining relevance for clients and employees but about positioning the firm as an attractive employer and a forward-thinking practice. The ongoing transformation presents law firms with a unique opportunity to redefine their services, amplify operational efficiencies, and secure a generationally diverse workforce for the future.
So, how can a firm be better equipped to meet the needs of the next generation of clients and solicitors?
1. Build a Digital-First Legal Practice: Gen Z and Millennials seek workplaces where technology is central to daily operations. Implementing secure, scalable digital infrastructure is critical to attracting top talent and modernising client services.
2. Adopt AI for Streamlined Workflows and Client Engagement: With Millennials and Gen Z open to AI integration, law firms can leverage it to improve accuracy and speed while enhancing employee experience and client satisfaction.
3. Focus on Enhanced Client Experience: Digital-savvy clients expect self-service options, virtual consultations, and seamless interactions, all of which are achievable through thoughtfully integrated technology.
As the legal industry encounters new generational expectations, firms willing to adapt will see tangible benefits in employee satisfaction, client loyalty, and competitive positioning.
Law firms that embrace the transformative power of technology can not only meet the expectations of Millennials and Gen Z but can also set a standard for modern legal practice. ■
The Changing Face of Law Firms:
From Traditional Hierarchies to
Future-Focused Structures
Lawfirms have begun to evolve from the “good old days” – you know, back when your PQE determined your suitability to manage people, your boss monitored every minute of your working day, and you were expected to place firm and client above family and free time? Except, that doesn’t sound so “good” these days, does it?
Perhaps it was the pandemic showing us that we can work just as effectively from home, the increasing general understanding of mental health, or possibly even a growing appreciation of the very real implications of burnout and presenteeism. It might even be the result of this new cohort of young Gen Z lawyers making their way through into the workplace. Perhaps it was a combination of all these things, and possibly many more, but somewhere along the road the way lawyers view their work has shifted, and firms are now faced with having to change or lose their best talent as a result.
As a law firm owner myself, I embrace the opportunity to create a nurturing, inclusive and safe (psychologically and physically) environment for my employees. Yes, we perhaps go above and beyond by providing industry-leading benefits, such as 121 access to a nationally recognized burnout and sustainability coach, access to various therapeutic services and so much more, but the truth is that it doesn’t have to be overly expensive for employers to make a meaningful difference in their employees’ life. Providing benefits such as health insurance, death in service and critical illness cover are usually fairly cost effective for businesses, when considering the long-term costs of ill-health over prolonged periods of time due to increasing strain on the NHS.
Change doesn’t have to come at a cost either, you can make a positive impact on employee wellbeing by simply leaning into things like truly flexible working, better holiday entitlements and alternative working hours. Whilst often a foreign concept to archaic law firms, a greater work-life balance is now expected from many junior lawyers, paving the way for a new norm. And isn’t that a good thing?
If lawyers are less stressed, less tired, less pressured, surely that will inevitably lead to better outcomes for your clients as well as your firm. Why? Because a happy, relaxed and alert lawyer is proactive, will push for better outcomes and make fewer mistakes. They are more likely to see the bigger picture and think outside the box because they are not driven by fear to complete tasks at a paid pace.
This might seem all so obvious – yet far too many law firm leaders are refusing to adjust their mindset away from traditional models. They are the same leaders who called me naive when I set out the model for Circe Law, but two years down the road and countless awards and accolades later for our innovative culture, I am starting to think that maybe they were naive to settle for age old complacency. Only time will tell…
Jade Gani TEP CEO & Founder of Circe Law Ltd
Nedra: As the head of innovative solutions at A&O Shearman, how are you preparing for the new generation of lawyers who may have different expectations of innovation and technological advancements?
Angela: A&O Shearman is embracing innovation. We were an extremely early adopter of AI and deployer of that technology on behalf of our clients. Through our Markets Innovation Group, the firm forged deep relationships with Microsoft and Harvey to lead on exploring opportunities with AI, in particular generative AI, in the legal sector.
The firm’s Markets Innovation Group also developed ContractMatrix, which is an AI-powered contract drafting and negotiation tool in partnership with Microsoft and Harvey. ContractMatrix is used extensively within A&O Shearman and is also licensed to clients. The firm also has a significant AI advisory practice.
However, what we really want to see from our junior lawyers is an innovative mind set – lawyers coming to work each day thinking, “how can I do this better?”. It’s important that the firm fosters an environment where that is encouraged.
Nedra: Are there any programs used by your firm to drive junior lawyers towards developing an innovative mindset?
Angela: Absolutely! First, we have a “new ideas” programme, where all lawyers are encouraged to submit new tech ideas to improve the way we work. Secondly, we have a team called the “Legal Innovation Team”. This is a team of ex-lawyers who specialised in areas like M&A, Disputes, Finance and Capital Markets. They work with practice groups in order to identify opportunities to work smarter, adopt technology and innovative ways of working, bringing a deep understanding of the work lawyers are actually performing. Thirdly, we have a Legal Process Improvement Team, who are “legal engineers” – they apply a scientific approach to solving legal challenges, with the objective of helping teams work better. Finally, our Market Innovation Group is focused on developing and deploying AI solutions (like ContractMatrix) in the firm and for our clients.
I think the bigger question is why innovation is important. For us, its all about the client: clients expect firms to be adopting technology where available, thinking innovatively in terms of how we resource and deliver work, and managing risk. Being client centric means showing clients how we are adding value to them through our innovative approach.
Nedra: How do you balance maintaining hierarchical structures whilst encouraging bottom-up innovation?
Angela: Interesting question. I think most partners know that junior lawyers are much more adapted and open to technology – they have grown up with the internet and are actively using AI outside of the workplace. So I don’t think this is a question about hierarchy so much as having the right frameworks in place to encourage innovation at all levels within the organisation – to ensure that a traditionalist approach to the law is not getting in the way of delivering value to our clients and being open to new ideas. The tech landscape has changed dramatically in the last few years, and I think that senior partners know they can’t ignore it.
Nedra: What resources are available to support junior lawyers to develop ideas?
Angela: We have a central team that receives new tech ideas on a regular basis and assesses them for viability. We also have our Legal Innovation Leads, who are embedded in each practice group, and the legal engineers. Finally, we have tons of training!
Interview with Angela Clist –Partner, Head of Legal Innovation (A&O Shearman)
burden on these already busy Junior Lawyers?
Angela: It’s about having the right incentives and accountability. If someone has a good idea, they can talk about it with their partner and agree how they will spend their time on that solution, so it is not a burden.
Nedra: How do you see the role of junior lawyers in innovation evolving over the next 5-10 years?
Angela: I think that junior lawyers will be actively using AI in their work – be that as a tool for document review/due diligence, contract negotiation and drafting, and more broadly as an “agent” to help them in their day-today work. The skills of the junior lawyer, and indeed the training of junior lawyers, will need to evolve. Aside from being tech-savvy, junior lawyers will need to be great communicators, with a deep understanding of their clients’ businesses in order to provide commercial, practical advice; they will need to be creative problem solvers. Finally (but by no means least) I think that they will need to be great lawyers who can critically analyse the output from tech tools.
Nedra: How does the participation in innovation initiatives impact career progression?
Angela: Positively! Looking at this slightly differently, over the last few years we have seen a number of alternative career paths open for lawyers that are deeply interested in innovation. For instance, as “innovation leads” or legal engineers, as legal technologists, as project managers and as advisers to clients on AI/tech.
For instance, our Markets Innovation Group consists of a number of partners and associates who have pivoted their careers towards developing and deploying AI solutions for the firm and its clients (working in partnership with Microsoft and Harvey) and as leading advisors to clients on AI. As part of this, Markets Innovation Group led on the formation of an AI working group, through which the firm is currently advising 80+ of the largest global businesses across the Middle East, APAC, US, UK and EU on the key legal, risk management and deployment issues raised by generative AI.
Nedra: What strategies have you found to be successful in bridging the technology gap between the different generation of lawyers?
Angela: The use of the legal engineers in the Legal Process Improvement Team and the Legal Innovation Team Leads have been particularly useful. Celebrating the work of the Markets Innovation Team has really changed the culture in the firm.
Nedra: What skills development opportunities are there to help junior lawyers become more effective in their innovation?
Angela: There is lots of training available, which is really hands-on. And as we’ve spoken about, we have frameworks in place across the firm to help. However, the bottom line is that junior lawyers should be curious: how can I make this work better? What can I try? We love that!
By Nedra Daniel Guest Editor
Nedra: How does the firm ensure that these initiatives are not a
INTERNATIONAL WOMEN’S DAY 2025
JOIN US TO DISCUSS HOW TO ‘ACCELERATE ACTION’ ON 12 MARCH 2025
Our current President, Nicola Wainwright, set as one of WHLS’s objectives for 2025 a focus on equity, diversity and inclusion. As is well known, diversity remains a significant concern within the legal profession as a whole and WHLS is planning a series of events to raise awareness of, and provide opportunities to discuss, issues of discrimination which are limiting access to and progression of some groups within the profession. Our International Women’s Day Event on 12 March 2025 will be the first of those events.
With insightful contributions from two inspiring speakers we will be highlighting the challenges faced by women in the legal profession and focusing on the theme of the International Women’s Day 2025 - ‘Accelerate Action’ - identifying swift and decisive steps that can be taken to achieve gender equality.
Our confirmed speakers are:
• Anila Khalique, non-practising lawyer, chartered fellow at CMI, TEDx and guest MBA lecturer at Nottingham Business School. Anila has just completed a doctorate on ‘Women Solicitors pathways to partnership and beyond: navigating the glass ceiling and glass cliff’.
• Jade Gani, founder and CEO of Circe Law. In 2023 Jade was shortlisted by Next 100 Years for their Champion of the Year Award and she was highly commended in the rising star of the year award at the Modern Law Private Clients Awards. In the same awards, Circe Law was shortlisted in the for best workplace wellbeing.
The event will take place 6pm on 12 March 2025 at Doughty Street chambers, London, WC1N 2LS.
For more information contact us on cwhlawsoc@gmail.com. Tickets will be on sale shortly. We hope that you can join us for what will be an important and thoughtful discussion.
AThe Human Element: Preserving Empathy and Personal Connection in an Automated Legal World
rtificial Intelligence is transforming the legal industry. The legal market is in the midst of a customer-centric, cross-functional change journey, leveraging technology, skills, data, and metrics to evolve and create (and capture) new forms of value. However, as AI becomes more prevalent it is crucial for lawyers to maintain emotional intelligence to remain competitive.
In this article, I explore the impact of Artificial Intelligence on the legal industry and the importance of emotional intelligence for lawyers and legal professionals.
Legal technology is rapidly evolving as the needs of legal departments continue to grow and become more complex. There are generally four stages to implementing legal technology:
1. ‘Tracking legal work’ through software that enables monitoring, for example matter management, intake request, stages of litigation, and document management.
2. ‘Enabling legal work’ through contract lifestyle management tools, workflow tools, templates, expert systems and collaboration portals.
3. ‘Analysing the content of legal work’ through automated content tagging for intelligent searching, in-place records and e-discovery preservation, risk quantification, and selfgenerating knowledge management.
4. ‘Reducing legal work’ through systems that facilitate automation based on historical precedents, automatic risk scoring, data-driven document assembly, and machine-driven conceptual interpretation.
Using natural language processing and machine learning, artificial intelligence offers huge scope for lawyers and legal professionals to create new content more efficiently. Inevitably, there are hurdles to overcome, including the need for accurate data and the need to avoid biases, which could lead to unfair or incorrect outcomes, and ensuring AI-generated content meets the stringent compliance regime under which the legal profession operates.
With AI’s ever-increasing role in the provision of legal services, there is a risk of losing the empathy of human engagement and so, an even greater emphasis for lawyers to develop and maintain emotional intelligence. This ability to recognise and regulate one’s own emotions and to identify and respond to those of clients and third parties is likely to become even more relevant as AI-generated content increases. This emotional intelligence is especially important in clinical negligence and
serious injury cases where we deal with life-changing injuries, such as amputation, catastrophic spinal injuries, brain injuries, birth injuries, and delayed cancer diagnoses. I often handle initial enquiries from clients or relatives where an accident has just happened with devastating, sometimes fatal consequences, where a parent has just lost a child, or a patient has learned of a delay diagnosing cancer and which is now terminal. These are individuals whose personal requirements vary hugely regardless of the legal issues involved. They need empathy, an adviser who can communicate clearly to explain how the law applies, but who can also consider the practical and emotional implications and who can tailor their approach to that individual in the midst of their trauma.
Academic studies can train legal professionals in the Law, but rarely the inter-personal skills needed to be an effective adviser in emotive cases. Such claims can also take a long time, with both the client and their legal team carrying the emotion throughout and as a lawyer, having to manage the vicarious trauma.
The need for emotional intelligence is not only reserved for practice areas dealing with highly personal circumstances. Corporate and financial transaction advice, for example, might not be perceived as emotive, but being able to read and respond to all clients at an individual level is crucial to managing their expectations and can still be a challenging and delicate balancing act.
Lawyers who possess strong emotional intelligence skills are likely to be better equipped to navigate and add value that complements the benefits that AI promises. These are skills that can be learned and developed over time and there is undoubtedly scope to incorporate more emotional intelligence training into professional training courses to help future lawyers build the skills they need to succeed in a rapidly changing legal market. Emotional intelligence builds better relationships with clients, colleagues, and opponents and in a sector where relationships are critical, those with emotional intelligence are better able to handle difficult conversations with clients, negotiate effectively, and build strong working relationships with colleagues, and in turn to build more successful businesses. ■
Lucas Hobbs Clinical Negligence and Serious Injury Solicitor Knights trading
as CL Medilaw
Who Owns and Controls Your Law Firm's Data?
Law firms increasingly rely on technology to streamline their operations in the modern digital age. Legal software solutions have become indispensable, from case management to billing and time tracking. However, a fundamental question often needs to be addressed: who owns the data entered into these systems, and how easily can it be moved elsewhere?
Understanding the Data Ownership
Data ownership refers to legal rights and control over digital datasets. For law firms, this includes client information, case notes, billing records, and confidential strategies. Clear data ownership is essential due to ethical obligations. However, third-party legal software can complicate this, risking data loss, breaches, or legal disputes. Transparent contracts defining data ownership are crucial to protect the firm's interests and client confidentiality.
Significance of Data Portability
Data portability—seamlessly transferring data from one system to another—intersects with data ownership. For law firms, data portability holds immense value due to various reasons:
• Flexibility: As law firms evolve or their needs change, switching to a more suitable software solution should be effortless, and data portability ensures just that.
• Security and Backups: Exporting data empowers firms to create independent backups, enhancing data security and protecting against potential loss or breaches.
• Regulatory Compliance: In certain jurisdictions, individuals can access or transfer personal data between service providers. Law firms must ensure their software providers facilitate compliance with such regulations.
Bigger Picture: Asking the Right Questions
When engaging software providers in discussions about data management, law firms must scrutinise responses diligently. Law firms can effectively safeguard their interests and client confidentiality by understanding the subtleties within the provider's answers. Here are the key queries to pose regarding data ownership and portability:
• Ownership of Data: Providers must acknowledge that the law firm retains ownership of all data entered.
• Data Retrieval Upon Termination: Ensure contracts guarantee a simple and complete data retrieval process post-termination. Data Export Options: Seek responses offering standard, open-format data export options for system compatibility.
• Export Costs: Watch for high fees or complex pricing hindering data portability rights.
• Data Transfer Security: Providers should show data protection measures, encryption, and secure transfer protocols.
Take control of your law firm's data with Clio, the #1 choice for honest, transparent legal tech. Book a personalised product walkthrough with our Clio experts and see how Clio can improve your data management. Visit Clio.com/uk to learn more. ■
Chris Cotterill
Acting as a trusted partner to review and advise on your company’s insurance risks and insurance requirements. Working with you to offer your clients a dynamic professional service.
Email: chris.cotterill@konsileo.com
Insurance Experience & Service Offer
I have 18 years industry experience with extensive knowledge of several insurance products listed below to name but a few, this list is not extensive.
• Professional Indemnity
• Cyber Liability
• Executor & Inheritance Insurance
• Office Insurance
• Management Liability
• Restrictive Covenants
• Group Healthcare
• Group Travel Insurance
Having experienced working for global companies and independent brokers. I bring the experience of working on complicated projects and offer that personal service as a specialist in this industry.
Solicitors Industry Experience
I have partnered with law firms as new startups and firms with over 100 years of experience. As well as the important Profesional Indemnity renewal. I willl work with the firms’ departments to promote risk management solutions such as;
• Cyber risk training and awareness.
• Provide insurance solutions for your commercial clients.
• Risk Management Services with The Strategic Partnership.
• Promote Executor & Inheritance insurance to reduce Probate claims on the Professional Indemnity insurance.
• Proud to sponsor local law societies.
• Working with law firms during mergers and acquisitions.
• Provide pro active claims services for all the policies we provide. 1 claim may trigger more than 1 policy.
www.konsileo.com
Insurance News
2025 has already shown signs of a softening insurance market for Professional Indemnity insurance. Early renewal offers are coming in with 5% reductions and normal renewals coming in with 10% reductions on rates.
We feel that this would be the best year to do a review to ensure you are offered the most competitive premiums. Not only should you look at the Professional Indemnity, but take this opportunity to ask about Cyber Liability and Management Liability. A full holistic review ensures that you have reviewed the main exposers to the firm.
Management Liability protects the personal assets of anyone with a managerial responsibility within the firm, not just the owners. The cover specifically includes COLP and COFA.
Cyber Liability should be considered not just for data protection risks but also for Business Interruption for down time of the firms’ network, as a result of a virus or cyber attack.
Raising Claim Awareness
Some of the more common claims for solicitors is ID fraud, to the point the fraudster will meet you face to face with a fake passport. Some firms are also getting caught out in similar situations on the Dreamvar case in 2018. Even though you have known your clients for a number of years, solicitors further down the chain may not have the same strict ID checks that you have.
Some of the leading insurers have also noticed an increase in claims relating to Probate matters which may soon be overtaking conveyancing claims as one of the main risk to law firms. As well as training there are alternative insurance products for this type of work.
The Team at Konsileo
We are here to provide best advice on your firm’s insurance requirements. We work in partnership with compliance advisors and offer cyber risk tools to mitigate risks and raise awareness with your team.
• We will help with the completion of the proposal form to ensure that work splits are accurate and let you know what insurers are looking for on certain sections.
• Our close relationships with insurers let us know what firms they are looking for and where best to place your business.
• We can provide Cyber external scans to test your IT systems.
• Executor & Inheritance insurance to minimise Probate claims. ■
If you would like to arrange an appointment for Chris to visit your office or chat over Teams then please email; Chris.Cotterill@konsileo.com
Silent Protest in the Milan Court of Justice
On Saturday 25th January an extraordinary silent protest took place in Milan. During the ceremony of the opening of the courts and the judicial year, around 75 judges and lawyers stood up holding up a copy of the Constitution.
The judges were demonstrating their concern about government proposals to change the prosecution service. At present prosecutors follow the same route on training and careers as judges. The Italian Government proposes to separate the career of prosecuting judges from those of adjudicating judges, consequently envisioning the creation of two High Councils of the Judiciary, one for each body. At present, no provision has been made for the prosecution to be placed under the control of the executive branch. However, magistrates fear that such a reform will, over time, lead to government interference and the loss of the judiciary's independence, as happens in all countries where there is a distinction between prosecuting and adjudicating judges.
After holding up the Constitution for all to view, the judges and lawyers began a slow procession out of the Court during the speech of Monica Sarti, Head of the Inspectorate General of the Ministry of Justice the representative of the Minister of Justice, believing that such a reform must necessarily first include a constitutional reform. They returned in a slow march later still holding aloft the Italian Constitution. Members of the international legal community were present
for the important ceremony for the opening of the legal year in Milan, and expressed shock at the attempt to bring the prosecution service under political control. The protest in Milan also took place outside the court, as did similar protests in Naples and Rome.
The President of the Italian Senate, Ignazio La Russa was present in the ceremony, representing the government, and witnessed the silent protest. Disapproval was expressed at the proposals by Dario Scaletta (Counsellor of the High Council of the Judiciary) and Manuela Andretta (Secretary of the District Section of Milan of the National Association of Magistrates).
Among the international legal community present in the ceremony was Sara Chandler KC(Hon), WHLS International Committee member. Sara is also a member of the Law Society’s International Committee, and Past President of the Federation of European Bars (|FBE), and currently Secretary of the FBE’s Human Rights Commission. After the ceremony Sara met with members of the Milan Bar and judiciary afterwards and expressed support for their stand. “Wherever their are incursions into the independence of the judiciary, the international legal community will condemn such moves and support
the legal profession in their commitment to the rule of law and an independent legal profession”.
WHLS members are invited to the opening of the judicial year ceremonies in Milan every year. The next invitation to WHLS members is to attend a workshop in Barcelona (13th to 15th February) on SLAPPS. David Greene, Senior Partner at Edwin Coe Solicitors, is one of the expert speakers. Future dates for your diaries: 10th to 12th April Gdansk, Poland and 29th to 31st May in Berne, Switzerland. Then from 5th to the 7th June, lawyers from the WHLS twinned bars will be visiting us from Bilbao, Barcelona, Milan, Palermo, Paris, Krakow, and Cluj-Napoca. It will be a great opportunity to build contacts for the benefit of your clients and your firm. ■
Sara Chandler KC (Hon) Vice Chair International
Need finance? Talk to us.
We’re Iceberg, a specialist lender to the legal profession, providing direct funding solutions to law firms for over 30 years. Get in touch to find out why law firms trust us.
Find funding that fits your firm: PII, premium funding, VAT, tax, capex, acquisition funding and more
Move faster with our exceptional service and specialist knowledge
Get personalised service and support from your dedicated account manager
Call our team for a confidential, no obligation chat about how we can help you Visit our website www.iceberggroup.co.uk Email us info@iceberggroup.co.uk
Call us Monday to Friday 08:30 to 17:00 01202 835 035
Introduction
Leading Through Change: Supporting the Next Generation’s Vision.
Whilst preparing this article, I began by reading the most recent Young Lawyers’ Report produced by the International Bar Association in 2022 which provides good insight into what junior lawyers are looking for from their legal workplaces.
Firstly, it is clear that junior lawyers want a challenging career with a good work/life balance. This is of course logical because to give 100% to your role, you need downtime to rest, spend time with family and pursue outside interests. They are attracted to roles with good career prospects plus opportunities to learn. Salary and a wide variety of work are also important factors when choosing a role. Junior lawyers also want to work in firms/companies with greater diversity and a culture that supports personal well-being.
One of the biggest fears about the legal sector is the higher-thannormal rate of harassment and bullying compared to other sectors. Junior lawyers are unwilling to put up with the negative impact of poor culture on their personal well-being and mental health (and rightly so).
Future leaders
Currently, SRA data reports that in law firms in England, 53% of lawyers are women, 19% are black, Asian and minority ethnic lawyers and 6% are disabled (compared to 16% of the general workforce). In law firms, women make up 62% of solicitors. However, only 32% of full-equity partners and 47% of salaried partners are women. These percentages have been and are improving every year. Therefore, there is hope that in 200 years from now we will have achieved parity! However, the key issues preventing improvement in these statistics are the gender pay gap, unconscious bias and flexible working.
I focus on women leaders because several studies report that women’s leadership style results in better work/life balance and a positive culture, leading to happier lawyers and better retention. It is no secret that many junior lawyers are leaving the profession (see the IBA’s Young Lawyers’ Report 2022) and that retention of good lawyers in firms is a challenge.
AI technology
There is a fear that AI technology will take away our jobs. My view is no it will not! Lawyers work hard and long hours, yet there are ways to work smarter by investing in AI technology to assist our roles. The in-house legal sector is ahead of private law practice in the use of AI technology and more often than not I hear that in-house roles come with much better work/life balance.
I was chatting to a family member recently who is in the process of purchasing a property and he had noted that his conveyancing solicitor had sent him emails around midnight on three consecutive nights. Could this be a result of flexible working? This would be a positive on the one hand, e.g. perhaps the conveyancing lawyer was dealing with young children during the early evening then picked up and completed work tasks in the late evening; on the other hand, the lawyer would not have had much downtime, negatively impacting on her work/life balance.
Streamlining work processes by using AI technology should be embraced and indeed larger firms have already adopted AI, the advantages being that repetitive work, such as drafting contracts, can be performed more efficiently, freeing up time to work on the complexities and nuances of the law as well as helping to achieve a better work/life balance.
Conclusion
Achieving the vision of junior lawyers in the legal profession would benefit us all. ■
Resources
Amanda Lathia, Co-deputy Vice President Westminster & Holborn Law Society
BA’s Young Lawyers’ Report 2022: https://www.ibanet.org/ document?id=IBA-Young-Lawyers-Report-2022
SRA’s diversity in law firms: https://www.sra.org.uk/sra/equality-diversity/ diversity-profession/diverse-legal-profession/ Law careers.net article: https://www.lawcareers.net/Explore/LCNSays/Thewomen-who-changed-the-legal-industry
Law Society’s report on women in leadership: https://www.lawsociety.org. uk/topics/research/women-in-leadership-in-law-report-need-for-genderequality
International women’s forum: https://www.iwforumuk.org/
Chap GPT benefits for law firms: https://www.inherent.com/chatgptbenefits-for-law-firms-part-4-of-4-all-of-the-above/
Impact of generative AI on legal research and contract analysis: https:// www.inherent.com/the-impact-of-generative-ai-on-legal-research-andcontract-analysis/
Breaking the Boundaries: The Evolution of Global Legal Practice in a Borderless World
By Mikhail Charles1
As the world becomes increasingly interconnected, the traditional boundaries of legal practice are rapidly eroding. The next frontier for the legal profession lies in the evolution of truly global, cross-border practice. This article examines the key drivers of this transformation and the crucial adaptations required of lawyers and legal systems to thrive in a borderless world.
The foundation of global legal practice rests upon the progressive harmonization of laws and legal principles across jurisdictions. International treaties, conventions, and model laws, such as the CISG, the New York Convention, and the UNCITRAL Model Law on Cross-Border Insolvency, have already made significant strides in creating a common legal language and framework for cross-border transactions and disputes.
As this trend accelerates, lawyers will increasingly need to maintain a deep understanding of not only their domestic legal system, but also the intricate web of international legal instruments and norms. This demands a shift in legal education and training, with greater emphasis on comparative law, international law, and the interplay between national and supranational legal frameworks.
Rapid advancements in technology are fundamentally reshaping the practice of law, enabling seamless collaboration across geographic boundaries. Cloud-based case management systems, secure communication platforms, generative AI and AI-powered translation tools are breaking down the barriers to cross-border legal work.
The COVID-19 pandemic and now generative AI (and its un paralleled analytic powers) accelerated this trend, normalizing remote work and virtual court proceedings. As these technologies mature, lawyers will increasingly operate in virtual, distributed teams, drawing on specialized expertise from around the globe to deliver comprehensive, multi-jurisdictional solutions to client problems.
While technology can bridge geographic divides, the successful global lawyer must also be adept at navigating cultural complexity. The nuances of local business practices, social norms, and legal traditions can have a profound impact on the structure and outcome of cross-border transactions and disputes.
Lawyers who can serve as cultural translators (I reflect privately on the nuances between Caribbean English and English English, a battle I grapple with currently), building trust and fostering understanding between parties from different jurisdictions, will be best positioned to
thrive in the global legal marketplace. This requires not only linguistic proficiency, but also deep cultural intelligence and the ability to adapt communication and negotiation styles to diverse contexts.
As legal practice transcends national boundaries, certain jurisdictions are emerging as global legal hubs, serving as natural nexus points for cross-border work, often specialised. Cities like London, New York, Singapore, and Dubai have already established themselves as leading centers for international arbitration, finance, and trade. Spare a thought for the Cayman Islands, the British Virgin Islands and Azerbaijan.
The rise of these global legal hubs will create new opportunities for lawyers to specialize in cross-border work and develop regional or sector-specific expertise. At the same time, it will require law firms and individual practitioners to develop strategic approaches to international expansion, forging alliances and building presence in key markets around the world.
The evolution of global legal practice in a borderless world presents both challenges and opportunities for the legal profession. Success in this new paradigm will require a fundamental reorientation of legal education, training, and practice, with a focus on comparative law, technological proficiency, cultural fluency, and cross-border collaboration.
Lawyers who can adapt to this shifting landscape, embracing the harmonization of laws, leveraging technology, navigating cultural complexity, and positioning themselves in global legal hubs, will be poised to thrive in the international legal marketplace of the future. The boundaries of legal practice are breaking - it is up to the profession to rise to the challenge and redefine what it means to be a lawyer in a borderless world. ■
Mikhail Charles, Barrister, 5 Pump Court Chambers
1 Mikhail Charles is a barrister at 5 Pump Court Chambers in London and is also admitted in and practising across most Eastern Caribbean States (inclusive of the Republic of Guyana).
Diversity and Inclusion: Creating a truly representative Legal Profession
TheLegal profession in the UK has made progress towards embracing diversity and inclusion. Yet there is still significant work to be done to create a truly representative industry, especially for the Black, Asian and Minority Ethnic (BAME) community. Although, as the Solicitors Regulations Authority (SRA) statistics indicate a steady increase in the proportion of BAME Lawyers in law firms. At present only 12% of UK Lawyers are Asian in an industry dominated by white counterparts. A diverse and inclusive legal profession is not only a matter of fairness and equality but also enhances the quality of legal services and the overall justice system.
The statistics paint a picture
According to the SRA 2023 report, only 21% of Solicitors come from BAME communities and the figures are considerably lower in senior positions. For Pakistani and other South Asian professionals, the journey to leadership roles can often be full of challenges.
Breaking into the profession
As a first-generation British Pakistani entering the legal profession with no contacts in the industry, my experience has been simultaneously exciting and daunting. Coming from an ethnic background, I knew I would be stepping into a field that has historically been dominated by individuals from more privileged backgrounds.
To top it all off, I graduated with a LLB Law degree in 2020 during peak COVID-19 and lockdown measures which added further obstacles. Despite the challenges, Howell Jones Solicitors have allowed me to progress in my career starting as an Assistant in 2021 and currently a Trainee Solicitor. I’ve been fortunate to work alongside colleagues who value my contributions and supervisors who have guided me throughout. At the same time, I have realised the importance of speaking up. Being vocal about the need for diversity and inclusion which is not just a responsibility but a
necessity to create a diverse environment for future generations. Representation matters and by challenging the norm and breaking down barriers, we pave the way for others to follow.
Hope for the future
While the pace for change is slow, as an industry we are progressing. Increasing the awareness and importance of diversity, along with initiatives that are steps in the right direction.
As a Pakistani male in the legal profession, I am hopeful that the future will bring a profession that reflects the rich diversity of the society it serves. My journey has taught me that progress is possible, but it requires a collective effort, persistence and the courage to challenge the status quo. Howell Jones Solicitors demonstrate a strong commitment to diversity and inclusion by actively engaging with local state schools to provide legal workshops and attend career events. I believe this is a step in the right direction to attract individuals from all walks of life and sets a commendable example within the legal sector.
For those who are just beginning their journey into law, my advice is simple: Believe in your potential don’t shy away from standing up for what’s right. The legal profession is richer for its diversity and each of us has a role to play in making it truly inclusive. ■
Hasnain Arshad, Trainee Solicitor at Howell Jones Solicitors
Virtual Justice: The Evolution of Courts and Dispute Resolution
The English legal system has evolved significantly over centuries with the distinction between civil and criminal courts first believed to be within the early modern period of the 16th and 18th century.
In the last 10 years there has been an initiative by HM Courts & Tribunals Service to further digitalise the court system by integrating modern technology. This drive was intended to reduce backlogs, reduce costs to all parties and to increase accessibility to justice to those who face physical, geographical and/or economic barriers. Has the initiative been successful? This will be subjective depending on the experience of the user and, presumably, the outcome of their case(s).
Dispute Resolution and the Courts
The overriding objective of the Civil Procedure Rules (CPR) is to enable the court to deal with cases ‘swiftly and at proportionate cost’. Naturally, mechanisms which allow a quicker and more efficient resolution to court proceedings as opposed to a fully litigated proceedings are becoming more commonplace. The Covid-19 pandemic allowed for virtual hearings to become the norm for practitioners leading in all most all circumstance to reduced travel costs. The efficiency of the court system after this digital reboot however remains in question. The Law Society conducted research in 2023 and it found that 62% of respondents experienced delays in court proceedings and 34% reported that they passed the increased costs of delay on to their clients.1
Online alternative dispute resolution is something which has benefitted from digitalisation of the court system, helped in October 2024 by an amendment to the CPR with the introduction of mandatory alternative dispute resolution being put in place following the Court of Appeal decision in the case of Churchill 2
‘Alexa, represent me in Court!’
With the rise of technology within society it is natural that the use of technology would permeate the court system and its users. The use of Artificial Intelligence, Blockchain, ‘smart contracts’ (which could be interpreted as an oxymoron from personal experience) to name a few are all relatively new concepts within the world of law which may not
have been contemplated within a practitioners’ day-to-day working life at the turn of the century. Fast-forward to the present day and these tools are commonplace within the legal sector.
Evidence of this can be seen in a publication by the Judicary in December 2023 which makes reference to the use of AI chatbots being used by unrepresented litigants within proceedings. The Judicary guidance goes on to identify the use of this technology as a potential risk which ‘does not produce convincing analysis or reasoning’ and ‘a poor way of conducting legal research’. Caution should be exercised by those using generative artificial intelligence with the clear and obvious caveat to the drafter that the information being produced from these tools may not be correct as the case of Harber illustrates.
But the use of Artificial Intelligence is not limited to the those in proceedings. Sir Geoffrey Vos, Master of the Rolls, addressed in a speech in 2023 that AI could well be used in the future to assist the judiciary in reaching decisions.
What will the future hold for the courts of England and Wales? Whilst difficult to predict the future it is likely that as Artificial Intelligence becomes more advanced greater protections will need to be afforded to ensure justice is provided. The concerns about bias, transparency, and the ethical implications of Artificial Intelligence in the judicial system, remains. ■
Daniel George Peacock Senior Associate and Head of Department at Samuel Phillips Law based in Newcastle
4 Harber v Commissioners for His Majesty’s Revenue and Customs [2023] UKFTT 1007 (TC)
Letter to my younger self: What 21 years of practice has taught me about change
Interview with Pauline Campbell – Principal Lawyer at London Borough of Waltham Forest & Social Justice Author
Nedra: How long have you been practicing law?
Pauline: I started late, and by late I mean in my 30’s and qualified in my early 40’s. So, I’d say I’ve been practicing law for around 21 years now.
Nedra: What was your biggest fear when you first started out and how does it look to you now 21 years later? Do you have any early career anecdotes?
Pauline: My biggest fear I’d say was, wondering if I was good enough, or could I do it, because people are going to rely on me for legal advice.
My first job was working in Hounslow Council as a prosecutor for revenues and housing benefits. My very first meeting, my boss started to talk about a case and she kept talking about counsel and I was too frightened to ask what she meant and why she was saying counsel. In my previous job I worked as a council officer and I was confused as to what she was talking about. It was only after the meeting I looked it up and realised that she was talking about the barrister. The hard part was that I didn’t let them know that I didn’t know what they were talking about. I was too terrified that I didn’t know what it was.
Nedra: Describe a moment early in your career where you feel completely out of your depth that has since shaped your legal career.
Pauline: It is different when it’s a legal thing that is out of your depth, which you are able to research and learn from it. In law if you don’t know the answer to a legal question you could always find it, there’s always a colleague and information out there for when ever you need it. The best person to go to is someone who’s been in the job for a while, who will know the answer to your legal question and that’s really important.
It’s harder when you’re out of your depth because of the environment that you’re in or because of how people perceive you, which places you at a disadvantage. This is not necessarily due to the colour of your skin, it could be having a cockney accent like me or being a woman or even due to being in an environment that you’re unfamiliar with. The only way you are going to gain experience to deal with situations when you’re out of your depth comes with time. Never do a knee jerk reaction when you’re out of your depth, step back and think before you place yourself in a difficult situation.
I’ve read too many stories of lawyers being dishonest about where they are with a case or say they’ve submitted a document when they haven’t and get struck off. Because they’re out of their depth made a mistake and did a knee jerk reaction to protect themselves, on the basis of worry. When faced with a difficulty, step back, think hard and get advice from somebody who would be able to help you through it.
Nedra: What’s the most significant change you’ve witnessed in legal practice over your legal career that you wished you’d been better prepared for?
Pauline: I’d say the dissipation of the court system and how bad it is right now. How unprepared we all have been for how bad things are now. Now we have young lawyers coming into a system which is completely and utterly flawed. Maybe when we saw all the courts being closed, we saw all these things happening, we should have done more about it at the time.
Now these young lawyers have to hit the ground running in a system that’s not workable. I wish I was actually strong enough to speak out about it then, I would’ve felt a bit better about the legacy we’re leaving for the young people that would be taking over from us.
Nedra: If you could give your younger self one piece of advice about building client relationships, what would this advice be?
Pauline: Don’t be afraid to show who you are. For me, for example it’s my accent. When I first started as a lawyer I tried to hide my accent for about 2-3 weeks because I was embarrassed about being a cockney girl from Hackney. My younger self was denied the right to be the real person that I could be and I regret that. If your clients see you for who you are and you’re fair but firm, then that makes you a stronger lawyer. It’s not what you do, it’s how you do it that makes a difference between the client respecting you and the client running off for a second decision or the client reporting you to your line manager, because they are not happy about the way you handled something. So, I think communication skills are crucial which is more important than any other aspect of law, when it comes to your clients. Communication skills is something you need to build on as a young lawyer.
Nedra: What aspect of legal practice has remained fundamentally unchanged despite all the technological advances?
Pauline: People. The people who utilise the system has never changed. There will always be vulnerable people who need the court system and they will always be a part of the process and that is something we must never forget, which unfortunately we’re letting them down because of the way the system is broken. There’ll always be an individual, a defendant, or a claimant, or a witness or somebody who will always need the court system and for me that would be something that will never change.
Nedra: What do you wish you had known about work life balance when you were first starting out?
Pauline: I know more about work/life balance when I first started off than now. The more you do in law the less opportunity you have to have a work/life balance. The more successful I’ve become it’s the harder for me to do work/life balance and that’s a choice that I have made. So many lawyers have 2 jobs, so many are authors, so many do things outside their day job, so many do things alongside their day job. With me, I’m an author, a TedX speaker, I’m a pro bono lawyer for Windrush, Chair of the Race Equality Network for Waltham Forest, I wear so many hats, theirs no work life balance for me anymore and this is a choice I have made. This is because I’m on a journey of social justice, so I have to put the hours in because it means a lot to me.
If you want a work life balance don’t take on much more than you could manage, but if you choose to build your profile and step outside the box, you’ll have to put the work in, and your work/life balance will be affected.
Nedra: How has the definition of what makes a good lawyer evolved over your career?
Pauline: Communication skills as I mentioned before is one of the fundamental things that makes a good lawyer. The ability to have people trust your word through your hard work and judgement and your ability to deal with them in a fair and open transparent way. If you get something wrong hold your hands up straightaway, don’t hide it because you’ll lose all credibility if it’s found out afterwards that you tried to hide it. It’s not easy to accept your mistakes, but being a good lawyer is being able to accept you’ve made mistakes and can live with them and come back to the table and learn from them. We could deal with legal conundrums, we could read books, seek advice, but how do you deal with difficulties within yourself and your own mindset it’s much harder – but what makes a good lawyer is that they accept and be humble when things go wrong and to learn from that mistake.
Nedra: So, Pauline what’s next for you?
Pauline: My book “Lefty Lawyer” which is traditionally published and scheduled to be released in March. This book captures a detailed journey about my life of how I became a lawyer over the last 20 odd years. This follows my previous publication –– “Rice and Peas and Fish and Chips” which is about my younger years before law.
“Lefty Lawyer” sets out my career of how I became a pro bono lawyer dealing with people who are vulnerable alongside being a prosecutor – and it shows how I wear these 2 hats. It also highlights the first time I’d seen a black defendant which I hadn’t seen in a long time and sometimes you’re faced with the conundrum of how do I deal with this, do I put aside my personal feelings and the pain impacting on the job, but you just got to deal with it and work your way through find a way to navigate. We have all these hats to wear as black lawyers and learn how to navigate and to not impede our future. So, Lefty Lawyer was written to help other people, to let them know, not to worry if you’re feeling this way and tying in your first question, what is my biggest fear, Lefty Lawyer highlights that “I did it” and “I was good enough” and still is and you could be too. ■
By Nedra Daniel Guest Editor
Optimising Law Firm Efficiency and Profitability with AI and Automated time recording
The legal industry has traditionally been resistant to change, but the emergence of artificial intelligence (AI) presents an undeniable opportunity to enhance efficiency and profitability for law firms. At a time when competition is fierce, the ability to deliver high-quality services while controlling costs is key. AI, when integrated effectively, allows law firms to meet these challenges head-on, offering tools that streamline operations and provide more value to both lawyers and their clients.
AI has a profound impact on staff productivity. Human resources are the most expensive and vital asset in any law firm. By taking over repetitive, low-value tasks like legal research, document drafting, and even matter analysis, AI allows lawyers to focus on higher-value activities that require human expertise. AI-driven research tools, for instance, sift through vast legal databases in a fraction of the time it would take a lawyer, offering comprehensive insights while reducing possible errors from lapses in human concentration.
This shift not only improves operational efficiency but also provides an opportunity for legal professionals to enhance their skill sets. Lawyers can now focus on strategic, high-level work, thereby creating more value for clients while increasing their own billing potential. However, AI is not a replacement for human judgment. It acts as a powerful complement, augmenting the lawyer's role rather than diminishing it. To this end, law firms must embrace the idea that AI will redefine—not replace—how legal services are delivered.
Driving Efficiency Through Cloud Technology
To fully leverage AI, law firms must ensure that their internal infrastructure can support these innovations. Many law firms have already migrated their practice management systems to the cloud, where centralised data storage offers a perfect environment for AI applications to thrive. With access to a vast array of client information, case documents, and workflow data, AI can efficiently analyse and process large volumes of information, driving both innovation and operational improvements.
For those law firms that continue to rely on disconnected databases or outdated systems, the potential for AI-driven efficiencies is significantly reduced. If client and matter information is not organised and centralised, AI tools struggle to function effectively. The solution is to create cloud based practice management systems, ensuring that data is accessible, secure, and can be utilised effectively to improve both firm efficiency and client outcomes.
Increasing Billable Hours with Automated time recording
Another important technological development available to law firms is the ability to improve billing accuracy through automated time recording. Traditionally, time recording has been a manual process which can be prone to human error, leading to under-billing and revenue loss. Now, lawyers can track their billable hours more precisely. With powerful tools that automatically record and assign time to specific legal tasks, ensuring that no billable work goes
unrecorded. This improved accuracy not only enhances profitability but also alleviates the administrative burden on fee earners, allowing them to focus on more meaningful client interactions.
Such leading-edge technology provides a game-changing opportunity for law firms to optimise staff output, streamline operations, and drive profitability. Those firms that have put themselves in a place whereby they can embrace such technology, particularly by ensuring their data infrastructure is AI-ready, will be well-positioned to lead the way in the evolving legal landscape.
About LEAP
LEAP Legal Software has been helping law firms to become more efficient and profitable globally for more than 25 years. LEAP is committed to consistently providing world-class legal practice productivity solutions and has innovation at the heart of its research and development so that users continually have the best possible experience.
Dedicated to delivering cutting-edge and intelligent legal software solutions, LEAP’s team of specialist developers present innovative AI solutions that automate routine tasks, simplify document management, and enhance decisionmaking, allowing lawyers to do what they do best — practise law.
For more information, please visit www.leap.co.uk ■
By Gareth Walker CEO, Leap UK
Prompts
LEAP offers a fully integrated legal practice productivity solution, complete with premium, purpose-built legal AI tools. Ask any legal question and get it verified by a qualified lawyer with LawY, accelerate document creation with Prompts and find intricate details about your matters in seconds with Matter AI
LEAP AI is included in your LEAP subscription at no extra cost.
