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PUBLISHER
Ian Fletcher
Benham Publishing Limited, Aintree Building, Aintree Way, Aintree Business Park, Liverpool L9 5AQ
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
The Hampshire Incorporated Law Society welcomes all persons eligible for membership regardless of sex, race, religion, age or sexual orientation.
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 Mike Scheid on Unsplash.com
6th June 2025
For the July 2025 edition
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Anyone wishing to submit editorial for publication in Hampshire Legal please contact Nicola Jennings before the copy deadline. administration@hampshirelawsociety.co.uk
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President’s Review
APRIL 2025
Kevin Richardson
Welcome to the Spring edition of the Hampshire Law Society magazine. My first report since being elected as President of Hampshire Law Society. It is an absolute honour and privilege to serve our members both individual and corporate.
Since my election I have been involved in much planning for the year ahead and like a flash we are already in late March.
This year marks the 200 years of The Law Society and I and the other members of the committee have been busy liaising with the Law Society for the Presidents visit in early July, more details will follow so keep an eye out for our newsletters and e-mails sent regularly to our members. If you do not receive these then please reach out to Nicola our admin assistant or me.
I am busy planning both our charity quiz (3rd April) at the Concorde Club in Eastleigh for my nominated Charity CIS’ters and our Annual Dinner on Friday 13th June, hopefully the date will not have any bad omens and will be a great success.
One of my goals this year to have more engagement with our local lawyers and promote the benefits of becoming involved with your local law society.
We cannot survive without the support of our members and increasing support and membership is vital. I have recently met with the legal department of Southampton City Council and hope to be able to do the same with other local authorities in our area to see if we can encourage more engagement from in house lawyers.
We held our Senior Partners Lunch on 6th March at the amazing venue at Tylney Hall. This was an opportunity to network with senior partners, managing partners and managing directors of many Hampshire law firms. We were supported and sponsored by Actionstep and Andrew Prismall of HW Conveyancing Searches who both gave an insight into their businesses and how they can help the local profession including the launch of property passports.
Our headline speaker Simon McCrum of McCrum legal gave us two 1 hour sessions on developing legal practices and how to create the perfect lawyers, the perfect legal business and indeed the perfect partners. I would like to take this opportunity of thanking all those who attended this event and in particular our sponsors and headline speaker Simon for a great day finished with a fabulous lunch.
The committee could not organise such events with not only our members support but also with the help of Nicola our admin assistant and Rachel Tombs and her team at Orion Legal Marketing.
Finally, I am keen to learn from all our members how we can best support the local legal profession and indeed am happy to hear from you about any additional support or particular learning needs that you would like us to consider as part of our education programme. If you are interested in joining the committee or becoming a member of HILS then please feel free to reach out to me. ■
Kevin Richardson President Hampshire Law Society
Hampshire Law Society 2025 Annual Dinner & Awards
13 June - 6:30 pm - 11:00 pm
Macdonald Botley Park Hotel, Winchester Road, Southampton SO32 2UA
Further information will be circulated very soon.
Hampshire Law Society Contacts
The following is an up-to-date list of committee members’ names and addresses and the sub committees to which they belong
Hampshire Law Society are looking for new Committee Members.
If you would like to join us please contact our administrator Nicola Jennings. The committee meet every other month either via zoom or at an office. It is normally a Tuesday at 5.45pm. We would love to welcome you to our Committee.
Follow us on LinkedIn https://www.linkedin.com/ company/hampshireincorporated-law-society/
Are YOU a procrastinator?
Many of us will be familiar with procrastinating - putting off or avoiding a task that needs to be done. If often seems as if the more we have to do, the more we procrastinate. There are two types of procrastination, active and passive.
Active procrastinators work better under pressure, they may choose to leave a task until it’s right down to the wire because they thrive on adrenaline.
Passive procrastinators do so to the detriment of their performance. According to a 2013 study procrastination has nothing to do with poor time management or laziness, it occurs because of our inability to manage negative emotion surrounding a task, either focused on an aversion to the task itself or because of the feelings the task provokes ‘I can’t do this’, ‘I’m not the right person for this case’.
Procrastination is closely linked to perfectionism, low selfesteem, fear of failure or of moving forward in our lives. Often procrastination is a red flag that we are finding it hard to cope, it can be a symptom of an underlying issue such as stress, anxiety or depression.
So, if you are a procrastinator what can you do? Here are some tips.
Practice self-compassion
Be kind to yourself, and don’t beat yourself up for procrastinating. Just accept that you do it. Try and write down some positive things about yourself, perhaps something nice a client said to you, or think about a previous time things went ok.
Make a list
Start by making a list of everything you have to do. Break big tasks into smaller manageable chunks so they don’t feel overwhelming and set realistic deadlines for each task.
Block out time and remove distractions
Estimate how long certain tasks will take and block out time in your calendar to complete them. Work out what times of day suit you to complete certain tasks, for example if you’re a morning person you might be better at drafting a document first thing and want to save admin tasks for the afternoon. If possible turn off your phone and email notifications during these times so you don’t get distracted. You can also block your access to social media on your phone during certain times of day.
Make a start
It’s easy to say just do it – but sometimes exactly what you need to do is just make a start on something. It doesn’t have to be perfect.
Build in rewards
It’s important to build in rest time or reward yourself for meeting deadlines. Perhaps make a deal with yourself that you’ll get a coffee after you’ve completed a certain task, or you’ll go for a walk after clearing your inbox. Short breaks and time away from your desk improve your energy and focus.
Seek help
If your procrastination is starting to become unmanageable call LawCare for support on 0800 279 6888, email support@lawcare. org.uk, or visit www.lawcare.org.uk to use our live webchat. We also have articles, stories, videos, podcasts, and other information on mental health and wellbeing on our website.
CPD Programme 2025
CONVEYANCING SEMINAR
Monday 28 April 2025 | 3.00-4.30pm Via Zoom
Richard Snape has been the Head of Professional Support at Davitt Jones Bould since 2002. He speaks a numerous courses for law societies all over the country, various public courses, in-house seminars within solicitors firms and has also talked extensively to local authorities and central government bodies.
His areas of specialism include both commercial and residential property, in particular in relation to local government law, conveyancing issues, development land, commercial property and incumbrances in relation to land.
Residential Conveyancing is currently undergoing fundamental changes. The course aims to look at these changes and how to react to them.
Topics covered include:
• The new TA6 enquiries and potential issues including Law Societies announcements in January 2025;
• Announcements in the King’s Speech;
• The Leasehold and Freehold Reform Act 2024;
• Banning new leasehold houses;
• Lease extensions;
• Changes to administration charges;
• Changes to estate management charges;
• Changes to rentcharges;
• Latest on the Building Safety Act 2022 including announcements by the Welsh Government;
• Changes to planning permission in England and in Wales;
• Recent case law;
• Proposed Leasehold and Commonhold Reform Bill;
• Renters Rights Bill;
• Changes to Right to Buy;
• Working from Home and Breaching Covenants; and
• Government announcements as to the future if conveyancing on February 8th 2025
FAMILY LAW
Wednesday 14 May 2025 | 3.00-4.30pm Via Zoom
3PB
Details to be confirmed
SDLT
Thursday 15 May 2025 | 1.30-4.30pm
Botleigh Grange Hotel
Paul Clark has been a commercial property solicitor for over 40 years. He is an expert on many aspects of commercial property law and is a popular and engaging speaker.
SDLT UPDATE 2025
This 3-hour session is designed for both residential and commercial practitioners.
We will review the changes during the past year, including
• the abolition of multiple dwellings relief (but buyers still acquire multiple dwellings)
• increases to residential SDLT rates on 31 October 2024, with more to come on 1 April 2025
SDLT (Cont.)
• significant decisions on mixed-use property and other issues
• hanges to guidance on chattels and first-time buyers’ relief. As usual there will be case studies and worked examples.
It has been some years since we looked at how to deal with SDLT on rent on the grant of leases, which is poorly understood. We will also cover lease variations, lease renewal, surrenders and regrants, and overlap relief.
RESIDENTIAL CONVEYANCING
Tuesday 3 June 2025 | 2.00-5.00pm
Botleigh Grange Hotel
Ian Quayle, lecturer for 16 years for CLT amongst others and will be presenting the following: Detail to be confirmed
Kindly sponsored by:-
PROBATE UPDATE
Tuesday 24 June 2025 | 3.00-4.30pm Via Zoom
Kerry Morgan-Gould is a Partner and Head of the Trusts & Estates Team at Ashfords LLP. Kerry has been qualified for 12 years.
She advises private individuals, charities and trustees in relation to all matters arising out of contentious Wills, Trusts and Estates. In addition, Kerry also advises clients in relation to contentious Court of Protection matters.
Detail to be confirmed
RESIDENTIAL CONVEYANCING
Friday 11 July 2025 | 2.00-5.00pm
Botleigh Grange Hotel
Ian Quayle, lecturer for 16 years for CLT amongst others and will be presenting the following: Detail to be confirmed
Kindly sponsored by:-
CPD Programme 2025 (Cont.)
ADDITIONAL INFORMATION
The programme will be updated once additional information received from speakers ~ Information will be distributed via email and in the quarterly magazine.
You can find more detail on each lecture on our www.hampshirelawsociety.co.uk
PRICING
ZOOM: 1.5 hour lecture = £35.00 (Non Member £50.00)
LIVE: 3 hour lecture= £90.00 (Non Member £130.00) Botleigh Grange Hotel, Hedge End
For Zoom Lectures the link will be provided in the days prior to the event Handouts will be emailed prior to each lecture
TERMS & CONDITIONS
All applications will receive a written confirmation of booking
Payment can be made securely online or is required with the registration form. No places can be reserved without payment
Booking is subject to availability of places
Delegates may be substituted at any time with an appropriate additional payment for any non-members
HILS accepts no responsibility for the views or opinions as expressed by the speakers, chairman or any other persons at the event
HILS reserves the right to alter the venue, programme and the speakers at any time
Claiming the member rate remains the responsibility of the claimant however HILS will ensure that you are charged the appropriate fee once membership status checked
Your membership also entitles you to attend live and online seminars run by some of our neighbouring law societies –check the website for details.
Senior Partners Lunch 6 March 2025
As summarised in my President’s report, I had the honour and privilege of hosting this year’s senior partners lunch at the wonderful Tylney Hall near Hook. As you can see from the pictures it is a stunning location set in 66 acres of park land and although a mansion house has existed on the site since 1561 the first Tylney hall was not built until 1700. The existing hall and estate were purchased in 1898 by Lionel Phillips for £77,000.00. The property became a school between 1948 and 1984 and was opened as a hotel in 1985. The building remains grade 2 listed.
The venue has hosted the Senior Partners Lunch for 2 consecutive years and is befitting of the event.
We had over 20 Senior Partners Managing Directors and CEO’s attending from many different firms across Hampshire, this setting provided an ideal opportunity for networking, learning and a superb lunch in between.
The event could not have taken place without the assistance of the committee of HILS and our marketing partner Rachel Tombs and her team from Orion Legal marketing.
The event kicked off after arrival refreshments with a short introduction from me as President,å I was able to introduce two members of the committee to those attending being Mo Aldridge as Honorary Secretary and Theresa Mills my Deputy and current Treasurer. I spoke of the importance of our members to HILS and the need to sustain and grow the membership. As well as ensuring that we deliver to our members, the support, collaboration, education and information they need to enable them to thrive in the ever-changing legal sector and the challenges we as lawyers face both individually and collectively.
We had support from two sponsors this year, Actionstep who provided a presentation on their bespoke and bolt on case management systems and apps designed to assist legal practices move forward and improve service from accounts to case management and the dreaded issues of compliance. Along with our long-time supporter and Sponsor Andrew Prismal of HW Conveyancing. Andrew provided yet more insight into the world of conveyancing searches and a new concept of property passports. My sincere thanks, of course, for both organisations for sponsoring the events which enable us to put on the event.
We were then able to welcome our headline speaker Simon McCrum of McCrum Legal who although, not needing any introduction provided an insight into his legal career, including his highs and lows before becoming a legal trainer and consultant who has gone on to publish three very successful books entitled the Perfect Lawyer, The Perfect Legal Practice and the Perfect Partner. Although we are only able to dive briefly into his concepts of what makes a successful legal practice the insights were invaluable and I hope provided everyone who attended food for thought and small or big changes that could be made to help grow legal practices across Hampshire.
My sincere thanks to Simon for being able to attend and speak to us and fit us into his busy schedule.
We were all able to enjoy a great two course lunch and spend time networking and discussing many topics. I personally had a really enjoyable day and again thank everyone who took time out of their Schedule to attend. I for one thought it was huge success and look forward to next year’s event.
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. ■
Biscoes Solicitors Expands with New Office in Tavistock
Biscoes Solicitors, a highly regarded law firm with a 170-year legacy, has expanded its presence in the South of England with the opening of a new office in Tavistock.
Situated within the Tavistock Enterprise Hub at Pearl Assurance House, the new office offers a convenient location for clients seeking specialist legal services. This latest expansion follows Biscoes’ recent relocation of its head office and a merger with KJ Cox Solicitors in Bordon, reinforcing its continued growth.
Biscoes Solicitors Named Finalist at Portsmouth Business Awards 2025
Biscoes Solicitors has been announced as a finalist at the prestigious Portsmouth Business Awards 2025, recognising its excellence in the legal sector and contribution to the local business community.
With a proud history spanning over 170 years, Biscoes has built a reputation for delivering expert legal services across Hampshire and beyond. The firm’s dedication to client care, community engagement, and innovation in legal practice has earned it a place among the top contenders in this year’s awards.
Initially, the Tavistock office will provide expert legal services in Mental Health and Capacity, Court of Protection and Care and Social Services matters, with plans to further develop its team in this area. Operating by appointment only, the office ensures a personalised approach to client support.
Managing Director Alison Lee stated: “Expanding into Tavistock reflects our ongoing commitment to making expert legal services more accessible across the region. We are excited to support individuals and businesses in the local community.”
entire team. We are dedicated to providing exceptional legal services while supporting the communities we serve.”
The awards ceremony, set to take place later this year, will celebrate businesses that have demonstrated outstanding performance, resilience, and leadership. Biscoes is honoured to be recognised and looks forward to the results.
Katie Hall, a family solicitor at Biscoes who joined the firm in September 2021 was appointed as Associate Solicitor in March 2025 by the Board who were impressed with Katie’s continued great service to the firm’s clients, her teamwork ethic and her ability to grow the firm’s services to clients and contacts far and wide. She then had double success when she was also promoted to Practice Development Associate Solicitor from 01.04.25 to work alongside the family team’s Head of Department and internal business development team to promote the firm’s services to their existing and new clients.
Clarke & Son –Improving Client’s Experience with Digital Transformation
Clarke & Son are pleased to announce the launch of their new website. The firm are committed to creating the best possible experience for their clients, and the new site is one part of the larger investment in technology that allows them to do just that.
Not only has the website been refreshed and optimised but the firm has also rebranded, taking their core values of client centricity and service excellence to the heart of the refreshed look.
Success in Biscoes’ Family Department
Gail Strange, a senior family solicitor at Biscoes who joined the firm in August 2018 has been promoted to Deputy Head of the family department alongside the current Head Stephanie Bellchambers. The team is soon to expand to 16 specialist lawyers, paralegals and support to offer the full range of family services to clients in Portsmouth, Hampshire, the Isle of Wight and surrounding areas. As part of that, Gail will be assisting in maintaining the department’s service levels, growing the team’s ethos and expanding their niche areas in fertility law, one solicitor cases, collaborative law, and pre-post nuptial agreements.
Significant improvements have been made to the digital user experience, platform optimisation and information provided meaning clients can easily find what they need, get in contact and access some services online.
Will Anderson, Director and Head of Corporate & Commercial services said “Our new website and refreshed brand reflect the energy and passion we have for supporting our clients. We are proud to be making the investments needed to ensure our clients can interact with us more easily and transparently.”
Enable Law, the specialist mental capacity, personal injury, and medical negligence law firm, has ended 2024 by strengthening its team with the appointment of education law expert Mrs Rukhsana Koser as a Legal Director.
Rukhsana joins Enable Law from Langley Wellington Solicitors where, as a partner, she successfully headed up Education Lawyers. She specialises in Special Educational Needs (SEN) law and has a distinguished and successful record in SEND Tribunal proceedings. Her expertise includes advising on Education, Health, and Care Plans, as well as handling complex appeals to the SEND Tribunal involving education, health and social care needs and provision for children and young people with significant needs, disability discrimination in school and safeguarding within the education sector.
Recognised by Chambers and Partners as a Band 3 solicitor in Education: Individuals, clients commend Rukhsana as “a powerhouse – she is kind, caring and passionate about disabled children and is a fantastic solicitor who gets results.” Another client notes, “We have very much valued her expertise, combined with her compassion and understanding of how challenging this whole process is.”
Enable Law boosts its education team with new specialist appointment
Rukhsana qualified as a solicitor in 1997 and has since built a reputation as a trusted adviser in education law. She is passionate about community engagement and enjoys mentoring aspiring legal professionals. Fluent in Urdu and Punjabi, she is committed to making legal services accessible to a diverse clientele. She has also been a speaker at conferences and delivered training sessions and webinars sharing her expertise with parents, educators and other professionals.
Rukhsana’s appointment means the Enable Law education team now boasts five specialist lawyers who concentrate on SEN work and signals the firm’s overall commitment to further investing in growth.
The move represents a significant boost for the firm as it builds one of the South of England’s legal sector’s strongest special education teams.
Commenting on her appointment, Rukhsana said: “I’m really excited to be joining Enable Law because it is committed to stepping up support for children and young people with special education needs.
“Supporting children and young people with special education needs is something that is very close to my heart and it’s great to know my
Tom Alder, elected as Lester Aldridge’s new Managing Partner
Lester Aldridge, a leading law firm with offices in Bournemouth, Southampton and London, is pleased to announce the appointment of Tom Alder as the new Managing Partner. Tom, the current Head of LA’s Real Estate Development team, brings a wealth of knowledge and a strong vision for the firm’s future.
Tom has been with Lester Aldridge since 2005, when he joined as a trainee. He has established a reputation as a strong leader and has been instrumental in delivering significant growth within the Real Estate Development team, where LA has established itself as a market leader. He also played a key role in the successful LA Southampton office move to Mountbatten House, Grosvenor Square, in the summer of 2024.
Enable Law colleagues share my passion and determination to secure the the right outcome for families who turn to us for educational, health and social care support for their children.”
Welcoming Rukhsana to Enable Law, partner Sarah Palmer who leads the firm’s education team, added: “At Enable Law, we are driven on by the overriding goal of supporting families to secure the right education provision to meet the educational potential of their children.
“That is why we are really thrilled to have attracted Rukhsana to Enable Law because she is one of the most high-calibre education specialists in the business and this will maintain our momentum as a law firm.
“ Rukhsana’s talent and experience will strengthen our depth of legal expertise at Enable Law. It’s great news for our clients as we are better equipped than ever to rise to every special education challenge.”
The announcement of Rukhsana’s appointment represents further cause for celebration for Enable Law’s Education team. Recent additions include Dominic Shard, an Education Specialist with previous professional experience in the NHS.
“We are excited to welcome Tom Alder as our new Managing Partner,” said Matthew Barrow, current Managing Partner. “He has consistently demonstrated exceptional dedication to the firm and our clients and has played a significant role in our firm’s growth. His leadership will undoubtedly drive Lester Aldridge to new heights.”
Tom Alder expressed enthusiasm about the new position, stating, “It is an honour to take on this role alongside such a talented team. I look forward to building upon the firm’s proud legacy and recent sustained success. I am excited to lead the firm through continued sustainable growth, whilst continuing to foster a dynamic, collaborative environment where our people can thrive and best serve our clients.”
Smart Questions to Ask Before Switching Legal Tech
In our daily conversations with law firms, a troubling pattern has emerged. Many firms, full of optimism, invest in new legal tech solutions, expecting them to revolutionise their practice. However, once these tools are integrated into day-to-day operations, the reality often doesn’t match the promise.
The disappointment is real. Features that seemed user-friendly in a demo turn out to be cumbersome or unreliable. Unexpected costs creep in—extra fees for ‘essential’ features, pricey mandatory updates, and other hidden expenses. And then there’s the issue of data control. Many firms have found that migrating their data away from a platform is a logistical nightmare, akin to their information being held hostage.
A Transparent Approach to Legal Tech
At Clio, we believe in transparency and practicality. Our goal is to help law firms navigate the often-confusing legal tech marketplace with clear information and the right questions to ask. We want firms to make informed decisions, free from clever sales tactics and fineprint traps.
Instead of being lured by flashy demonstrations, firms should focus on the real-world functionality, support, and scalability of a legal tech solution. Choosing the right platform should be about securing longterm benefits, not just being dazzled by a well-rehearsed sales pitch.
The Legal Tech Litmus Test: Asking the Right Questions
To cut through the noise, we’ve compiled a key set of questions to challenge legal tech providers and ensure that firms get the transparency they deserve. By focusing on critical areas such as usability, security, cost, and customer support, law firms can confidently select technology that truly serves their needs.
1. Honest Feedback from Current Users
Before signing on the dotted line, insist on speaking with actual users of the software. Ask about real-world performance: How often does the platform experience downtime? How seamless is the integration process? How responsive is customer support when issues arise?
2. Security: Protecting Your Data
Your firm’s data is invaluable. Ensure that any legal tech provider can clearly explain their security protocols. How is data encrypted? What’s their action plan in the event of a breach? Compare their security measures to industry best practices to ensure your firm’s and clients’ information is protected.
3. No Hidden Costs—Know What You’re Paying For
Pricing should be straightforward. Request a comprehensive breakdown of all costs, including potential fees for additional users, features, or data storage. Get this in writing to avoid nasty financial surprises down the road.
4. Product Roadmap and Future Enhancements
Technology should evolve with your firm’s needs. Ask about the provider’s product roadmap—what updates are planned, and will they come with additional costs? Understanding the trajectory of the software ensures you won’t be left behind or forced into costly upgrades.
5. Reliable and Accessible Customer Support
Support should be more than just a chatbot. Check if the provider offers 24/7 support with direct access to knowledgeable technicians. A provider that truly listens to its customers and implements feedback is a valuable long-term partner.
6. Data Ownership and Portability
Before committing, clarify the data export process. How easy is it to retrieve your data if you decide to switch providers? Are there any exit fees? Ensuring seamless data migration is essential to maintaining control over your firm’s information.
Clio: A Partner You Can Trust
At Clio, we are committed to providing a legal tech solution that aligns with your firm’s needs—without surprises or hidden costs. We believe in clarity, honesty, and continuous improvement based on real user feedback. Our platform is designed to grow with you, offering industry-leading support, security, and flexibility.
If you’re considering a legal tech switch, let’s talk. Book a demo with Clio today and discover how we can help streamline your firm’s operations with transparency and trust. Because when you choose Clio, you’re not just selecting a tool—you’re choosing a reliable partner for the long haul. ■
Sarah Murphy, General Manager of Clio
EMEA
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arker Bullen LLP is pleased to announce a new partnership with Hampshire and Isle of Wight Air Ambulance as its Charity of the Year for 2025. The partnership reflects the law firm’s dedication to supporting organisations that have a significant impact on the local community.
Hampshire and Isle of Wight Air Ambulance is a charity that provides an advanced Critical Care Team to those who are sick or injured in Hampshire and the Isle of Wight area when it is needed most. They’re on call day and night all year round, responding to numerous emergencies daily.
The charity recently launched its Operation Airbase Appeal to raise £3.6 million for a new, centralised operational base near Southampton Airport. The plans to bring its critical care and charity teams under one roof into the heart of the community will mean that the specialist doctors and paramedics on board will reach almost every patient across the region within 10 minutes of take off. After receiving approval from local authorities in July 2024, the appeal will fund the transformation of the industrial unit in Southampton and turn it into a fully operational base.
Parker Bullen LLP 2025 Charity of the Year scheme takes flight with Hampshire and Isle of Wight Air Ambulance
Employees of Parken Bullen LLP nominated the charity and will be supporting the lifesaving service through a variety of fundraising initiatives, events and volunteering.
Karen Clarkson, Marketing and Business Development Manager expresses her excitement for the new partnership, “We are honoured to announce Hampshire and Isle of Wight Air Ambulance as our Charity of the Year from 2025. The exceptional work of Hampshire and Isle of Wight Air Ambulance in providing life-saving care during critical times is truly inspiring. I was privileged to visit their current site in Thruxton recently and was overwhelmed with the stories and everything that they achieve. The fact that our support this year will go towards their Operation Airbase Appeal is an added incentive for us to support and contribute to them. Our Charity of the Year partnership fosters strong relationships with local charities while also giving our employees the chance to support a cause that resonates with them personally. We look forward to a successful collaboration throughout 2025 and to making a meaningful impact together.”
Hampshire and Isle of Wight Air Ambulance Director of Income and Engagement, Keith Wilson, said: “Our airbase relocation will drastically improve the lives of people in our region for many years to come – lives of parents, parents, children, siblings and friends. Without the extraordinary dedication from individuals and organisations such as Parken Bullen Solicitors, this move would never be possible. On behalf of our charity and our patients, I cannot thank them and their employees enough. We are all incredibly excited to see what this partnership has in store.”
To find out more about Hampshire and Isle of Wight Air Ambulance and the incredible services they provide head over to their website. To discuss supporting Parker Bullen Solicitors in our charitable endeavours, contact Karen Clarkson by calling 01722 41200 email karen.clarkson@parkerbullen.com.
Lester Aldridge Expands Southampton Office with Three New Partners
Leading South Coast law firm Lester Aldridge has strengthened its Southampton office with the appointment of three new partners since the start of the year.
Oliver Fitzpatrick has been appointed to the Restructuring & Insolvency team, bringing over a decade of experience in corporate and personal insolvency.
Nicky Nelson has joined LA Marine, the firm’s specialist marine law team, after 22 years as General Counsel at the RNLI, adding extensive shipping and maritime expertise.
Jamie Earley has strengthened the Corporate & Commercial team, specialising in mergers and acquisitions, tech-sector transactions, and multi-jurisdictional deals.
Lester Aldridge moved its Southampton office to Mountbatten House in Grosvenor Square last year, reinforcing its long-term commitment to the city.
Paris Smith unveils modernised headquarters to support futurefocused legal practice
L
eading Central South law firm Paris Smith has completed a landmark £2.8 million refurbishment of its Southampton headquarters - designed to support hybrid working, boost collaboration and enhance sustainability.
The transformation of 1 London Road modernises the firm’s workspace, blending client-focused innovation with employee wellbeing and operational efficiency.
Managing Partner Huw Miles:
“This £2.8m investment by the partners is a signal of our ongoing commitment to the firm, our staff and our clients. The building is more than just a workspace; it’s an environment that will help us enhance our business practices, improve our collaboration, reduce long-term operational costs and continue to deliver value for clients. It also reflects our enduring commitment to the local community and to the future of Paris Smith.”
• Private, soundproofed meeting rooms for confidential client discussions.
• High-spec presentation suites with advanced AV technology.
• On-site wellbeing facilities, including breakout areas and relaxation spaces.
Paris Smith’s refurbishment secured the coveted Gold SKA Rating, an industry-recognised sustainability benchmark. The project’s 90.9% waste recycling, VOC monitoring and energyefficient upgrades align with best practice for sustainable law firm operations.
Practice & Business Development Director Sue Murphy added:
“This investment future proofs the firm, reinforcing our commitment to quality, efficiency and sustainability in legal practice.”
As law firms reassess their office spaces in a hybrid-working world, Paris Smith’s transformation stands as a model for modern legal workplaces - balancing exceptional service, employee wellbeing and sustainable innovation.
Trethowans team takes on English Channel relay swim to raise funds for Aspire
Ateam from Trethowans will be taking on an English Channel relay swim in August 2025 to raise funds for Aspire, a national charity supporting people with spinal cord injury.
The team of six includes Andrew Mercer, Emma Wilders-Pratt, Laura Trapnell, Jennifer Bowes, Amy Croxford and Taylor Anderson.
Andrew is no stranger to the Channel. This will mark his third relay swim, with his most notable achievement dating back to 1981 when he was part of the Dover Lifeguard team that broke the mixed relay world record, completing the crossing in an astonishing 7 hours and 17 minutes – a record that still stands today.
Andrew shares, “Having completed this challenge twice, I know the immense physical and mental effort it takes. This time, it’s even more special to share the experience with my colleagues, who are undertaking this challenge for the first time. Supporting Aspire’s incredible work provides all the motivation we need to push through the cold waters and unpredictable conditions of the Channel.”
The team is currently training, focusing on cold-water acclimatisation and endurance to prepare for the challenge. Each swimmer will take turns navigating the Channel’s 22-miles of chilly, often turbulent waters.
Andrew Ogierman, Challenge Events Manager at Aspire, says, “Aspire has been arranging Channel relay swims for 15 years, however, every year is exciting and new as teams prepare for the challenges that lie ahead. Funds raised, nearly £2 ½ million since 2009 have helped to make a significant difference to the work of Aspire. We are very grateful to the Trethowans team who have decided to take on the Channel in support of our work and wish them well in the coming months.”
Aspire provides vital support to people with spinal cord injury, helping them achieve independence through housing, training, and advocacy. Trethowans has a long history of supporting causes that align with its legal expertise in personal injury and clinical negligence, and this swim is another opportunity to make a meaningful impact.
The team will be sharing updates on their training journey and fundraising efforts over the coming months. To support the Trethowans team and their efforts to raise funds for Aspire, please visit their fundraising page https://www.justgiving.com/page/channelswim-25.
Spotlight on Corporate Firm
Trethowans advises Technics Group on the acquisition of Earth Environmental and Geotechnical Ltd
Trethowans is pleased to announce its role in advising Technics Group on its successful acquisition of Earth Environmental and Geotechnical Ltd. This strategic move enhances Technics’ capabilities as a provider of highquality consulting and surveying services, drawing on over 30 years of industry expertise.
Founded in 2013 by Adam and Elizabeth Czarnecki, EEG has built a strong reputation for delivering specialist geotechnical and environmental consultancy services to clients across a wide range of sectors nationwide. Over the past decade, the company has experienced significant growth, thanks to its commitment to innovation and client satisfaction. Following the acquisition, Adam Czarnecki will transition to a Business Development role, while Regional Directors Simon Leat, John Grace, and Paul Finnimore will continue to play pivotal roles in driving EEG’s long-term growth strategy.
Commenting on the acquisition, John MacIntyre, Managing Director at Technics, said: “We want to thank Lucy Gleisner and her team at Trethowans for their professionalism and expertise during the successful acquisition of Earth Environmental and Geotechnical.
They explained complex legal terms clearly, ensuring wea remained well-informed. Their attention to detail in drafting and negotiating agreements was invaluable. We appreciate their guidance and highly recommend their services.”
Trethowans’ Corporate team, led by Partner Lucy Gleisner and supported by Senior Associate Jonathan Sherman, advised Technics throughout the transaction.
Lucy Gleisner said: “We are pleased to have supported Technics in this strategic acquisition, which has increased their resources by 50%. This marks a significant step in their sustainable growth journey, and it’s been a pleasure to work with the team on this milestone.”
The acquisition aligns with Technics Group’s mission to expand its service offering while maintaining its reputation for excellence in the industry.
In a new-for-2025 partnership, Southampton Solent University is delighted to announce the launch of Solent Law Clinic; a free legal service created to serve city residents.
Working in collaboration with award-winning solicitors, Dutton Gregory, Solent Law Clinic is launching on Tuesday 11 February at the University’s city-centre campus on East Park Terrace.
This new initiative will not only meet community needs and boost student skills but reduce pressure on existing services. By utilising the resources and expertise of both Solent University and Dutton Gregory, the Law Clinic has been designed as a front-line service, directly addressing the challenges communities are facing.
Focusing on family and housing law, the Clinic will run every week, on a Tuesday and Thursday afternoon, for appointments booked in advance via Solent’s website. Course Leader Law, Brad Kershaw, says:
“As a civic university, it is in Solent’s DNA to work collaboratively to make a meaningful contribution in Southampton’s communities. We want to ensure our city prospers, and the Law Clinic aims to break down barriers to legal advice and deliver an accessible service which benefits everyone involved.
“Not only will this clinic benefit our local communities, but it will also give students experience that they can take forward into their future careers in law. Our student volunteers have shown a huge commitment to this initiative already, and it is heartening to see a strong sense of social responsibility on display at Solent.”
The service will be supported by four LLB (Hons) Law students, who are volunteering their time to enhance their studies and experience, overseen by Solent alumni, Partner and Head of Family Law at Dutton Gregory, Jonathan Whettingsteel.
An advocate of Solent, Dutton Gregory is set to offer eight hours a week of in-kind support to the Clinic, ensuring city residents receive an informed and high-quality service. Jonathan says:
Community law clinic launches at Solent
“Following changes to legislation, access to publicly funded legal advice has dramatically reduced since 2012, and this clinic is going to provide much-needed support to those in need, who might not be able to afford the cost of solicitors.”
As a Solent law alumni, Jonathan is a natural champion of the University’s students, recognising how valuable opportunities like these are. He says:
“Students are not just the future of Dutton Gregory, but of the legal profession as a whole. As well as being able to help give students an insight into life as a lawyer, I personally feel I can learn a lot from them about how they want the legal industry to look.
“The Law Clinic is going to provide students with a chance to undertake interviews with real clients, giving students experience that they wouldn’t usually be able to obtain. For me, this shows how progressive Solent University is; producing graduates with practical experience, making them even more employable.”
Four law students will be supported by two business undergraduates, tasked with overseeing the administrative aspects of the Clinic. Third year LLB (Hons) Law student, Paris Montrose, says:
“Working in a law clinic that provides pro bono services is something I have always desired to do since knowing I wanted to work within the law. I was brought up by a single mother from a working-class family, and having the opportunity to aid individuals who require help is an invaluable experience, especially as an aspiring lawyer.
“The clinic will give me skills that will be incredibly valuable when moving further into my career, from empathy to legal analysis, and problem-solving in real-life cases.”
To find out more about Solent Law Clinic, and book an appointment, visit www.solent.ac.uk/engage-with-us/community/law-clinic or fill in this form.
Steele Raymond expands team with trio of new hires
S
teele Raymond, a leading regional law firm, is pleased to announce the addition of three new professionals - Emma Feltham, Carrie Butterworth, and Nicki Beswarick - to its Residential Development, Family, and Marketing teams.
Emma Feltham joins as a Senior Associate within the Residential Development Team. She brings a wealth of experience from a large regional firm, where she honed her skills representing a diverse range of clients, including developers, landowners, and investors. A graduate of the University of Southampton and The University of Law, Emma specialises in navigating the complexities of development projects, working closely with clients to deliver tailored, commercial solutions. As part of the Residential Development Team, she will provide expert advice on acquisitions, overage, option agreements, disposals and development finance.
Carrie Butterworth joins the Family Team as a Chartered Legal Executive and a Fellow of the Chartered Institute of Legal Executives. With over 10 years of experience, she specialises in advising and assisting on a wide range of family law matters, such as divorce and separation, financial settlements, cohabitation issues for unmarried couples, injunction proceedings, and child arrangement matters. Carrie’s professional and practical approach ensures clients feel supported and receive clear, constructive advice.
Nicki Beswarick assumes the role of Marketing Manager, leading strategic marketing initiatives. She will collaborate closely with Managing Partner, Jennifer Rogerson, team leaders, and the Board. With over 14 years of expertise in brand management and team leadership, Nicki combines data-driven insights with empathetic storytelling to create impactful campaigns that resonate with target audiences and drives measurable business growth. She has a Diploma in Professional Marketing and is a member of the Chartered Institute of Marketing.
Thrings continues growth of agriculture team with new arrival in Hampshire
Thrings has continued to boost the strength of its industry-leading agriculture team with the appointment of a talented new Senior Associate in its Romsey office.
A specialist in agricultural property with a background in private wealth matters, Claire Davies joins the firm from Godwins, bringing almost two decades of legal experience to the team, acting for Thrings’ many landowner, farmer, equestrian and commercial clients in the Hampshire region and beyond.
As the newest member of the firm’s nationally recognised agricultural team, ranked in the top tier by both Legal 500 and Chambers, Claire will be utilising her expertise on agricultural and rural land matters – this includes the sale and purchase of rural property, high value secured lending on farms and estates, commercial tenancies, farming partnerships and unregistered land.
Claire’s knowledge on private wealth matters and estate, succession and tax planning will also see her advising on a lot of farm and estate reviews, an area of work in increasing demand following the government’s announced changes to Agricultural Property Relief for inheritance tax.
Claire Davies said: “Thrings’ Agricultural team have a fantastic reputation, both within the farming and the legal worlds, and being able work within such a highly regarded team is a very exciting prospect.
“Coming from a rural background, I have been brought up to love the countryside and there was no other sector I was ever going to practice law in. I thoroughly enjoy working with farmers, agricultural businesses and landowners and am really looking forward to supporting the firm’s clients on realising their vision for their estates.”
Jennifer Rogerson, Managing Partner, commented: “We’re delighted to welcome Emma, Carrie, and Nicki to Steele Raymond, who will provide valuable expertise and support to our Residential Development, Family, and Marketing teams.
“As a firm, we are committed to delivering the highest quality advice and experience to our clients, with our exceptional team of solicitors and support staff consistently providing quality service.
“Emma, Carrie, and Nicki’s expertise in their respective fields will further strengthen the legal services we provide to our clients regionally, nationally, and internationally.”
These new hires are the latest additions to Steele Raymond’s fastgrowing team. The firm recently announced plans to open a new office in Southampton in March 2025 to support its ambitious growth strategy. Over the past five years, Steele Raymond has nearly doubled in size and is ranked a ‘top tier’ law firm by the Legal 500, an independent guide to the legal profession.
Mark Charter, Partner in the Thrings Agriculture team, said: “We are excited to have Claire join the team. With the drastic impact that the government’s changes to inheritance tax is set to have on rural businesses, having Claire’s excellent skillset will be a major asset for our farming and rural landowner clients in ensuring the future of their businesses.”
Thrings’ Agriculture team is one of the largest of its kind in the UK with decades of experience in successfully supporting its farming and landowner clients to achieve their aims and the potential for their business. Its lawyers are ranked in the highest tier by both the prestigious Legal 500 and Chambers & Partners directories and have been chosen by the NFU to act for its members in more counties than any other firm.
Find out more about how we can support farmers, food producers and rural communities on our Information for Farmers page.
Introduction
In recent years, family law has witnessed a growing commitment to principles of individual autonomy, especially in the context of the law surrounding financial settlement upon divorce. There has been a discernible move from paternalistic concerns for welfare, towards embracing and promoting ideas of personal responsibility and economic self-sufficiency.
Both concepts have their own merits and demerits. Paternalism is in its essence, viewed as a harm protection measure, limiting one’s general autonomy to make decisions regarding one’s welfare. One of the key arguments against paternalism is the claim that individuals are in the best position to judge their own interests and values, and should have the freedom to decide and face, the consequences of their choices.
The challenge comes in balancing the two. Whatever the rights and wrongs of the different concepts, there are notable areas in family law upon divorce where such a move towards autonomy is evidenced. Three notable areas include:
• Increased approval of Consent Order Applications
• Adherence to Nuptial Agreements
• Emphasis on a Financial Clean-Break.
1) Approval of Consent Orders
The court has an independent duty under Section 25 of the Matrimonial Causes Act 1973 (“MCA 1973”) to inquire whether a draft order represents a fair outcome (Tommey v Tommey [1983] 4 FLR 159, Livesey v Jenkins [1985] AC 424 (“Livesey”)
, Pounds v Pounds [1994] 1 FLR 775 and Harris v Manahan [1997] 1 FLR 205
The court’s approach is set out in Livesey as follows:
• The court’s jurisdiction to make orders for financial relief derives from the MCA 1973.
• The court’s function is the same as when making a contested order.
• Section 25 of the MCA 1973 prescribed a list of matters to which the court must have regard.
• The order must be just and fair.
Family Law Dilemma: Paternalism versus Autonomy
The case of Lewis v Cunningtons Solicitors [2023] EWHC 822 (KB) (“Lewis”) garnered much publicity in the family law arena with the salutary warning that a financial disclaimer in itself will not absolve a family law practitioner from their duty of care to their client.
The use of financial disclaimers has increased over recent years, particularly with the growth in clients wanting greater flexibility and choice as to the scope of works they would like their practitioner to undertake.
While there has been much commentary on this case with regards to a solicitor’s duties, and the importance of bespoke retainers and financial disclaimers, there appears to have been little focus on how a settlement that was grossly one sided was ever approved by the Family Court. The judge in Lewis commented, “Any reasonably competent solicitor would have advised the claimant that the proposed settlement order was obviously and exorbitantly onesided in the husband’s favour, giving the claimant less than 15% of the disclosed matrimonial assets and leaving her with an inadequate financial provision in the future, and particularly in retirement.” How then did a Judge in the Family Court approve such a settlement?
The settlement in Lewis was not within the discretional band of reasonableness that would have been awarded in a contested hearing. It was without doubt manifestly unfair.
There has been a clear move away from the court adopting a paternalistic approach of protecting the weaker party to where, if an order is drafted by competent legal representatives, the court is very likely to approve it. The case law of Sharland v Sharland [2015] UKSC 60 helps shed some light on this shift in approach, where at paragraph 20 Baroness Hale stated that in such circumstances a court will be “heavily influenced by what the parties themselves have agreed”.
In addition to an increased focus on individual autonomy, there may be practical reasons why increasing numbers of financial consent order applications are approved routinely:
• Prior to the introduction of Form D81, there was no standard mechanism by which the court was provided with the parties’ financial and personal circumstances. Some local courts
adopted their own bespoke form, which often only comprised 1 -2 pages in length, combined with a covering letter.
Nowadays, any consent order application is accompanied by a comprehensive Form D81 comprising almost 20 pages, setting out detailed information as to both spouses’ income, capital, personal circumstances, together with the net effect of making the order and narrative sections to explain why such a settlement has been reached.
• There is also the unfortunate reality that the court system is underfunded and does not have the necessary resources. Court closures and the lack of available Judges mean the system simply doesn’t have the capacity to facilitate additional hearings whereby the parties are invited into court so that the judge can be satisfied that the parties understand the financial settlement they have signed, and the implications.
It is clear that the burden of protecting the client has shifted more on to the family law practitioner. The days of the court stepping in to protect the financially weaker party by refusing to approve a financial settlement because it deems it unfair have passed.
As legal practitioners we must therefore make it abundantly clear to a client when a financial settlement is unfair, advise as to what we broadly anticipate would be a court ordered settlement, and tailor our retainers and disclaimers to cover the individual circumstances before us. In particular, where we have a vulnerable client, it would be best practice to ensure we have signposted them to complementary professionals such as counsellors, GPs, and life coaches, and as far as possible, give them additional time to reflect on a proposed settlement.
2) Nuptial Agreements
“Nuptial agreements” refers to both prenuptial agreements (“pre-nups”) and postnuptial agreements (“post-nups”) and their civil partnership counterparts. A pre-nup is a legal agreement made between two individuals before their marriage has taken place. A post-nup is a legal agreement between individuals who are already married.
Nuptial agreements allow spouses to determine their respective financial obligations in the event of a future divorce. An oversimplification, but essentially, they enable parties to contract out of the statutory redistribution scheme under the
Matrimonial Causes Act 1973 that would ordinarily apply upon divorce. Pre-nups for example often exclude certain identified property from the pot to be divided (often where there is pre-acquired wealth).
Historically, prenups were treated with disapproval in English law, dismissed as an attempt to oust the court’s jurisdiction (Hyman v Hyman [1929] AC 601). They were regarded as undermining the sanctity of marriage and once described as “of very limited significance” ( F v F (Ancillary Relief: Substantial Assets) [1995] 2 FLR 45, 66 Thorpe J)
There was a gradual softening by the courts, before the landmark case of Radmacher v Granatino [2010] UKSC 42, [2011] 1 AC 534, where it was held that the terms of a pre-nup that had been freely entered into by the parties should be implemented by the court “unless in the circumstances prevailing it would not be fair to hold the parties to their agreement” The reasoning behind this was to respect individual autonomy.
The judiciary’s approach was endorsed by the Law Commission in 2014, with its report entitled “Matrimonial, Property, Needs and Arrangements”, in which it was recommended that pre-nups be put on a statutory footing and be regarded as legally enforceable contracts. The Government’s response is still outstanding on this point.
3) Clean Break
The clean break refers to the termination of financial obligations between the parties upon divorce, either immediately or deferred to a future date. The court’s duty to consider whether a clean break would be appropriate was introduced by the Matrimonial and Family Proceedings Act 1984 (Section 3 inserting Matrimonial Causes Act 1973, s,25B)
The court will order a clean break unless it can be clearly shown that one of the parties is unable to adjust without undue hardship (Matthews v Matthews [2013] EWCA Civ 1874, 2014 2 FLR 1259, SS v NS (Spousal Maintenance) [2014] EWHC 4183 (Fam), [2015] 2 FLR 1124
The desirability of the clean break is rooted in liberal ideas of individual autonomy, signalling a clear expectation that parties become self-sufficient as soon as possible after divorce.
Approximately a decade ago it was commonplace, where there was a fairly
significant income differential between the divorcing spouses, for there not only to be provision for child maintenance, but also an order for spousal maintenance until the youngest child of the family reached 18 or finished full time secondary education (if not tertiary). Sometimes spousal maintenance would even continue until either party’s death. Whereas now, joint lives orders, are almost extinct.
While the clean break principle does reflect a change in society, where typically now both spouses are or have been in the workforce, it does not necessarily take into account the fact that it is relatively common for the main carer’s income to bear little resemblance to the other parent’s.
Conclusion
The changes in approach to the approval of consent order applications, the importance to be placed on nuptial agreements, and the significance placed upon achieving a financial clean break, illustrate the sea-change in the family court from a paternalistic approach to a greater respect for individual autonomy. This puts an increasing obligation on the advising solicitors to make it abundantly clear where a proposed settlement is manifestly unfair.
There are practical merits behind such changes in that they provide couples with more certainty upon divorce, but there will also be those cases whereby unfair advantage is gained, and the weaker financial party is left financial exposed. One size does not fit all.
It highlights the careful balancing act to be played between autonomy and paternalism and certainty and flexibility.
Helen Cort Partner
Dutton Gregory Solicitors
Conversion Rate Optimisation for Law Firms: Your Key to Success
When it comes to digital marketing strategies for solicitors, barristers, and lawyers, conversion rate optimisation for law firms is a critical factor in achieving measurable success. Without effective CRO, your website could attract traffic but fail to generate valuable leads or clients.
In this comprehensive guide, we’ll dive into the essentials of CRO, explaining what it is, why it matters, and how your law firm can implement it for tangible results. From actionable tips to understanding the finer nuances of client behaviour, this article is your go-to resource to improve conversion rate optimisation for law firms.
What is Conversion Rate Optimisation for Law Firms?
Conversion rate optimisation (CRO) refers to the process of enhancing your website and marketing efforts to increase the percentage of visitors who take desired actions. For law firms, this action could be filling out a contact form, booking a consultation, or signing up for a newsletter.
vBy improving your website’s usability, design, and content, you can turn visitors into potential clients. In an industry as competitive as legal services, effective CRO is indispensable for standing out.
Why is Conversion Rate Optimisation for Law Firms important?
With more potential clients relying on online searches to find legal services, having a website that drives conversions is essential. CRO helps law firms by:
• Increasing the ROI of your marketing campaigns.
• Helping you acquire more qualified leads.
• Enhancing the user experience.
• Providing data-driven insights into user behaviour.
How to Optimise Conversion Rates for Law Firms
1. Prioritise Website Speed and Mobile Responsiveness
A slow-loading website can deter potential clients before they even engage with your content. Studies show that even a one-second delay can reduce conversions by 7%.
Tips:
• Compress images and files.
• Use a reliable hosting provider.
• Ensure your website is mobile-friendly and adapts seamlessly to smaller screens.
2. Write Clear and Engaging Call-to-Actions (CTAs)
Your CTAs should be actionable, concise, and compelling. Use phrases like “Get Legal Help Today” or “Schedule Your Free Consultation” to encourage engagement.
3. Leverage Social Proof and Testimonials
Building trust is vital for law firms. Highlight testimonials, reviews, and case studies to demonstrate your credibility and success.
Where to Place Them:
• On your homepage.
• Near contact forms.
• In blog posts or landing pages.
4. Simplify Navigation and Reduce Friction
A cluttered website can overwhelm visitors. Ensure that your site is easy to navigate with clear menu structures and logical page hierarchies.
Key Features:
• An intuitive layout.
• Search functionality.
• Minimalistic design for faster decision-making.
Common CRO Mistakes Law Firms Should Avoid While improving conversion rates, it’s essential to steer clear of common pitfalls:
• Ignoring Analytics
Failing to analyse website performance can lead to missed opportunities. Use tools like Google Analytics to track metrics like bounce rates, page views, and time spent on pages.
• Overloading Pages with Information
Too much text or irrelevant details can deter users. Stick to concise, userfocused content that answers potential clients’ key questions.
• Not A/B Testing
Experimenting with headlines, layouts, and CTAs is crucial to understanding what resonates with your audience.
The Role of Content in Conversion Rate Optimisation for Law Firms
High-quality content plays a vital role in Conversion Rate Optimisation for Law Firms.
When potential clients visit your website, they’re seeking clear, valuable information that aligns with their needs.
• Create Landing Pages
Tailor these to specific practice areas, like family law, criminal law, or property disputes.
• Incorporate FAQs
Address common client concerns directly.
• Update Regularly
Publish blog posts, case studies, and legal guides to keep your site relevant and authoritative.
Checklist for Conversion Rate Optimisation for Law Firms
To ensure your website is conversion-ready, use this quick checklist:
• Is your website mobile-friendly and fast-loading?
• Do you have clear and engaging CTAs?
• Are your forms simple and easy to complete?
• Is your content tailored to your audience’s needs?
• Are you using analytics to monitor performance?
• Have you implemented A/B testing to refine your approach?
Conclusion: Why CRO is Essential for Law Firms
Conversion rate optimisation for law firms isn’t just a buzzword; it’s a vital strategy for securing more clients in today’s digital-first world.
By focusing on CRO, your law firm can maximise the value of your marketing investments while offering a seamless experience for potential clients.
For more expert advice, visit our law firm marketing services page. Ready to transform your firm’s online presence? Get in touch with Orion Legal Marketing today.
How Orion Legal Marketing Can Help With Lead Conversions
Our team has several years of experience helping solicitors, barristers, legal practices and chambers boost lead conversion rates.
We can advise you on how to optimise your website, attract more clients, enhance your firm’s reputation and ultimately increase revenue.
Our areas of expertise include:
• Branding for law firms.
• Business development.
• SEO copywriting
• Legal marketing
• Social media
• Website development and optimisation
Contact us Today to Increase Your Lead Conversion Rate
At Orion Legal Marketing, we are committed to helping you stand out in a competitive legal landscape.
If you would like to discuss options for increasing your client base, please call us on 0118 380 5980.
If you prefer, you can also email us at enquiries@orionlegalmarketing.co.uk.
We are always happy to discuss your requirements and develop a strategy that suits your practice.
Your
Leading Independent Day School for children aged 2-18 in Hampshire King Edward VI School
Summer Events 2025
Senior School Taster Mornings
Tuesday 6, 13 & 20 May 2025 | 10am-12.45pm For children currently in Year 5 & Year 7
Sixth Form Taster Mornings
These are arranged throughout the year at any time for children currently in Year 11
Nursery & Reception Open Event
Friday 13 June 2025 | 9.30am-11.30am
Sixth Form Open Evening
Thursday 26 June 2025 from 6pm-8pm
Senior School Open Evening
Friday 3 October 2025 6pm-8.30pm
Welcome to my latest update on what has been happening since my last report towards the end of 2024.
There have been two Council Meeting, one in December 2024, followed by a 2-day Strategic Planning Meeting in February 2025. The latter was an opportunity for Council Members to identify what is important for TLS to focus on over the period 2025-2028.
TLS Strategic plan for the next 3-years
The key tenets affecting us as Law Society members are
- to support access to justice and the rule of law
- expand the “membership offer”- such as through the Get Involved programme- and supporting the many different segments of the profession, noting that (a) the number of firms is decreasing, whilst the number of solicitors is increasing, particularly in-house solicitors (21% of all solicitors, as compared with 62% in private practice or working as sole practitioners); and considering whether the SQE is fit for purpose (training being an area run solely by the SRA).
- the economic, social and governance impact of our services,
- the impact of emerging technologies, such as AI, on members
The Plan for 2025-2028 will now be formulated taking views in to account from this meeting and from various roundtables that have taken place in recent months.
It will come back to Council for final approval, probably at the next meeting on 7 May 2025.
The SRA
The key headline here is that the Chief Executive, Paul Philip, has tendered his resignation and will be leaving the SRA in October this year. Meanwhile, Anna Bradley, the SRA Board Chair, who was due to step down in December 2024, had her tenure extended until the end of 2026. The reason given for halting the recruitment to her post was the need “to maintain stability” at board level.
What effect the report findings from the Axiom Ince debacle has had on these decisions is difficult to know for sure. Meanwhile, a report is due from the same solicitors on another collapse, of SSB, and the findings will, I anticipate, make for interesting reading.
TLS has submitted a robust reply to the SRA’s consultation on solicitors holding client money, possible safeguards and on proposals to change the way contributions to the compensation Fund are made. We await the SRA’s response.
December 2024 update from TLS President, Richard Atkinson
I set out these points, so you are aware of the level of activity on your behalf:
1. The President had continued to be a vocal advocate for criminal legal aid funding and the announcement of additional funding for police station and Youth Court work was very welcome. Solicitors who worked or commuted to work in
ADRIENNE EDGERLEY HARRIS, Council MemberYOUR VOICE AT THE LAW SOCIETY
Council Members Report Spring 2025
areas with fewer than two legal providers, as well as the Isle of Wight, would have their travel reimbursed. The Law Society looked forward to working with the Lord Chancellor as she considered next steps.
2. In recent days the government had announced £20m to increase civil legal aid fees for immigration and housing – the first increase for civil legal aid providers since the mid-1990s. This was encouraging, though a commitment to muchneeded investment in other areas of civil and criminal legal aid was also needed. As well as meeting with the Lord Chancellor and Law Officers, the President had met MPs from all parties to build support for increased legal aid and tackling the courts backlog. The General Election had seen a significant number of solicitors entering Parliament, and the President looked forward to working with them. He had also met the new Chair of the Justice Select Committee, Andy Slaughter MP, to discuss his plans as Chair and the key issues facing solicitors.
3. Members of both Houses of Parliament were following the independent review into the SRA’s handling of the Axiom Ince fallout with interest. The report made it clear that the SRA handled the case inadequately and ineffectively. The Law Society continued to believe that the problems identified in the report could be fixed, but the LSB must insist that the SRA puts its house in order and that the SRA’s management and governance concentrates on its core responsibilities. The SRA was currently undertaking a public consultation on potential changes to how and when law firms handle client money and how that money is protected. The Law Society would ensure that solicitors’ views were fully and robustly communicated in its response.
4. The President had promoted his Justice Matters presidential theme at every opportunity. Alongside regular meetings with MPs, he attended a roundtable co-hosted by the Lord Chancellor and the Secretary of State for Business and Trade to discuss the role of legal services in enabling growth. He also attended a Parliamentary dinner on the value of the UK legal sector, where he spoke to the Attorney General and stakeholders.
5. The President championed our legal services sector on visits to Malaysia, Singapore and the Four Jurisdictions meeting with Scottish, Irish and Northern Irish counterparts. He had also spoken about the justice sector in several newspapers and on radio and television.
6. The President had begun engaging with firms and local law societies, including speaking at DAC Beachcroft’s lawyers’ liability conference, and attending the Tunbridge Wells, Tonbridge and District Law Society Annual Dinner. Many planned local law society visits would coincide with the bicentennial tour, starting in 2025, and he hoped to meet many members in the course of it.
7. The President had established relationships with in-house members in the military legal services through meeting with the Director of Army Legal Services and the Head of the RAF Legal Services, and shared with them work on our ethics programme.
8. The President had chaired an event with the Lady Chief Justice and senior members of the profession to discuss judicial opportunities, and the importance of solicitor representation in the judiciary. This work was ongoing.
Support for members appearing before the Solicitors Disciplinary Tribunal
Donna Taylor as Chair [of the special committee of enquiry on this topic] presented the Committee’s first report. The Committee had agreed its terms of reference and had created a workplan and list of key players who, it considered, would provide useful information on the support available and any gaps. Members had drawn up questions which would be sent to organisations and also to various individuals who have worked within this area. The Committee anticipated submitting its final report in October 2025. Council unanimously approved the Committee’s request to seek an additional Council member to join the Committee. Council also unanimously agreed that it was content for the Vice President, Mark Evans, to help with the Committee’s work.
Axiom Ince update
Picking up on the President’s comment above, the latest news on this is that the Legal Services Board is expected to issue directions to the SRA shortly as to what action is to be taken. TLS officers and President will be asked if they wish to comment before they are issued.
Day One after qualification
At the December meeting, a discussion took place as to whether the Society had carried out any studies or sought feedback on ‘day-one’ employment rights and on the recent increase in employers’ national insurance contributions. There was concern in the profession about the possible impact of the increase on law firms’ growth, the difficulty of recruiting and retaining staff, and the possibility of having to make redundancies. These matters had been raised with the government and could be again in the Society’s response to the government’s industrial strategy consultation. Professional and legal services had been identified as one of the potential high-growth areas for the economy.
2025- TLS Bicentenary Year
I am pleased to advise that we will have two events in the South- one on Wednesday, 9th July 2025 in Southampton and the other on Friday, 11th July 2025 on the Isle of Wight. I am in touch with TLS organisers and will advise on the itinerary when it is finalised. The Vice-President Mark Evens is to stand in for the President, who is engaged elsewhere, at the visits. ■
Adrienne Edgerley Harris Council Member for the South Constituency
Autism, Masking and Child Arrangements Orders
Having been involved in two keenly disputed Children Act cases recently where the parents have vastly different experiences of their autistic child, I thought it would be helpful to explore how autism may present and the factors to be considered when seeking Child Arrangements Orders for such children.
Autistic children may “mask” (hide their feelings and emotions) whilst in less familiar environments and only reveal their true state of mind when they are in a “comfortable or familiar” environment. This can take the form of anger, emotional outbursts, “meltdowns” and unexplained illnesses which are distressing for the child. This may lead to allegations that the child is behaving badly and is “spoilt” by those who do not understand the condition. It can be the case that their difficulties are not apparent in general social situations, at school or in the home of the non-resident parent, meaning that they are only witnessed when the child is in a familiar environment or their primary home. This can make it very difficult to evidence independently.
Neurodiverse children can find change difficult and perceive nuances and differences in their physical environment very differently from non neurodiverse people. They often find discomfort and overstimulation in things that others would not. A child’s senses; hearing, touch and taste may be heightened in such children and even minor stimuli can become significant issues.
Managing the change between two homes and parenting styles in these cases becomes all the more difficult and it is important for parents to work together to understand their child and create a smooth transition. Calendars and planners which give the child a visual representation of the arrangements and allowing children to take toys, pictures, clothing between the homes will create a sense of familiarity. It is also helpful to share information regarding food likes and dislikes, favourite stories, bedtime routine etc to maintain a sense of uniformity between the homes.
It can be the case that the child will mask whilst in the care of one parent, meaning that caregiver is largely unaware of the difficulties the child is experiencing. Following return to the other party, however, many days of dis-regulation and unrest may ensue, affecting the child’s schooling, home life, activities and general wellbeing. Because the child does not express these at the time, parents can find themselves at loggerheads as one does not believe that their child would behave in such a way or say such things to the other, leading to allegations of parental alienation - particularly where that child is reluctant to stay with the other parent.
In this type of case, it is important to obtain a formal diagnosis as soon as possible and potentially involve a psychologist or independent Social Worker at an early stage. In both my cases, the Court appointed a S16(4) Guardian who spoke to the child directly over many months to make a full assessment of the situation and establish the child’s wishes and feelings. The Guardian’s views are key, and the Court is generally guided by their conclusions. However, because a Guardian will not necessarily have specific expertise in autistic children, in my cases I have also involved professional psychologists/autism experts whose assistance in these cases has been invaluable. They are able to establish a close and comfortable bond with the child which transcends the making of any Orders and provides continuity for the child long after the Court’s and Guardian’s involvement is at an end.
With ongoing careful intervention, and cooperation between the parties, it is possible to implement a structured and slow progression towards a meaningful contact arrangement guided by the child at the child’s pace. Such an arrangement should not be viewed as “giving in” to the child but rather accepting their neurodiverse needs in the same way that any physical disability or illness would be taken into consideration. There is not a one size fit all situation, and some autistic children are far better than others at adapting and coping. They also go through phases when they are able to cope and when they are not. At all stages, flexibility is key.
In all Children Act cases the welfare of the child is paramount and in families where autism is not recognised or not accepted, I have concerns that children who are forced into contact arrangements against their wishes are being let down by the system and could experience long-term mental health difficulties and emotional problems a result.
The experts I have involved are knowledgeable and approachable and are keen to work with the parents as well as their offspring (either separately or together) to achieve the best outcome for the individual child.
I shall be watching with interest how my cases progress and I hope that, with understanding and flexibility on both sides, the children involved will have happy and healthy futures.
Kate Evans Family Executive, Dutton Gregory
Spotlight on the Committee
Committee Member
Tebo Sebitlo
Work Firm: Churchers Solicitors LLP
Area of Expertise: Residential Conveyancing
What attracted you to work in the law: I don’t recall if it was one specific person or event that attracted me to law, however, it is one of those things that I’ve always thought from a young age that I would pursue when I was older.
What is the most amusing / intriguing incident which has taken place on a case you have acted on: It was during the Covid lockdown when we were doing only simultaneous exchanges and completions. My buyer client had agreed with the seller and estate agent to store some items in the garage without the knowledge of the solicitors. I arrived to an email on a Monday morning to say my client had done a full move into the property over the weekend and he was refusing to leave because it would put his daughter at risk of Covid. Safe to say the estate agent involved was in state of panic as they knew this could have serious implications.
What is your biggest career achievement: It is a bit different with residential conveyancing as we don’t have standout cases similar to what a litigation or corporate solicitor would. We go through many transactions at any one time, however, I would describe the continuing upward trajectory of my career as an achievement.
What is your favourite part about being a member of HILS: Being involved in the Committee and attending the various events. I also enjoy the courses relevant to my area.
Why do you think HILS is important: Being part of HILS allows us a platform to voice matters that impact our day-to-day working life. For example, I recently had an opportunity to take part and have a say in the ongoing TA6 consultation process following the outcry on the new TA6 Forms.
Missing Wills
Graham Paul Farrington
DOB 29.07.1947
DOD 08.02.2025
Address –
13 Shelley Road, Southampton SO19 6QG
John Redgment
DOB 29/09/1942
Address –
10 Sylvan Close, St Leonards, Ringwood
Personal
Who inspires you:
I take inspiration from many different people ranging from sports personalities, historic figures and regular people so it would be difficult to pin point one specific person. My parents would be very high up the list.
What was the last book you read: Band of Brothers (after watching the TV series).
What is your favourite film: Gladiator (the original)
What is the next place on your travel bucket list: Would love to visit the pyramids of Giza.
Name one item you cannot live without and why: My phone. We have become so reliant on our smartphones and it’s a scary thought imaging life without them.
What is your favourite quote:
“At the end of the game, the King and the Pawn go into the same box.” .- This means to me that we should treat people with respect irrespective of one’s position or background.
Nigel Laurence Webb
DOB 23.07.1957
DOD 24.12.2024
Address –
22 Grange Close, Lymington SO41 0TY
Dangers of AI voice cloning for law firms
Most firms in the legal sector are aware of the dangers of impersonation scams, especially conveyancers who will be familiar with ‘Friday afternoon fraud’ where cyber criminals infiltrate the email conversations between homebuyers and their solicitors, with the intention of tricking the buyer into transferring the money into a criminal bank account.
Whilst measures have been taken to prevent such fraud, criminals have found ways around them and, using the latest generative AI tools, have made the scams even more convincing. Furthermore, they have supplemented the use of email with text messages and telephone calls in an effort to deceive their victims.
A more recent development, particularly worrying for law firms, is voice cloning – where AI tools are used to generate an artificial voice sounding almost identical to that of the original speaker. This might sound like something from the Terminator but it is in fact incredibly easy to do, and there have already been some well documented cases where it has been used to defraud businesses of very significant amounts of money.
Are people really fooled by AI voices?
A 2023 study by security company McAfee found that AI voice cloning tools can replicate a person’s voice with up to 95% accuracy and the evidence suggests that telling the difference is getting harder and harder as these tools improve.
If you are not convinced then try researching AI voice generation and cloning tools on the web. These are legitimate web services designed for creative and publishing purposes, but can also be used for criminal activities. Such tools can create a realistic sounding clone with just 20 seconds of sample voice. When fed with 2 minutes or more of the sample voice, the cloned voice is frighteningly accurate.
To reinforce how accurate this technology has become, the BBC tried to fool online banking security systems using AI cloned voices as part of their scam safe week. Very worryingly they were successful in getting past the security of two mainstream banks and gaining account access using it.
So how do AI voice scams work?
Imagine getting a call from a financial advisor about investing more money in a scheme they are running for you. There is a limited time to do this and you are being given a last opportunity. You recognise the caller – it’s someone you have spoken to several times before from a firm you trust. However in this case the person on the other end of the line is actually a criminal. They gained your details after a successful cyber attack on your financial advisor and used a video your advisor placed on LinkedIn to clone their voice.
This unfortunately is no longer science fiction; there are publicly available tools on the internet which can clone voices from recordings with worrying accuracy. Whilst there are many legitimate uses for this technology, the potential for criminal use is clear and it is already happening at scale. The McAfee study identified that 25% of respondents had experienced or know someone who has experienced a voice cloning attack with nearly three quarters of those attacked being successfully duped and suffering some kind of loss.
What can you do about it?
AI voice cloning scams target both businesses and individuals. From a personal perspective ensure you have ‘code words’ with family members or trusted friends who might ask you to transfer money or deal in other confidential matters.
In your business, code words can also help with internal company authorisations. However, more important is having robust multiple step authorisation processes on financial transactions. Also try and authorise with multiple methods or call back the person you think you have received a call from on a known number.
To protect your clients, ensure you make it clear, both when on boarding but also reinforcing throughout your relationship, that you won’t give instructions over the phone. Use a secure client portal and have robust authorisation methods. It is also now advised to use software solutions for secure authorisation using mobile phones with biometric authentication (although you can also use manual methods to achieve the same).
Above anything else, always be vigilant and if something feels even slightly suspicious, then treat it as a scam and hang up and call the person back on a known number. Remember these scams often target people who criminals can find voice recordings of online and these are often senior people in organisations such as partners and directors. Don’t let their seniority prevent you from questioning the legitimacy of the call.
Bruce Penson MD, Pro Drive IT
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2025 UK Midsize Law Firm Priorities: Key Insights for an Underserved Segment
How Are Midsize Law Firms Positioning Themselves for Growth and Efficiency in 2025?
Midsize law firms in the UK are at a pivotal moment. Economic and competitive pressures mount pressuring law firm leaders to re-evaluate their priorities and investment strategies to stay competitive.
In Actionstep’s inaugural 2025 UK Midsize Law Firm Priorities Report, conducted in partnership with LPM, we surveyed senior leaders from midsize law firms with 20–500 employees to understand how they are harnessing technology, refining processes, and driving transformation to secure a competitive edge. This report is a benchmarking tool, helping law firm leaders compare their approach with peers and empower them to make informed decisions with confidence. Here’s a glimpse into what was uncovered.
Talent and Client Growth: The Top Priorities for 2025
Law firm leaders are laser-focused on securing top talent (78%) and winning new clients (60%) to drive revenue growth. With recruitment and retention remaining the toughest challenge (69%), midsize firms are caught between rising salary expectations and the benefits smaller and larger firms can offer.
Despite client expectations evolving, only 26% of firms are prioritising client satisfaction as a key growth strategy— highlighting a potential blind spot.
To remain competitive, firms must strike a balance between attracting top legal talent, investing in the right technology, and ensuring client service is consistent and efficient.
Client Experience and Digital Transformation: The Missed Opportunity?
Client expectations are changing, but are firms keeping up?
While 35% of midsize law firm leaders feel their firms lack the right technology to fully support clients, a significant number still don’t offer key digital tools in their client service experience:
• 38% provide client portals.
• 31% enable document collaboration.
• Just 12% offer online appointment booking. At a time when firms need to differentiate themselves, seamless digital experiences can be the key to driving both efficiency and satisfaction.
Automation is Seen as Valuable, yet
AI Isn’t Fully Adopted
74% of law firm leaders actively seek new technology to boost efficiency, yet adoption remains slow.
• 54% of firms have embraced process automation for managing workloads.
• Only 26% are experimenting with legal-specific generative AI (GenAI).
• Cost is a major barrier to AI adoption for nearly half of midsize firms (46%).
Whilst automation is widely used, GenAI tools in legal work, such as those for document review and legal research, are still in their infancy. Leaders are weighing the benefits of efficiency against risks like compliance, data security, and the unpredictability of AIgenerated outputs.
Risk and Compliance: Are Firms Overconfident?
96% of law firm leaders are confident in their firm’s compliance with anti-money laundering (AML) regulations, yet key gaps remain.
• 54% struggle to stay up to date with evolving compliance requirements.
• 47% identify staff training as a major pain point.
• 85% feel prepared for cybersecurity threats, yet 72% see human behaviour as the biggest risk to security.
Firms that proactively invest in compliance automation, training, and risk mitigation will be the best positioned to manage regulatory complexity while maintaining client trust.
Actionstep’s Top Takeaways for Midsize Firms
1. Technology can be a competitive advantage, but only if it enhances efficiency, supports varying needs of talent, and improves client service delivery.
2. Digital client experiences matter, and firms should consider online portals, process automation, and self-service tools to meet evolving client expectations.
3. AI and automation should be deployed strategically, explore balancing efficiency gains with maintaining human expertise and oversight.
4. Change resistance should be challenged, law firms that embrace innovation and continuously test new approaches will gain a stronger competitive edge.
5. Risk management must remain a priority, firms need to align technology, compliance processes, and staff training to stay ahead of security and regulatory challenges.
As 2025 unfolds, the most successful midsize firms will be those that strike the right balance between people, technology, and operational resilience.
Read the 2025 UK Midsize Law Firm Priorities Report to explore the full data and insights.
Actionstep
From a search companys point of view:
These are an absolute pain for us. They cause unnecessary peaks and troughs and distort our workflow.
Every time there is one of these, we get a bit busier than normal with 3 months to go as the media does its best to scare people into getting in early, then with about 2 / 3 weeks to go, our clients are working extremely hard on their deadline day completions and haven’t the time to process new cases.
So, while the conveyancers are working overtime to beat the deadline, we are twiddling our thumbs, hoping that there will be lots of new work after that date. Which there never is.
I would prefer the politicians would not use the housing market as toy.
So, are the holidays / deadlines worth it?
Stamp duty holidays—temporary reductions or exemptions from stamp duty on property purchases—have been used in various countries, including the UK, to stimulate housing markets. Their effectiveness depends on the goals set for them, such as boosting property transactions, supporting economic recovery, or helping buyers.
Overall Impact:
Stamp duty holidays successfully boosted market activity in the short term but contributed to price inflation and market distortions. They worked as a temporary stimulus but were not a long-term affordability solution, and it could easily be argued that the market would have been busy anyway.
The current scheme, 2025:
The 31st March 2025 changes to the stamp duty scheme could be bad news for some first-time buyers, particularly those looking to purchase properties priced between £300,000 and £425,000. Here’s why:
Why It’s a Challenge:
1. Higher Costs from April 2025 – Currently, first-time buyers pay no stamp duty on properties up to £425,000. But from April 1, 2025, the exemption limit will drop back to £300,000, meaning buyers in the £300,000–£425,000 range will have to pay 5% stamp duty on the portion above £300,000.
Stamp Duty Holidays –Who benefits?
2. Affordability Issues – House prices have already risen significantly, partly due to previous stamp duty incentives increasing demand. The extra tax could make it even harder for first-time buyers to afford a home.
3. Potential Market Slowdown – Some buyers might rush to buy before the April 2025 deadline, but after that, demand could drop, leading to fewer properties available and sellers being less willing to negotiate.
Any Positives?
• Price Adjustments? – If demand slows after the deadline, house prices might stabilize or even fall slightly, making some homes more affordable.
• Market Cooling for Buyers – A less overheated market might mean first-time buyers face less competition and bidding wars.
Conclusion:
Stamp duty holidays in England and Wales do increase market activity, but they also create significant peaks and troughs in the housing market.
The Peaks and Troughs Effect:
1. Deadline Rush – As a stamp duty holiday nears its end, there’s a final push to complete transactions before the deadline, creating an artificial peak.
2. Post-Holiday Slowdown – Once the tax break ends, demand drops sharply, and transaction volumes fall—sometimes dramatically. This happened in the months following the UK’s 2021 stamp duty holiday, when sales plummeted.
Overall Impact:
• Good for short-term stimulation – It gets the market moving, helps sellers, and boosts industries linked to housing (e.g., construction, conveyancing).
• Bad for long-term stability – It creates instability, making market trends harder to predict and potentially disadvantaging buyers who miss the window.
Andrew Prismall Managing Director of HW Conveyancing Searches
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
UK Practice Management Solution Recognised at the 2024 ILFM Law Firm Software Users Awards
• Dye & Durham’s practice management solutions operate under the Insight Legal and Quill brands in the UK
• Insight Legal, a Dye & Durham solution, has been recognised for the eight year
• The ILFM Law Firm Software Users Award is voted on by legal professionals who rely on practice management and legal accounting solutions daily.
Dye & Durham is proud to announce that Insight Legal, one of its practice management solutions, has been awarded Silver at the 2024 Institute of Legal Finance & Management (ILFM) Law Firm Software Users Awards. This marks the eighth year that Insight Legal has been recognised by legal professionals for its contributions to legal practice management and accounting.
The ILFM is the UK’s leading membership organisation for legal finance and practice management professionals. Its annual software awards are based on direct feedback from legal cashiers, practice managers, COFAs, and senior partners who use legal software daily. Their insights reflect the real-world impact of practice management solutions in driving efficiency and compliance within law firms.
“We’re honoured that our practice management solutions continue to receive recognition from the legal community, particularly as this award was voted for by Insight Legal’s user base” said Catrin Macleod, Head of Product, Practice Management at Dye & Durham. “This award reflects and reinforces our commitment
to providing innovative, reliable technology that law firms can depend on. As part of Dye & Durham, Insight Legal users benefit from an even broader suite of tools designed to support every aspect of legal practice.”
As a global leader in legal technology, Dye & Durham continues to invest in enhancing its suite of practice management solutions, ensuring law firms across the UK have the tools they need to succeed in an evolving legal landscape.
About Dye & Durham Limited
Dye & Durham Limited provides premier practice management solutions empowering legal professionals every day, delivers vital data insights to support critical corporate transactions and enables the essential payments infrastructure trusted by government and financial institutions. The company has operations in Canada, the United Kingdom, Ireland, Australia and South Africa. Additional information can be found at www.dyedurham.com. ■
L-R Gayle Clarke, Head of Marketing, Practice Management, Tim Kidd, Chief Executive of The ILFM, Catrin Macleod, Head of Product, Practice Management
dyedurham.co.uk
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