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SEPTEMBER 2026 #133 THE LINE ISSUE

City Solicitor (Print) City Solicitor (Online)

ISSN 2399-5009 ISSN 2399-5017

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THE MAGAZINE OF THE CITY OF LONDON SOLICITORS' COMPANY AND THE CITY OF LONDON LAW SOCIETY

“"The hottest places in hell are reserved for those who, in times of moral crisis, maintain their neutrality." Dante Alighieri

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immediately cut ties after a One breach. Zero second chances.

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CONTACTS The City of London Solicitors’ Company

The City of London Solicitors’ Company Court of Assistants

The City of London Law Society

Master SIMON DAVIS

President *THE MASTER

Senior Warden GARETH LEDSHAM

Chair COLIN PASSMORE

Junior Warden LEE MCLERNON

Chief Executive PATRICK MCCANN

Stewards CLARE WILSON SIMON MCMENEMY

Treasurer VICTORIA YOUNGHUSBAND

Full Assistants MARY-ANN WRIGHT CLARE MURRAY LUCY RILEY CLARE WILSON ASTER CRAWSHAW IAIN MILLER RAFIQUE KHAN LUCA CORDELLI PETER KING COLIN GREGORY NAUREEN SHARIFF Additional Assistants SUZANNE TODD JAMES CHESTERMAN CAIL WYN EVANS Chair of the City of London Law Society COLIN PASSMORE Ex-officio assistants Past Masters DAVID BIDDLE STUART BEARE WILLIAM KING MICHAEL MATHEWS BRIAN GREENWOOD ALASTAIR COLLETT NIGEL BAMPING KAREN RICHARDSON ALEXANDRA MARKS, C.B.E. ALDERMAN SIR DAVID WOOTTON JOHN WHITE, T.D. MARTIN ROBERTS ALDERMAN VINCENT KEAVENY C.B.E. DAME FIONA WOOLF, D.B.E, D.L. NICHOLAS HUGHES DAVID GRAVES RUPERT JONES JOHN WOTTON ROBERT BELL TONY KING SARAH DE GAY EDMUND PARKER VIRGINIA CANNON Clerk KERRI MANSFIELD, J.P.

Administrator ELIZABETH THOMAS Legal Policy Analyst KEVIN HART External Affairs Lead CARLY HOLLINGSWORTH Committee CHAIR PRESIDENT ELISABETH BALTAY SALOME COKER SIMON COLVIN *ASTER CRAWSHAW CHRISSY FINDLAY RICHARD HARRISON ALEX KYRIAKOULIS DAVID PATIENT CHRISTOPHER PUGH † KATH ROBERTS BEN ROSE SHANNETT THOMPSON JEREMY WALDEN † PETER YOUNG * Ex-officio, appointed by the CLSC † Ex-officio as members of the Council of The Law Society

Keep up to date by following us on social media: City of London Solicitors’ Company @CLSC2 and City of London Law Society @TheCLLS City of London Solicitors Company and City of London Law Society City of London Solicitors Company City of London Solicitors Company

mail@citysolicitors.org.uk www.citysolicitors.org.uk Twitter @TheCLLS and @CLSC2 www.clls.org enquiries@clls.org Editor Salome Coker Editorial Board Joel Leigh (Russell-Cooke LLP), Chair Patrick McCann (CLLS) Philip Mole (Michelmores LLP) Colin Passmore (CLLS) Naureen Shariff (Blackfords LLP) Elizabeth Thomas (CLLS) Sophia Watson (CLSC) Journalist Maroulla Paul Published on behalf of The City of London Solicitors’ Company and The City of London Law Society by Benham Publishing Limited

PUBLISHER

Ian Fletcher Benham Publishing Limited Aintree Building, Aintree Way, Aintree Business Park, Liverpool L9 5AQ Tel: 0151 236 4141 Fax: 0151 236 0440 Email: admin@benhampublishing.com Web: www.benhampublishing.com Advice to readers: City Solicitor is published four times a year by the City of London Solicitors’ Company and the City of London Law Society. Reproduction, copy, extraction or redistribution by any means of the whole or part of this publication must not be undertaken without the written permission of the publishers. City Solicitor is distributed as a free member benefit to all members of the City of London Solicitors’ Company and the City of London Law Society. Articles are published in good faith without responsibility on the part of the publishers or authors for loss to any person acting or refraining from acting as a result of any views expressed in them. Opinions expressed in this publication should not be regarded as the official view of the CLSC or the CLLS or as the personal views of the Editorial Board or their respective firms. All rights are reserved in respect of all articles, drawings and photographs published in City Solicitor, anywhere in the world. Reproduction or imitations of these are expressly forbidden without permission of the publishers.

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CONTENTS

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9 BETWEEN HERE AND THERE

Boundaries, pathways, connections and challenges. In this introduction to The Line, we explore the themes linking our features on leadership, data law, social mobility, litigation and the future of justice.

20 WALKING THE LINE

Andrew Masraf, Global Senior Partner of Pinsent Masons, believes business success and social responsibility are not competing priorities but complementary goals. In a thoughtful conversation with City Solicitor, he discusses leadership, social mobility, pro bono work and why the strongest firms are those that combine commercial excellence with humanity.

10 Where the Line is drawn

A dispute over unpaid legal fees became one of the most important cases for modern litigation practice. With insights from Kingsley Napley partner Iain Miller, we examine how Mazur redrew the line between supervision, accountability and access to justice.

24 BUILT ON RELATIONSHIPS From flexible working to artificial intelligence, Brigid North explores the shifting lines shaping modern legal practice and argues that people, not technology, remain the foundation of professional success.

14 ALL RISE

CONTENTS

What happens when a classroom becomes a courtroom? Through mock trials, debate and handson learning, All Rise is introducing young people to the law while raising aspirations and building life skills. We explore the initiative's growing impact and its new partnership with the City of London Law Society.

28 WHERE THE LINES BLUR Data protection once sat on the fringes of legal practice. Today it is at the centre of some of the biggest questions facing business, technology and society. Jon Bartley, Chair of the CLLS Data Law Committee, discusses the evolution of the discipline and the challenges that lie ahead.

40 LEGAL PROFESSIONAL

32 QUIETLY DRAWING THE FUTURE

37 JUDGEMENT RESERVED

For almost a decade, David Pudge has helped shape the legal framework that underpins the City. As Chair of the Company Law Committee, he explains why good reform is rarely revolutionary – and why practical collaboration is essential to keeping the UK competitive.

When theatre meets the law, certainty gives way to ambiguity. We explore a remarkable City of London Law Society event that challenged lawyers to think beyond black and white.

Where do we draw the line when artificial intelligence starts giving legal advice? Sir Colin Birss, Chancellor of the High Court, explores the implications for legal professional privilege, confidentiality and the future of legal practice.

46 IT’S ALL

49 LECTURE THE MASTER’S 51 A TOUR OF GUILDHALL

43 MY MASTER’S YEAR

More than 100 livery events, landmark new initiatives and a renewed focus on connection: our outgoing Master, Virginia Cannon, reflects on a year dedicated to strengthening relationships within the Company, across the legal profession and throughout the wider Livery movement.

53 CROSSING THE LINE

BETWEEN HOME AND HOTEL For nearly thirty years, one family has lovingly transformed a 17th-century Sussex farmhouse into something truly extraordinary. We discover Forstal's, where luxury, history and family memories come together among vineyards, lakes, gardens and acres of glorious countryside.

ABOUT THE MEMBERSHIP

A relentless focus on members. Newly installed Master Simon Davis shares his vision for the Company, from attracting the next generation of solicitors to strengthening connections, supporting charitable causes and creating a community that enriches life beyond work.

56 PEOPLE FLY TO

AMSTERDAM FOR VERMEER - I WENT FOR VERMOUTH

What happens when the team behind the world's best bar opens a new venture in Amsterdam? Maroulla Paul heads straight there on her first night in the city. Alongside cocktails, conversation and an unexpected Banana Manhattan, she discovers that great hospitality travels remarkably well.

PRIVILEGE IN THE AGE OF AI

The LSE’s Professor Andrew Murray explores the role of digital legal agents in access to justice.

61 FOR

PETROLHEADS

CLSC visits this fascinating building with former Lord Mayor, Professor Michael Mainelli

62 THE

LAST WORD

Did you know....?

Following the evolution of car manufacturing from the origins of the modern assembly line to humanoid robots.

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EDITOR'S LETTER

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EDITOR'S LETTER

WELCOME TO THE AUTUMN EDITION OF CITY SOLICITOR MAGAZINE: THE LINE EDITION. bono hours into lawyers’ targets and appointed a dedicated pro bono specialist, making purpose part of how it measures and prioritises success. Doing good is not something that sits alongside the business, it is built into it.

n our professional and personal lives, lines are always shifting. They can be boundaries or connections. Sometimes we have to decide where to draw them. This edition explores the delicate balance between each side of the line, or perhaps, more accurately, the different points along it. We start with the line between delegation and responsibility. Delegation forms part of everyday legal practice, but responsibility does not disappear when work leaves our desk. What does meaningful supervision actually look like in practice? And, crucially, particularly with the rise in firm audits, how can firms demonstrate that effective supervision has taken place? Some lines connect rather than divide. Access to justice and access to the profession are closely intertwined. So much of participating in our legal system comes down to confidence, understanding how it works and feeling able to advocate for yourself. I say the earlier we learn this, the better. That thinking is at the heart of All Rise. James Stewart began building workshops that introduce children to the legal system in a way that feels engaging, practical and relevant. The goal is to help young people understand the world around them, recognise their own potential within it and perhaps prepare some future lawyers in the process. I am proud that the City of London Law Society is now supporting the initiative, helping to extend its reach and impact. We also speak to Andrew Masraf, Global Senior Partner of Pinsent Masons, about the line between profit and purpose. For Andrew, commercial success and social responsibility need not sit on opposite sides. The firm has incorporated pro

Authenticity can become complicated in a professional environment, particularly when leadership has historically looked a certain way. Brigid North, London Managing Partner at Reed Smith, considers the line between fitting in and hiding. For Brigid, representation is about talented people seeing a pathway to leadership without believing that success requires conformity. She also speaks warmly about her time on the CLLS Land Law Committee and the role it played in her professional life. Then there are the lines technology keeps redrawing for us. Privacy, cyber security, artificial intelligence and data are becoming increasingly difficult to separate. We speak to Jon Bartley, Chair of the CLLS Data Law Committee, about a practice area that has grown alongside our increasingly digital lives. As he puts it, “Data and privacy are constantly in the news. It’s an area of law that people can relate to.” With agentic AI, quantum computing and biotechnology developing rapidly, those boundaries will only become harder to define. David Pudge, Chair of the Company Law Committee, looks at how technology is reshaping corporate life, from virtual AGMs and electronic communications to the gradual move towards fully digital share ownership. Each promises greater efficiency, but also creates new legal and practical questions. Perhaps the most interesting line of all is between lawyer and machine. Members recently heard from Sir Colin Birss, Chancellor of the High Court, on artificial intelligence and legal professional privilege. If legal advice is increasingly sought from machines rather than people, where does confidentiality begin and end? We reproduce his thought-provoking speech in this edition for those who missed it.

At the same time, the Company has opened itself to a new generation through its Associates scheme and Co-Mingle events. The results speak for themselves, with 40 new Freemen, eight Liverymen and 11 Associates welcomed during the year. Well done, Ginny, on a successful year, and particularly on increasing the visibility and reach of the Company. Her successor, Simon Davis, takes that work forward. Having been involved with the Solicitors’ Company for many years, he now has the opportunity to devote more time to an organisation he sees as occupying a unique place in the legal community. I was particularly pleased to hear his enthusiasm for bringing apprentices, trainees, paralegals and aspiring solicitors further into the life of the Company. And finally, Maroulla stays at Forstals Farm in East Sussex, a house dating back to 1672, surrounded by a wine region that includes neighbours Gusbourne and Chapel Down. In SIP, we travel to in Amsterdam, where the drinks evolve with the day, coffee and tea in the morning, low-alcohol aperitivo in the afternoon and cocktails in the evening. Sounds ideal in one of my favourite European cities to walk around. The lines around our profession will continue to move. Our job is not always to keep them fixed, but to notice when they move and question why. Better yet, rather than wait for those lines to be moved for us, we can think proactively about where they should sit. Perhaps we should see a line as an axis of possibilities, with many points in between. There are rarely only two options. . ■

Salome Coker Editor mail@citysolicitors.org.uk

Virginia Cannon reflects on a busy year as Master, from historic Livery events to the first joint Livery Dinner with the Benchers of the Inner Temple.

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RED

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THE LINE

BETWEEN HERE AND THERE T

he most interesting moments That idea sits at the heart of The Line, the theme rarely happen at the beginning running through this section of the magazine. The law is often thought of as a profession built or the end. They happen somewhere in between. Between certainty and uncertainty. Between tradition and innovation. Between where we are today and where we are heading next. The line that separates those points is rarely as clear as it first appears. We often think of lines as boundaries. Fixed markers that define where one thing ends and another begins. Yet the most significant lines in our professional and personal lives are seldom static. They shift, blur and evolve. Sometimes they divide. Sometimes they connect. Sometimes they simply mark a point on a much longer journey.

It is a theme reflected in our conversations with senior law firm leaders, in the work of our specialist committees, in efforts to widen access to the profession, and in debates about the on fixed points. Rules. Principles. Precedent. Yet future shape of legal practice and the justice legal practice is rarely static. It is a profession in constant motion, helping clients, businesses and system itself. society navigate change. Lawyers operate on Whether it is a line between innovation and the line between established frameworks and regulation, opportunity and exclusion, tradition emerging realities, translating complexity into and change, or established practice and future clarity while anticipating what comes next. possibility, the questions are remarkably similar. Each of the articles that follow explores a different Where should the line be drawn? Who decides? journey. Some examine how organisations adapt And what happens when the world moves faster to changing expectations. Others consider how than the boundaries we have created? technology, regulation and society continue to The destination matters, of course. But so too reshape familiar landscapes. Several focus on does the route. individuals and initiatives creating pathways for others to follow. Together, they remind us that And it is often between here and there – right progress is seldom a leap from one destination on the line itself – that the most important to another. More often, it is found in the space questions emerge. ■ between the two.

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THE LINE

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THE LINE

Where the line is drawn The Court of Appeal's decision in Mazur settled one of the most consequential legal questions facing modern law firms. But the case was never simply about costs or supervision. It was about where the line is drawn between delegation and responsibility, regulation and access to justice.

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THE LINE

"The judge ended up with this formulation that if someone is assisting a solicitor conducting litigation, that's fine. But if they're acting under supervision and carrying out the acts themselves, then potentially you've got all three consequences."

here are cases that change the law, and cases that force the profession to examine itself. The litigation in Mazur v Charles Russell Speechlys LLP did both.

The issue arose under the Legal Services Act 2007, which designates the conduct of litigation as a reserved legal activity. Certain legal services can only be carried out by authorised persons or those operating within specific exemptions. On one reading of the legislation, the distinction appears straightforward. In practice, however, For months, law firms across England and Wales litigation has always been a collaborative grappled with an uncomfortable question. enterprise. Where exactly is the line between assisting with litigation and conducting it? It sounds technical, Most firms operate through a pyramid structure. even obscure. Yet for firms of every size, the At the apex sit partners and senior lawyers answer carried profound consequences, raising responsible for strategy, client relationships questions about supervision, staffing, costs and ultimate accountability. Beneath them is a recovery and the very way litigation is delivered. widening base of professionals through whom the work of litigation is delivered. Tasks flow "The problem was that a lot of law firms were downwards. Supervision and responsibility flow confused as to where the line was." upwards. The observation comes from Iain Miller, partner at Kingsley Napley, whose firm acted pro bono for the Chartered Institute of Legal Executives (CILEX) in the Court of Appeal. It is also perhaps the simplest explanation of why a dispute over unpaid legal fees came to send shockwaves through the profession. At the heart of the case was a challenge to a practice that underpins almost every litigation department in the country. Modern law firms are built on delegation. Partners and senior lawyers oversee matters, while much of the day-to-day work is carried out by associates, trainees, legal executives and paralegals operating within a supervised framework. It is a model so familiar that most lawyers barely think about it. Yet the High Court's original judgment called its legal foundations into question.

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Suddenly, what appeared to be a narrow point of statutory interpretation became something much larger. For many firms, particularly those handling high-volume litigation, the distinction felt almost impossible to apply in practice. Personal injury firms, volume claims practices and law centres all rely heavily on teams of non-qualified professionals working under supervision. The concern extended well beyond commercial law firms. Law centres, which frequently rely upon non-qualified staff working under supervision, found themselves directly affected. Restricting who could undertake litigation work threatened not merely established business models but access to justice itself.

The appeal that followed became one of The system has functioned for generations the most closely watched legal hearings of because the profession has assumed that recent years. Kingsley Napley acted for CILEX. delegation remains lawful provided proper Alongside it stood the Law Centres Network supervision is in place. and the Association of Personal Injury Lawyers. The High Court's decision challenged that On the other side sat the Legal Services Board, assumption. the Solicitors Regulation Authority and the Law Society. Iain says; The alignment was unusual. So too was the scale "The judge ended up with this formulation that of interest. if someone is assisting a solicitor conducting litigation, that's fine. But if they're acting The hearing lasted three days before the under supervision and carrying out the acts Master of the Rolls and two senior judges. themselves, then potentially you've got all three The courtroom was packed. Hundreds more consequences." watched online. Those consequences were significant. Conducting a reserved legal activity without proper authorisation may amount to a criminal offence. It can affect a firm's ability to recover costs. It also raises obvious regulatory concerns.

At its heart were two competing but entirely legitimate concerns. One was access to justice. The other was public protection.

THE LINE

"If you limit the way litigation can be conducted, If the High Court's judgment threatened to you end up inhibiting people's ability to access redraw the line too narrowly, the Court of justice at a cost-effective rate." Appeal has redrawn it more carefully. Delegation remains possible, but responsibility must remain Yet regulators were understandably concerned visible. about maintaining standards and ensuring appropriate oversight of legal work. Indeed, the debate has already moved beyond the immediate legal question. Attention is "Both have a point. There's a balance to be now focused on what meaningful supervision struck." actually looks like in practice. That balance became the defining issue in the Increasingly, firms are examining how supervision appeal. The court was not simply being asked to is evidenced rather than merely exercised. File interpret legislation. It was being asked to decide reviews, escalation procedures, documented how legal services should function in the real decision-making and auditable oversight world. structures are all attracting greater attention. Part of the complexity arose from the structure The Court of Appeal may have resolved the legal of the Legal Services Act itself. The legislation question, but it has sharpened the operational expressly permits delegation under supervision one. in relation to certain reserved legal activities, The implications are particularly significant for including conveyancing and probate. Litigation high-volume litigation businesses and heavily is treated differently. process-driven practices, where supervision may That difference became the foundation of the historically have been spread across larger teams and less formally documented. Demonstrating argument. oversight may become almost as important as "If it isn't like the other two, then it must be exercising it. different." The decision also preserves pathways into The Court of Appeal ultimately rejected that the profession for legal executives, paralegals conclusion. Looking at the history of litigation and other non-solicitor professionals whose practice, the court accepted that supervised contribution has become indispensable to delegation had long formed part of how modern legal practice. Had the High Court's litigation was conducted. interpretation prevailed, the result could have "For the last 300 years everybody has been doing been a narrower, less flexible and considerably litigation where they've allowed people to act more expensive system. under supervision, and there was no intention to For City firms, the message is both reassuring change the law in 2007." and demanding. The result was a decision that many practitioners The pyramid survives, but it must be supported regarded as both pragmatic and principled. by demonstrable accountability. Supervision can The Court of Appeal held that individuals working no longer be assumed. It must be shown. within regulated law firms can carry out litigation Ultimately, the significance of Mazur lies not in work on behalf of authorised lawyers, provided the costs dispute from which it emerged, but in they do so under appropriate supervision and the light it casts on the structure of modern legal control. Questions about the adequacy of that practice. It forces firms to confront a question supervision, the court suggested, are primarily that might otherwise be taken for granted: who matters of regulation rather than criminal liability. is truly conducting the litigation? For the profession, the immediate sense was one The answer, the Court of Appeal concluded, is of relief. not found in job titles or organisational charts. It lies in responsibility, control and accountability. The traditional model survived.

"The Court of Appeal essentially sorted it all out." That may be an understatement. What the court really did was redraw the line: between assistance and conduct, between supervision and responsibility, and between regulation and access to justice. Those questions will continue to shape the profession long after the litigation itself is forgotten. The Court of Appeal may have settled the law. But in doing so, it made something else clearer. Drawing the line is only the beginning. Knowing who stands behind it is what really matters. ■

“The Court of Appeal held that individuals working within regulated law firms can carry out litigation work on behalf of authorised lawyers, provided they do so under appropriate supervision and control.”

But relief should not be mistaken for a return to Or, as Iain puts it: business as usual.

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THE LINE

ALL RISE

A Year 7 pupil stands up in front of a room full of older students.

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THE LINE

“...For James Stewart, All Rise represents the culmination of two careers that might, at first glance, appear very different...”

oments earlier she had been reluctant to speak. Now she is confidently arguing her case, defending her position and challenging the views of others. Around her, classmates have become advocates, detectives, judges and jurors. A classroom has been transformed into a courtroom. Learning has become participation.

To understand the impact of All Rise, we spoke to the people behind it, those helping to deliver it and those who have seen first-hand what happens when a classroom discovers that the law can be engaging, accessible and, above all, relevant. FROM COURTROOM TO CLASSROOM

This is All Rise.

For James Stewart, All Rise represents the culmination of two careers that might, at first glance, appear very different.

Founded by former solicitor and teacher James Stewart, the initiative brings the law to life for young people through immersive workshops that combine legal education with debate, critical thinking and practical problem-solving. It introduces pupils to the legal system, the rule of law and the many different routes into the profession, while equipping them with skills that extend far beyond the courtroom.

Having enjoyed a successful legal career, including becoming a partner at a London law firm, James later worked as a charity lawyer with the British Red Cross before retraining as a primary school teacher. It was a move that brought him closer to something he had always felt drawn towards: working with young people. "I'd always felt that my destiny was going to be working with children."

In an age when young people are often expected to make life-shaping decisions about their futures with limited exposure to the careers available to them, All Rise is doing something refreshingly simple: opening doors.

Teaching proved to be a natural fit. He loved the energy, the unpredictability and, most importantly, the opportunity to make a genuine difference to young people's lives. Yet as rewarding as he found the classroom, he became increasingly aware of something he felt was missing.

The initiative has recently received support from the City of London Law Society, creating new opportunities to expand its reach and impact. It is a partnership built on a shared belief that legal education should not be reserved for the few, and that understanding the law is about far more than preparing future lawyers. It is about creating informed citizens, building confidence and helping young people recognise possibilities they may never have considered.

Schools were understandably focused on exams, assessments and academic outcomes. What many pupils lacked was exposure to the practical realities of adult life and the systems that shape it. Among those systems, one stood out. The law.

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THE LINE Despite touching every aspect of modern life, from employment and housing to consumer rights and criminal justice, most young people receive little or no formal legal education. Many leave school with only a limited understanding of how the legal system works or the rights and responsibilities that come with citizenship.

Alongside an understanding of the law come wider life skills: communication, advocacy, teamwork, listening, critical thinking and problem-solving.

The idea for All Rise emerged during what James laughingly describes as a "wet Wednesday afternoon".

The impact has already been significant, but James's ambitions remain firmly focused on the future.

The school year was drawing to a close. Pupils were restless. Teachers were exhausted. Drawing on his legal background, he decided to run a mock trial. It was entirely improvised. He brought in gowns. He found a gavel. He encouraged pupils to step into different courtroom roles. The response was immediate. "The kids absolutely loved it." What began as a spontaneous classroom exercise planted a seed. Three years ago, that seed became All Rise.

"That's the beauty of teaching," he reflects. "When they're learning those skills without realising they're learning them."

His ultimate vision is for legal education to play a more prominent role within schools. He would like to see greater recognition of its importance within the curriculum and broader access to the opportunities it creates. Beyond that, he is expanding All Rise beyond the South-East and this year he has visited schools in Blackpool, Kent and Yorkshire. While London benefits from significant educational and professional support networks, many areas of the country do not. It is in those communities that James sees the greatest opportunity to make a difference.

“...Many pupils To create more versions of All Rise across the encounter law only country. More classrooms transformed into courtrooms. young people discovering possibilities through television More they had never previously considered. dramas or media And more doors being opened. Today, the programme reaches pupils from primary WHAT’S POSSIBLE headlines. Few have SHOWING school age through to sixth form students. If James represents the vision behind All Rise, At the heart of every workshop are what James Sienna Vecchiolla represents something direct contact with then calls the "three As". equally important. Awareness. legal professionals. Proof that those opportunities are real. Agency. A first-year solicitor apprentice at Wedlake Fewer still Aspirations. Bell, Sienna's route into law was anything but conventional. The first is awareness: helping young people understand the understand the legal system, their rights and For much of her school career, she had planned responsibilities, and the role the rule of law plays to study medicine. Her A-level subjects reflected growing number in society. that ambition. of routes into the Then everything changed during a university The second is agency: giving pupils the confidence that comes from knowledge and helping them conference. profession...” understand that they have a voice. One session on patent law sparked an Starting with little more than an idea, James began building workshops that would introduce children to the legal system in a way that felt engaging, practical and relevant. The goal was never simply to create future lawyers. It was to help young people understand the world around them and recognise their own potential within it.

The third is aspirations.

This is perhaps where All Rise is having some of its greatest impact. Many pupils encounter law only through television dramas or media headlines. Few have direct contact with legal professionals. Fewer still understand the growing number of routes into the profession. "My thrill is getting to children when they're 11, 12, 13, 14 and opening a door." That focus on opportunity sits at the heart of everything James does. The workshops themselves are deliberately interactive. Pupils are not passive observers. They become participants. Children debate laws for a fictional island inspired by Lord of the Flies. They investigate crime scenes. They question evidence. They take on courtroom roles. They defend arguments and challenge assumptions. Most importantly, they learn by doing. For James, the legal content is only part of the story.

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His dream is simple.

unexpected interest and sent her down a completely different path. "I would never have thought to have any interest in law."

The more she explored the profession, the more interested she became. Yet as she began considering her future, she also faced practical realities. As a carer for her younger brother, who has significant disabilities, and with financial considerations playing an important role in her decision-making, the traditional university route was not necessarily straightforward. That led her to investigate alternatives. Eventually, she discovered solicitor apprenticeships and, through City Century, found her way to Wedlake Bell. Looking back, she is clear about one thing. She would have loved to have encountered something like All Rise while she was still at school.

THE LINE

"I didn't have anyone like James."

They question.

The observation is striking because it captures exactly why initiatives such as All Rise matter.

They argue.

For many young people, the challenge is not a lack of ambition.

And in doing so, they discover skills they may not have realised they possessed.

It is a lack of information.

They collaborate.

Law can appear distant, intimidating and inaccessible. Without personal connections to the profession, many students simply do not know where to begin.

"He made it more about the kids getting involved than necessarily about the law."

"Not everybody has access to the law. Not everybody knows a lawyer. It's not realistic."

By focusing on participation first, the legal learning follows naturally.

When Sienna joined James for a workshop in Kent earlier this year, she witnessed first-hand the impact of changing that perception. What struck her most was not the legal content itself but the atmosphere in the room. At the beginning of the day, students were cautious and uncertain. By the end, they were volunteering to speak, debating passionately and stepping confidently into advocacy roles. One Year 7 pupil stood out in particular. Initially shy, she gradually grew in confidence until she was presenting arguments in front of students several years older than herself. "It was so good to watch everybody get so engaged." For Sienna, the workshop's success lies in its ability to make learning active rather than passive. Students are not simply talked at. They participate.

That observation may be the secret behind All Rise's success. As someone who has recently navigated her own journey into the profession, Sienna also recognises the importance of visibility. For students considering law, seeing someone only a few years older than themselves can be transformative. It demonstrates that there is no single type of person who succeeds in law and no single route into the profession. "I think it's really great to have someone going in when people are so young and kind of breaking that." Her enthusiasm is unmistakable. She speaks not as a distant role model but as someone who understands exactly what many of those pupils are experiencing. The uncertainty. The questions. The feeling that opportunities may be out of reach. That is why she continues to support initiatives like All Rise. Because she knows how much difference that guidance can make.

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THE LINE A SHARED COMMITMENT The City of London Law Society chose All Rise as an initiative they want to support because making the law more accessible - especially to the young, from all walks of life is something they feel very strongly about.

economic challenges, the impact is remarkably similar. Young people discover not only how the legal system works, but also where they might fit within it.

CLLS Director Ben Rose had this to say;

That ability to connect legal education with personal ambition is what makes All Rise so distinctive. The workshops do more than explain the justice system. They help pupils see new possibilities for themselves.

“Initiatives such as All Rise are about promoting and nurturing diversity in the legal profession. The CLLS is pleased to support James and his workshops as he raises awareness of – and aspiration for – a legal career among pupils from a variety of backgrounds at an early stage in their educational journeys. There is increasing recognition across industry, politics, and society for the need to improve social mobility and access to professional careers, so it is great to see All Rise directly addressing some of the structural barriers to entry in such a creative way.” THE VIEW FROM THE CLASSROOM The success of All Rise is perhaps best measured not in statistics, but in the reactions of the schools and pupils who experience it. Again and again, teachers describe workshops that do far more than explain the legal system. They engage, inspire and build confidence, while introducing young people to opportunities they may never previously have considered. For many pupils, the workshops provide their first meaningful encounter with the law and the people who work within it. For schools, particularly those serving disadvantaged communities, they offer a rare opportunity to broaden horizons and bring learning to life through participation, debate and practical experience. The impact can be transformative. Here are a few comments from schools which James has visited. “You took the children on a journey through the justice system, enabling them to actively engage with concepts they might otherwise never have encountered. One of your aims was to help every child see that there is a place for them within the legal profession, regardless of their background. One pupil, who comes from a particularly challenging socio-economic background, told us that they now want to become a judge. Through your workshop, you've opened their eyes to opportunities they had never previously imagined and inspired every child to believe that a future in law could be within their reach.” Kate Hoebee- Head of Funtington Primary “The workshops not only capture students' interest but also inspired them to think ambitiously about their futures, providing both guidance and motivation in a highly memorable way.” Kate Bondsfield, Assistant Head Downview Primary School “Our children thoroughly enjoyed the experience and came away with increased confidence, curiosity, and respect for the law. For schools, it is rare to find workshops of this quality delivered so well. We'd be highly recommending this workshop to schools in our local area and hope that as many schools as possible get the opportunity to experience it. Our children thoroughly enjoyed the experience and came away with increased confidence, curiosity, and respect for the law.” Kirsty Bryant, Assistant Head, Draper Mill Primary School A FUTURE IN REACH Taken together, these testimonials tell a consistent story. While pupils may arrive expecting a lesson about the law, they leave with something much broader: greater confidence, wider horizons and a stronger belief in their own potential. Again and again, teachers highlight the same themes. Engagement. Aspiration. Opportunity. Whether in primary schools or secondary classrooms, in affluent areas or communities facing significant socio18

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For James, the goal has never been simply to teach young people about the law. It is to help them recognise what might be possible. Whether they become solicitors, apprentices, teachers, business leaders or pursue entirely different careers, understanding the law gives them knowledge, confidence and a stronger sense of their place within society. The courtroom may be imaginary. The impact is very real. And for the growing number of young people discovering All Rise, it may prove to be the beginning of a journey they had never previously imagined. Encouragingly, a growing number of City of London Law Society member firms are already supporting All Rise, whether through sponsorship, participation in workshops or by sharing their own experiences and career journeys with pupils. Their involvement demonstrates the important role the profession can play in widening access, raising aspirations and helping young people understand the opportunities available to them. As All Rise continues to expand, there is scope for even more firms and legal professionals to get involved. The need is clear, the impact is tangible and the opportunity to make a difference is significant. For a profession built on opening doors, few initiatives capture that spirit quite so effectively. All Rise is always looking for more financial support to expand its programme so should your firm (or you) be interested, please contact James at allriseworkshops@gmail.com Also, James is always keen to have CLLS member law firms attend schools with him, if that’s of potential interest, please contact patrick.mccann@ clls.org

“...The success of All Rise is perhaps best measured not in statistics, but in the reactions of the schools and pupils who experience it...”

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The insurance landscape for law firms is shifting. While professional indemnity insurance (PII) remains a regulatory requirement, firms are facing a broader and more complex range of risks, from cyber threats to increased regulatory scrutiny. Here are the key questions firms should be asking in 2026. Has the PII market improved? 2026 continues to be a soft market with more new insurers coming aboard to help reduce premiums. This is a chance to choose a broker based on service rather than just price. Is your broker working with you as a business partner or a comparison website.

Are firms missing any key risks? Yes, client-related risks.

Policies such as executor and inheritance insurance, and unoccupied property cover during probate, are becoming increasingly relevant. They protect clients from personal liability and disputes, while also reducing the firm’s exposure to potential claims. Despite this, they remain underutilised across the sector.

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Why is renewal still so detailed? Because risk has evolved.

Insurers now focus heavily on how firms operate, including file management, financial controls, and fraud prevention measures. With the rise in email compromise and fraudulent transactions, firms that can clearly demonstrate strong internal controls are in a far better position at renewal.

How has risk changed for law firms? Significantly.

Not only does PII have a full data breach exclusion. Business Interruption from a cyber incident is not covered on your office insurance. Cyber insurance is designed to fill that gap, covering incident response, data breaches, business interruption, and ransomware. Many policies also include preventative support, such as system monitoring and access to specialist response teams.

What are insurers looking for? Clarity and control.

Riskfirms is no longer limited tothe legal risks advice. Operational Our focus is on protecting law against that and technological exposures, particularly cyber risk and financial are now among operational, the most material threats. and At the same time, genuinely matter, regulatory,crime, financial, Do we need cyber insurance if we have PII? regulatory scrutiny has increased, placing greater emphasis on governance and internal controls. Yes. reputational.

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For most firms, it is now a core cover rather than an optional extra.

Firms that understand their risk profile, maintain clear processes, and actively manage their procedures are viewed more favourably. It is no longer just about what work a firm does, but how well it is managed.

What should firms be doing now? • Professional Indemnity Insurance (PI) Start early and take a proactive approach. • Solicitors’ PI insurance forwithfirms of well allahead sizes Engage your broker of renewal, review how your risk profile has evolved, and ensure your cover reflects It covers exposures such as regulatory investigations, employment how the market firm actually operates. Looking beyond PII is key, cyber • Renewal management and negotiation disputes, and allegations of mismanagement, areas that are and management liability are now fundamental parts of a wellbecoming more with increased oversight and a more structured • common Mid-term insurer changes andprogramme. distressed renewals litigious environment. For growing firms or those undergoing Final Thoughts change, this is often overlooked but • highly valuable protection. Excess layer and top-up cover PII remains central, but it is no longer enough on its own. • Claims support and insurer liaison Firms taking a broader, more strategic approach to insurance What is management liability? Management liability protects partners, directors, and senior decision-makers.

are better positioned to manage risk, protect their clients, and operate with confidence. ■

Chris Cotterill Chris Cotterill Client Director I Konsileo

Client Director

07886 015007

07886 015007 chris.cotterill@konsileo.com chris.cotterill@konsileo.com CitySolicitor 19

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WALKING THE LINE Andrew Masraf on leadership, responsibility and why doing the right thing makes good business sense

n business, we often talk about lines as though they divide us.

More specifically, we talk about talent, opportunity and the responsibility businesses have to look beyond traditional routes when seeking the next generation of leaders.

There is the line between profit and purpose. The line between commerciality and conscience. The line between success and responsibility. The legal profession has long spoken about the ‘war for talent’, often framing it as a competition between firms. Masraf sees the challenge For Andrew Masraf, Global Senior Partner of Pinsent Masons LLP, those differently. distinctions are largely false. "The backdrop to all of this is really about getting the best talent into our Leading a firm with 31 offices stretching from Aberdeen to Sydney profession. Go a stage further, actually, into our business community." demands commercial discipline. Clients expect excellence. Partners expect performance. Markets expect growth. None of that can be ignored. It is a subtle but important distinction. For him, social mobility is not simply a moral issue. It is a business issue. A profession that draws from Yet throughout our conversation, Masraf returns repeatedly to a different a narrow pool of experience limits itself. One that actively seeks different idea: that the strongest businesses are built not by choosing between perspectives becomes stronger. commercial success and social responsibility, but by recognising that the Masraf credits some of his thinking to author Matthew Syed and his book two are fundamentally connected. Rebel Ideas. One particular concept has stayed with him. "This is not an either-or," "If you're building a team, take a blank sheet of paper and think about the It is a deceptively simple statement, but one that sits at the heart of his edges of the paper, because that is the objective you are trying to fulfil” leadership philosophy. As Global Senior Partner, Masraf chairs the firm's board and helps steer one of the UK's largest international law firms. Having previously led Pinsent Masons' corporate and tax practice, he understands as well as anyone the commercial realities of modern legal practice. Yet our discussion rarely lingers on revenue, profitability or league tables.

The challenge, he argues, is to build a team capable of filling every corner of that page. "The art of it is how do you build a team which fills every corner and the edges and the middle? That is typically not a homogeneous team of people with the same outlooks and experiences."

Instead, we talk about people.

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“...In business, we often talk about lines as though they divide us. There is the line between profit and purpose. The line between commerciality and conscience. The line between success and responsibility...” It is an image that captures much of Masraf's approach to leadership. Success comes not from recruiting people who think alike, but from bringing together individuals whose experiences allow them to see problems differently.

Of course there is a moral imperative. Of course there is satisfaction in helping individuals access opportunities that might otherwise remain closed to them.

The distinction matters.

Most professionals, he observes, experience setbacks along the way. A disappointing interview. A failed application. A difficult decision. Yet many have support systems to help them recover and move forward.

He recalls discussing the charity with a senior The same principle underpins his involvement Court of Appeal judge who had never previously with Business in the Community and its Seeing is Believing programme. encountered the organisation. "This sounds amazing. I've never heard of that By the time this article appears, Masraf will have hosted his own Seeing is Believing visit, bringing organisation." together senior leaders from across the business The comment reinforced the importance of community. advocacy and profile-raising. Opportunity cannot The initiative aims to move discussions about social be accessed if people remain unaware it exists. mobility and opportunity beyond boardrooms Alongside social mobility initiatives and a and conference tables. broader commitment to diversity, equality and inclusion, Pinsent Masons has also strengthened As Masraf puts it, it converts worthy conversations its commitment to pro bono work, including the into something much more immediate. appointment of a solicitor dedicated exclusively to "Seeing is believing." coordinating the firm's pro bono programme. He recalls travelling across South London as part of a previous programme, meeting apprentices, Here too, Masraf's thinking is notably pragmatic. Historically, he acknowledges, the firm's graduates, jobseekers and former prisoners.

Rather than attempting to address every possible issue, the firm focuses on areas where its people can deploy their professional expertise most But Masraf is equally clear that businesses benefit effectively. That belief has informed Pinsent Masons' recent when they broaden their view of potential. Several years ago, pro bono hours were partnership with Lawyers Who Care, a charity "You're doing the right thing for people. You're incorporated into lawyers' targets. The supporting care-experienced individuals pursuing doing the right thing for their communities. But appointment of a dedicated pro bono specialist careers in law and other professions. it's not just doing community service for the sake represents the next stage of that evolution. Masraf laughs as he recalls his first reaction when of it because it's a nice thing to do. It should be "It brings a focal point." productive for everyone involved." invited to attend one of the charity's events. The role creates structure, accountability and "My first thinking was that sounds like an oxymoron. That practical mindset runs throughout his strategic direction. Lawyers and caring are not necessarily two words approach to leadership. "It gives us the ability to identify where our time is that you'd often see in the same sentence." The firm's work with Lawyers Who Care centres on best spent in this space, because it's valuable time." two key areas. The first is raising awareness of the Curiosity led him to attend. organisation and its mission. The second is creating It is another example of Masraf resisting the What he encountered left a lasting impression. tangible support through mentoring programmes temptation to view commercial and social "I would say it was one of the most humbling that connect care-experienced individuals with objectives as competing priorities. events I think I've ever been to." Purpose, in his view, requires organisation, professionals across the legal sector. investment and leadership. The experience challenged assumptions about For Masraf, visibility matters. both talent and opportunity. It is not an optional extra.

"For most people in that career journey, you have friends and family as your safety net." For care-experienced young people, those support structures are often absent. "They may not have the support to write a CV or prepare for an interview or pick up the pieces." What struck Masraf was not simply the challenges these individuals faced, but the strengths they had developed as a result. One observation from the charity's leadership particularly resonated with him.

Many care-experienced young people, he explains, programme was less developed than those of have spent much of their lives advocating for some major US firms, where pro bono work is often themselves. deeply embedded within organisational culture. "That advocacy, that ability to know what it is you Over recent years, however, Pinsent Masons has want to achieve, and the ability to articulate how sought to create a more structured approach. you're going to achieve it, is a fantastic core skill of The objective is not simply to encourage lawyers." participation but to ensure effort is directed where

One encounter involved two graduates who had completed their degrees a year earlier and were still unable to secure employment.

Another visit introduced him to individuals recruited by Thames Water after serving prison sentences.

"You think you're at the bottom of the ladder. You come into this with a prison record, you are off the "Why wouldn't you search there for talent?" "We're trying to use our core skills to support pro bottom of the list." Again, the argument is not framed solely in terms bono activities." of philanthropy. The conclusion, in his mind, was obvious.

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it can have the greatest impact.

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What these experiences provide, he argues, is What impresses him most is not the firm's financial perspective. contribution but the enthusiasm of its people. "It is really easy when I'm sitting here in my office in Virtually the entire office becomes involved. London to come up with all sorts of worthy ideas." Lawyers volunteer their time. Business services staff contribute their expertise. Everyone feels invested. The reality faced by many individuals is far more complex. Until leaders encounter those realities On one visit, Masraf encountered two members of directly, they risk misunderstanding the barriers the firm's IT team working on donated laptops. people face.

"What on earth are you up to?" he asked.

One story remains particularly vivid.

Their answer was simple. Someone had donated computers to the school. The laptops needed connecting to Wi-Fi so children could actually use them.

Masraf recalls meeting a former British ambassador whose career began on a council estate. Neither family nor friends had experience of the professions she would eventually enter. Career guidance was limited. Opportunities appeared distant. Yet through determination, encouragement and a series of unexpected encounters, she ultimately became the United Kingdom's ambassador to Luxembourg.

That was their contribution. "I love that." Then comes the story that perhaps best captures his vision of leadership.

During a recent visit, Masraf learned that one of the first children to attend the Saturday school had For Masraf, the lesson was clear. Talent exists secured a place at Johannesburg University. Even everywhere. Opportunity does not. more remarkably, that student had returned to the Good leadership means helping to close that gap. project as a tutor. It is tempting to frame all of this as separate from For Masraf, the moment represented something the business of running a successful international profound. A cycle of opportunity completed. A law firm. young person who had benefited from support "It was such a powerful story."

Masraf would reject that interpretation.

choosing to provide it to others.

At several points during our conversation, he It is difficult to imagine a better illustration of the returns to the same reality. values he hopes define the firm. Pinsent Masons is, first and foremost, a business.

At the end of our conversation, I ask how he would "We can never take our eye off the ball that we have like Pinsent Masons to be remembered. to be top quality with top clients doing great work The answer is revealing. Not as the biggest. Not as and earning profitable revenue." the richest. Not as the most profitable. There is no hesitation in that statement.

Instead, he describes a firm that combines Commercial performance matters. Clients matter. excellence with humanity. Growth matters. Without financial success, many of "You are really good at what you do, so you are not the initiatives he describes would be impossible. Yet a soft touch. You do top-quality work in top-quality he is equally resistant to the idea that profitability places and you are successful." alone should define success. Then comes the second half of the thought. "It is quite easy in a world where people get fixated "But you have a humanity which defines you." about PEP figures, or hires, or league tables, to see In an era increasingly defined by metrics, rankings that you are defined exclusively by them." and financial performance, it is a striking aspiration. His ambition is broader. For Andrew Masraf, the line between business "I want us to be seen as a forward-thinking 21st- success and social responsibility is not a boundary century business which seizes responsibilities to be negotiated. It is a path to be followed. And beyond that into our communities and into our the most successful firms, he believes, are those people." with the confidence to walk it. ■ Perhaps the clearest expression of that ambition can be found thousands of miles from London. Whenever Masraf visits the firm's Johannesburg office, he makes time to visit a community initiative in Soweto known as the Naledi Project. The project supports local children through educational programmes, including a Saturday school that provides additional teaching and meals.

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BUILT ON RELATIONSHIPS Brigid North on culture, connection and keeping the human touch in a changing profession

The legal profession is no stranger to change. Over the past two decades, law firms have become larger, more international and more technologically sophisticated. Expectations around leadership have evolved. Flexible working has moved from a niche accommodation to a mainstream expectation. Artificial intelligence is rapidly becoming part of everyday legal practice. The pace of transformation shows little sign of slowing. Yet when Brigid North reflects on her own career, she returns repeatedly to something far less tangible than technology or strategy. People. As London Managing Partner at Reed Smith LLP and a partner in the firm's real estate practice, Brigid North has spent more than twenty years navigating the changing landscape of the City legal market. During that time she has seen the profession grapple with everything from economic uncertainty and globalisation to the upheaval of Covid and the emergence of AI.

CitySolicitor

Through all that change, she remains convinced that relationships continue to sit at the heart of a successful legal career and a successful law firm. It is a view shaped by experience. Brigid joined Reed Smith in 2003 and has spent her entire career at the firm. Looking back, she recognises that the opportunities she was given and the people who invested in her development played a significant role in both attracting her to the profession and persuading her to stay. With the benefit of hindsight, she can see how important those relationships were. That perspective has become increasingly relevant as firms seek to balance the demands of a modern workforce with the realities of legal practice. For Brigid, one of the most significant challenges facing law firm leaders today is finding the right balance between flexibility and connection.

THE LINE

Like many organisations, Reed Smith has spent recent years considering what the workplace should look like in a post-pandemic world. The firm currently operates a four-day office policy, although individuals retain flexibility around how they structure their week and there are no mandatory core days. It is an approach designed to recognise the realities of modern life whilst preserving the benefits of working together. "I think, as most firms and actually businesses have been wrestling with, we've been trying to strike that balance between the immediate access I had to senior people in the business when I was a junior, and learning from them by osmosis and otherwise, and building the culture and glue of a firm through physical presence." The phrase "culture and glue" is a telling one. Much has been written about flexible working, often focusing on productivity, efficiency or employee satisfaction. Brigid's concern is slightly different. She is interested in what happens to the informal learning that has traditionally shaped legal careers. Junior lawyers do not simply acquire technical knowledge from formal training sessions. They absorb habits, judgement and professional instincts from the people around them. They observe how difficult conversations are handled. They watch senior lawyers manage clients. They learn how relationships are built. Not all of that can be replicated through a screen. At the same time, Brigid is realistic about the advantages that flexibility can bring.

replace it. Creating an environment where people feel comfortable being themselves does not mean lowering expectations – it means removing unnecessary barriers to success. “I don't think work is about bringing every aspect of yourself into the office, but people should absolutely feel able to bring their personality and individuality to what they do. It is perhaps not the answer many would expect in an era where authenticity has become a corporate buzzword. What Brigid is advocating, however, is something more realistic. Professional environments require professionalism. Clients expect expertise, judgement and high standards. Legal practice is demanding and often high pressure. None of that changes. What should change, she argues, is the idea that success depends upon conformity. "It is about being able to bring a bit of personality to your working life." For Brigid, the goal is not to erase professionalism but to create an environment where people do not feel compelled to suppress fundamental aspects of who they are. She references stories from across the profession where individuals have felt pressure to fit into cultures they neither fully understood nor naturally belonged to. Comments about appearance, accents, backgrounds or behaviour can create barriers that discourage talented people from entering the profession or remaining within it. Those barriers are not always explicit. Often they are subtle.

Covid challenged some long-held assumptions about where work needed to happen. It demonstrated that lawyers could remain effective away from the office and gave many people back hours that would otherwise have been spent commuting.

Removing them requires more than policies and statements.

For someone working in London, where travel times can be considerable, that can have a meaningful impact on quality of life.

Until people can see leaders who reflect different backgrounds, experiences and approaches, it becomes difficult to convince them that there is more than one route to success.

“Before Covid, I placed much greater emphasis on being physically present in the office. The experience really showed me that there are different ways of working effectively.” The lesson, however, was not that offices no longer matter. Rather, it was that the future lies somewhere between the two extremes. "You can do things from different places and in different ways, but I don't think you can do it exclusively and all the time." It is a pragmatic assessment and one that reflects a broader shift taking place across the profession. The debate is no longer whether flexible working should exist. The challenge is determining how firms preserve culture, learning and collaboration whilst giving people greater autonomy over how they work. It is one of several areas where today's leaders find themselves navigating competing demands. The legal profession is increasingly being asked to balance flexibility with connection, efficiency with development and innovation with humanity. The lines between office and home, technology and personal interaction, have become less fixed than they once were. The challenge is not choosing one side or the other, but understanding where those boundaries should sit. That question becomes even more significant when considered alongside another issue that Brigid feels strongly about: authenticity in the workplace.

It requires visible leadership. Brigid believes one of the most effective ways to achieve that is through representation.

"You can look and see men and women, different backgrounds, people with different ethnicities. Trying harder to make our leadership more representative of the communities we work in." For Brigid, greater representation is not simply about visibility – it is about ensuring talented people from all backgrounds can see a pathway to leadership and feel confident that success does not require conformity. It demonstrates that there is no single template for leadership and gives people permission to imagine themselves succeeding.Progress has been made, although Brigid acknowledges it has not always happened as quickly as many would have hoped. Nevertheless, she believes representation matters because it gives people permission to imagine themselves succeeding. It demonstrates that there is no single template for leadership. That theme of visibility and human connection runs throughout Brigid's thinking. It is present in her views on culture. It appears in her reflections on mentoring. And it emerges again when discussing perhaps the most talked-about development currently facing the profession: artificial intelligence. Few topics generate as much excitement or anxiety within legal services.

For decades, City law firms have often been perceived as environments with unwritten rules. Expectations around behaviour, appearance and communication could sometimes feel opaque, particularly for those entering the profession without established networks or role models.

The opportunities are obvious. AI offers the potential to increase efficiency, streamline processes and reduce the time spent on repetitive administrative tasks. Clients are already asking questions. Firms are investing heavily. The technology is moving quickly.

The profession has undoubtedly changed, but Brigid believes there is still work to be done.

Brigid is enthusiastic about its potential.

Interestingly, she approaches the issue with characteristic nuance. For Brigid, authenticity should complement professionalism rather than

Yet she is careful not to overstate what it can achieve.

She uses it herself and sees clear benefits.

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Used thoughtfully, Brigid believes technology has the potential to accelerate learning by allowing junior lawyers to spend more time developing analytical skills, building client relationships and exercising judgement earlier in their careers. "It's an accelerator, not a replacement."

She is, however, highlighting an important responsibility for leaders.

That distinction is crucial.

As firms embrace new technologies, they must continue thinking carefully about how future generations of lawyers will develop. The profession is still working out where the line lies between automation and apprenticeship, between efficiency gains and the practical experience that has traditionally shaped young lawyers.Training pathways that have existed for decades may need to evolve. Opportunities must remain available. Investment in people cannot become secondary to investment in technology.

At Reed Smith, the focus is on using technology to enhance legal practice rather than replace the judgement, commercial awareness and trusted relationships that clients continue to value most. The challenge with AI, Brigid suggests, is that it can produce work that appears convincing on first inspection. The output may be polished, coherent and professionally presented. But appearance is not judgement. "That whole concept of plausible output, which looks at surface level excellent, but really needs to be interrogated by a human being with a brain and with good training, and with that degree of humanity." The comment goes to the heart of a debate taking place across the profession. Legal expertise has never been solely about producing information. It involves interpretation, judgement, commercial awareness, emotional intelligence and trust. Clients rarely seek legal advice simply because they need information. They seek advice because they need confidence in the decisions they are making.

At Reed Smith, Brigid says AI adoption has largely been embraced by colleagues. Education has played an important role in that process. Rather than allowing technology to become something discussed only by specialists, the firm encourages lawyers to share practical examples of how they are using it and the value it creates. Knowledge-sharing sessions and legal training programmes increasingly include discussions around AI tools and applications. The objective is straightforward. Normalise the conversation.

Those qualities remain inherently human.

Show people what works.

Indeed, Brigid believes AI could actually improve aspects of legal training by removing some of the more repetitive tasks traditionally performed by junior lawyers.

Demonstrate how technology can help rather than threaten.

Rather than spending hours undertaking routine processes, young lawyers may be able to focus more quickly on analysis, problem solving and client-facing work.

As Brigid notes, clients are already demanding those discussions. The profession has little choice but to engage. Yet throughout the conversation, technology repeatedly returns to the same destination: people.

That focus perhaps explains why Brigid speaks so warmly about her time on the City of London Law Society Land Law Committee.

Brigid points to wider discussions taking place about the graduate employment market and the potential impact of automation on entrylevel opportunities.

It brought together professionals from across the sector to tackle shared challenges and improve industry standards.

The experience offered a different perspective from the day-to-day realities of private practice.

"It is one to watch, isn't it, that we're not replacing what becomes perceived as “lower-value human capital”."

"It was incredibly rewarding to collaborate with peers across the profession to tackle shared challenges in such an open and constructive way." What struck her most was the collaborative atmosphere.

The phrase is deliberately measured. She is not predicting crisis.

"There was no defensiveness. It was really collaborative."

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THE LINE Committee members understood where their respective strengths lay and worked collectively towards solutions.

Yet some things remain remarkably consistent.

Among other projects, the committee was involved in updating the Certificate of Title, one of the most widely used documents within the real estate sector.

The best leaders still invest in others.

The work was technical and detailed, but Brigid found it immensely rewarding. Indeed, she describes stepping away from the committee after becoming London Managing Partner as something she did with genuine reluctance. Her experience reinforced the value of professional organisations such as the City of London Law Society. They provide opportunities for collaboration that transcend individual firms. They allow practitioners to contribute to the wider profession. They create forums where knowledge can be shared openly and constructively. In a competitive market, those spaces matter. They remind lawyers that progress is often achieved collectively rather than individually. The experience also allowed Brigid to contribute to wider industry standards beyond her day-to-day practice." Perhaps that is why Brigid's final reflections return once again to relationships. The experience reinforced Brigid's belief that the strongest professional environments are built on collaboration, trust and shared purpose. Asked how she would like Reed Smith to be perceived, she does not begin with rankings, revenue or market position. Instead, she talks about culture. She describes the firm as entrepreneurial. Non-hierarchical. Willing to fight for opportunities and invest deeply in client relationships. Most tellingly, she speaks about clients she first advised decades ago and continues to work with today. "I have clients that I acted for when they were in their twenties and trying something, and I still act for them in the very different businesses that they're in now." It is an observation that captures the essence of her approach. Legal careers are built over time. Trust is built over time. Relationships are built over time.

The strongest firms still depend on talented people. And the most enduring professional success still begins with relationships. When Brigid reflects on more than two decades at Reed Smith, the story is not really about technology, strategy or even growth. It is about the people who invested in her, the people she has worked alongside and the relationships she has built with clients over time. In a profession navigating profound change, that remains her clearest conviction. People remain the point.

“..I have clients that I acted for when they were in their twenties and trying something, and I still act for them in the very different businesses that they're in now...”

The City legal market continues to evolve. New technologies will emerge. Working practices will change. Leadership models will adapt. The profession will undoubtedly look different in another twenty years. The lines that define how and where lawyers work may continue to shift, but the foundations of professional life remain remarkably familiar.

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WHERE THE LINES BLUR Data law sits at the intersection of technology, privacy, cyber security and increasingly artificial intelligence. As Chair of the CLLS Data Law Committee, Jon Bartley has witnessed the transformation of a niche specialism into one of the most dynamic areas of modern legal practice. He speaks to City Solicitor about the committee's work, the challenges facing clients and why the boundaries between legal disciplines are becoming harder to define. Few areas of legal practice illustrate the theme of this issue "When I started in the late 1990s, data protection was a very niche area of law," he recalls. "It was before the era of global data flows. better than data law. The lines between privacy, technology, cyber security and We didn't have cloud computing, smartphones, apps or any of the artificial intelligence are becoming increasingly difficult to define. things we now take for granted." Regulators are drawing new boundaries. Businesses are testing At the time, few lawyers could build an entire practice around data existing ones. Lawyers are often tasked with helping clients protection work alone. navigate the space in between. Those with an interest in the subject typically combined it For Jon Bartley, Chair of the City of London Law Society's Data with broader commercial disciplines such as consumer law, Law Committee and Head of Data Advisory at RPC, that evolution e-commerce or commercial contracts. has been a defining feature of his career. "I always preferred tech deals to contracts for the sale of widgets. Before we even started the interview, data protection law had Technology was always the more interesting area for me." already made a guest appearance. As I sought Jon's permission That interest proved well timed. to use an AI notetaker, he later observed that the exchange itself As technology became increasingly embedded in every aspect neatly illustrated just how all-pervasive the discipline has become. of commercial life, the legal frameworks governing data evolved It is difficult to argue with the point. From cookies and marketing alongside it. What had once been a relatively narrow discipline emails to facial recognition and artificial intelligence, data grew into a significant area of practice, fuelled by the rise of digital protection has quietly woven itself into everyday life. business models, expanding regulatory obligations and growing Having spent almost three decades advising clients in the field, public awareness of privacy rights. he has witnessed data protection law transform from a niche The introduction of GDPR marked a watershed moment. specialism into a discipline that sits at the heart of modern business. Suddenly, data protection was no longer a specialist concern His own professional journey mirrors that development. confined to a handful of practitioners. It became a boardroom issue. 28

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Organisations of every size found themselves grappling with new obligations, heightened regulatory scrutiny and increasingly complex compliance requirements. As the discipline expanded, so too did the need for specialist representation within the City of London Law Society. Jon's involvement with the CLLS began in 2012 when he joined the Commercial Law Committee. At that stage, data protection was simply one topic among many within the committee's remit. However, as GDPR approached and the importance of data law continued to grow, it became clear that the subject required its own dedicated forum. In the run-up to the implementation of GDPR, the decision was taken to establish a specialist Data Law Committee. Jon was asked to help create it. The committee was formally established in 2018 and remains one of the youngest specialist committees within the Society.

"It speaks to the value people get from being involved." The committee's work spans two closely connected disciplines. The first is data protection and privacy advisory work, helping organisations comply with legislation such as GDPR and e-privacy rules. The second focuses on cyber security, including information security, breach preparedness and responding to incidents when things go wrong. While these disciplines are often discussed separately, the reality is that they are increasingly intertwined. Most members of the committee advise across both areas, helping clients understand not only their legal obligations but also the

“...Businesses want to comply. But they also need regulation "The development of the committee reflects the growth of the practice area itself. As data that reflects how protection became a standalone specialism within firms, it made sense for it to have its own organisations specialist committee within the CLLS." Eight years later, the committee has developed actually operate...” into a highly regarded forum bringing together leading practitioners from across the City. It currently comprises 16 partners from a broad range of firms, most of whom specialise in non-contentious advisory work covering both privacy and cyber security. The group's cohesive dynamic is something Jon is particularly proud of. "We're a very collaborative group and we genuinely enjoy spending time together and discussing some of the bigger issues affecting our clients and the profession. It can be quite therapeutic at times." That sense of collaboration is reflected in the committee's stability. While new members have joined over the years, departures have been rare, with most occurring only through retirement.

practical and operational challenges that arise when handling data. That practical perspective informs much of the committee's work. Like many of the Society's specialist committees, one of its key functions is to provide a forum where practitioners can share experiences, identify emerging issues and discuss common challenges facing clients. The agenda may be flexible, but the objective is clear. Members seek to identify areas where the law is creating uncertainty, where guidance may be difficult to implement in practice or where there are opportunities to contribute to the

development of policy and regulation. Often, discussions begin with a simple observation. A committee member may raise an issue encountered while advising a client and ask whether others are seeing similar concerns. More often than not, the answer is yes. Those conversations can reveal recurring themes across sectors and organisations, allowing the committee to build a broader understanding of the challenges businesses face. Sometimes that leads to engagement with regulators. "We're always looking at areas where there might be a lack of clarity or where guidance is proving difficult to apply in practice. Clients need certainty. They need to understand what is expected of them." The committee therefore acts as an important conduit between practitioners, policymakers and regulators. Its members regularly review consultations issued by the Information Commissioner's Office, government departments and international organisations, providing feedback informed by their collective experience of advising businesses on the ground. The aim is not to weaken regulation. Rather, it is to ensure that new rules and guidance are clear, practical and capable of achieving their intended objectives. "Businesses want to comply. But they also need regulation that reflects how organisations actually operate." That work extends far beyond the UK. The increasingly global nature of data regulation means that developments in one jurisdiction can have significant implications elsewhere. Recent years have seen a growing number of countries introduce comprehensive privacy legislation, some modelled closely on GDPR and others taking markedly different approaches. For international businesses, navigating those differences can be challenging. CitySolicitor 29

THE LINE

“...If previous generations of lawyers helped define established areas of practice, data specialists are still helping to shape the landscape in real time...”

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The committee therefore keeps a close eye on developments around the world and occasionally contributes to overseas consultations where its expertise can add value. One recent example involved India's evolving data protection framework. Drawing on years of experience working with GDPR, committee members contributed practical observations intended to help shape aspects of the new regime. It is a reminder that data law is no longer confined by national borders. The issues facing clients are increasingly international, requiring lawyers to understand a rapidly expanding network of regulatory frameworks. Yet despite the growing complexity of the field, Jon remains enthusiastic about the challenges it presents. Part of the attraction lies in the intellectual variety. Technology develops at extraordinary speed, often outpacing legislation drafted for a very different environment. As a result, lawyers frequently find themselves dealing with questions that lawmakers could scarcely have anticipated. "Sometimes there isn't a neat technical solution. Technology moves quickly and some uses of data simply weren't contemplated when the legislation was drafted." For him, that uncertainty is part of the appeal. The role is often less about finding definitive answers and more about helping clients understand and manage risk. It requires pragmatism, creativity and a willingness to engage with novel problems. "It's an area of law that doesn't stand still. There's always something new to learn." He pauses before adding with a smile: "Although that's both a blessing and a curse. Sometimes I'm envious of colleagues whose specialist areas don't change quite so quickly." Of course, no discussion of data law in 2026 would be complete without mentioning artificial intelligence. If GDPR defined the last decade, AI may well define the next. For many practitioners, AI governance has rapidly become a core part of client advisory work. The emergence of large language models and other sophisticated AI technologies has raised new questions around privacy, accountability,

transparency and the responsible use of data. Unsurprisingly, those issues have become a significant focus for the committee. In recent years, the CLLS established a dedicated AI Committee, recognising both the importance of the subject and the breadth of issues it raises. The relationship between the two committees is close. "There is a huge overlap. We've worked together on consultation responses and broader policy issues because so many of the challenges intersect." Indeed, one of the most striking developments in recent years has been the way traditional legal boundaries have begun to dissolve. The line between data protection and AI governance is increasingly blurred. So too are the distinctions between privacy, online safety, digital ethics, consumer protection and broader questions of digital regulation. For specialists in the area, understanding GDPR alone is no longer enough. Lawyers must now consider a much wider ecosystem of rules and responsibilities. That evolution represents both a challenge and an opportunity. As the committee looks to the future, one priority is ensuring that it continues to provide a forum capable of addressing these increasingly interconnected issues. Another is strengthening engagement with the wider profession. Historically, much of the committee's focus has been directed towards consultations and policy work. However, Jon is keen to see greater emphasis placed on community building and professional development. To that end, the committee is currently developing a thought leadership event in collaboration with the AI Committee, scheduled for later this year. The event will bring together practitioners, policymakers and regulators to discuss issues at the intersection of data and artificial intelligence. A senior regulator has already agreed to participate and additional speakers are being confirmed. Alongside the panel discussion, the event will provide valuable networking opportunities for practitioners across the sector. For Jon, that networking element is particularly important.

THE LINE

“...Artificial intelligence is only the latest chapter in a story that began with the arrival of the internet and continues to accelerate. Future developments in areas such as agentic AI, quantum computing and biotechnology will present new questions for regulators, businesses and legal advisers alike...”

One of the Society's key objectives is helping lawyers build relationships and professional networks, particularly during the earlier stages of their careers. The committee has already experimented with inviting experienced associates to participate in meetings on a rotating basis. Future initiatives may go further still. "We need to think creatively about how we bring the next generation into the conversation," The future of the profession appears bright. Data law has become an increasingly attractive specialism for younger lawyers, many of whom have grown up in a world shaped by technology, social media and constant discussions about privacy. Unlike some areas of law, it is a discipline that people encounter in their daily lives. Whether accepting cookies online, using facial recognition technology or questioning the source of an unexpected marketing email, most people interact with data protection issues on a regular basis. That familiarity often sparks professional interest. "Data and privacy are constantly in the news. It's an area of law that people can relate to." The profession itself also reflects positive trends. While diversity remains a challenge across many sectors, data law has developed a strong reputation for gender balance. Approximately half of the partners serving on the committee are women and Jon points to the significant number of female leaders heading some of the profession's most respected data practices.

As technology continues to evolve, the issues confronting data lawyers will undoubtedly become more complex. Artificial intelligence is only the latest chapter in a story that began with the arrival of the internet and continues to accelerate. Future developments in areas such as agentic AI, quantum computing and biotechnology will present new questions for regulators, businesses and legal advisers alike. For Jon, that constant evolution is precisely what makes the field so compelling. If previous generations of lawyers helped define established areas of practice, data specialists are still helping to shape the landscape in real time. "We talk about frontier AI models. Data protection is definitely a frontier specialism for lawyers." It is a fitting description. Few areas of practice sit closer to the point where law, technology and society intersect. And as the boundaries between those disciplines continue to shift, the work of the CLLS Data Law Committee will become ever more important. In a profession increasingly defined by change, it is helping lawyers, regulators and businesses understand where the lines are drawn — and where they are beginning to blur.

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THE LINE

Quietly shaping the future The legal profession doesn't just respond to change. At its best, it quietly helps to influence and shape it. For almost a decade, David Pudge has been doing just that.

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THE LINE As Chair of the City of London Law Society's Company Law Committee, he occupies one of those influential positions that sits largely out of public view. There are no headlines announcing the Committee's work and few people outside the profession will ever know its name or be aware of its work. Yet the conversations taking place around its table help influence the legal framework within which businesses invest, boards make decisions and companies grow. It is work that rarely attracts attention, but it matters enormously. That feels particularly fitting for this issue of CitySolicitor. The theme of THE LINE invites us to think about boundaries, but also about the spaces where they shift. Company Law exists because business needs certainty and predictability. Markets rely on confidence. Investors want clear rules and transparent frameworks. Yet those rules and frameworks cannot stand still. Technology changes. International markets evolve. Public expectations shift and new risks emerge. Governments reform legislation. The challenge is knowing where the line should be drawn between preserving what works and recognising when change is necessary. For David, that balance has become a defining feature of both his own practice and the committee he leads. A partner in the corporate practice at Clifford Chance with strong market recognition, he has spent his entire career with the firm, with periods working in Hong Kong and on secondment to a Canadian law firm adding an additional international element. His practice reflects the breadth of modern Company Law itself, covering everything from public takeovers and private M&A to boardroom advisory work and corporate governance. It was perhaps inevitable that he would eventually find his way onto the Company Law Committee. "I'd been involved as a member for many years. About nine years ago I took over as chair." He admits, with a smile, that talking about himself is not his favourite subject. It quickly becomes clear why. David is far more interested in the effectiveness of the Committee than in his own contribution to it. Ask about his achievements and he immediately talks about the work of colleagues, the importance of refreshing the Committee's membership and the relationships it has built with regulators and government which ensure that its voice is heard. It says a great deal about the way he leads. When David became chair, he was keen to build on the work of those who came before him while ensuring the Committee continued to reflect the changing face of the City. Firms evolve. New specialisms emerge. Different perspectives become important. A Committee that hopes to speak for the profession has to evolve alongside it. "We wanted to make sure we had a really good mix of firms represented.” David’s willingness to look forward rather than simply preserve tradition runs throughout his thinking.

The Committee's role, he believes, extends well beyond analysing the legal aspects of proposed reforms. Technical expertise remains fundamental, of course, but it is only part of the picture. "We've tried to focus not just on whether proposals are legally correct, but also on whether they will work from a practical perspective, and what they will mean for the UK's position as an internationally competitive place in which to do business." It is a deceptively important distinction. Law can sometimes become absorbed in its own internal logic. Company law, however, sits at the heart of commercial life. Legislation that appears perfectly drafted in theory may produce unexpected consequences once businesses begin applying it in practice. One of the Committee's greatest strengths is its ability to bring together lawyers from many of the City's leading firms, each bringing experience from different clients, sectors and transactions, to test proposals against the realities of modern business. That practical focus has become even more significant in recent years. Brexit inevitably altered the competitive landscape, placing renewed emphasis on ensuring that London remains one of the world's leading financial centres. Throughout our conversation, David returns repeatedly to the importance of looking beyond individual legal questions to the wider picture. "Our voice isn't simply the voice of a group of law firm partners. We're trying to put forward the views of our clients, while also thinking about the UK in a broader international context." That philosophy has helped shape the relationships the Committee has developed over the years. Alongside its formal consultation responses, it now enjoys regular dialogue with governmental and regulatory bodies including the Department for Business and Trade, the Financial Conduct Authority and the Takeover Panel. Quarterly liaison meetings with the FCA have created opportunities for open discussions about areas where regulation is working well, where improvements could be made and how future reforms might operate in practice. It is easy to underestimate the value of those conversations. By the time legislation reaches the statute book or new regulatory rules come into force, countless decisions have already been made. The opportunity to identify practical issues before they become practical problems is one of the most valuable contributions specialist committees can make. David points to the National Security and Investment Act as one example. The legislation represented a significant change for businesses investing in the UK, introducing an entirely new framework for reviewing transactions that could raise national security concerns. Throughout its development, the Committee worked closely with Government, offering practical feedback designed to ensure the new regime would function effectively once implemented. That engagement has not ended with the legislation itself. One member of the Committee still sits on the Government's expert panel, continuing to contribute to the regime's ongoing development.

"We've tried to focus not just on whether proposals are legally correct, but also on whether they will work from a practical perspective, and what they will mean for the UK's position as an internationally competitive place in which to do business."

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THE LINE

"We're only as effective as the contribution made by individual members working together. It is a truism that you only get out of it what you put into it." It is an illustration of something David mentions several times without ever quite saying directly. The Committee's work does not finish when a consultation closes. Often, it is only just beginning. The same approach has shaped the Committee's involvement in one of the most significant areas of recent corporate reform: the overhaul of the UK's listing and prospectus regimes. For listed companies, these changes have far-reaching implications. They influence how businesses raise capital, how investors are protected and, ultimately, how attractive the UK remains as a place to list and grow a company. It is precisely the sort of reform where legal expertise alone is not enough. Throughout the consultation process, the Committee has worked closely with the Financial Conduct Authority, not simply responding to formal proposals but taking part in regular liaison meetings that encourage open and constructive discussion. "We've built a really strong relationship with the FCA. We can have quite open conversations about what's working, what's not working and where change might be helpful." That relationship is something he is particularly proud of. It reflects years of building trust, allowing conversations to move beyond formal responses to consultation papers and into genuine collaboration. Regulators gain direct access to the experience of practitioners working at the heart of the City, while the Committee develops a clearer understanding of the policy considerations influencing proposed reforms. It is a relationship built on mutual respect rather than mutual agreement. There will inevitably be occasions when views differ, but David believes those conversations are always more productive when they are informed by practical experience. 34

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That emphasis on practicality runs through almost everything the Committee undertakes. One area currently occupying a great deal of its attention is the potential introduction of a corporate redomiciliation regime – the ability for companies incorporated overseas to relocate their place of incorporation to the United Kingdom without having to create or impose a new company. It may sound like a technical reform, but its implications could be considerable. As businesses become increasingly international, flexibility matters. Making it easier for overseas companies to establish themselves in the UK can help strengthen London's position as a global business centre while reducing unnecessary complexity for organisations looking to invest or set up business here. It is also a good example of the Committee working proactively rather than reactively. Long before the Government launched its current consultation, the Committee had been advocating for change. Several members went on to serve on the expert working group established to examine the issue, producing recommendations that now form the basis of the Government's proposals. For David, it demonstrates the value of bringing together the experience and expertise of leading practitioners from across the City to consider reforms collectively rather than through the perspective of individual firms. That collaborative approach also explains how a committee of just 24 members is able to cover such a remarkably wide brief. "We're only as effective as the contribution made by individual members working together. It is a truism that you only get out of it what you put into it."

THE LINE Rather than expecting every member to become involved in every consultation, responsibility is shared through specialist working groups, each focusing on particular areas of Company Law. Some concentrate on takeover reform, others on listing rules or regulatory engagement with the FCA. A number of the working groups have been established jointly with the Company Law Committee of the Law Society of England and Wales where appropriate, ensuring expertise is pooled rather than duplicated. The Committee meetings themselves provide an opportunity to discuss emerging issues, but it is within these smaller groups that much of the detailed work takes place. David sees that shared responsibility as one of the Committee's greatest strengths. Although he tries to be involved in as much of the Committee's work as possible, no single person could hope to respond to every development across such a broad discipline. However, collectively the Committee is able to respond thoughtfully and authoritatively to an extraordinary range of reforms. He is equally quick to acknowledge the people whose work often goes unseen. Without hesitation, David highlights the contribution of his colleague Juliet McKean, Secretary to the Committee, whose legal knowledge and organisational skills help ensure that the Committee's work is focussed on relevant legal and regulatory developments and that consultations are identified promptly, working groups are established at exactly the right time and discussions at Committee meetings are accurately reflected in the minutes. It is an acknowledgement that says as much about David as it does about Juliet. Good leaders rarely talk only about themselves. They understand that successful organisations depend upon people whose contributions are not always visible, and they are generous in recognising them. Perhaps the phrase that best captures David's philosophy comes almost in passing. "We're often responding to evolution rather than revolution." It is a wonderfully succinct description of Company Law itself. Unlike some areas of legal practice, Company Law rarely changes overnight. More often it develops steadily, responding to shifts in markets, technology and commercial practice. A consultation here. A revised code there. A regulatory adjustment that appears modest in isolation but becomes significant when viewed alongside a series of similar reforms. Keeping pace with those changes demands patience as much as expertise. It also requires an eye on the future. One of the Committee's current areas of focus is how technology will continue to reshape corporate life. Virtual annual general meetings, electronic communications and the gradual move towards fully digital share ownership all promise greater efficiency, but each raises new legal and practical questions. David illustrates the point with an image that is both amusing and surprisingly evocative.

Instead of "Aunt Agatha" carefully storing a paper share certificate in a drawer, future generations of shareholders are likely to hold their investments entirely electronically. The image raises a smile, but it also makes an important point. Behind what appears to be a simple technological change lies a host of legal and operational complexities. Rights have to be protected. Systems have to be secure. Long-established processes have to be carefully adapted rather than simply replaced. It is another reminder that progress is rarely as straightforward as it first appears. Listening to David, one begins to appreciate that the Committee's greatest contribution is not necessarily introducing change, nor resisting it, but helping to ensure it is properly thought through. That feels especially relevant today. The pace of commercial life continues to accelerate. Technology is transforming business models. International competition is intensifying. Governments are under constant pressure to modernise law and regulation while preserving confidence in the legal and regulatory system that underpins the economy. Navigating those competing priorities requires more than technical excellence. It demands perspective, collaboration and an understanding that good law and regulation must work not only on the page but also in boardrooms, businesses and markets.

“...One of the Committee's current areas of focus is how technology will continue to reshape corporate life. Virtual annual general meetings, electronic communications and the gradual move towards fully digital share ownership all promise greater efficiency, but each raises new legal and practical questions...”

Those qualities have characterised David's chairmanship over the past nine years. He speaks with quiet pride about the Committee's work, but rarely about his own role within it. The focus is always on the collective effort, the quality of debate and the importance of ensuring that the profession continues to make a constructive contribution to public policy. In many ways, that is exactly as it should be. The Company Law Committee was never intended to seek the spotlight. Its purpose is to lend expertise, experience and practical judgement to the issues that shape corporate life in the City and beyond. It is careful, patient work, often carried out behind closed doors and away from public attention. Yet its influence can be felt in legislation that functions more effectively, regulation that better reflects commercial reality and a legal framework that helps maintain the UK's reputation as one of the world's leading places to do business. The lines that define Company Law are continually being redrawn. Under David's leadership, the Committee has helped ensure they are redrawn thoughtfully, balancing continuity with change and principle with practicality. It is not work that shouts the loudest. But it may well be some of the most important work the profession does.

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THE LINE

JUDGMENT RESERVED The law is precise. It deals in facts, findings and tests. It asks for the truth, the whole truth and nothing but the truth. It separates what happened from what did not happen. What is lawful from what is not. What can be proved from what cannot. At least, that is what we like to think. Yet truth itself is a million different things. We each have our own version of it, often told honestly and without intent to deceive. Memory edits. Perception intervenes. Experience shapes. The truth, in other words, is often grey. It was into that grey space that the City of London Law Society's Employment Law Committee invited its members, clients and HR professionals for one of the most thought-provoking events of the year this July. Hosted by Herbert Smith Freehills Kramer LLP, and introduced by Samantha Brown, Managing Partner, Employment, Pensions and Incentives, UK and EMEA, the evening centred on Ambiguous Proposition — a one-woman play written by former employment lawyer Shona Newmark and performed with extraordinary emotional power by fellow former lawyer Hilary Cordery. What followed was a panel discussion featuring employment specialists, playwright and actor, exploring the difficult questions the play refuses to answer.

It was a bold choice for a legal organisation. And one that was the brainchild of CLLS’s CEO, the bold Patrick McCann who put the event together and, on the night, was ably assisted by Liz Thomas and Elin Greenhalgh (HSFK) who did all the AV and tech. Recent years have seen theatre increasingly drawn to legal themes. Consent explored the moral and legal complexities surrounding sexual consent and the stories we tell ourselves in its aftermath. Prima Facie challenged audiences to confront the gulf between legal process and lived experience. Inter Alia examined the competing pressures of professional success, family life and modern womanhood. James Graham's Punch explored restorative justice with such humanity that it left many questioning their own assumptions long after the curtain fell. These are not simply plays about lawyers. They are plays about justice. About responsibility. About power. About consequence.

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THE LINE

The City of London Law Society recognised that some conversations are better begun in a theatre than a lecture hall.

Having also trained and practised as a lawyer before becoming an actor, she never approaches the role as a legal case study.

On the surface, Ambiguous Proposition examines the fallout from an allegation of workplace sexual harassment.

"From my perspective," she tells me, "it's very, very human."

In reality, it is about something altogether more complicated.

She describes a woman trying to keep countless plates spinning before everything changes in an instant.

The story unfolds through the eyes of the accused man's mother, herself an Employment Tribunal Judge. She understands the legal tests. She knows how allegations should be investigated. Yet when her own son becomes the subject of one, legal certainty collides with maternal instinct.

"Here's a woman juggling her professional and her personal life. Then suddenly her son is accused of sexual harassment. She has to draw on all her professional expertise as an Employment Tribunal Judge while still dealing with everything that's happening as a mother."

The audience watches not simply a legal dilemma unfold, but a woman trying desperately to reconcile her professional objectivity with her personal love. That distinction matters because it lies at the very heart of why Shona wrote the play. She traces its origins to an evening watching Prima Facie with her son. Leaving the theatre, she found herself thinking not about the complainant or the accused, but about the accused man's mother. "What must be going through her head?" That single question became the seed from which Ambiguous Proposition grew. People often assume, she tells me before the performance, that the play is about employment law. "It isn't," she says simply. "It's about a mother."

“...Years ago, allegations of sexual harassment were too often viewed primarily as problems to be made to disappear. Thankfully, attitudes have changed, but the play served as a timely reminder that every allegation carries profound consequences for everyone caught within it...”

More than that, it is about a woman. A menopausal woman. A woman caught in the squeeze of middle age, balancing career, children and ageing parents while trying to retain her own identity. A woman who loves her work because, as an Employment Tribunal Judge, it is one of the few places where she is not invisible but actually heard. Then comes the allegation. Suddenly the careful separation between professional judgment and private emotion disappears. Hilary Cordery understands that collision instinctively. 38

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The panel, she says with a smile, would no doubt explore the legal issues. "But for me, it feels very real." It is precisely that humanity that makes the performance so affecting. If the play explored ambiguity, the panel embraced it. Opening the discussion, chair Emma Williams, the ‘lawyer to the lawyers’ and also chair of LawCare, reflected on how powerfully the play had inverted the familiar narrative. "We focus on the complainant, which is not a bad thing. But I think we definitely have to start looking holistically and thinking about the impact that work such as this has on everybody involved." That wider perspective became the thread running through the evening.

Colin Leckey, partner at Lewis Silkin and a member of the CLLS Employment Law Committee, reflected on the significant cultural shift he has witnessed during more than two decades in employment law. Years ago, allegations of sexual harassment were too often viewed primarily as problems to be made to disappear. Thankfully, attitudes have changed, but the play served as a timely reminder that every allegation carries profound consequences for everyone caught within it. Florence Brocklesby, founder of Bellevue Law a leading specialist in

THE LINE

“...If we are too rigid in our application of the law,” he reflected, “we end up causing all sorts of difficulties...” workplace law and commercial disputes returned repeatedly to the importance of the grey.

forward. Equally, nobody suggested that difficult cases become easier simply because we want certainty.

The straightforward cases, she suggested, tend to occupy the extremes. The difficult ones live somewhere in the middle. Zero tolerance policies may sound reassuring, but when applied bluntly they risk replacing careful judgment with automatic reaction. There is, she argued, an important distinction between refusing to tolerate harassment and assuming that every case must inevitably follow the same path.

Instead, the discussion returned repeatedly to investigation. Fairness. Perspective. Duty of care. Listening before concluding.

Andrew Taggart, partner at Herbert Smith Freehills Kramer LLP and head of EMEA Employment team, offered another thoughtful perspective.

By placing a play at the centre of a legal event, the City of London Law Society created something that no lecture could quite have achieved. It encouraged lawyers to do what they ask witnesses to do every day: pause before reaching conclusions. The law will always require answers. Theatre is comfortable with questions. And somewhere between the two lies the difficult, deeply human work of judgment.

Lawyers, he suggested, have a tendency to become too legalistic.

Sometimes, the wisest judgment is the one we reserve.

Rather than focusing solely on whether conduct falls within a legal definition, good lawyers step back and ask broader questions. What is the right human outcome? What is the right commercial outcome? What are the consequences—not simply for the client, but for everyone affected?

Hosted by Herbert Smith Freehills Kramer LLP—whose longstanding commitment to the arts includes sponsorship of the National Portrait Gallery's Portrait Award—the evening also reflected the profession's commitment to supporting its own community. All proceeds, including the performance fees generously donated by both Shona Newmark and Hilary Cordery, were given to LawCare, the legal sector's mental health charity. £3000 was raised for the charity.

"If we are too rigid in our application of the law," he reflected, "we end up causing all sorts of difficulties." Nobody argued against taking allegations seriously. Nobody questioned the importance of protecting those who come

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THE LINE

Legal professional privilege in the age of AI

For an issue of CitySolicitor exploring the theme of The Line, few subjects could be more timely. As artificial intelligence becomes increasingly embedded in legal practice, new questions are emerging about where the boundaries lie: between human judgement and machine assistance, between innovation and risk, and between information that remains protected and information that may inadvertently cross into the public domain. 40

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One of the many benefits of membership of the City of London Law Society is access to an outstanding programme of lectures, discussions and debates featuring leading figures from across the legal profession, judiciary, business and public life. These events provide an opportunity not only to hear from some of the most influential voices shaping the legal landscape, but also to engage with the issues that will define the future of practice.

THE LINE In April 2026, members were privileged to hear from Sir Colin Birss, Chancellor of the High Court, who addressed the increasingly important intersection between artificial intelligence and legal professional privilege. In a thought-provoking lecture, Sir Colin explored how the judiciary is approaching the use of AI, examined the opportunities and challenges “Can I start by thanking the City of London Law Society for arranging this event this afternoon. Of course this was going to be hosted at Simmons & Simmons today but the current circumstances mean we have moved entirely online. The reason why we were going to be at Simmons was that this all came about as a result of a conversation I had with Colin Passmore last year about AI. No doubt you all know Colin. He was the senior partner in that firm until 2021 and is the Chair of the City of London Law Society. However what you may not know is that Colin also sits as a fee paid Deputy District Judge. And that gives me the opportunity to thank him for his work as a judge, and also to draw attention to the point that there is, without question, a role for solicitors in our judiciary at all levels. The District Bench has always recruited solicitors to its ranks, but in addition I would like to take this opportunity to note today that in the Chancery Division, of which I am the head, there are more former solicitors as High Court judges than there have ever been. 20% of Chancery High Court judges have that background. The idea that solicitors cannot be appointed as High Court judges is demonstrably false. I would encourage anyone with interest in judicial work to speak to someone, and if you can’t find anyone else to speak to, please speak to me. But this afternoon’s event is not concerned with judicial recruitment, it is about AI, so let me turn to that. The potential use of computers in the law has been well understood for many years. There is a Society for Computers and the Law of longstanding. Lord Justice Brooke was an early proponent of it in the 1990s and today, although a surprising amount of paper can still be seen in courts and legal offices, in reality the bulk of legal work is done on, or at least involves, computers. However until recently the computers one encountered in the law were of the traditional kind, in other words they did not involve machinelearning or so called artificial intelligence or AI. But machine learning has always been part of computer science, right back at least into the 1960s. And in the 1980s Professor Richard Susskind was one of the pioneers, identifying the potential for machine learning systems to undertake legal work. And then, jumping ahead by a few more decades, in November 2022 ChatGPT burst onto an unsuspecting world. Moreover since that time, these new machine learning systems, the large language models, are continuing to become more and more capable before our eyes. These systems are what we mean when we talk today about AI. It is worth reflecting on what makes this machine learning/AI so different from the computers we were used to. I think there are two features. The first is that we now have machines which at least appear to operate on the basis that they understand English.

presented by large language models, and considered whether long-established principles of confidentiality and privilege remain fit for purpose in an era when legal advice may increasingly be sought from machines rather than people. We are delighted to reproduce his speech below.

That is new and significant. I say “operate on the basis that” because although it is convenient to say simply that the machine itself understands English, I do not want to get into a debate about what that means in terms of anthropomorphising. The second is that unlike traditional computers, the way these systems appear to operate is probabilistic. Again I am not trying to get into a debate about how they actually work. My point is that they will not answer the same question in the same way every time. There is a degree of variation. One cannot fully predict, in advance, what the machine will say or do in response to a given set of circumstances. There are many other specific features of these systems but I believe these two features together are at the heart of both the potential of these systems and some of the challenges they throw up. Overall and bearing this in mind, the stance I believe we should take is one of cautious optimism. There are good reasons to take real care but also good reasons for optimism about the potential.

“...But machine learning has always been part of computer science, right back at least into the 1960s. And in the 1980s Professor Richard Susskind was one of the pioneers, identifying the potential for machine learning systems to undertake legal work...” Now in the judiciary of England and Wales an important response to these developments was the Judicial Guidance on the use of AI. The original guidance came out within about a year of the launch of ChatGPT and the current form of the Guidance was published in October 2025. The Guidance has three aspects. The first point is that judges are not prohibited from using AI. The decision to do so is a matter for the individual judge. However the second point, is to make clear that judges do and must take full personal responsibility for whatever goes out in their name. So, although it might seem like a statement of the obvious, the content of a judge’s judgement is their full and sole responsibility.

The third aspect is that a judge who wishes to use any kind of AI system should only use a system which they are sure is secure. When the Guidance was first introduced it was clear that there were many public systems, such as public ChatGPT in which one’s data was not secure. That was both in the sense that entering data into such a system risked violating data protection law, and also because the AI system itself would or could learn from what was entered into it. These were good reasons why it was not appropriate for court data to be entered into those systems. However, thanks to important work done internally involving collaboration between the judiciary, the Judicial Office, His Majesty’s Courts and Tribunals Service (HMCTS) and the Ministry of Justice’s AI unit, we now have two AI systems which we are satisfied are secure. One is a secure form of the Microsoft Copilot system and that is available to all judges in England and Wales. The other is a secure system based on in-house development with by HMCTS and MOJ. We have online guidance and training material provided via the Judicial College, which includes among other things a Copilot prompt library. And we are running a series of webinar training courses, starting at the end of April, with a focus on deep fakes. Let me mention four specific examples of what is going on: a) First, working with HMCTS and MoJ, we are looking at using AI as an in house transcription tool. This is very exciting and has potential to make a big difference in all our courts and tribunals. b) Second, we have found that AI is useful for helping judges produce anonymised judgments. This is a particular issue in the family area (but not limited to that). The proper anonymisation of judgments is a good thing because it helps transparency in the justice system, by allowing details of cases to be published. The way this works is that the judge prepares their reserved judgment in the normal way. The AI is then used as a tool to help the judge produce an anonymised version, by making suggestions. The judge can use them or not, and of course it is the judge who is responsible for the final version. However the tool has been found to be valuable and, in particular, some judges have commented that the AI has identified pieces of information as candidates for anonymisation, which are not the obvious things to redact (like the names and so on). The AI identified information combinations which might risk a kind of jigsaw identification of the individuals concerned. c) A third example is something I only came across relatively recently. This is to use AI to identify internal inconsistencies in my own work. So what I have now done since then is thus. Once I have finished writing a judgment, I give it to the secure Copilot system on my computer and ask it to identify any internal

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THE LINE

“Uploading confidential documents into an open-source AI tool, such as ChatGPT, is to place this information on the internet in the public domain, and thus to breach client confidentiality and waive legal privilege, and any such conduct might itself warrant referral to the regulatory body and should, in any event, be referred to the Information Commissioner’s Office.” inconsistencies. It is remarkably effective. What I choose to do with the proposals is up to me. I don’t always agree with the AI but it has been helpful and I have clarified wording in draft judgments as a result.

include legal advice from patent agents (Wilden Pumps v Fusfield [1985] FSR 159) but that failed (2) and it was done by legislation in s280 of the Copyright Designs and Patents Act 1988.

d) The fourth and final example is the use of AI for administrative tasks. With the form of Copilot available to leadership judges like me, the ability to find things in emails and files has been transformed. No longer do I need to do word searches on old emails.

An important case was and remains R (Prudential) v Special Commissioners of Income Tax [2013] UKSC 1. Here the Supreme Court decided not to extend the common law privilege beyond the legal profession to include other advisers such as tax accountants. The judgments of Lord Neuberger (who gave the main judgment of the majority) and Lord Sumption (dissenting) demonstrate how difficult this area is and set out the pros and cons of extending the common law.

But let me turn to legal professional privilege. Thinking back to the months after ChatGPT was launched, when you started trying it out one of the striking things about using it was the slightly eerie sense that you were communicating with a person. You would type in a question (or even speak to it) and the system would respond in a manner which computers really never had before. The response created a facsimile of an interaction with another person. And it was quite clear you could ask it for what we can all identify was legal advice – and it would give it to you. And like courts all over the world, we are seeing an increase in use of AI by unrepresented litigants in drafting the material they present to the court. Now the volume of this material can present a new challenge for us but it is worth emphasising that there is also a sense in which this use is pro-access to justice. The material can be very long and not right, it is not the case that all of is wrong or of poor quality. My own experience, and the experience of other judges I speak to, is that quite often the litigant’s case is presented more clearly and coherently than I would have expected in similar circumstances in the past. Just as a test I tried using public ChatGPT last week. I typed in “my builder broke my window when fixing my kitchen. Can I sue him? It responded in this way: “Short answer: yes, potentially—but it depends on the circumstances and evidence. In the UK, this kind of situation usually falls under negligence or breach of contract. Here’s how it breaks down:” The system then dealt with five topics – negligence, contract, remedies, writing to the builder and finding out if they have insurance, and then how to go to court, particularly the small claims track. It ended: “If you want, tell me: roughly how it happened, whether you had anything in writing and whether the builder is accepting responsibility, I can give a more precise view on how strong your case is and what to do next.” The obvious point is simply that this interaction is the same as an exchange between a new client and their legal professional. And let us assume too that the “client” and the “adviser” then exchange more information – so that the “adviser” can provide a more precise view. If the adviser was a legal professional, the whole exchange would be covered by legal professional privilege. This privilege is a fundamental constitutional right in England and Wales. In Three Rivers [2004] UKHL 48 Lord Scott famously credited Professor Adrian Zuckerman (in his textbook) with a rationale for this privilege as one based on the rule of law itself. One aspect of that rationale which I think has particular force is the point that it can only be fair to say that ignorance of the law is no excuse if everyone has the facility to find out what the law is. So the role of the lawyer is to level the playing field between those who are legally sophisticated and those who are not, ensuring that the presumption of knowledge of the law is not devoid of reality. (1) The common law originally attributed the privilege to people interacting with legal professionals. And for a long time there have been attempts to expand the scope of the common law doctrine by reference to the nature of the adviser. For example in the 1980s there was an attempt to expand that common law concept to

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If one wanted to extend the common law concept of this privilege to a situation like the one I have described above with ChatGPT (and I am not suggesting either way that one should or should not), the attempt to do so would need to confront the issues identified in Prudential. However, there is another dimension to consider here, confidentiality. What if – as public ChatGPT is – the AI service used by the individual is a public system? In the recent decision (November 2025) of UK v Secretary of State for the Home Department [2026] UKUT 81 (IAC) the judges in the Upper Tribunal had to deal with two cases in which the legal representatives of a party had used AI for research and to draft documents for use in court, with the result that the material provided to the court contained fake case citations. Most of the case is about the hallucinations but the case also addresses a consequence of what took place. At [60] the judges held as follows: “Uploading confidential documents into an open-source AI tool, such as ChatGPT, is to place this information on the internet in the public domain, and thus to breach client confidentiality and waive legal privilege, and any such conduct might itself warrant referral to the regulatory body and should, in any event, be referred to the Information Commissioner’s Office.” Now confidentiality has always been a pre-requisite for the attraction of the privilege, so even if one did extend the concept of the privilege to include advice from AI, on the current approach, it would not seem to attach to the interactions with these public AI systems because they do not appear to be confidential. Now there may be more to be said about the precise factual position of information entered into these public systems, but on any view one cannot assume that confidentiality is preserved. But before I finish I would like to mention a further question – which I suspect is close to many lawyers’ hearts. Can one imagine a common scenario in which a client comes to a lawyer for advice and it is the lawyer who uses AI to help them provide the advice to the client? Does that use of AI impact on the client’s privilege? (because of course the privilege we are talking about is the client’s not the lawyers). Now assuming the lawyer has used a secure system, I would suggest that it is hard to see how that could have an impact on privilege. Legal professionals are entitled to consult other sources of legal advice – text books (paper or online) and so one might think that ought not to undermine the privilege. Now overall my purpose this afternoon is to identify live issues and to frame the debate we are going to have this evening on this panel. I am looking forward to an interesting discussion. Thank you. 1. See Zuckerman on Civil Procedure 5th Ed (2026) at 16.10. 2. This was based on the common law because the Patents Act 1977 had only extended the privilege to cover patent agents advising in pending or contemplated patent proceedings. Speech by Sir Colin Birss, Chancellor of the High Court143.29 kb

CITY OF LONDON SOLICITORS’ COMPANY NEWS

MY MASTER’S YEAR Virginia Cannon reflects on her year as Master

hen I first started to think about this article, I thought that it would be a relatively simple process to give a short account of my experiences during my year as Master of the Company: it is only a year, after all; how much can have happened? When I went through my diary, however, it all gradually came back, and I was astonished by the huge number of unique and varied experiences I have been privileged to enjoy. I found I had been to over 100 livery events, including:Annual banquets of other livery companies at Mansion House, and livery dinners of other companies, plus some of their exhibitions, annual lectures, receptions and installations; Historic events celebrating centenaries and 125-years events; The ceremony (and dinner afterwards) at which the Lady Mayor presented their Letters Patent to the Communicators Company, the latest of the 114 livery companies to achieve livery status and thus at the forefront of the future of the livery; Formal Civic ceremonial events, not only Common Hall elections, but unique and very moving events, such as the Garden of Remembrance ceremony, where each livery company in turn planted wooden crosses in St Paul’s Churchyard, and the Remembrance Service and Lunch; and other ancient customs such as the Ceremony of the Keys, and the Silent Ceremony;

The very lively events put on by my Master’s 2025-6 Year Group, with much support from the Lady Mayor and Consort, all culminating in the Lady Mayor’s weekend for livery masters and consorts of that group in Bournemouth, at which we selected the group name going forward. This was, very fittingly, the Unsquared, picking up the Lady Mayor’s theme of Unsquaring the City. I have been so lucky to have had such collegial and welcoming colleagues in my Year Group., It has been fascinating, energising and a huge pleasure to meet so many interesting people and get a glimpse into the workings of so many other livery companies. Despite having some things in common they are each unique in the way they do things. One could study the livery for a lifetime and still find complete surprises! And then there is what I call the phenomenon of livery serendipity – so often, things just happen to come one’s way, as delightful surprises and connections. In addition to all these livery and civic events, there were the meetings of my Company, where I presided at 6 Court meetings; a number of meetings of the 6 Committees of which the Master is an ex officio member, and I felt it was the least I could do to go to as many as I could, to be a connecting factor; and the meetings of our sister organisation, the CLLS, of which I was President, as Master, and which included Board meetings, a strategy awayday, liaison meetings with the SRA, liaison meetings between our two organisations, and lectures and seminars which the CLLS put on.

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CITY OF LONDON SOLICITORS’ COMPANY NEWS

“...Through all of our Company events at which I had the honour to preside, I have always wanted to create an atmosphere of collegial enjoyment, of an event people could look back on with warmth and affection, and it has been lovely to see people responding positively to that aim...” And, most importantly, we have had some really good Company and Company-related events. At the start of my year, with the installation of myself and the Senior and Junior Wardens at the AGM, followed by the Outgoing Master’s Dinner, it gave me great pleasure to be able to donate to the Company a new set of silk embroidered robes for each of us, which I had had made so as to provide a lighter and shorter alternative to the existing robes which had done great service to the Company – as well as on everything else, global warming is having its impact on heavy formal ceremonial gear! My theme for the year was connecting, which included connecting between Solicitors and the Bar, between Solicitors in Training and members of the Company, and between the Company and the wider livery. As my year overlapped by six months with that of my husband, Richard, as Treasurer (like Master) of the Inner Temple, we put our heads together to set up a first-ever event, a joint livery dinner between the liverymen of the Company, and the Benchers (members of the governing body) of the Inner Temple. To do this, we adapted some of our normal livery ceremonies, and preceded it with a beautiful short service in the Temple Church. We were both extremely pleased that everyone who came seemed to enjoy the evening immensely, and connected very well – especially when it came to the Loving Cup, which was new to many Inner Templars – and to some of the Company – and broke down barriers very nicely! We were honoured to have as our guest speaker Lady Justice May, a judge of the Court of Appeal (and one of Richard’s former pupils). 44

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I was also very pleased and honoured to be able to hold our annual Mansion House banquet with a full Civic attendance, Lady Mayor, Sheriffs and Consorts, and four Lady Justices of Appeal. It meant a lot to me that I was able to highlight female success at the highest levels, in the year of our first Lady Mayor, and first Lady Chief Justice, who each decided to take that formal female title. One of my favourite events of the year has always been the Annual Service at St Peter ad Vincula in the Tower, followed by a warmly informal supper at Trinity House, with tables adorned with models of the lighthouses that they look after. It was so good to be able to go back there again, after renovations had led to unavailability the previous year. Then it was my great pleasure that Professor Andrew Murray, Dean of LSE Law School, came to give us an outstanding Master’s Lecture on the topic of Digital Legal Agents and Access to Justice, which we held in the impressive modern venue of the Inner Temple Lecture Theatre. Through all of our Company events at which I had the honour to preside, I have always wanted to create an atmosphere of collegial enjoyment, of an event people could look back on with warmth and affection, and it has been lovely to see people responding positively to that aim. I am also a great believer in minimalism when it comes to speeches! During the year, we also took major steps to generate interest in future membership of the Company by setting up the Associates scheme, for Solicitors in Training, and holding the very successful Co-Mingle events designed to provide an informal setting for them and other potential new members to meet Company members and to find out what the Company is all about. We also held an extremely popular evening tour of the Tower of London.

CITY OF LONDON SOLICITORS’ COMPANY NEWS Additionally, we have taken the first steps to setting up a Mentorship scheme, and have developed Past Master Ed Parker’s groundbreaking sporting initiatives to provide a broad and attractive range of activities to encourage participation by members and potential members, which have been enthusiastically received. During my year we welcomed 40 new Freemen, 8 Liverymen, and 11 Associates, which is am impressive vindication of the strategy originally put together by the Senior Warden for increasing our membership, and implemented with a great deal of energy by our hard-working Committees. A landmark livery-related event right at the outset of my year was the establishment of the new Legal Liveries Group, comprising our Company, the Arbitrators’ and the Scriveners’. We have signed an MOU and have nominated members of our respective companies to develop future activities between us – we have a lot of ideas, which I look forward to see being developed in my successor’s year. We have also refined and developed our Committee structure, which now has very active Communications Committee members, who have greatly increased our profile, and events run by Whittington LEMs Convenors in the pipeline. Throughout all this intense activity, both within and outside the Company, I am extremely grateful to have had the steadfast support and engagement of the Senior Warden and the Junior Warden, without whose help and co-operation none of this would have been achieved. I hope we have established the precedent of genuine teamwork between all three officers, which will carry on in subsequent years. There is only so much one can achieve in a year, but to feel one may have laid the groundwork for the Company to flourish and grow in the future is greatly fulfilling. Finally, a profound thank-you to the Company for giving me the unique, once-in-a-lifetime, unforgettable experience of being Master Solicitor.

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CITY OF LONDON SOLICITORS’ COMPANY NEWS

IT’S ALL ABOUT THE MEMBERSHIP Interviewed at the outset of his year as Master in June 2026, Simon Davis shares his vision for the City of London Solicitors' Company: a community that enriches lives, supports solicitors at every stage of their careers and becomes indispensable to its members.

hen I interviewed Simon Davis at the start of his year as Master of the City of London Solicitors' Company, it quickly became apparent that this was not going to be a conversation about ceremonial duties, chains of office or personal achievements.

It remains the simplest explanation for a legal career that has spanned decades. Simon has always enjoyed helping people navigate difficult situations, which naturally drew him towards litigation. Transactional lawyers put deals together; litigators are called if things fall apart.

That instinct to help others extended beyond clients and into the profession itself. As President of the London Solicitors’ Litigation People have been a recurring theme throughout Simon's career. Association and later President of the Law Society, Simon found himself As an undergraduate, Simon was unsure which career path to follow. increasingly concerned about the way solicitors were portrayed. The answer came at a careers talk. "I thought the profession was getting a bad press. We were either While many presentations about professional life left him distinctly described as fat cats or lefty lawyers. Somehow we managed to become lefty fat cats." uninspired, one solicitor from Wokingham had a very different effect. Instead, it was a conversation about people.

"What he described didn't sound like work. What I was listening to was Beneath the humour lies a serious point. His motivation for taking on somebody who loved sorting out people's problems. I thought: that's leadership positions was never about status. It was about supporting solicitors and helping them do their jobs more effectively. me." 46

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CITY OF LONDON SOLICITORS’ COMPANY NEWS That same philosophy now underpins his year as Master.

At the annual banquet earlier this year, one of the Sheriffs remarked on the very unusually large number of younger faces in the room.

Although Simon had been involved with the Solicitors' Company for many years, it was only after stepping back from full-time practice At the same time, he is equally clear that more established members that he was able to devote more time to it. What he found was an are just as vital. The intention is not to choose one group over another, organisation occupying a unique position within the legal community. it is to build a Company that works for everybody.

"There is a great deal of discussion about law firms, and rightly so. They That aspiration is shared by the Company's senior leadership team. do extraordinary things. But I don't think we always talk enough about Simon is quick to emphasise that his priorities align closely with those the people within those firms." of incoming Senior Warden, Gareth Ledsham and Junior Warden, Lee McLernon. For Simon, those are the individuals that count. They are the solicitors spending their days helping clients through disputes, crises and Rather than introducing entirely separate agendas each year, the uncertainty. They are the people carrying the burden that inevitably three have adopted a common approach, centred on members and come with that responsibility. While its close sibling the City of London membership. Law Society focuses on firms and the wider profession, he sees the Simon describes his own role as taking a holistic view across the Solicitors' Company as having a different role. Company. Gareth's focus is on ensuring that the Company reflects and "We focus on the individuals." welcomes people from every background and every walk of life. Lee's particular interest lies in strengthening the Company's engagement Everything he hopes to achieve over the next year flows from that with the wider livery movement and ensuring it plays a full role within principle. the civic life of the City. Asked about his theme as Master, Simon is clear that his priority is a Together, they are pursuing different aspects of the same goal: relentless focus on looking after existing members while continuing to building a stronger, broader and more connected Company with the attract new ones. membership and charity at its heart. A strategic review undertaken last year confirmed something many Another priority is visibility. The City Solicitors' Company has become people had already sensed. In a post-pandemic world, where remote increasingly active on LinkedIn and other platforms, showcasing its and hybrid working have become commonplace, people are looking activities and celebrating the achievements of its members. for connection, community and experiences outside work. They want opportunities to meet others, learn new things and broaden their The objective is straightforward. Tell people what the Company is horizons, but they often lack the time to organise those opportunities doing. Demonstrate its value. Challenge outdated perceptions. themselves. Those perceptions, he believes, remain a potential barrier to growth That, Simon believes, is where the Solicitors' Company comes into its for many Livery Companies. There are still those who assume that it own. is not for them. They imagine something old-fashioned, exclusive or irrelevant to modern professional life. He paints a vivid picture. A solicitor is sitting at their desk and somebody asks what they have planned for the next few months. The image is “The reality is rather different. Just join us and you will find that out.” black and white. Then they start to discuss the Company’s events The real challenge is usually time. calendar and suddenly everything turns to colour. Solicitors work in a particularly time hungry profession. Joining a Livery It is a wonderfully evocative description of what he wants the Company can feel just like adding another commitment to an already organisation to provide. Not another obligation. Not another impossible schedule. committee. Not another demand on an already crowded diary. Instead, a source of enrichment. But Simon says it is actually the opposite. Over the coming year members will find opportunities to attend "We'll sort it for you. We will give you a life outside work at the press of receptions, dinners, lectures, walks, visits and charitable events. One a key or a screen.” week it may be a champagne reception at Merchant Taylors' Hall. Another might involve exploring the bloody history of Smithfield. Later there will be talks from distinguished speakers such as Lord Roberts, a panel discussion for those considering becoming non-executive directors, a session on how to cope with “imposter’s syndrome”, the chance to join sports teams, the running club and on and on. Something for everyone. The events themselves are important, but they are not simply the point. The point is creating a richer life beyond work. Simon speaks with particular enthusiasm about the Company's growing efforts to attract younger members. Apprentices, trainees, paralegals and aspiring solicitors are increasingly becoming part of the organisation's life, helped by the introduction of new membership categories and a conscious effort to broaden participation.

“...The real challenge is usually time. Solicitors work in a particularly time hungry profession. Joining a Livery Company can feel just like adding another commitment to an already impossible schedule...” CitySolicitor 47

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heir founding principle was simple: put clients first in every decision, from pricing to process. That meant moving away from the billable hour towards fixed fees, value-based pricing, subscriptions, and fee caps. “I have seen things from both sides, but ultimately the legal profession needs to catch up with the modern world in terms of service delivery and how we prioritise working with clients rather than against them,” Adam says. “That’s not just about fee structures, it’s about our entire operation.” Technology was central to that investment before the firm had taken on a single client. After reading Clio co-founder Jack Newton’s book, The ClientCentred Law Firm, Adam saw a clear fit. “Having read Jack’s work, I knew that Clio was going to be aligned with us, both in terms of values and service offering.” Clio became the firm’s core platform from day one. From faster turnaround to more client trust For a firm built around delivering more for clients, pace matters as much as quality. In a recent M&A transaction, the firm on the other side had 35 specialist lawyers and took three weeks to turn around a share purchase agreement. Adam Benedict returned a redlined document in 48 hours using Clio Work. “All the parties want this transaction,” Adam says. “What they don’t want is for creaky old law firms to hold it up.” In another example, a client came to them after a diff erent firm had held the case for nine months without any meaningful progress. Adam made a promise: attend a Friday afternoon meeting, and by the end of it, the client would have a full legal strategy, an evidence gap analysis, a litigation budget, and a detailed assessment of the other side’s likely litigation strategy. Working with his colleague and using Clio Work, the team delivered all four within 24 hours. The intermediary on the call was so impressed that he later referred a multi-million-pound litigation matter originally intended for another firm. “We’re able to help more and more people with the same headcount, the same capacity.” Three years in, and already making history Adam Benedict has grown from a two-person startup to a team of ten. Turnover has increased by more than 200%, as has its client base. “We almost tripled revenue from year one to year two through client loyalty and some fantastic cases that we have managed to bring on board, punching way above our weight.” By the end of 2026/2027, the firm expects to significantly increase revenue without adding another lawyer.

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Its reputation has grown too. Adam Benedict was named one of The Times Best Law Firms 2025, ranked among the UK’s top construction law firms, and won the 2025 Reisman Award for Best New Law Firm. Most notably, the firm has already made legal history three times, helping create new UK law in the construction sector. They were working on a construction case at the time that produced the first finding of relevant liability under section 130 of the Building Safety Act, the first Building Liability Order and the first information order under the Act—all in a single matter. “That’s historically important because the Building Safety Act is the post-Grenfell legislation,” Adam explains. The decision shows how the Act can be used to prevent construction companies from avoiding liability for unsafe work through corporate restructuring or the winding up of subsidiaries. “It’s probably the most important development in the construction industry in the last 100 years or so, and to be the first to have gotten that is a real achievement.” The model and where it goes next From the start, Adam and Benedict knew a client-centred firm needed strong operations behind it. If tasks like admin, communication, and billing can slow their firm down, everything else suff ers. “We’re a small team. There are always going to be bumps in the road and imperfections, but we’re constantly looking at trying to make it better,” Adam says. “That’s with the help of having a piece of software from people who really understand the problem that we’re trying to solve. It’s been incredibly important.” The team can take on more complex work, move faster, and give clients the kind of visibility and transparency that even larger firms struggle to deliver consistently. Having Clio at the centre of the practice makes that possible at scale. Adam Benedict can automate workflows, streamline billing, and give clients direct access to their case updates and documents through Clio’s client portal. “I love the fact that clients get an app on their phone,” Adam says, “a onestop shop for their legal needs.” It also supports the firm’s approach to pricing. Moving away from unpredictable hourly rates means clients know what they’re paying before work begins. The firm’s systems make that model practical. Benedict sums up the long-term approach: “Things change all the time, but the key for us is to maintain regular contact with our clients, nurture good relationships, and take on board what they say. Then it’s down to us, as their lawyers, to look further ahead, so it benefits them in the future.” In only three years, Adam Benedict has grown fast, made history, and built something that looks nothing like the profession it set out to challenge. ■

CITY OF LONDON SOLICITORS’ COMPANY NEWS

THE MASTER’S LECTURE 2026 T

he Master’s Lecture 2026 was given on Wednesday 20th May in the imposing surroundings of the Inner Temple’s lecture theatre. Entitled “Digital Legal Agents and Access to Justice”, it was delivered by Professor Andrew Murray, Dean of the Law School at the LSE and a leading expert in the field of AI and the law. Professor Murray’s talk examined two contrasting aspects of the way in which AI is becoming involved in the legal world: first, in the field of consumer and other low-value claims, and secondly in higher value work for more sophisticated and well-resourced clients. The lecture first examined how AI was filling the gap left by the fact that legal advice and adjudication by human judges is, for many low value claims, both unaffordable and inaccessible. Professor Murray drew attention to the fact that well over half the population are without a local legal aid provider to help with issues relating to welfare, community care and immigration and asylum. Some 80% of private family law proceedings now have at least one party without legal representation and 60-70%.of the tenants defending themselves in housing possession proceedings are presently unrepresented. These unrepresented people often seek help, not from the solicitors that they cannot afford to pay, but from search engines like Google, websites such as Money Saving Expert, and “rights influencers” on TikTok and similar sites. Many, however, are now turning to the freely available AI agents such as ChatGPT, Gemini or CoPilot. Though these agents famously have a tendency to “hallucinate” and to invent favourable authorities, they are better than nothing and often good enough for the purposes of those who seek their aid. As Which? recorded in December 2025, some 22% of adults under 35 routinely use AI tools instead of seeking professional legal advice. AI tools are also being developed to adjudicate some lowvalue claims more cost effectively than could be done through the County Courts, arbitration or ombudsman schemes. At the other end of the scale, AI platforms such as Harvey and Legora are marketing themselves directly to the in-house teams of major commercial enterprises, with a view to bypassing private practice lawyers altogether. As Professor Murray pointed out, this is likely to transform the nature of legal practice. Whenever in the past a high-margin profession has met a sufficiently capable technology - as has happened in the cases of travel

agents, tax accountants, equity analysts, routine accountancy and some parts of medicine – the profession has survived in some form, but never in the form that it had before the arrival of the technology. Professor Murray nevertheless had a challenging and inspiring conclusion. First, although in some respects the use of AI will save time and cost, in many other respects it will simply add value to the work of the human lawyer. It can augment your judgment, and identify what you might otherwise have missed. It can bring to bear on the problem an analysis that you could not have produced yourself. But, because it only has data, not judgment or experience, it still needs the human brain to evaluate its product. Secondly, AI can administer where the law operates mechanically, but it cannot adjudicate where the law operates judgmentally. Justice requires that people be heard and their circumstances understood. It requires that decisions affecting their lives be made by someone capable of empathy, wisdom, and moral judgment. These requirements are not obstacles to efficiency but the essence of what we mean by justice - and they all still require human input. At the end of Professor Murray’s lecture, there was a very lively and engaged question-and-answer session, chaired by the Master. The question most frequently asked was a version of “does the advent of AI mean that, in a few years’ time, I will no longer have a job?” To that, Professor Murray could only give a speculative response. The advent of AI means that the profession, if it is to survive, must change. At present, it is structured as a pyramid, with lots of newly-qualified lawyers at the bottom and relatively few senior lawyers at the top. The fact that AI can now do a lot of the routine work presently performed by junior lawyers, risks inverting that pyramid. It means that there is likely to be less need for so many junior lawyers, but a greater need for senior lawyers who can assess and moderate the output produced by AI (rather as partners presently approve, revise, and sometimes correct the output of their associates and trainees). The problem is that a lawyer cannot acquire the experience required to become an effective senior lawyer without first working as a junior lawyer. That is a conundrum which the profession will need to solve, and to solve rapidly. After the lecture, the discussions and debates continued over canapés and wine, at the end of a most thought-provoking and entertaining session. ■

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ADVERTISING FEATURE

The OverCompliance Problem in UK Law Firms Anti-money laundering compliance, in theory, is mandated and designed to help firms identify risk and to counteract legitimate concerns about criminals who may be hiding or moving illegally obtained money. Increasingly, in practice, those legal professionals working in compliance or who are obligated to perform compliance checks report that is becoming time- and resource-heavy and a major stress for the industry. That was the central concern raised at a recent Dye & Durham-Modern Law roundtable on AML in conveyancing, which brought together conveyancers, compliance leads and legal technology specialists from across the sector. Chaired by Founder and CEO of Teal Compliance Amy Bell, the discussion set out a problem that will be familiar to most firms handling residential property work: compliance processes that keep expanding, without a corresponding increase in confidence that they're actually catching the right things. The 3 Major Compliance Challenges Law Firms Face Dye & Durham partnered with Modern Law on this roundtable to capture the sentiment of diverse legal practitioners and the issues they face in relation to meeting compliance demands and regulation. Three distinct compliance challenges were identified by the 13 conveyancers, compliance leads, and technology specialists in discussion. The first was the sentiment that documentation has become a substitute for judgement rather than a way to understand one’s clients. Many of those in attendance report that they are collecting more evidence not because it clarifies risk, but because it's easier to defend a thick file than a thin one if a regulator asks questions later. In short, firms may be collecting documents in anticipation of a regulator review rather than to fully understand a client. The second was the increasing stress levels and toll this over-compliance was taking on staff with fee earners absorbing growing volumes of compliance work, much of it unbillable, on top of caseloads that were already stretched. As several participants reported, a culture of over-documenting has become the safer default, even when it adds nothing to the risk assessment itself, with newer lawyers in particular entering a profession where the fear of getting AML wrong shapes almost every decision. The final issue reported was the inefficiency of duplication of processes and document collection with clients routinely asked to provide the same identity and source of funds evidence to multiple firms during a single transaction. Advice on Compliance From Legal Practitioners What can conveyancing firms do to cut down on these concerns and the practice of over-compliance? In the roundtable discussion, several pragmatic fixes emerged that firms can act on now without waiting for further regulatory clarity. • Apply a proportionality test to every request. Before adding a document to a file, ask whether it changes the firm's understanding of the client's risk. If it doesn't, ask where it needs to be collected or whether it is being collected out of overcaution. • Set an internal and agreed bar for collection before any matter starts. Deciding in advance what "sufficient" looks like for each risk tier prevents requests escalating ad hoc once a file is already underway and a fee earner is under pressure to be seen as meeting (or exceeding) requirements.

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• Redesign training around reasoning, not repetition. Annual, box-ticking AML training was singled out in the roundtable as ineffective. Instead, shorter, scenario-based formats were favoured, on the basis that staff who understand why a check exists apply it more sensibly than staff who are simply following a script. • Review checklists on a fixed schedule. Requirements added in response to a specific past incident tend to outlive their relevance. A periodic review keeps checks tied to actual risk rather than accumulated caution. • Explain the reasoning to clients. When clients understand the purpose of a firm’s checks, they are much more likely to comply. Much of the friction clients raise (and frustration that might result) isn't about the existence of AML checks; it's about the lack of explanation for why the same information keeps being requested. Where Technology Can Help to Minimise Necessary Compliance Checks The consensus at the roundtable was that automation has moved from a niceto-have to close to a necessity, but only once a firm has already worked out what proportionate looks like. Applied on top of a checklist that already over-collects, any technology that is used will just result in a faster over-collection. In contrary, when used well, technology can effectively remove the parts of the process that add cost without adding insight. Dye & Durham's Unity® platform, for example, integrates biometric ID and liveness checks, Safe Harbour verification for vendors and purchasers, and source of funds checks through open banking, directly into the case file, so results return in real time and the audit trail builds itself as the matter progresses, rather than being reconstructed after the fact. Layer on PEPs and Sanctions checks and you can identify clients on sanctioned lists or as a politically exposed person immediately. That kind of integration addresses the duplication problem in a limited but meaningful way too: firms triggering checks from data they already hold spend less time re-requesting information the client has already provided elsewhere in the same transaction. What technology doesn't do, however, is replace the judgement that tells an experienced conveyancer when something isn’t quite lining up with a client. Honing those instincts and using checks to verify remains an important skillset for anyone in compliance. Final Takeaway For any professional fielding these checks day to day, the roundtable's conclusion will likely match your own experience: the volume of AML work has grown faster than anyone's confidence that it's catching the right things. The way to challenge that reality isn’t necessarily to collect more documentation; rather, it’s ensuring that the processes and technology you and your firm adopts matches the compliance need, in a way that makes both firms and regulators confident that a firm truly knows their client. This piece draws on discussion from the Modern Law roundtable series, hosted by Dye & Durham and chaired by Amy Bell. Read the full roundtable in Modern Law Issue 82. ■

CITY OF LONDON SOLICITORS’ COMPANY NEWS

A TOUR OF GUILDHALL

ike “Whitehall”, the word “Guildhall” has two common meanings: one is literal, being the fabric of the buildings in the complex, and the other figurative, referring to the body of government and administration based there (including the Courts of Aldermen and Common Council). These matters were in the author's mind when a group of Company members and their guests gathered in the west wing of the Guildhall for a tour hosted by Professor Michael Mainelli, the 695th Lord Mayor of the City of London and the current Alderman for the ward of Broad Street (the ward in which the Company’s office sits). The west wing of the Guildhall is one of its more modern parts and we headed upstairs from the reception area to the Aldermen's Dining Room. A reasonably small room (there are, after all, only 25 Aldermen), it is elegantly decorated, with images on the walls showing representations of various uniforms, livery gowns and aldermen's gown through the years. One could spend hours investigating these but it was time to move on to the Court of Aldermen, which is the bit that sticks out of the west wing into Guildhall Yard. This may look rather space-aged from the outside but, on the inside it feels like one has stepped onto the bridge of a starship from one's favourite space-based movie franchise, with large (and very comfortable) blue leather seats set around the walls of the room, one for each Alderman. The historic nature of the room is still in evidence though, with the banners of those Aldermen who have served in the office of Lord Mayor hanging high above those gathered below – it was easy to spot the arms of Past Master Vincent Keaveny, with the allusions to Dublin and the Company's owl crest. With the Master installed in the seat set aside for the

Lord Mayor to chair the Court, we learnt of the history of the City and how its governance came into being, developed and continues today. From there, it was on to the Great Hall, dating from the 15th century. Under the gaze of Gog and Magog, the traditional guardians of the City, we heard more on the history of the Guildhall, checked out some of the standards of length and admired the banners of the Great Twelve livery companies and the arms of the other companies on shields in the rafters (the Company's being quite easy to find…). Onto the Crypt, with its fascinating windows and where we learned that there's an even older crypt beneath this one, then the 19th century Livery Hall (with superb paintings) and the Old Library, which has no books now but once held more than 126,000 and allows those "in the know" to peer into the Print Room, where the actual election of the Lord Mayor takes place each year. Our tour finished in the magnificent Chief Commoner's parlour, with its intricate and delightful Victorian stained windows – we were told the windows are valued at twenty to thirty million pounds (but are not insured for various reasons!). A glass of fizz followed in the Members' Bar alongside a Q&A session with the Alderman; congratulations to Liveryman Cliona O'Tuama for winning the small prize for the most interesting question. And, finally, dinner in the Members' Private Dining Room ending with traditional toasts and a few words from the Master and the Alderman and a chance for attendees to share fellowship before floating off into the night. An engaging, entertaining and enlightening evening, enjoyed by all with thanks to Court Assistant Colin Gregory for organising and Alderman Professor Mainelli for hosting! ■

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WHERE TO STAY

LEGALEX: Building a New Home for Legal Innovation As the legal profession navigates rapid technological, operational and cultural change, LegalEx is evolving to create a space for the industry to understand what comes next. After 11 years as part of the UK legal events landscape, LegalEx took a step back in 2026 and completely rethought its approach. Moving away from its traditional expo format, the event was relaunched as two dedicated legal innovation conferences in London and Manchester.

day. Attendees renewed old connections, made new ones and shared experiences with people facing many of the same challenges. The exhibition brought another dimension, with organisations including LexisNexis, Clio, LEAP, Actionstep, Barclays and the Legal Services Board showcasing technology, services and ideas designed to help shape the future of legal work. The result was an event where education, innovation and community came together, and one which achieved the highest NPS feedback score in LegalEx’s history.

The ambition was simple: create a place where legal professionals could access genuinely useful insight, discover new ideas and technology, connect with their peers and leave better prepared for the future.

Looking ahead to 2027

A new LegalEx

The 2027 programme will explore responsible AI adoption, governance and risk management, digital transformation, the future legal workforce, recruitment, skills, employee engagement and changing client expectations.

Attendees included senior representatives from organisations including Coca-Cola, Shell, Whitbread, ABB, Vodafone, UNHCR, Clifford Chance, Freshfields, Dentons, DLA Piper, HMRC, Taylor Wessing, Hogan Lovells and Ashurst.

The aim is to build on what worked in 2026 while creating an even more engaging experience, one where legal professionals can learn something valuable, discover what is happening next, meet the people behind the ideas and spend time with their wider community.

LegalEx London welcomed 700 legal professionals to three theatres featuring 23 sessions and 43 speakers, alongside 26 exhibitors.

The programme tackled the issues legal professionals are grappling with now, and those they need to prepare for next, with sessions covering AI, cybersecurity, sustainability, innovation, ethics and the future of legal teams. Daryl Cooke, Co-founder of Gunnercooke and a LegalEx speaker, summed up the value of being part of the event: “To be successful in anything that you do, you have to have a curious mind, which means coming to events like this… and this is one of the best ones.” But LegalEx was designed to be more than a day of sitting in theatres and listening. A dedicated networking area, informal spaces to meet over coffee and refreshments, and post-conference drinks created opportunities for conversations to continue throughout the 52 CitySolicitor

LegalEx London will return on 11 February 2027, moving to the larger Convene 133 Houndsditch to accommodate the demand generated by the 2026 event.

The ambition is to become the place legal professionals turn to for insight, practical answers, new ideas, technology and connections, and an event they look forward to returning to each year. LegalEx London 2027 | 11 February | Convene 133 Houndsditch

WHERE TO STAY

Crossing the line between hotel and home W

Forstal's, Peasmarsh, East Sussex

hen I spoke to Luke Kock about Forstal's, I was expecting him to tell me about the swimming pool. Or perhaps the lake. Possibly the vineyard. After all, these are the sorts of things that tend to feature prominently when somebody is showing off a luxury country retreat. Instead, he told me about his grandmother.

Known to everyone as Gaggy, she arrived here nearly thirty years ago when Luke's parents bought what was then a rather neglected 17thcentury farmhouse in the Sussex countryside. The house became her home. It also became the family's escape from London; a place where Luke, his two sisters and their parents spent weekends, school holidays and long summers. Today, Luke is helping oversee the next chapter of Forstal's, opening the estate to guests whilst preserving everything that made it special in the first place.

And special it undoubtedly is. The first thing that strikes you about Forstal's is its ability to keep surprising you. You wander outside and discover a vineyard. A few minutes later you stumble across a treehouse. Then there's the games room complete with pool table, table football, table tennis, darts and a bar. There is a swimming pool. A jacuzzi. A stunning pool house with its own lounge, kitchen and shower facilities. There are beautiful gardens,

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WHERE TO STAY

endless places to sit with a glass of wine and enough countryside to make you forget entirely what day of the week it is. And then, just when you think you've found everything, there's a lake. Not a pond. A lake. At some point during your stay you find yourself saying, "Wait, there's more?" There always is. Yet what makes Forstal's memorable isn't simply the long list of amenities. Plenty of luxury properties have swimming pools and beautiful views. Few have a story quite like this one. The house dates back to 1672 and parts of it were constructed using stone from a nearby 13th-century castle, the remains of whose moat can still be visited today. Those ancient stones explain the wonderfully thick walls and give the property a sense of permanence that newer luxury retreats can never quite replicate. Three decades ago, however, the house was in need of considerable attention. Luke's parents had originally been looking for a modest country cottage when they came across Forstal's. What they found instead was a sprawling farmhouse bursting with potential. It required vision, commitment and rather a lot of hard work. Over the following years, the family gradually transformed the estate. The pool house was built. The Hayloft Barn was renovated. The courtyard was created. Trees were planted. Gardens designed. The lake was dug. The vineyard established. Gaggy played a central role throughout. A passionate gardener, she devoted herself to the grounds and helped shape much of the beauty guests enjoy today. The rose gardens, the planting and the sense that every corner of the estate has been carefully considered all owe something to her influence. 54

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Listening to Luke describe the property, it quickly became apparent that every family milestone seems to have happened here at some point. Summers were spent here. Weekends were spent here. Friends came and went. Children grew up. More recently, both of Luke's sisters celebrated their weddings here, adding new memories to a place already rich with them. Perhaps that explains why Forstal's feels different from many luxury rentals. It feels lived in. Not in the sense that there is clutter or compromise. Quite the opposite. The recent refurbishment has been exceptional, balancing luxury with character and ensuring the house feels both elegant and welcoming. But there is a warmth here that cannot be bought from an interiors catalogue. The enormous fireplaces invite conversation. The Aga remains at the heart of the house. The dining table seems purpose-built for long lunches that somehow become dinners and then drift into late-night conversations over another bottle of wine. Many luxury properties are beautiful but faintly intimidating. Forstal's feels reassuringly human. Admittedly, it feels human in the way Claridge's might feel human if someone handed you the keys and told you to make yourself at home, but the point still stands. The house comfortably accommodates twelve guests. Five beautifully appointed bedrooms sit within the main house, while the Hayloft Barn provides additional accommodation tucked away within the grounds. It is perfectly suited to milestone birthdays, multi-generational family gatherings, reunions and celebrations.

Or simply an excuse to gather your favourite people together for a few days and disappear from real life. Not that anyone is likely to get bored. The beauty of Forstal's is that guests can make their stay as active or as relaxed as they wish. Some will spend hours around the pool. Others will retreat to the treehouse with a book. Competitive families can lose entire afternoons in the games room. Everyone will eventually end up by the lake. And if nobody feels like cooking, that is where things become particularly interesting. Local chef Annie Carroll of Blackbird Catering can be brought in to create anything from an intimate dinner party to a fully catered celebration. A former Nobu chef, Annie specialises in seasonal cooking that showcases the very best local produce. Perhaps it's spring lamb enjoyed around the dining table. Perhaps it's a relaxed summer feast served outdoors. Perhaps it's canapés and cocktails followed by a multi-course dinner complete with waiting staff. The point is that the experience can be whatever guests want it to be. There is something wonderfully indulgent about enjoying exceptional food and wine without having to think about taxis, designated drivers or whether the restaurant is running late. You simply wander upstairs when you're ready for bed. Of course, if you do decide to venture beyond the estate, East Sussex rewards exploration. Wine lovers are particularly well served. Gusbourne and Tillingham are both nearby and rightly celebrated, but they're joined by excellent producers including Oxney and Chapel Down. Together they are helping establish this corner of Sussex as one of England's most exciting wine destinations.

WHERE TO STAY

“...Many luxury properties are beautiful but faintly intimidating. Forstal's feels reassuringly human...” Then there is Rye. One of the most charming towns in the country, Rye feels as though somebody gathered together all the best bits of English heritage and arranged them into one picturesque package. Independent shops line the streets. There are galleries, cafés, restaurants and artisan food stores to discover. Mermaid Street alone is worth the journey. Lunch at The Fig or dinner at The George makes an excellent excuse to linger longer. The coast is equally tempting. Camber Sands offers one of Britain's finest stretches of sandy beach, whilst Winchelsea Beach provides a quieter alternative. Rye Harbour Nature Reserve is perfect for walking, birdwatching and reminding yourself that nature remains the greatest landscape architect of all. The problem is that Forstal's has a habit of drawing you back. Perhaps that is exactly what Luke and his family hoped for. Their vision extends beyond luxury accommodation. Plans are already taking shape for artist exhibitions, chef residencies, pop-up dining events and other carefully curated experiences that will bring new audiences to the estate whilst remaining true to its character. The theme of this issue is The Line. Forstal's seems to blur several of them. The line between past and present. The line between family home and luxury retreat. The line between hospitality and home. Most importantly, it blurs the line between somewhere you visit and somewhere you feel connected to. By the end of my conversation with Luke, I realised something. The swimming pool is lovely. The lake is wonderful. The vineyard is charming. But none of those things are the reason people will remember Forstal's. They will remember it because, for nearly thirty years, one family poured its time, energy and affection into creating somewhere extraordinary. Now they are inviting the rest of us to enjoy it too. Forstals Farm Off-Main Street Peasmarsh TN31 6YD Instagram @forstalsfarm Tiktok @forstalsfarm Website: www.forstalsfarm.co.uk Contact details: enquiries@forstalsfarm.co.uk Bookings may be made directly from the website or via the Contact email Stays are three days over weekend, four days Mon-Fri or seven day full week.

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WHERE TO DRINK

People Fly to Amsterdam for Vermeer I went for vermouth. 56

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SiP

"What's the first thing you want to do when we land?" asked my friend Chara. "I've booked us a cocktail bar," I replied. "Of course you have." This was not entirely fair. We were in Amsterdam for culture. We had tickets for Philip Glass's Akhnaten. We had museums planned, galleries to visit, restaurants to try and canals to wander beside. We were going to spend a glorious weekend soaking up one of Europe's most beautiful cities. But first, we had cocktails. Specifically, Shakerato. Chara knew absolutely nothing about it. I, on the other hand, had become mildly obsessed. The obsession had begun several months earlier in Mexico City when I visited Handshake Speakeasy, which was once crowned the best bar in the world. Awards can sometimes feel a little like Eurovision voting – enthusiastic, subjective and occasionally baffling – but Handshake was the real thing. The cocktails were extraordinary. The hospitality even more so.

WHERE TO DRINK Welcome To SIP, our new regular column devoted to every delicious thing we can sip; wines, cocktails and non alcoholic delights. Written by our journalist Maroulla Paul who is a self confessed nerd when it comes to wines and spirits. Maroulla has WSET Wines and Spirits Level 3, WSET Sake Level 1 and Capstone Level 1 (so far!)

Months later, I was still talking about it. And writing about it in the December issue of this magazine if you recall. So , when I discovered that the team behind Handshake had quietly opened a sister venue in Amsterdam, I did what any reasonable person would do. I made a reservation before I had booked anything else. What I didn't realise at the time was that I was heading not only to one of Amsterdam's most exciting new cocktail bars, but also to a venue quietly blurring the line between bar and restaurant. Amsterdam in early summer possesses a particular kind of magic. The evening light lingers as if reluctant to leave. Cyclists appear from impossible directions. Beautiful people drift along canals carrying flowers and bottles of wine, looking as though they have wandered out of a lifestyle magazine shoot. Everything feels cinematic. Everything except two women speed-walking towards a cocktail bar because one of them is worried about missing the reservation she has been talking about for weeks. That probably looked ridiculous.

The entrance to Shakerato is understated. No queues. No velvet ropes. No performative coolness. It sits within the NH Hotel, though calling it a hotel bar feels rather like calling The Ritz a guesthouse. Technically accurate perhaps, but entirely missing the point. The first surprise is how unlike Handshake it is. Handshake is midnight. Shakerato is morning. The Mexico City original wraps itself around you in darkness, mystery and candlelight. Shakerato embraces brightness. Gold, cream and daylight dominate the room. It feels unmistakably European. Elegant but relaxed. Sophisticated without being intimidating. The kind of place that encourages you to stay longer than intended. Which is unfortunate because we had planned to have one drink. Three cocktails each later, that plan lay in ruins. We settled onto stools at the bar and quickly found ourselves chatting to Nina and Joop. One of the great joys of sitting at a bar rather than hiding away at a table is that the evening becomes unpredictable. Conversations happen. Recommendations appear. Strangers become temporary friends.

I regret nothing.

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WHERE TO DRINK

The best bars understand something fundamental. People rarely remember tasting notes. They remember how they felt. My first cocktail was Orange Wine. This was entirely predictable. At this point my relationship with orange wine has moved beyond enthusiasm and into what friends would probably describe as a defining personality trait. If orange wine appears on a menu, I order it. If somebody mentions orange wine, I join the conversation. If there is an orange wine festival, I am probably already looking at train tickets. And, so, if orange wine is an ingredient in a cocktail, that is what I am, inevitably, going to order. The cocktail was magnificent. Textured, complex and beautifully balanced, capturing everything I love about orange wine without feeling remotely gimmicky. It was ignature agave cocktail blending Tequila, Mezcal, passionfruit, orange wine, morita chili, and tonka bean. Yum. Next came the Olive Oil Gimlet. I realise this sentence may alarm some readers. Stay with me. There was a time when olive oil belonged exclusively to food. Modern bartenders, however, seem to view ingredients less as rules and more as suggestions. The result was silky, savoury and unexpectedly elegant. Then came the Banana Manhattan. On paper, it sounds as though it should cross a line. Banana? In a Manhattan? Surely not. Yet this was the drink I couldn't stop thinking about. The drink I discussed the next morning. The drink I found myself describing to friends weeks later. The banana sat politely in the background, enhancing rather than overwhelming, like the ideal dinner guest. It added warmth and depth while allowing the Manhattan to remain gloriously itself. Great cocktails, like great writing, know when to stop. This one never crossed the line into gimmickry. It simply flirted with it and walked away looking impossibly cool. It was sublime. I was to dream about it for a long time after that evening.

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Meanwhile Chara was conducting her own highly scientific research programme. Her first drink was called Tomato Is A Fruit, which sounds less like a cocktail and more like the opening argument in a particularly heated legal dispute. She followed that with the signature Shakerato and finally a Dirty Martini. It was around this point that the food arrived. One thing that separates Shakerato from many cocktail bars is that food is not treated as an afterthought. In fact, it is treated with almost as much reverence as the cocktails themselves. Eric told me that Shakerato collaborates with Michelin-starred chef, Dorus Floris, from Amsterdam's acclaimed Restaurant Showw. Together they oversee the food and wine offering, bringing the same level of thought and precision to the plates as the team bring to the drinks. You can taste that partnership immediately. Too often, cocktail bar food feels like an obligation. Something to absorb the alcohol while you wait for the next drink. Here, it felt like part of the conversation. We shared a succession of dishes that were every bit as thoughtful as the cocktails arriving beside them. Nothing shouted for attention. Nothing felt overworked. Everything seemed designed to complement rather than compete. The dangerous thing about excellent food in a cocktail bar is that it encourages another cocktail. And then another. Which is exactly what happened. At one point Chara paused, surveyed the room, took another sip and announced: "This is a once-in-a-lifetime experience." Normally when people say things like that, I assume they've had two cocktails. Chara had. But she was also right. Because what makes somewhere memorable is rarely what you expect. It is not the garnish. It is not the glassware. It is not even the drinks. It is the atmosphere. The feeling. The sense that everyone involved genuinely wants you to have a wonderful evening.

Before travelling to Amsterdam, I had spoken to Shakerato's founders, Eric van Beek and Rodrigo Urraca, to learn how this unlikely Dutch-Mexican cocktail story came about. The answer, delightfully, involved family, opportunity and a business partner apparently determined to create extra work. Eric is Dutch and had long wanted to create something in Amsterdam. While visiting family, he received a call from business partner Marcos asking him to look at three potential venues. The first two were disappointing. The third changed everything. "I always wanted to open something in Amsterdam," Eric told me. Because for all the international success, all the travel and all the acclaim, Amsterdam remained home. The opportunity arrived at precisely the right moment. Handshake had exploded beyond anything the founders had anticipated. Their relationship with NH Hotels created possibilities and suddenly there was a chance to bring something new to Europe. Not Handshake 2.0. Not a copy. Something related, but different. Which feels oddly appropriate for this issue's theme. Shakerato exists somewhere between worlds. Between Amsterdam and Mexico City. Between coffee bar and cocktail bar. Between sibling and standalone creation. It spends its life blurring lines rather than staying neatly within them. That thinking led to the name. Eric wanted a connection to Handshake without simply borrowing the brand. Shakerato became the answer. The word itself refers to an Italian-style shaken coffee or aperitivo and perfectly reflects the concept behind the venue. Unlike Handshake, which exists primarily as an evening destination, Shakerato was designed to evolve throughout the day. Coffee and tea in the morning. Low-alcohol aperitivo-style drinks in the afternoon. Cocktails in the evening. It is a very European idea and perfectly suited to Amsterdam.

WHERE TO DRINK

Rodrigo sees the relationship between the two bars as more sibling than twin. The DNA is shared. The personality is not.

would visit museums, admire architecture and do all the things cultured visitors are supposed to do in Amsterdam.

Only a handful of drinks currently overlap and even those may eventually disappear. Handshake embraces local Mexican ingredients, tropical fruit and a darker atmosphere. Shakerato leans into European influences, coffee culture and light.

Yet there is a reason I am writing about a cocktail bar.

One is black and gold. The other is white and gold.

Eventually, and very reluctantly, Chara and I left.

One feels nocturnal. The other seems designed to celebrate daylight. Yet beneath those differences lies the same obsession with detail and the same commitment to hospitality. And the same greeting for each guest as they arrive welcome being shouted out by each and all members of staff in their native language. Perhaps that is why the founders seem refreshingly cautious about expansion. When I asked whether this was the beginning of a global empire, the answer was surprisingly restrained. "Never say never," Eric laughed.

Travel memories are strange creatures. Sometimes the things we expect to remember fade surprisingly quickly. And sometimes a few hours spent sitting at a bar become the defining memory of an entire trip. Outside, Amsterdam was still glowing. Cyclists still glided along the canals. People still sat outside drinking wine in the lingering evening light. The city was every bit as beautiful as we had hoped. Yet what I remember most vividly from that first night is not a canal or a historic building. It is sitting at a bar. Talking to strangers. Laughing with a friend. Drinking a Banana Manhattan I fully expected to hate and ended up loving. Perhaps that was what I admired most about Shakerato. It quietly ignores categories. Coffee bar or cocktail bar. Amsterdam or Mexico City. Familiar or unexpected. It blurs the line between them all.

But the reality, he explained, is that running exceptional bars is hard. Open too many and you spend your life solving problems instead of creating experiences.

People fly to Amsterdam for Vermeer. I still recommend the vermouth (and all the other cocktail ingredients we delighted in trying).

The team joke that they effectively spend their lives in airports.

Shakerato

"We live in Terminal Two," Rodrigo said. Whilst we laughed, we did not entirely believe it was a joke. Between Amsterdam, Mexico City and consultancy projects elsewhere, life appears to involve a great deal of time crossing oceans. And perhaps that is the real story here. Not awards. Not rankings. Not expansion. But commitment. The willingness to devote extraordinary amounts of energy to creating experiences that last only a few hours but remain in people's memories for years. As the evening drifted on, I found myself thinking about Akhnaten. The next day we would watch Philip Glass's hypnotic masterpiece unfold on stage. We

Stadhouderskade 7, 1054 ES Amsterdam, Netherlands

“...People fly to Amsterdam for Vermeer. I still recommend the vermouth (and all the other cocktail ingredients we delighted in trying)...” CitySolicitor 59

ADVERTISING FEATURE

From precedent libraries to prompts The next step for legal drafting Almost every lawyer maintains a Precedent Library, collections

it for the correct reading order of John le Carré’s George Smiley

of letters, documents, and draft orders that serve as reliable Almost every lawyer maintains a Precedent Library, collections templates for routine and legaldraft tasks. Whether housed of letters, documents, orders that serve as centrally reliable templates for routine legal tasks. Whether housed centrally withintime, a ﬁrm or kept consistency, individually by lawyers, precedent banks save promote and ensure that essential save time, promote consistency, and ensure that essential information is communicated accurately. They prevent lawyers information is communicated accurately. They prevent lawyers from having to to repeatedly repeatedlycraft craftthe thesame samecontent content from scratch. from having from scratch.

novels. The idea of drafting complex legal instructions for AI was daunting; it seemed faster simply to type the letters myself. Yet the daunting; faster to type the letters myself. Yet the capabilityitofseemed AI systems tosimply read and interpret case data changes that calculation. In theory, AI could identify pensions, dates, capability of AI systems to read and interpret case datavalues, changes or factual circumstances directly from the matter, eliminating the that calculation. In theory, AI could identify pensions, values, dates, need for manual data entry. A precedent could therefore evolve or factual circumstances directly from the matter, eliminating the into a prompt, an automated set of rules that instructs AI on how need for manual entry.document. A precedent could therefore evolve to assemble the data necessary into a prompt, an automated set of rules that instructs AI on how Once created, prompt could be reused just like a precedent. It to assemble theanecessary document. could tell the AI to consider the Pensions Advisory Group guidance, relevant Practice Directions, or even the terms of a speciﬁc court Once created, a prompt could be reused just like a precedent. It order. It could dictate formatting, tone, style, and legal framing. could AI to runs consider thethe Pensions Advisory Group guidance, After tell thethe prompt within secure environment of the case management system, the lawyer would receive a completed draft ready Itfor review. order. could dictate formatting, tone, style, and legal framing.

Yet while while precedents precedents are are widely widely used, used, most most lawyers lawyers do do not not yet yet Yet have something that may soon become equally indispensable: have something that may soon become equally indispensable: a bank of prompts for automated legal drafting. A prompt is a a bank of prompts for automated legal drafting. A prompt is a set of instructions given to artificial intelligence, essentially a command or description designed to generate a specific output such as a document, letter, or analysis. Writing a good prompt is muchas like instructing letter, a trainee solicitor:Writing the instructions must be such a document, or analysis. a good prompt is clear, unambiguous, and thorough. The more detail the prompt much like instructing a trainee solicitor: the instructions must be contains, the higher the quality of the result. These prompts often clear, unambiguous, and might thorough. more detail the prompt include instructions that seemThe obvious, such as avoiding contains, the higher the but quality the result. These prompts often Americanised spellings, are of crucial for consistent outputs. include instructions that might seem obvious, such as avoiding My recent move from private practice to a role with LEAP, a legal Americanised spellings, but are crucial for consistent outputs. technology company specialising in case management software, has given me a new perspective on both precedents and prompts. My recentofmove from practice to athe role with LEAP, a legal As Head Family Law,private I now help shape software to better support family lawyers. Leaving practice leavingsoftware, behind 18 technology company specialising in case meant management years’ worth curated on precedents; I was hardly going to has given meof a carefully new perspective both precedents and prompts. commit intellectual property theft to take them with me. Instead, As Head of Family Law, I now help shape the software to better I now work closely with LEAP’s precedent libraries, which contain support family Leaving meant leaving behind a wide range oflawyers. template letterspractice and documents designed to 18 streamline workflows. years’ worthlegal of carefully curated precedents; I was hardly going to commit intellectual property theft to take them with me. Instead, In exploring these templates, I have begun adapting and creating I now work closely with LEAP’s precedent libraries, which contain precedents that offer enhanced automation. One example is a a wideofrange of template and documents to letter instruction to an letters actuary, which not onlydesigned pulls through key case details but also uses LEAP’s Word Add-in to offer dynamic questions. The lawyer indicates, for instance, whether a report is ordered agreed, and the Iremainder ofadapting the letterand changes In exploringorthese templates, have begun creating automatically. This creates a more sophisticated tool than a static template, one that reduces repetitive drafting and accelerates letter oftasks. instruction to an actuary, which not only pulls through routine But this stillThe raises an obvious question: what whether if technology could questions. lawyer indicates, for instance, a report answer those questions itself by analysing information within the is ordered or agreed, and the remainder of the letter changes case file? This is where prompts rather than precedents begin to automatically. This creates a more sophisticated tool than a static show their potential. template, one that reduces repetitive drafting and accelerates When I joined routine tasks. LEAP, I had limited experience with AI prompting. My early use of ChatGPT had been purely personal, such as asking it for the correct reading order of John le Carré’s George Smiley But thisThe still idea raises obvious question: what if technology novels. ofan drafting complex legal instructions for AIcould was answer those questions itself by analysing information within the

After the prompt runs within the secure environment of the case Another example is the preparation of briefs to counsel. management system, the lawyer would receive a completed draft Traditional precedents can pull basic information such as names, ready review. datesfor of birth, or case identifiers. But a prompt could go much further. It could analyse the matter file, summarise the children’s arrangements, extract the current issues in dispute, and compile Another example is the preparation of briefs to counsel. the factual background. This would not replace the lawyer’s Traditional can pull basic information such judgement,precedents but it would provide a first draft similar to as thenames, one a trainee might prepare on their first day, only produced in seconds rather than an hour. arrangements, extract the current issues in dispute, and compile Artificial Intelligence is already reshaping legal practice, whether the factual background. This would not replace the lawyer’s lawyers embrace it or not. The familiar saying captures the trend well: “AI won’t replace lawyers, but a lawyer using AI will.” Replacing or supplementing precedents with prompts is one way to harness the benefits ofhour. AI while preserving the lawyer’s expertise, oversight, rather than an and control. Just as precedents did not replace lawyers, prompts will not either. Instead, they represent a natural evolution in how we create, structure, and automate legal drafting in an increasingly lawyers embrace it or not. The familiar saying captures the trend digital profession. well: “AI won’t replace lawyers, but a lawyer using AI will.” Replacing or supplementing precedents with prompts is one way to harness

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Katie Phillips

Head of Family Law in LEAP Verticals

in six simple steps

FOR PETROLHEADS

Following the line…

From bench-based hand-crafting by skilled workers to robotic smart factories, car manufacturing is now on the brink of a humanoid revolution.

he Venetian Arsenal - a sprawling complex of state-owned shipyards, armouries and factories located in the then sovereign state of Venice – was established in 1104 to build war ships and centralise naval maintenance. Whilst initially implementing the widespread hull-first Roman construction method, over the next two hundred years it revolutionised shipbuilding efficiency with the transition from shell-first to frame-first construction, after which wooden skeletons would be floated down the Rio dell’Arsenale Canal so that standardised parts could be attached at each stop. This innovation is noted by historians as the blueprint for modern assembly-line manufacturing. Contrary to popular belief, the world’s first automotive production line was the brainchild of Ransom Eli Olds in 1901, not Henry Ford, the latter having only entered the automobile industry that year. Partially completed cars would be rolled from one workstation to another using wheeled assembly dollies, allowing parts to be fitted sequentially. The method was used to produce Oldsmobile’s ‘Curved Dash’ runabout at a rate of 20 units per day, boosting output by 500% in a single year and making it the first truly mass produced vehicle.

In 1961, General Motors introduced the world’s first industrialised robot to its Trenton, New Jersey plant. The 4000lb ‘Unimate’ was essentially a massive, automated metallic arm devised to perform dangerous and repetitive tasks that were hazardous to human workers. Following scepticism from other industrial buyers, the company’s co-founder booked a spot on Johnny Carson’s ‘The Tonight Show’, successfully demystifying the robot by showcasing its ability to putt a golf ball into a cup, competently lead the shows live orchestra and pour a smooth glass of beer, through which Carson treated it like a stubborn, stoical guest, cracking jokes about its bartending skills. Following the invention of a more agile arm at Stanford University in 1969, incorporating a series of touch and pressure feedback sensors to mimic human finger movements, the Stanford blueprints were reengineered at Unimation to create the robotic arm subsequently adopted by GM in 1978, the PUMA (Programmable Universal Machine for Assembly). PUMA models were eventually phased out in the 1990s, replaced with faster and more advanced versions featuring closed-loop digital controls and integrated machine vision that allowed them to ‘see’ and interpret their surroundings in real-time.

Whilst Olds was the father of the automotive assembly line, Ford was its key innovator in terms of scale, cleverly co-opting mechanisation first seen in commercial slaughterhouse disassembly lines. He pioneered moving platforms and a formal conveyor system, whereby the chassis of each Model T was towed by a pulley, and later an endless chain system, linking one work station to another. The concept allowed workers to produce one car every 90 minutes, instead of one every 12 hours, slashing production costs and driving the US economy to new heights.

By 2012 Audi had announced its modular manufacturing programme, producing interchangeable parts for no less than 40 models across its corporate brands spanning VW, Seat and Skoda, which slashed costs by 20% and build time by 30%. Their strategy was adopted globally, with even hardened rivals exploiting the potential. Most recently Ford has partnered with the Chinese giant Geely, to roll out a range of vehicles at the former’s underused factory in Valencia, with a focus on lowemission and electric vehicles, reducing costs and allowing both brands to meet tighter European regulations.

Whilst the fundamentals have changed little in the intervening years, increasingly rapid technological advances have rendered automotive assembly lines unrecognisable.

As for the future, humanoid AI robots are now on the march. In a pioneering pilot project including advanced floor testing, and going live this summer, BMW have deployed two AEON robots at its Leipzig

plant in Germany to handle strenuous, highly repetitive and ergonomically challenging tasks. At 1.65m tall and looking remarkably like Star Wars droids, these metallic wheeled workers can move at 2.4m per second, carry loads up to 15kg and being anthropomorphic can easily be set to work in existing workspaces. Operating on a 24/7 basis by way of an automated self-swapping battery system and not requiring any rest breaks, the two AEON robots can successfully cover the workload of a 6-person human shift rotation across a standard three-shift factory schedule. As the pilot transitions into a permanent solution BMW anticipate a targeted fleet of 10 to 20 robots per individual production facility. The ultimate goal is to clone the digital training profiles perfected by the Leipzig units and push them out via cloud updates to hundreds of robots across BMW's global production network. Meanwhile, following a separate intense 11 month pilot programme during which Figure 02 robots contributed to the assembly of over 30,000 BMW X3s, the company is now deploying uncannily humanoid Figure 03 robots – built with a dynamic walking gait and tactile hands - for higher spec production operations at their US plant in Spartanburg, Carolina. Ironically and after a century of autoworkers being trained to achieve machine like levels of efficiency, robots are now being taught to mimic and improve on the skills and abilities of their human counterparts in order to streamline car production. And it doesn’t end there; by recording human touch, pressure and intuition into physical AI bots, craftsmanship itself can effectively be digitised, meaning even coach built luxury cars such as RollsRoyce could eventually be made by robots. Those in doubt should search ‘BMW Figure 03 Spartanburg’ on YouTube and prepare to be surprised. ■

Joel Leigh is the motoring correspondent of City Solicitor and a Partner at RussellCooke LLP

CitySolicitor 61

THE LAST WORD

DID YOU KNOW?

The line that created a century of conflict How a disputed line of succession, staked on a coat of arms, dragged England and France into a war lasting more than a century

n 26 January 1340, in the marketplace of Ghent, Edward III of England unveiled a new coat of arms. In vivid blue and dazzling gold, his arms declared an audacious and unmistakable claim. Edward was not only the King of England but the rightful King of France. Edward's claim was stitched into cloth and painted on shields. It would drag England and France into a war lasting well over a century. A line broken In 1328, Charles IV of France died without a son. For the first time in over three hundred years, the direct male line of the Capetian dynasty was exhausted. Charles's closest living relative through the male line was his cousin, Philip of Valois. His closest relative of any kind was his nephew, fifteen-year-old Edward III of England, whose mother Isabella was Charles's sister. The wrong side of the line On paper, Edward had the stronger blood claim. In practice, the French nobility were unwilling to countenance an English king and unwilling, on principle, to let the throne pass through a female line of descent. Twice already, in 1316 and 1322, French peers had passed over royal daughters in favour of male cousins. They did the same again in 1328, awarding the crown to Philip VI. It would be another generation before French lawyers dressed this practice up as the ancient and immovable 'Salic Law', but the effect, from the outset, was to close the female line and shut Edward out. For a decade, Edward accepted the settlement, even paying homage to Philip VI for his lands in Gascony. But relations soured. In 1337, Philip declared Gascony forfeit. Edward's response, three years later, was to stop accepting the line of succession that had excluded him and to say so in the most public language the medieval world possessed. A claim stitched into cloth Heraldry in the fourteenth century was not mere decoration or ornamentation. It was a legally and politically charged method of communication, understood by everyone from monarchs to men-atarms. Since William the Conqueror, England's royal arms had featured golden lions (or leopards, but that is another story) on a red field. At Ghent, Edward quartered those lions with the golden fleur-de-lis of France on a blue field. His heraldry now visually declared, to both his own subjects and France's, that he considered himself King of France as much as King of England.

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Philip's response came at the Royal Abbey of SaintDenis, where he raised the Oriflamme, a blood-red battle banner that signalled, by long tradition, that no mercy would be shown to the enemy. Two rulers, two lines of succession, and now two absolute positions: a war that would run on and off until 1453, through Crécy, Poitiers and Agincourt, and outlive several kings on both sides. So close to closing The claim came agonisingly close to succeeding on its own terms. Under the Treaty of Troyes in 1420, an exhausted French crown recognised Henry V as heir to Charles VI. This effectively named an English king as the next link in France's line of succession. Had Henry outlived Charles, the line Edward asserted at Ghent would have closed exactly as intended. Instead, Henry died first, in August 1422, and Charles VI followed him within weeks. The claim passed to an infant, Henry VI, who was duly crowned King of France in Paris in 1431, aged nine. By then, however, a peasant girl named Joan of Arc had already persuaded the disinherited French dauphin, Charles VII, to fight for his own place in the line his father's treaty had signed away. Within a generation, English France had unravelled entirely. A line too long to close What is most remarkable is how long the claim itself outlasted the fighting. Even after the war ended in French victory, English and then British monarchs kept the fleur-de-lis quartered in their royal arms, along with the title of King of France. For almost three and a half centuries, through the Wars of the Roses, the reigns of the Tudors, and the British and Irish Civil Wars, it was retained. The symbol, and the claim, was not removed until 1801, when George III dropped both as part of the reorganisation of the royal title following the Union with Ireland. By then, Edward's line of succession had nothing left to succeed to: the French monarchy itself had already been abolished by revolution nine years earlier. A line drawn in a marketplace in Ghent in 1340 had, in the end, taken longer to close than the war it started. ■ This article was provided courtesy of Ian ChapmanCurry, Legal Director in the pensions team at Gowling WLG and host of the Almost History podcast. www.almosthistorypodcast.com

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