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COVER INFORMATION
Women In Politics: (l-R) Anna Gelderd MP, Bell Ribeiro-Addy MP and Sarah Russell MP
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Editorial
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Editor-in-Chief: Charity Mafuba.
Sub-editors: Tilly Rubens, Ramsha Khan. Editorial Team: Ramsha Khan, Charity Mafuba, Elizabeth Shimmell, Agnes Swiecka and Emma Webb.
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Ihope that you that you have been having a great summer and staying hydrated during the heat wave. We are already half way through the year and before we know it, Christmas will be round the corner!
Some good news, Legal Women UK was awarded “Outstanding Legal Gender Equality & Inclusion Platform” at this years’ SME news UK Enterprise Awards.
Our team is so elated, and we owe it all to you our amazing followers and our fantastic publishers; Benham, who have supported us over the years.
Read more on the link below.
https://smenews.digital/winners/legal-women-uk/
This year, I attended LegalTechTalk for the first time. It did not disappoint! If we are connected on LinkedIn, you would have seen my numerous posts in virtual real time. Bradley Collins and the LegalTechTalk Team are doing a phenomenal job. I even managed to get a free headshot (amongst many other perks) which I decided to use for this editorial.
There is so much to learn in the world of Legal Tech. I was particularly fascinated with its use in drafting and reviewing of contracts. The demos were really insightful, and I am sure that I will be making use of this tech in my future lawyer roles.
I thought it was pertinent to include highlights from LegalTechTalk, hence why I deviated from the standard 3 themes and the reason for its inclusion as a 4th theme for July’s Edition. Think of this theme as a continuation of the Legal Tech/AI theme from March’s Edition.
I interviewed Bradley to understand the phenomenon that is LegalTechTalk. I also profiled some amazing women in the legaltech space whom I met at the side event workshop.
If you haven’t attended LegalTechTalk, you just might become a “believer” and decide to attend next year’s conference which Bradley has reassured me will be even more epic than this years, and there’s also the launch of US LegalTechTalk which will be in Miami. I hope to attend both conferences.
Women In Politics - As mentioned in my previous editorial for March’s Edition, we will be continuing with the “Women …” series as the main theme for each of this year’s Editions.
LW magazine is for everyone; lawyers, solicitors, barristers, advocates, judges, legal executives and those working as paralegals, legal secretaries, advisers or recruiters, the list is endless. We welcome the many male champions as readers and contributors.
Foreword
JULY 2026
I have attended so many sessions and events at Parliament and the House of Lords, that I feel I am now a part of the furniture!
The reason I decided to explore this theme, is because we cannot escape politics.
Moreover, there are not many female MP’s, and this deficit needs to be remedied in order to implement tangible policies that make a positive impact in women’s lives. This was highlighted at an event I recently attended at the House of Commons, which was hosted by Centenary Action to celebrate Women MP’s.
I had hoped to profile 6 female MP’s across Labour, Liberal Democrats and Conservatives. However, it was not feasible due to their busy schedules. I managed to profile 3 Labour MP’s in the end.
I also included contributions from organisations who are doing their part to get more female MP’s elected; Helen Pankhurst and Centenary Action, and Sonica Beckmann through her fashion label, House of Kind.
Fractional GC’s - There is a rise in Fractional GC’s and this model seems to resonate with many women. A recurring theme in all the articles submitted was the flexibility of the model in according women the ability to maintain a career and also raise a family.
Business Development - This is another important topic that warranted exploring. It is no longer a role just confined to the Business Development Team. There is now a growing expectation in Private Practice, In House and other organisations for even the junior staff to contribute to it.
I hope you enjoy this edition as much as I did commissioning it, and that it resonates with you in one way or another.
Happy Reading! ■
Charity Mafuba, Editor-in-Chief
and Director, Solicitor (England and Wales), Attorney-New York Attorney-Supreme Court of The United States
Our mission is to:
■ Provide clear information on gender parity
■ Inspire practical initiatives to create real change
■ Promote innovation in leadership and practice
Many thanks to our Sponsors
Editorial Team
Donaghey & Chance Limited
Charity Mafuba
Ramsha Khan
Benham Publishing Limited
Emma Webb
Elizabeth Shimmell
Agnes Swiecka
Charity: Please tell us about yourself?
Anna Gelderd: Elected nearly two years ago, I am the first Labour Member of Parliament for South East Cornwall and hold the role of Parliamentary Private Secretary within the Department for Energy Security and Net Zero. I am dedicated to improving the environment, championing Cornish heritage, and fighting for a fairer future for local residents. I am also the UK Board Member of the Parliamentary Network of the IMF and the World Bank.
Interview with Anna Gelderd MP
Charity Mafuba talks to Anna Gelderd, Labour MP of South East Cornwall about her Political Career and Initiatives that she is involved in.
Charity: What was your career before you entered politics?
Anna Gelderd: I have had a varied career, which has always focused on delivering change and finding the mechanisms to do that. After my undergraduate degree I applied for a series of work placements at the UK Foreign Office Mission to the United Nations which proved to be an incredible opportunity and a real eye opener for someone from my background. That led me to undertake my Master's Degree in International Development Politics and Economics which eventually led to me working for global charities such as Oxfam and several environmental organisations.
I think this experience in a variety of fields has shaped my approach to policy as I work from an interconnected perspective. I am grateful to have had the opportunity to work in different countries because I’ve met many different people who are looking at the same issues, such as Healthcare provision, addressing climate change or putting food on the table, but in very different country settings which makes you more open minded and less dogmatic in terms of the solutions.
Charity: What inspired you to enter politics?
Anna Gelderd: I’ve always been interested in politics and felt strongly that you need to be part of the process to make real change happen. The rules are formed by those who participate, so I wanted to have a seat at that table.
Additionally, my family has always been politically minded, whether that’s watching debates or having family discussions about issues in society, although none of my family has ever been politicians themselves.
My main motivation was the experience my family had when my mum was very ill. I knew that the process could have been better. I wanted to play a part in changing the country in part so that other people didn’t have to go through what we went through.
Charity: Did you have any female mentors who influenced your political career?
Anna Gelderd: When I went to university, I didn’t know what an internship was. The same thing goes for mentors really as I wasn’t that familiar with it as a concept. But there’s some amazing women that I’ve looked up to and admired whilst working with them over the years.
When I did manage to get a placement at the Foreign Office, I was looked after by some amazing people, including the man who took a chance on me by giving me the placement but also by two incredible women, who were just so very intelligent and hardworking but also kind and normal seeming. The whole place was such a world away from my upbringing, that it was hugely helpful for me to realise that I could be in those sorts of rooms just as much as anyone else.
Charity: What is the hardest thing about running for election, and how did you overcome it?
Anna Gelderd: It is really different for every individual. For me, the hardest part was moving from being a totally private person to seeing my name on leaflets and posters and suddenly being in the public eye. I’d never had any experience of this before, so it felt like a really dramatic change. I’m more used to it now but it’s still an ongoing process for me in a personal capacity.
Charity: Why is it important to have a gender-balanced Parliament?
Anna Gelderd: The decisions are made by those in the room making them. You need to have a gender-balanced Parliament to reflect the needs of everyone.
Charity: Is there a sense of sisterhood or collaboration across party lines among female MPs?
“There is to some degree a general sense of collaboration and support across party lines. But it’s also quite individual, it’s certainly not always the case but I see other women, irrespective of their political views, and often think ‘good on you’.”
When I worked in Parliament years later Harriet Harman was a real inspiration, her intelligence, focus and drive massively impressed me and I thought “that’s the way to do it!”
Charity: What has been your proudest moment or greatest achievement as a woman in politics?
Anna Gelderd: I’d like to answer this later on in my life ideally! I’m proud of the work I am doing to deliver for the people of South East Cornwall so far, and I know that there’s lots more to be done. Although that being said, simply being a woman in politics I think does need to have some recognition. It’s hard work, and I don't think women get enough credit for what we go through, whether that’s all the hate online or having to navigate a world built for and by men.
Anna Gelderd: There is to some degree a general sense of collaboration and support across party lines. But it’s also quite individual, it’s certainly not always the case but I see other women, irrespective of their political views, and often think ‘good on you’.
Charity: How can we ensure that the voices of diverse women are heard in policy-making decisions?
Anna Gelderd: This is an ongoing battle, so we shouldn’t think that this is done and we need to make it a priority every single day. Ensuring that it is top of the agenda is a vital way to tackle this issue.
Charity: How does Parliament need to evolve to better accommodate MPs who are also primary caregivers?
Anna Gelderd: Efforts are being made by the Speaker, the Parliamentary Estate, and staff, as well as figures like Lucy Powell MP, who have been working to make this better.
Charity: How have you dealt with online abuse or challenges in your role as a public figure?
Anna Gelderd: This is a really significant issue. We need to do more in legislation to tackle it. There’s a long way to go, but I know that the government is taking measures to tackle this in an ever-changing world.
In a personal capacity, I’m very British I think in that sense of “keep calm and carry on”, so I try to just keep moving on with my life and delivering for the priorities of the people in South East Cornwall.
Charity: What are your top priorities for your constituency over the next few years?
Anna Gelderd: My number one priority is to deliver for the people of South East Cornwall, whether that’s through unlocking economic growth, delivering better healthcare in our communities, or improving our education system to support every child.
There’s a lot of good work being done, with free breakfast clubs, NHS waiting lists coming down, the Kernow Industrial Growth
Fund delivering funding to unlock growth locally, tackling high street crime, and establishing GB Energy to secure our energy and tackle climate change.
I am determined to continue my work on all these issues.
Charity: Please tell us about your role as Parliamentary Private Secretary in the Department for Energy Security and Net Zero?
Anna Gelderd: As a Parliamentary Private Secretary in the Department for Energy Security and Net Zero, I serve as a link between the Ministers and backbench MPs in Parliament. This involves supporting during parliamentary debates, Oral Questions, formal meetings, and informal conversations so that backbench MPs can clearly raise topics that are important for their constituents with the government. It’s an honour to hold this important role in the democratic process.
Charity: How will the “Warm Homes Plan” improve the lives of people and address the current cost-of-living crisis?
Anna Gelderd: The Warm Homes Plan will help to upgrade five million homes by 2030, supporting up to one million of those out of fuel poverty too.
It’s a future-focused plan to create good jobs across the country, with 180,000 additional high-quality, well-paid jobs in energy efficiency and clean heating by 2030. So, it’s a holistic plan targeting those households that need the most support, providing protections for tenants living in cold, damp or mouldy homes, whilst boosting the economy as a whole too.
Policies like this are taking bold steps to reduce bills and unlock economic growth.
Charity: What steps are you taking to encourage local business growth and support small retailers in your constituent area of South East Cornwall?
Anna Gelderd: I am regularly meeting with local businesses in South East Cornwall, whether that’s looking at our food supply chains at a recent ‘Roots to Resilience’ event or looking at some of the innovative work going on in the area such as a Slurry Lagoon and Methane Capture Trial at a local farm.
I’ve been speaking with local businesses about the problem of late payments, and I’ve been campaigning for a clampdown. I’ve met with the Minister for Small Business and Economic Transformation, Blair McDougall MP, at Cornish Tea & Cornish Coffee to talk further about my campaign on this issue. So it’s great that the government has announced enhanced powers for the Small Business Commissioner, who will be able to impose fines on the worst offenders. This is a real win for businesses in South East Cornwall and it was great to speak with Minister McDougall about the announcement.
Charity: You are a member of several All Party Parliamentary Groups (APPG’s).
Can you please tell us about the work you are doing in the following groups?
Global Deforestation, Sustainable Finance, United Nations Global Goals, Usher Syndrome, Nordic Countries
Anna Gelderd: As a Parliamentary Private Secretary in the Department for Energy Security and Net Zero, I have now stepped down as Chair of these APPGs. However, gathering MPs from all parties is really useful to see how we can work together to tackle key issues such as deforestation.
As a conservationist, I was part of some APPGs where I could use my experience on these different issues.
Charity: What advice would you give to aspiring Female politicians who are considering standing for election?
Anna Gelderd: If you are thinking about it, do it. Take the first step, go to that first meeting. Spend your time doing the thing rather than thinking about doing the thing.
Charity: What do you hope your legacy will be at the end of your political career?
Anna Gelderd: I hope that I have held the door open for people. The people I represent in South East Cornwall are my priority, but supporting women and caregivers is also a priority for me. I simply want to help others succeed in life.
Charity: What does the future hold for Anna?
Anna Gelderd: In politics, you never know what the future holds. You can only control how you respond to it. I’ll continue to work to ensure South East Cornwall is a better place than when I entered office and pursue the passions that give my life a true feeling of purpose. I never want to let any barriers stop me. ■
Anna Gelderd MP
Labour Member of Parliament for South East Cornwall http://www.annagelderdmp.com/
Interviewed by Charity Mafuba
Editor-in-Chief and Director, Solicitor (England and Wales) Attorney- New York Attorney-Supreme Court of the United States
“In politics, you never know what the future holds. You can only control how you respond to it. I’ll continue to work to ensure South East Cornwall is a better place than when I entered office and pursue the passions that give my life a true feeling of purpose. I never want to let any barriers stop me.”
Charity: Please tell us about yourself?
Bell Ribeiro-Addy: My name is Bell Ribeiro-Addy and I'm the Labour MP for Clapham & Brixton Hill (previously Streatham) since 2019. But before any of that, I am of Ghanaian heritage and a Brixton girl through and through.
After school I went on to study Biomedical Science with Ethics & Philosophy of Science at Bradford, then a Master's in Medical Law & Ethics, and later trained in law.
I was the National Black Students' Officer with the National Union Students (NUS) and coordinating the Student Assembly Against Racism. Before Westminster ever entered the picture, I did all sorts of jobs. I worked as a cleaner, in early years, in a nursing home, behind a bar, and did admin for a charity. Alongside that I remained an activist and eventually went to work for the National Assembly Against Racism and then the Palestine Solidarity Campaign.
In 2011 I started working for Diane Abbott, first as her parliamentary assistant, then as political advisor on International Development, then Health, then Home Affairs, before eventually becoming her
Interview with Bell RibeiroAddy MP
Charity Mafuba talks to Bell Ribeiro-Addy, Labour MP for Clapham and Brixton Hill, about her Political Career, AllParty Parliamentary Groups (APPG’s) Roles and Passion for Reparatory Justice.
Chief of Staff. By the time I became an MP myself, I'd worked across pretty much every part of what it takes to actually do this job properly, on the ground, behind the scenes, and at the sharp end of policy.
I'm a committed anti-racist activist and trade unionist, and that's still how I see myself first.
Charity: What inspired you to enter Politics?
Bell Ribeiro-Addy: I was politicised as a student by the rise of the BNP in Bradford and the violent deportation of my friend, Victor. Those experiences pushed me into activism, campaigning and organising on the issues that mattered to my community. But the more I did that work, the more I realised that most of the changes I wanted to see actually needed politicians to change policy. You can organise and campaign all you like, but at some point someone has to be in the room making the decisions, and I wanted that to be someone who'd actually live through the issues they were legislating on.
“...One of my proudest moments was being selected and elected as the MP for Streatham. In Parliament, I’m proud that I have been able to use this position to spotlight issues that haven’t received the attention they deserve in the past but nonetheless have a major impact on people’s lives: from racial inequalities in maternity to reparations, child citizenship fees...”
It was a local left activist who finally convinced me to join the Labour Party. We were out campaigning for my predecessor Chuka Umunna in 2010. I was encouraged that a local young Black person like myself was standing to be our MP. That's really where it started for me, recognising that I could be inside the system pushing for change as well as outside it as an activist.
Charity: You have mentioned that Diane Abbott is a major inspiration.
How do you plan to continue the fight against Racism in Politics and Media?
Bell Ribeiro-Addy:I often talk about the difference between representation and diversity. It’s not enough to have people who look like you in the room; we need representatives that speak up on the issues impacting their communities.
As we’ve seen with successive Home Secretaries, diversity can be co-opted as an alibi for inflicting policies that harm people who look like you.
Of course, no community is a monolith and there will be differences of opinion.
I stand in a proud tradition of anti-racist socialism. My job is not to say what’s popular, it’s to make popular what needs saying. It’s to stay rooted in the community I represent, to listen to the issues that impact people’s lives and don’t always receive a fair hearing. It’s to articulate these issues in a way that wins wider public attention.
Charity: What has been your proudest moment or greatest achievement as a woman (particularly of colour) in politics?
Bell Ribeiro-Addy: One of my proudest moments was being selected and elected as the MP for Streatham. In Parliament, I’m proud that I have been able to use this position to spotlight issues that haven’t received the attention they deserve in the past but nonetheless have a major impact on people’s lives: from racial inequalities in maternity to reparations, child citizenship fees.
Charity: What has been the biggest challenge you have faced as an MP, in serving your community through immense public scrutiny?
Bell Ribeiro-Addy: It’s been the honour of my life to represent my home area in Parliament. When you take up a role in the public eye, every word, every vote, and sometimes even your identity itself is subject to commentary and criticism. As a Black woman, scrutiny can be sharper and, at times, more personal. You are not just judged on your politics, but often on who you are. The biggest challenge for most MPs is staying grounded in the needs of the communities we represent whilst dealing with all the other competing demands and pressures.
Charity: Why is it important to have a gender-balanced Parliament? And How does it affect policy decisions?
Bell Ribeiro-Addy: There’s an important saying from the disability rights movement: “nothing about us without us”. When you are making a policy decision that impacts anyone, it’s helpful
to have people who can actually speak to its impacts in the Chamber. Coming back to the question of representation, I think gender equality in Parliament is important. The 2019 intake I was part of was a significant stride forwards in taking us towards a more representative Parliament..
Charity: How can we ensure that the voices of diverse women are heard in policy-making decisions?
Bell Ribeiro-Addy: That’s a big question. It’s partly about getting these voices into the room in the first place, strengthening representation and engagement – particularly from the most disenfranchised communities. It’s about recognising how existing inequalities can be barriers to these processes and devising practical ways to overcome these. We also need to see more coproduction on policy design and there needs to be more accountability on decisions that have been made. Policy needs to be a responsive, continuous process with constant feedback and input, not a one-time decision made by a small group.
Charity: How have you dealt with online abuse or challenges in your role as a public figure?
Bell Ribeiro-Addy: The level of abuse I face online has always been bad but lately it’s become unmanageable. Twitter (I refuse to call it X) currently basically permits all and any forms of racist abuse, which comes in faster than I can report it anyway. I have had at least one death threat that I can remember. There’s not really any practical way of dealing with it. It’s only strengthened my resolve that we need far stricter regulations on social media platforms and to place a financial burden on these companies to get their houses in order.
Charity: What are your top priorities for your constituency over the next few years?
Bell Ribeiro-Addy: Housing remains a top priority locally. Right now, I’m getting out word to local renters about how their rights are being strengthened as well as pushing for rent controls. I’m also campaigning for stronger accountability mechanisms for social housing tenants and leaseholders. The living standards some are subjected to should be illegal.
One thing I would like to see is a greater focus on investment in council housing. I don’t think ripping up red tape and giving developers carte blanche is how we are going to resolve the housing crisis. The only time in history that Britain has ever been able to build new homes to meet demand is when the state has played a leading role. I’ll continue to push for a mass council home building programme from central government, not just as a solution to the housing crisis in our borough but also as an investment. Having well-maintained social housing isn’t going to raise revenues but it is going to cut other costs, stopping people on housing benefit forking money over to private landlords and temporary accommodation providers. Not to mention the impact on health and wellbeing.
“...Violence against women and girls is one of the most urgent and complex challenges we face, and it is evolving rapidly in the digital age. Parliament needs to take a more robust and coordinated approach...”
Charity: You've called for the abolition of tuition fees and a fairer approach to student loans.
In the current economic climate, how do you respond to critics who say progressive taxation cannot cover these costs?
Bell Ribeiro-Addy: Look at other countries where this already happens and works: Sweden, Denmark, Norway, Germany. We are actually something of an international outlier in not financing education through progressive general taxation. The problem with our higher education sector (as with so much of our economy) is that we’ve been looking to the US rather than to the continent. As the sixth largest economy in the world we have the resources, the issue is how we use them. Politics is about choices and in this regard, we keep making the wrong ones.
Charity: Violence against Women and Girls is on the rise, (including Digital Harms such as AI, Deepfakes).
Can you please tell us about any measures you think should be taken by Parliament to address this very important and prevalent issue?
Bell Ribeiro-Addy: Violence against women and girls is one of the most urgent and complex challenges we face, and it is evolving rapidly in the digital age. Parliament needs to take a more robust and coordinated approach. Our laws need to keep pace with technology, including an out and out ban on deepfake abuse and stronger penalties for online harassment and image abuse. Enforcement also needs to get better as well. Above all, we need maximal accountability for the tech companies who profit from this kind of content: stronger regulation, clear duties of care, and meaningful consequences when they fail to act.
We need to also look at culture and prevention, particularly when it comes to education young people around these issues.
Charity: What measures do you believe are necessary to address youth violence and improve community safety in South London?
Bell Ribeiro-Addy: There’s no one easy answer to youth violence. It is rooted in complex social causes and will take many years of sustained investment and work to tackle. It is often rooted in trauma, deprivation and lack of opportunity. One thing is certain: we cannot police our way out of this epidemic. Violence is just the symptom.
Positive measures we are seeing include our Mayor’s recent commitment to open a youth club in every London borough. Youth services were decimated under the last government, so this is welcome. I’m also glad to see national initiatives on mental health provision for younger people.
Locally, I am heartened by some of the work that is happening in our area, particularly where we are leveraging trusted local partners to do some of the things police have traditionally tried to do (and often failed). I have always been a big believer that any approach to youth violence should work with those on the ground in impacted communities who are often ahead of policymakers.
Trust in police is still very low in our area for longstanding historical reasons. Our local neighbourhood officers take this issue seriously but we need to see more effort from Met leadership to rebuild trust. The extensive use of suspicionless stop and search clearly does more harm than good and is turning people against the police from a young age.
Charity: You have been a strong advocate for reparatory justice. Recently, you presented a petition calling for an unequivocal apology for the Transatlantic slave trade.
Beyond an apology, what specific 'structural repairs' do you believe are most urgent for the UK government to implement?"
You’ve argued that the UK should transition from traditional aid to a model of reparative justice.
How would this shift practically change our diplomatic and economic relationships with African and Caribbean nations?
Bell Ribeiro-Addy: There’s a lot to unpack here! Reparations are primarily about justice and equality. I have always said that no sum of money can compensate for the atrocities inflicted through slavery and colonialism.
In terms of structural repair, I would argue that the government could start with the things that cost us nothing: whether that is an apology for our role in trafficking and enslaving millions of people or simply opening diplomatic dialogue with the many countries that were impacted by enslavement and Empire.
There are also some very obvious steps that could be taken in terms of restoring looted cultural objects and ancestral remains to the communities they were stolen from. Another longstanding demand of the APPG is for an all-party parliamentary commission and inquiry into reparative justice.
Charity: You have been vocal about women’s health. Specifically, regarding your own diagnosis of adenomyosis and endometriosis.
In recent debates you have shared your personal struggle with menstrual health while serving in Parliament and called for implementation of Statutory Menstrual Leave.
What progress has been made towards implementation?
And What would/should the policy entail?
Bell Ribeiro-Addy: The government’s response to this petition was pretty poor. They basically claim that the Equality Act 2010 means a condition like endometriosis can classify as a disability, thus offering protections.
In practice, this simply is not the case and it remains a grey area without specific statutory protection for sufferers. People shouldn’t have to fight for protections on an employer-by-employer basis.
The government is right that other changes will be welcome to endo warriors but there needs to be specific support. Introducing statutory menstrual leave would actually be entirely in-line with our wider workers’ rights agenda. The failure to do so, or to include a second workers’ rights bill in the latest king’s speech speaks to the lack of ambition at the very top.
In terms of the policy itself, the proposal I spoke for was up to 3 days of paid menstrual leave a month for individuals with a valid medical diagnosis. This would be certified with a single annual medical certificate confirming the condition. It would also ensure full employment protections, including no loss of pay, benefits or seniority and operate on a confidential basis.
Charity: What advice would you give to aspiring Female politicians (particularly, women of colour), who are considering standing for election? And What are the most significant remaining barriers for women (particularly, women of colour), who want to enter politics today?
Bell Ribeiro-Addy: My advice would be to believe in something. Simply wanting to be a politician is never enough, especially when representing others. Don't wait until you feel ready, because you never will be and the opportunities are few. I certainly didn't feel ready when I put myself forward. The truth is politics wasn't built with us in mind, so there will never be a moment where the system taps you on the shoulder and tells you it's your turn. You have to take that turn yourself. Find your people early. I would not have survived this without other Black women in politics who came before me and around me, Diane Abbott chief among them, and my political base. Build those relationships, lean on them, and then do the same for those coming up behind you.
As for the barriers, they're still very real. Money is one, this is an expensive business to get into and we haven't fixed that. Confidence is another, women are so often told to wait their turn or prove themselves twice over before anyone takes them seriously, and that message lands even harder if you're also dealing with racism. And then there's the abuse, which I've already talked about. It's relentless and it's specifically designed to make you doubt whether this is worth it. The barrier isn't talent or ambition; there's no shortage of that. The barrier is whether the system makes room.
Charity: What do you hope your legacy will be on the constituency of Clapham and Brixton Hill? And at the end of your political career?
Bell Ribeiro-Addy: I hope it will be a safer, more affordable, equal and secure place. I want people in Clapham and Brixton Hill to be able to stay in the area they grew up in if they want to, to be properly housed, and to feel like their MP actually fought for them rather than just represented them on paper.
At the end of my career, I'd like to be remembered as someone who never lost touch with where she came from. If reparative justice has moved from the margins to the mainstream of British political debate by the time I'm done, and if a few more working class Black women feel like Parliament is somewhere they belong, I’d feel proud to have been a part of that.
Charity:What does the future hold for Bell?
Bell Ribeiro-Addy: I don't tend to think in terms of where I want to be in five or ten years.
With my work I think in terms of what needs doing now and who needs someone in their corner. So for the immediate future I’ll be just keep doing what I was elected to. ■
Bell Ribeiro-Addy MP
Member of Parliament for Clapham & Brixton Hill https://www.linkedin.com/in/bell-ribeiro-addy-87341a42/
Interviewed by Charity Mafuba
Editor-in-Chief and Director, Solicitor (England and Wales) Attorney- New York Attorney-Supreme Court of the United States
“...My advice would be to believe in something. Simply wanting to be a politician is never enough, especially when representing others...”
Charity: Please tell us about yourself?
Sarah Russell: I became a Member of Parliament (MP) in July 2024, and I am very proud to be the first Labour MP for Congleton, which has been a Conservative seat throughout the whole of its history.
Before that, I was a Solicitor practising employment law for about 14 years. I was supervising at the Equalities and Employment Law Centre in Liverpool where I supervised equality and discrimination claims, on a part-time basis, and was training junior solicitors, and paralegals.
I was also working as a consultant, in private practice, largely for quite senior people who were whistleblowing, or had discrimination or unfair dismissal claims.
And I had spent 9 years as a Manchester City Councillor as well. So, I had been working in both politics and law for quite a long time before I was elected
Charity: Before entering politics you were an Employment Law Solicitor and Housing Association Board Member.
Can you please tell us more about this?
Sarah Russell: I absolutely loved being a Solicitor. I really, genuinely enjoyed it and felt very excited and privileged to have the flexibility of being a consultant.
I originally have a Politics degree, and then I completed a Postgraduate Diplom So I had always been interested in both politics and law, and it was an amazing thing to find after I had children that I could continue to be a lawyer, and be a councillor as well.
Being self-employed as a lawyer was one of the best things that's ever happened to me because of the flexibility it gave me to enjoy practicing law without the dull management meetings, or becoming bored by focusing on it exclusively.
Charity: How has your previous career shaped your approach to policy making?
Sarah Russell: Being a discrimination and unfair dismissal lawyer, was absolutely fundamental to my identity and it still is.
I joined the Labour Party because I was bringing sex discrimination and maternity discrimination claim after claim, endless failure to make reasonable adjustments claims, race discrimination and whistleblowing claims. It felt to me
Interview with Sarah Russell MP
Charity Mafuba talks to Sarah Russell, Labour MP for Congleton, about her Political Career and All-Party Parliamentary Groups (APPGs) Officer Roles.
like, I was only ever getting people settlement agreements, which made their lives individually better, helped resolve the problem that they had, but it did not fundamentally change the structures of society.
Which meant that some people were having a much worse time in the workplace than others. And that in order to genuinely improve that situation, I needed to be more involved in politics as well as law. That was why I joined the Labour Party, and started to get involved and campaign more.
Charity: What inspired you to enter politics? And
Sarah Russell: Generally, I grew up in a fairly politicised family. There were a lot of conversations about politics around the dinner table, and about fairness, that sort of thing.
The more time I spent doing employment law, the more angry I was and the more I could see how much talent is being wasted in Britain. And I really do believe one of the reasons we have such a big productivity problem as a nation is that particularly when women have children, there is insufficient recognition of the fact that those women remain highly talented, capable individuals, and the failure to offer them contracts of employment and working hours that adapt to their family lives mean far too many of them fall out of the labour market or come back to work that’s well below their actual skill level.
Similarly, the failure to invest in people's training or make reasonable adjustments that enable people who are not well, to stay in the workplacefundamentally, this is a huge waste of human talent. We need as a nation to have a fundamental look at, not just, “is this person useful to me right now in exactly the way they always have been?” but actually, “how can we all work more productively, and in ways that enable people to flourish and for my business to make money ethically – both in this moment but also going forward?”
Charity: Did you have any female mentors who influenced your political career?
Sarah Russell: I was extremely lucky; I did the Fabian Women's Mentoring Scheme.A lot of senior female Labour MP’s supported that scheme.
Lucy Powell MP (Deputy Leader of the Labour Party) spent some time with me, talking to me about her career. She had a young family at the time, as did I. She was very generous with her time.
But actually, lots of female Labour MP’s gave their time to that mentoring scheme, bringing us to Parliament and showing us that it was a place that we could feel comfortable. I think it is a real shame that women sometimes have a reputation for bringing the ladder up behind them , - or that's sometimes alleged. That has not been my experience at all. My experience of senior women in the Labour Party is that many want other women to thrive and to be able to carry on the work.
Charity: What has been your proudest moment or greatest achievement as a woman in politics?
Sarah Russell: I was extremely happy when it was announced that the government would be outlawing non-disclosure agreements (NDA’s) in discrimination cases.
The Minister announced that to myself, Louise Haigh MP and Zelda Perkins, the brave activist who highlighted Harvey Weinstein’s abuse of NDAs. Louise and Zelda in particular had been campaigning for this for years and I was pleased to be able to help. There was an open consultation (which closed on the 8th of July) on what that ban should look like in practice: https://assets.publishing.service.gov.uk/media/69de4a68b0b0b93055e04f7e/ make-work-pay-consultation-on-misuse-of-ndas.pdf
I was also really pleased about the government’s announcements about ongoing gaming and social media restrictions.
At the moment, Australia has banned access to social media for under 16’s. But their limited ban does not address online gaming and actually a lot of predatory adults are approaching children and young people through the chat functions in Minecraft, Roblox etc.
I raised that with the Minister and said, “to prevent child abuse this needs to be bigger than just social media.” So, we consulted on a more wide ranging ban, and that is what we will now implement. Success always has many people –politics is a team sport – but the gaming inclusion is my contribution. Charity: What is the hardest thing about running for election, and how did you overcome it?
Sarah Russell: The hardest thing about running for election is actually deciding to do it in the first place.
The first time I ran for election was as a Manchester City Councillor. You have to be selected as a candidate by party members first, which is an internal election process with local members of the Labour Party. You have to persuade people to vote for you in that selection-that's people who you may or may not, in some circumstances already know.
Having been successful, I then ran to be a councillor and that involved unlearning quite a lot of how I'd been taught to do things as a lawyer. As a lawyer, you write very precise pleadings. You use as few words as possible, and it’s about facts, not emotions. You are not encouraged to give emotive speeches. Whereas, as a politician, when you speak to people, you need to win them over. You need to give a sense of who you are as a person so that they can understand whether or not your values align with theirs. In law, you're absolutely taught that persuasion is about facts and law, it should not be about personality.
So that was quite a learning curve as a councillor. By the time I was running in the General Election, that was a different scale and involved more press attention but it was really helpful preparation to have been a councillor first.
Charity: Why is it important to have a gender-balanced Parliament, and How does it affect policy decisions?
Sarah Russell: It has a massive impact on policy decisions, and perhaps unsurprisingly it is really noticeable how much more discussion there is about violence against women and girls when there are female politicians in the room. It's not that men don't care about violence against women and girls, but they do not experience it in the same way, and it affects what their policy priorities are. They don't have the same experiences and insights and therefore cannot come up with effective policy solutions for problems that they often simply have not experienced.
You need a critical mass of women raising those sorts of issues. One of my concerns about the local election results is that I haven’t seen the analysis yet but the change in parties almost certainly means we have just gone backwards significantly in terms of gender equality. In local councils, the majority of those using services such as social care, childcare, parks and other provision are women. That's not to say that there aren't men who care about those issues but it is crucial that women’s voices are being heard on local councils.
And it's exactly the same in respect of all diversity characteristics. You cannot make effective policy without having a wide variety of people, from a variety of different socioeconomic backgrounds, ages, races, sexualities, people with different faiths or none, within Parliament.
It is absolutely critical because everyone comes here and tries to solve the problems that they see. But you usually only see the problems or feel their urgency if you have in some way lived them. So if you don't have the diversity of people here, you don't see the diversity of problems that exist in our society.
And then you don't have a hope of solving them.
Charity: Is there a sense of sisterhood or collaboration across party lines among female MPs?
Sarah Russell: Yes, there absolutely is, and for instance, the Family Friendly and Flexible Working APPG that I chair, my co-chair is a Conservative Baroness.
She and I get on extremely well and work together very well. We do have some political points of difference and that does affect how the agenda of the APPG is formed and shaped.
It's not to suggest that political difference doesn't exist. But that doesn't prevent us from finding common ground and working together towards common goals. And that's quite a common thing.
There are certainly women like, neighbouring MP Dame Karen Bradley, who also has a huge interest in Modern Slavery, Violence Against Women and Girls, and is driving some extremely good and important work in her role chairing Home Affairs Select Committee. She is holding the government to account in ways that are really important, and is welcomed in doing so because it's very clear to all of us that she absolutely has the best interests of women at heart.
Charity: How can we ensure that the voices of diverse women are heard in policy-making decisions?
Sarah Russell: It's really important that we have a representative Cabinet as well as representative backbenchers, and I think that is something essentially, that the whole of our society needs to do better on.
But it's something that the Labour Party takes really seriously.
There is always more to do on this. For instance, because the Labour Party has women from diverse backgrounds, women who are disabled and women from a variety of ethnic minority backgrounds, their voices are heard in Parliament. Dawn Butler MP set up the Parliamentary Black Caucus in Parliament in 2025, to bring together Black and minoritised Members of Parliament and Lords with a shared mission: to tackle racial inequality, advocate for equality, equity and justice for all, and ensure that Parliament reflects the rich diversity of the country it seeks to represent.
Charity: How do you manage your duties in Parliament alongside your personal life?
Sarah Russell: It is always challenging is the honest answer to that question. I have 3 children and anyone who's got children knows that children's needs will expand indefinitely. They also bring me a lot of joy though.
Charity: How does Parliament need to evolve to better accommodate MPs who are also primary caregivers?
Sarah Russell: The House of Lords is much, much worse than the House of Commons. They still sit until or beyond midnight regularly..
The House of Commons sits late enough that I cannot go home at the end of an evening. I have to stay in London at least 2 to 3 nights a week. It is difficult to see, though, how some of that could easily be changed. We could reduce the sitting hours, but for someone like me, who is a Northwest MP, we would have to finish very, very early indeed for me to be able to get home at night and come back again in the morning-I don't think that's realistic. This place has accommodated parents to some extent. The greater challenge really is about how to make it feel accessible to more women, from more diverse backgrounds, including those with children in the first place.
Some of the problems really relate to things like local councils, not being very accessible and being quite difficult for women sometimes to be elected to. Because that's a feeder route to Parliament, that can make it much more difficult for women to get here in the first place.
Once you are here, if you assert yourself, you can manage. For instance, I do not normally have meetings before 9:30am on a Friday morning because I do the school run. Because I manage my own time and calendar, and I can say, “unfortunately, I won't be able to be there until 9:30 am”, people largely respect that.
“...I think the most important thing that I've done as Chair of the Access to Justice APPG was facilitate a meeting for Parliamentarians with Sir Brian Leveson to talk about prospective changes to the criminal court process and the potential restrictions in the access to jury trials; which is really important for women and girls-but it's also really important for people from ethnic minority backgrounds...”
Whereas for women who work in a supermarket, their shift starts when their shift starts and they have to be there - and there's no negotiating that. So in some ways, the privileges of the office can be that you have more flexibility than other people, but in other respects, I'm here and voting until 10 o'clock on a Monday night at the earliest. There is no flexibility whatsoever in some of that, but it is also the most incredible career and working environment in the world.
Charity: How have you dealt with online abuse or challenges in your role as a public figure?
Sarah Russell:I have been relatively lucky, in so far as many of my female colleagues have people who are in prison for the level of harassment and threats to kill and rape that they have received. I haven't sustained that level of harassment, and so I generally consider myself quite fortunate.
But it is quite sad that we live in a society where I'm fairly regularly abused online. I generally think I'm one of the lucky ones because people mostly aren't threatening to kill me. That is not a sign of a healthy society, but that has become the standard benchmark for MPs.
Charity: What are your top priorities for your constituency over the next few years?
Sarah Russell: We have really large numbers of unadopted estates in my constituency.
The houses have been built and sold, but the sewers have not been adopted by United Utilities, the roads have not been adopted by the local council.
The result of that is with those properties, over time, if there are problems with the sewers etc, those will become the collective financial responsibility of the householders, which is a huge financial risk for people.
I don't think most people realise how significant that risk is when they're buying leasehold properties on unadopted estates.
One of my major campaigns is about getting changes to the law around leasehold. If I could change that, I would be so happy. I desperately want to improve road safety. 19 people died on the road in my constituency between 2019 and 2024. You are 6 times more likely to die on a rural road than you are on a motorway. Rural roads are incredibly dangerous, far too fast and far too dark, leading to avoidable deaths.
If we could get road deaths in Britain to go to zero between now and 2040, we would save 25,000 lives. We have accepted a level of road deaths in this country that is not right, in my opinion.
Charity: You are on the “Justice Select Committee.”
Can you please tell us about the work you are doing on this committee?
And How this work advances the rights of Women?
Sarah Russell: The Committee is currently looking at Access to Justice. Women are more likely than men, to be on low incomes - unable to afford legal advice, be single parents and to be in precarious housing. As a result, they are much more likely to have the sorts of issues that lead to them needing legal advice that they, unfortunately, are not able to afford in the first place. They are much more likely to be adversely affected by the previous government’s cuts to legal aid.
We have also looked at legal aid quite extensively. We have looked at Crown Court, trial, rates and delays, we have also particularly been looking at rape trials. And so there is a gendered aspect to a huge amount of what we do. But there's also just a fundamental social need across the entire justice system that is not being met.
Charity: Violence against Women and Girls is on the rise, (including Digital Harms such as AI, Deepfakes)
Can you please tell us about any steps being taken by Parliament to address this very important issue?
Sarah Russell: The Online Safety Act 2025 was a really big starting point. Just in so much as, prior to that point, there really had been no online regulation at all- changing that culturally has been a very big deal.
I have met with the Chief Executive of Ofcom, and spoke to her about the effectiveness of the measures that we currently have. Ofcom is in working in a very new environment, suddenly having responsibility for regulating a whole load of access to porn (which should not now be available to the under 16s) and access to content that promotes self-harm.
There have been steps to geo-block some of this content and to hold people to account for it. It is a work in progress in terms of improving the effectiveness of that, but the priority offences underneath the Online Safety Act are a good starting point.
Parliament also moved to ban strangulation in online porn and to ban porn that has performers in it, who are pretending to be underage, even if they, in fact, are themselves over age.
So that sort of pornography that is promoting violence against women and girls, we've now got real steps coming forward to reduce and solve that problem as far as government can.
I'm looking forward to being able to start taking some really substantial steps on children’s online safety following the social media ban.
Charity: You are a committee member on the Commons General Committee, undertaking some “non-inquiry work” on the “Cyber Security and Resilience (Network and Information Systems) Bill”. What is the nature of legislative work you are doing on this Bill?
Sarah Russell: I was on the Bill Committee; that is the bit where the Bill Committee goes through the draft legislation line by line and looks at the potential for amendments, and generally just really goes through it.
We met with the head of the National Cyber Security Agency as part of that, which was extremely interesting. It's a really good piece of legislation.
Charity: You have several All Party Parliamentary Group (APPG) officer roles. Can you please tell us about the work you are doing in the following groups?
And How this work is advancing the rights of women and girls?
Chair of the Access to Justice APPG.
Sarah Russell: I think the most important thing that I've done as Chair of the Access to Justice APPG was facilitate a meeting for Parliamentarians with Sir Brian Leveson to talk about prospective changes to the criminal court process and the potential restrictions in the access to jury trials; which is really important for women and girls-but it's also really important for people from ethnic minority backgrounds.
It was really important that Parliamentarians were able to ask Sir Brian Leveson questions about that. I've chaired quite a few meetings in that role.
We've had David Lammy, the Lord Chancellor and Deputy PM, talking. I think that in particular All Party Parliamentary Groups do really important work in and facilitating backbench MPs getting to know more about the law because although Parliament has a reputation for being full of lawyers, actually it's not.
We actually have lots of people who come from a really wide variety of professional backgrounds. And it is really important that people who aren't on a select committee, are able to engage with these issues. So I think facilitating that is a hugely important part of this.
Charity: Family and Friendly Working APPG?
Sarah Russell: One of the things that I feel most passionate about (one of the reasons I wanted to come to Parliament), is that I don't think we will solve maternity discrimination until men take significantly longer periods of paternity leave. I think that that change needs to be achieved through legislation.
I think that we need ring fenced, “use it or lose it” partner parental leave. And if men took substantially longer off, when they had children, that would set up relationships more equitably around childcare at the beginning of that parental journey and would also mean that more men saw how hard women work on maternity leave, looking after babies, rather than some of whom regard it as basically “a jolly being paid for at their business's expense.”
That attitude is one of the biggest enemies of the progress of female employment. So that is the one thing that if I could, I would like to have achieved by the end of this Parliament.
Most of the work that I do on family friendly and flexible working is towards that goal.
Charity: What advice would you give to aspiring female politicians who are considering standing for election? And
Sarah Russell: Some of the best advice I ever received was “what would you do if you were 10% more brave?” Not if you were a wholly different person, not if you were operating in a completely different environment. “But what is the thing that you'd like to do that you are not doing because you're not quite brave enough?” And that was very good advice. So my advice to aspiring female politicians is get involved in your local branch of a political party. Find the thing that you are passionate about. And then absolutely focus on and go for it.
Charity: What are the most significant remaining barriers for women who want to enter politics today?
Sarah Russell: I think the positions on local councils are often poorly paid or completely unpaid, and that when times are financially hard for people, and they are looking at the amount of time commitment that might involve, that is quite a problem, particularly for younger people, but especially for women. And the result of that is that our local democracy is disproportionately populated with older people who can access a pension, and for whom therefore their time is their own, or who fundamentally have some sort of other source of work. And that makes it not as representative as it should be.
So it is really difficult for women, particularly if they have young children, to spend money on childcare, in order to go and do something that is voluntary or near voluntary.
I would say the remaining barriers are; we should actually pay local government at better levels, and we should make sure that people really value it and we should try and make meetings happen at times and in ways that actually women with children can better access.
Charity: What do you hope your legacy will be at the end of your political career?
Sarah Russell: I really hope that I have enough time in my political career to figure that out-I'm only 44! I think there's something very grandiose about the idea of aspiring to have a legacy.
I get up every day and do my best for the people in my local community and try and be a genuinely good MP, and to move this country in a direction that I hope makes it a better place for us all to live in and where everyone has good life chances and where vulnerable people are better protected by the state in various ways.
That's what I aim to do, but that's not about legacy, that is a very living, breathing, everyday thing.
Charity: What does the future hold for Sarah?
Sarah Russell: I have an attitude to life, which is, “just do the next interesting thing”.
So I don't know what will happen next, but I hope that I will continue to have interesting opportunities. ■
Sarah Russell MP
Lanour Member of Parliament for Congleton https://www.linkedin.com/in/sarah-russell-8548741a/
Interviewed by
Charity Mafuba Editor-in-Chief and Director, Solicitor (England and Wales)
Attorney- New York
Attorney-Supreme
Court of the United States
A Legal Career That Shaped My Perspective
Before founding House of Kind, I spent more than a decade working as an in-house solicitor in various international settings. My legal career has taken me through demanding corporate environments including the automotive and retail sectors, often working across different jurisdictions in fast paced businesses.
As the first person in my family to attend university, entering the legal profession felt both exciting and intimidating. Law gave me opportunities I never imagined possible for someone from my humble background. It taught me resilience, commercial awareness, and how to navigate rooms where I often felt different from the people around me.
At the same time, my legal career exposed me to the pressures many women continue to experience in professional environments. I met brilliant women across the legal sector, yet many were quietly struggling with burnout, imposter syndrome, isolation, or the feeling that they constantly had to prove themselves in ways their male counterparts often did not.
Why I Founded House of Kind
I founded House of Kind because of my own experiences as a woman navigating traditional male corporate spaces and because I wanted to create something rooted in kindness, allyship, and connection between women.
Throughout my legal career, I often found myself walking into boardrooms and feeling alone. In many professional environments, men instinctively back one another. They mentor each other, recommend each other, and create networks of support that often operate quietly behind the scenes. Women, by contrast, are too often
From Law to House of Kind: Why Women Need Community More Than Ever
By Sonica Beckmann
placed in environments that encourage comparison and competition rather than solidarity. There can sometimes be an unspoken sense that there is only room for one woman at the table.
At the same time, I am acutely aware that supportive women exist because women like that changed my life. I lost both of my parents in my early twenties and, as somebody raised within a first generation migrant family, I did not grow up with the networks, connections, or safety nets many others rely upon. During those difficult periods and throughout different stages of my life and career, it has been women who rallied around me and pieced me back together. Those experiences shaped me profoundly and made me realise how transformative female support can be. It needs to exist in corporate environments.
Around the same time, I found myself reflecting heavily on wider societal changes affecting women. Conversations surrounding women’s rights were becoming increasingly divisive, while online spaces felt increasingly hostile and polarised. It often felt as though we were taking a step backwards, and I wanted to create something that made a tangible impact. As a mother, I also feel a responsibility to help shape a kinder and more supportive world for future generations of women.
Realising there was a gap in the market for a brand that represented something deeper than fashion trends alone, House of Kind was created as an affordable luxury womenswear brand with purpose at its core. The clothing incorporates visible signature details intended to symbolise kindness and solidarity between women. What started as a challenge to the “Old Boys Club” today carries a much broader message of support and reassurance: “You’re safe with me”.
Fashion may seem very different from law, but there are many similarities. As lawyers, we advocate for others every day. Through House of Kind, I now advocate for women in a different way by creating clothing that makes them feel comfortable, confident, seen, and safe while also supporting women more broadly through our charity partnerships and social impact initiatives.
What began as a side project alongside my legal career, motherhood (raising two young children), has quickly evolved into something much bigger.
The Social Impact Behind The Brand
Although House of Kind is a fashion business, social impact is central to its mission.
One of the partnerships I am most proud of is our work with 50:50 Parliament, an organisation campaigning for equal gender representation in Parliament and public life. Supporting organisations like 50:50 matters because representation is key. Women deserve to see themselves reflected in leadership positions and decision making spaces; and we need to be there to advocate for our interests.
I am also proud to support and work alongside Dress for Success, an organisation helping women access employment, confidence, and economic independence. Coming from a humble background myself, it is incredibly important to me to be able to pay that support forward. I understand firsthand how transformative confidence and opportunity can be. Clothing should not determine how somebody is perceived, but the reality is that it often does, which is why we support Dress for Success Greater London through clothing donations and by donating a percentage of sales from selected products.
House of Kind also supports organisations including Stonewall and Women for Women International, whose work aligns closely with the brand’s wider ethos of inclusion, dignity, representation, and support for women globally. For me, social impact cannot exist in isolation. It needs to include standing alongside women from different backgrounds, sexual orientations, experiences, and communities, particularly those facing inequality, conflict, discrimination, or exclusion. We are a values-led brand and firmly believe social impact should be reflected through action, not simply messaging.
House of Kind has also contributed to wider conversations surrounding women in leadership, entrepreneurship, representation, and social mobility through events, networking initiatives, and public discussions, where we have also highlighted our much- needed message of kindness.
What Law Taught Me About Leadership
My legal background continues to shape how I run the business every day.
Working in law taught me discipline, negotiation, problem solving, and how to remain calm under pressure. It also taught me the importance of integrity and reputation, which are values I carry strongly into House of Kind and which also feature on our swing tags under what we refer to as our House Rules.
Corporate life, working in law, and working generally has taught me how much culture matters. We spend more than half of our waking lives at work, so it is no surprise that supportive environments can completely transform somebody’s confidence and performance. Equally, toxic environments can diminish even the most capable people.
Plus and, if I am honest, life is difficult enough already without us adding human toxicity and unkindness into the mix. We need to show empathy and be kinder to one another. I genuinely believe that if we all acted in accordance with the House Rules, we would solve a significant number of the problems we currently face in society.
In terms of supporting gender equality more specifically, I do not believe women benefit from outdated narratives suggesting there is only room for one woman at the top. There is enormous power in collaboration, mentorship, and encouragement. We are undeniably stronger together; and this is a narrative that we also proudly highlight through the brand.
Looking Forward
Over the last 18 months, House of Kind has grown far beyond what I initially imagined. The brand has been worn by women including Denise Van Outen, Dame Kelly Holmes, Lorraine Kelly, and June Sarpong, while also appearing across national media and television.
Yet for me, the most meaningful part of this journey remains the messages from women themselves. Women telling me they feel more confident, more connected, or simply more seen while wearing the brand; and from our charity partners when they tell us about the impact we have made.
My journey from solicitor to founder may seem unconventional, but both paths have always been driven by the same underlying belief: women deserve to feel supported, empowered, and safe in every space they occupy.
If House of Kind can help create that feeling, whether in a boardroom, at home, or simply in everyday life, then I believe it is doing far more than building a fashion brand. It is helping build the kind of world I want my children, and future generations of women, to grow up in: a fairer and more equal society. ■
Sonica Beckmann
Founder, House of Kind Solicitor (England and Wales)
“Over the last 18 months, House of Kind has grown far beyond what I initially imagined. The brand has been worn by women including Denise Van Outen, Dame Kelly Holmes, Lorraine Kelly, and June Sarpong, while also appearing across national media and television.”
A More Connected World. A More Fragmented One.
By almost any measure, we are more connected than ever.
The Institute for Economics and Peace (IEP)’s 2025 Global Peace Index states that since 2008, the number of global internet users has grown from roughly 1.5 billion to over 5.5 billion. Smartphone adoption has risen from under 15 per cent to well over 70 per cent of the global population today. Global trade has grown from around US$16 trillion to more than US$30 trillion.
With the use and abilities of artificial intelligence growing rapidly, our capacity to share ideas, mobilise people and solve problems collectively has never been greater.
Despite our challenges becoming increasingly interconnected, many of our institutions and approaches to decision-making remain outdated and siloed.
The aforementioned Index states that over the same period, the number of countries involved in external conflict has increased from 59 to 103 - an increase of nearly 75 per cent.
The IEP refers to this period as the “Great Fragmentation”: a new geopolitical era, beginning after the 2008 Global Financial Crisis, characterised by rising geopolitical competition, the declining influence of traditional powers and weakening multilateral cooperation.
Evidence of this shift is all around us. Turn on the news or scroll through social media and it is difficult to escape stories of conflict, trade disputes, technological competition and growing political polarisation.
A Multilateral Approach
The world has always been a place of conflicting interests and values. In the aftermath of the Second World War, our response was not to eliminate those differences, but to create institutions capable of managing them. Organisations such as the United Nations (“UN”), the European Union, NATO (The North Atlantic Treaty Organization) and the African Union were founded on the belief that dialogue, cooperation and shared rules could strengthen international stability. For decades, that model delivered extraordinary progress. Today, however, it is under increasing strain.
Who’s
in the Room Where it Happens? Why broader perspectives lead to better decisions
By Sophie Kasmi
We must recognise that cooperation still matters, but the way we cooperate needs to evolve. Many of the challenges we face are not new, but the way they manifest themselves and the actors needed at the table to address them are. That means rethinking not only how decisions are made, but who is involved in making them.
Take the UN Security Council. Eighty years after its inception, it is widely accepted that its processes and composition require reform. What that reform should look like, however, remains contested. Meaningful change requires those who hold influence to recognise the limits of existing arrangements and, in some cases, to relinquish power. Humility is a virtue that institutions, no less than individuals, often struggle to embrace.
As a lawyer working across governments, international organisations and public-private partnerships, I have come to appreciate that the most effective decisions are rarely made from a single viewpoint. They depend on openness to different perspectives and the willingness to challenge inferences. No single institution can provide all the answers.
The Limits Of Expertise
The question of regulating artificial intelligence provides perhaps the clearest and most topical example of this challenge.
Its rapid adoption raises profound questions about bias, accountability, privacy, intellectual property, the future of work and even the use of autonomous weapons systems.
Many see AI as an opportunity to tackle some of government's most persistent challenges, from improving public services and increasing productivity to reducing costs and supporting economic growth.
But the pace of innovation has led to some arguing that governments must regulate AI quickly to minimise potential harms. Others warn that premature regulation could stifle innovation. At the same time, a global race for technological leadership has emerged, with national competitiveness and economic growth becoming key priorities.
It’s a complex issue.
In 2024, I was involved in Gap to Gateway: Diversity in Tech as the Key to the Future, a joint UN Women UK and Kearney initiative exploring diversity in technology. One conclusion stood out: bias is rarely the result of bad intentions; more often, it stems from the perspectives that are missing from the room. Women remain one of the most underrepresented in many of the spaces where tomorrow’s technologies, policies and institutions are being shaped. And this is often reflected in those biases.
Dinner For Two
Governments increasingly recognise the need to bring in the private sector to debate and inform policy. This is particularly true where economic growth and competitiveness are among the highest political priorities. Businesses are not simply those who respond to regulation; they are investors, employers and drivers of innovation. Engaging the private sector has therefore become essential, and policies are far more likely to succeed when they align with the incentives of those expected to deliver them.
But while business deserves a seat at the table, it is not a dinner for two.
In my work with the United Nations Economic Commission for Europe (“UNECE”), I am part of a cross-sector group developing guidance on promoting gender equality through on public-private partnerships (“PPPs”). PPPs are long-term collaborations between governments and the private sector to finance, develop and manage public infrastructure and services.
Decisions about infrastructure and public services impact how millions of people live, work and access opportunity. Naturally then, better decisions emerge when technical expertise is complemented by the experience of the people who live with their consequences.
Perhaps the most valuable lesson has been seeing how UNECE harnesses different expertise to develop guidance on this for governments. It brings together not just private sector representatives acting on behalf of companies, but individual practitioners with broad experience from a range of professional backgrounds and countries, to challenge assumptions and share their distinct insights. Working groups engage in a series of workshops, forums, briefings and official sessions. Drafts are shared widely, with feedback invited both generally and on specific questions before guidance is refined. It is a genuinely collaborative process, and one I am proud to have had the opportunity to contribute to.
Lasting Peace
In the age of the Great Fragmentation, progress will depend not only on bold ideas, but on the ability to bring people together around them. Women are not the only voices missing from these conversations, but they remain among the most consistently underrepresented.
Peacebuilding offers a powerful example. We often celebrate the moment peace agreements are signed, but lasting and sustainable peace depends on the often quiet work of building trust and strengthening communities at the grassroots level - work in which women have long played a central role.
UN Women reports that analysis of 182 peace agreements signed between 1989 and 2011 demonstrated that when women are included in peace processes there is a 20 per cent increase in the probability of an agreement lasting at least two years, and a 35 per cent increase in the probability of an agreement lasting at least fifteen years. Despite this, in 2025 peacebuilding and peacekeeping received just 0.5 per cent of global military spending. As geopolitical tensions rise, public debate has understandably focused on increasing defence and security spending. This is undoubtably vital, and I support increased investment in defence. Yet we continue to devote comparatively little attention -and even less investment - to the quieter work that helps prevent conflict in the first place, and to sustain peace over the long term. If our goal is lasting peace rather than temporary stability, we must place greater value on the people and processes that build trust long before and well after agreements are signed.
Perhaps this reflects a broader tendency in the way we make decisions. Reconciling short-term priorities with long-term thinking has always been difficult.
In a world of social media and twenty-four-hour news cycles, it is easy to focus on the impressive headline moments –announcements of ceasefires and signing of agreements -with little thought for the less visible work in which they are grounded, or that will be needed to ensure they endure. But if the rise of the Great Fragmentation has taught us anything, it is that failing to invest in this work will eventually come back to haunt us.
I was reminded of this recently at a parliamentary event marking the twentieth anniversary of the UN Peacebuilding Commission and Peacebuilding Fund, where practitioners working on conflicts from Sudan to Ukraine reflected on the changing character of war and peace. One message particularly resonated: war is a symptom of the breakdown of relationships. Military action may be necessary to stop immediate violence, but it cannot rebuild institutions,
restore trust or repair fractured communities. Even what we consider to be ‘peacekeeping’ must be differentiated from ‘peacebuilding’. Peacebuilding begins long before violence erupts, continues long after agreements are signed, and is most effective when it is led by the communities themselves. Women, in particular, often play a central role in preventing conflict, mediating disputes and strengthening resilience.
Organisations such as the International Civil Society Action Network (“ICAN”) demonstrate what this looks like in practice. Instead of treating communities as beneficiaries of peace, ICAN connects women peacebuilders across more than 40 countries with one another and with policy makers, ensuring that local experience informs international policy and programming. It reflects a simple but powerful principle: lasting peace is built with communities, not for them.
The Most Impossible Job In The World
At the end of this year, the member states of the UN will appoint a new Secretary-General, a position which has been described as “The Most Impossible Job in the World”. In its 80-year history, the UN has never been led by a woman.
In May this year, the United Nations Association - UK (“UNA-UK”) hosted a landmark public hustings for four of the then-current candidates - three of them women. For most of the UN's history, very few women had been formally nominated for Secretary-General. This year’s nominations were the culmination of decades of campaigning and advocacy by thousands of people determined to broaden who leads our global institutions. And it represents a collective belief that the institutions shaping our future should not be fixed - they must be continually reshaped by those willing to challenge them.
The significance extends beyond representation alone. The Secretary-General is not simply the head of an international organisation. The role demands diplomacy, coalition-building and the ability to navigate competing interests without the authority to impose solutions.
Whether this is finally the year the UN appoints its first female SecretaryGeneral remains to be seen. But the appointment should reflect the kind of leadership today's challenges demand: leadership that listens, convenes and builds trust across differences rather than deepening them.
Good decision-making does not begin with consensus. It begins with recognising the limits of our own understanding. It requires disagreement to be heard, tested and worked through.
We must become better at asking whose voice is missing from the room - and inviting it in. ■
https://www.linkedin.com/in/sophiekasmi/
“ ...In the age of the Great Fragmentation, progress will depend not only on bold ideas, but on the ability to bring people together around them. Women are not the only voices missing from these conversations, but they remain among the most consistently underrepresented...”
Deeds Not Words: Why Women's Representation Still Matters
By Dr Helen Pankhurst CBE
Why This Work Matters To Me
My commitment to women's rights is deeply personal. It was handed down to me through my family history. Being the great-granddaughter of Emmeline Pankhurst and the granddaughter of Sylvia Pankhurst, it has shaped me profoundly. Their courage, persistence and willingness to challenge the social norms and laws of their time are part of my inheritance. So too is the complexity of their differing views on how to campaign, who to prioritise, what leadership looks like and much else besides.
Yet the Pankhurst legacy is not a private one. It continues to matter to many of the people I meet. I am regularly reminded of this in unexpected and moving ways: the father who brings me a book about Emmeline to sign for his 12-year-old daughter; the mother who tells me she has named her daughter Emmeline; the elderly woman who whispers that Sylvia is her favourite, the many women who tell me that learning about the suffrage movement has provided them with role models, given them courage and helped them imagine themselves as leaders.
Heritage can be a burden. For me, it has been a privilege, a source of pride, but also of purpose. I set out below some of the different ways in which I have tried to build on that inheritance.
Ethiopia and The International Context
My links to Ethiopia are also handed down. My grandmother Sylvia Pankhurst made Ethiopia her home for the final years of her life, and I was born there. Later, I returned for the research of my Ph.D. on women in a rural community in the North of the country. My international development career subsequently included working with ACORD, Womankind Worldwide, WaterAid and CARE International.
This international work has also helped shape my understanding of women's rights. It deepened my understanding of both the differences and the striking similarities in women's experiences It also made me aware of the everyday realities of gender inequality. These included violence, sexual and reproductive rights, livelihoods and the burdens of poor and insufficient water, sanitation and hygiene. I learned how interconnected the barriers to women’s lives are. When girls miss school because of poor sanitation facilities, or women spend hours collecting water, gender inequality is reproduced in practical and interconnected ways. Gender inequality is being reproduced in very practical interconnected ways with class, ethnicity, religion and other factors also at play. In this understanding as well, I am following in Sylvia’s footsteps given her welfare related work in the East End of London.
Living and working in both Ethiopia and the UK as well as my other international experiences have reinforced my belief that progress is never simply about strategic interests and changing laws. Rights on paper matter enormously, but social norms, institutions and working practices around basic needs matter too. Moreover, our lives are interconnected in countless ways. What happens in one corner does not remain in that corner, both in terms of progressive and regressive movements.
Writing, Speaking and Connecting Past and Present
Alongside the international development work, I have written and spoken extensively about women's rights and activism in academic and other contexts. What interests me most is not simply commemoration, but connection to the present and the future.
“For many people, the Pankhurst name has come to symbolise the belief that women count. It is about courage, resistance and resilience and is a superpower for all those that want to be inspired and hold such role models close.”
The suffrage movement is often remembered as the campaign that won women the vote. It was that, but I explain that it was also much more. It challenged assumptions about women's place in society, about who could speak in public, who could hold power and whose voices counted. It was extraordinarily effective at mobilisation and public relations and used a wide range of tactics, from peaceful campaigning to increasingly militant action, and continues to provoke debate about how social movements create change. It helped change social norms as well as changing the law.
The suffragettes provide both inspiration and perspective, reminding us all how much can be achieved through collective action, but also how hard the battle can be and the message is always that every generation has its own equality challenges to confront and cannot take anything for granted. Wherever possible I use interactive approaches in these events with in-conversations and Question and Answer sessions, rather than speeches. Active engagement, discussions and reflections are much more effective in helping tell the story and build an interest in challenging the status quo today.
Centenary Action
In 2018, the centenary year of some women in the UK first gaining the right to vote, there were many celebrations and I was involved in some of these. However, many of us also felt that if the suffrage campaigners were still amongst us, they would be urging us to keep going. A group of us therefore came together to establish Centenary Action, a cross-party coalition which today includes more than 100 organisations, with, through its partners, a combined reach of over nine million women and girls.
Centenary Action campaigns towards the goal of a gender equal parliament and is working towards the centenary of equal franchise in 2028, when women and men will have had equal voting rights for 100 years. Our initiative brings together parliamentarians, civil society organisations, academics, activists and business leaders. We campaign to reduce the barriers that prevent women from entering and remaining in political life. Those barriers are varied: selection processes, caring responsibilities, the cost of standing, parliamentary working practices, lack of transparency and the wider culture surrounding women in public life.
Through Centenary Action's business link work, we also bring women from business into conversation with political representatives and campaigners. These connections are important. Employers have influence over working practices, civic participation and public culture. Businesses can support women employees to engage in democratic life, encourage leadership and use their platforms to reinforce the importance of equal representation.
GM4Women2028
I am also the founder and convenor of GM4Women2028, a volunteerled charity rooted in my family and Greater Manchester's proud feminist history. Greater Manchester has a powerful connection to the suffrage movement and to wider campaigns for social justice. GM4Women2028 builds on that history by focusing on the lives of women and girls in the city-region today. The initiative also began in 2018 as a 10-year campaign to make Greater Manchester a fairer, safer and more inclusive place for women and girls by 2028. Its work is built around data, dialogue, deeds and determination. Each year, GM4Women2028 produces the Pankhurst-Fawcett Scorecard and accompanying briefs. These look at the data on women's and girls' experiences across Greater Manchester, focusing on areas such as employment, safety, participation, education, and culture and active lives. The purpose is not simply to collect data, but to track change, discuss trends and create accountability.
The initiative brings together women from different backgrounds, organisations and communities to discuss what the evidence means and what should happen next. Through our Dialogue, Deeds and Determination events, we have been travelling across Greater Manchester's boroughs, creating opportunities for women to share experiences, discuss priorities and build connections. By 2028, our aim is to have held these conversations with a diverse set of people across all 10 boroughs of Greater Manchester.
Centenary Action and GM4Women2028 operate at different levels. One focuses on the barriers to political women, with a focus on Westminster, the other on women and girls in Greater Manchester specifically. Yet they are closely connected. Both are concerned with power. Both ask who is represented, who is heard and who can shape the decisions that affect their lives. Both are pushing for policy change but also recognise that formal equality is not enough if women are still held back by working practices, social norms, institutional cultures or lack of access to decision-making spaces.
Both initiatives have also reinforced my belief in the power of coalitions and networks of women to affect change. Significant change is rarely achieved by individuals on their own. It is built through circles of relationships, partnerships and alliances that bring together people from different backgrounds, sectors and perspectives but with the common goal. Whether in politics, business, law or community activism, collaborative work is the magic ingredient.
My focus has been on women. Yet progress today as ever also depends on engaging men and boys as partners in creating a more equal society. This is especially important at a time when misogynistic and anti-equality narratives are gaining traction in some online spaces. If we want to protect and advance the gains that have been made, we need to ensure that the case for gender equality is being made to, and with, men and boys as well as women and girls. This is an area that I have not engaged with sufficiently.
Conclusion
The women of the suffrage movement changed the law around the right to vote, but this was only ever the beginning of the journey. Each generation inherits both progress and unfinished business. Around the world, we are seeing challenges to women's rights and democratic participation. Polarisation, hostility towards equality initiatives, online abuse and threats to democratic institutions are all affecting women's willingness and ability to participate in public life. We need to hold onto the gains of previous generations whilst also pushing forward. Headway and backlash often exist side by side.
For many people, the Pankhurst name has come to symbolise the belief that women count. It is about courage, resistance and resilience and is a superpower for all those that want to be inspired and hold such role models close. They have guided me and will continue to do so. But this message is not just at the personal level, not just about individual agency. The story is fundamentally one of collective action. Then and now, momentum for change – be it social, economic, political, legal or even environmental, is created by people, by communities, by institutions working together, challenging exclusion, questioning entrenched privilege and demanding better of us all. ■
Dr Helen Pankhurst CBE
Women's Rights Activist, Author and Campaigner https://www.linkedin.com/in/helen-pankhurst-94359742/
By Alexis Goldfinch
The Fractional GC:
Why the Most Valuable Legal Conversations
Are the Ones That Never Get Billed
When I was a full-time General Counsel, the most valuable thing I did each week did not appear on any legal budget. It happened in the corridor, at the end of a meeting, over coffee when a colleague would say “Can I just run something by you?". It was a decision in the making that they wanted my steer on. It may have been about a deal taking shape, a difficult relationship or a new product or service line. None of it was formal advice but all of it was valuable because I already knew the business well enough to be useful in five minutes.
These conversations are where I think legal risk most often lies in scaling businesses. Not in dramatic contract failures or regulatory breaches but in the quiet pile up of decisions made without a trusted, responsive sounding board. Filling that gap properly, at a price the business can support, is what the fractional GC model does so well.
What Is A Fractional GC?
A Fractional General Counsel is an experienced senior lawyer who works with a business on a part-time, embedded basis providing the strategic legal leadership of a GC without the cost or commitment of a full-time hire.
It is distinct from a retained law firm relationship, where the firm tends to be called in for specific projects or to paper a deal after the decisions have already been made. It is not interim cover or project consultancy. The defining features are seniority, experience and embeddedness: a senior lawyer at the leadership table who is involved in the early planning conversations, who owns the direction of the legal function, but across several businesses rather than one employer.
The Work Of A Fractional GC
The first three to four months of an engagement with a new client are intense. My priority at the outset is to understand the business itself - the operations, strategy and what keeps the leadership team awake at night. With this understanding, the review of the legal and regulatory landscape becomes far more useful, and it allows me to surface the risks that have piled up during the early growth stage and then set priorities that align with the company’s strategy.
The breadth and variety of work that I get involved with is what appeals to me most. In one day, I might be leading a major contract negotiation, advising on a trade mark dispute or helping a leadership team think through entry into a new market.
Working with several businesses concurrently produces something a single in-house role cannot - genuine cross-sector insights and patterns. I witness the issues that companies at similar life cycle stages keep running into and the approaches and solutions that work. I start new engagements with experience of many of the current challenges that the client is facing or is likely to face and have a view on what tends to work out best.
When Does A Business Need A Fractional GC?
In my experience, the need is not usually defined by revenue or number of employees, but by where it sits in its life cycle. I see three triggers come up frequently.
The most common trigger is that a company is embarking on a period of rapid expansion, for example, entering an international market, launching a new product or service line or about to do an acquisition. These are often the moments when legal complexity increases and a senior lawyer at the table becomes most valuable. A junior lawyer focused on day to day legal work is no substitute for a strategically minded GC who can shape a transaction or expansion from the outset.
For other clients, there comes a stage where they want to “professionalise” their business. Many businesses reach a point, often after a round of fundraising, where the informal approach to legal that worked in the early years is no longer enough. Their
“When I started my training contract in 2007, the fractional GC route did not exist as a career path in the UK. Two decades on, I have built a practice around it that allows me to do the interesting, impactful work I always wanted to do alongside a family life that does not feel like a constant compromise.”
contracts become more valuable, and their operations need to reflect the sophistication expected by clients and partners. A fractional GC can build a solid legal foundation, such as the templates and governance, without the overhead of a permanent hire the business may not yet be ready to support.
Another common trigger is exit. For businesses heading towards a sale, the legal foundations need to be in order well in advance. During the due diligence process, every key contract, unresolved dispute or gap in IP will come under scrutiny. Issues identified at this stage can affect valuation or, in the worst cases, put the deal at risk. A fractional GC embedded in the years before an exit is not simply managing today's legal risk, they are building value for the day the business is sold.
Benefits For Businesses
Most SMEs (Small and Medium-sized Enterprises) and founder led businesses I work with, have wanted senior legal input long before they could access it. A full-time experienced GC comes with a salary that is out of reach for them so the legal load ends up falling on the leadership team, often the CFO, pulling them away from the things they should actually be focused on. The fractional model changes the maths and gives the leadership team back the time to actually run the business.
I work on a fixed fee monthly subscription basis and the response from clients is consistently positive, not because the cost is necessarily lower, but because the certainty of cost changes how they engage with me. There is no calculation running in the background about whether a question is worth asking or anxiety about a bill arriving a week later for ten minutes of partner time. My clients call earlier, share more and pull me into conversations they might otherwise have deferred. That early involvement is precisely where the value sits.
One benefit I had not anticipated when I started was the breadth of work I would become involved in. Fractional GCs are often pulled into discussions far beyond strictly legal matters such as strategy, people, growth plans, investor conversations and operational decision making. I now see myself as much a business adviser as a lawyer, and the model has allowed me to develop skills well beyond pure legal. For businesses, the model allows the senior lawyer at the table to contribute more broadly rather than staying confined to the “legal lane”. It is a strength the traditional GC model can sometimes underuse.
Challenges And Risks To Consider
The model is not without its complexities. For clients, the most important consideration is integration. The value of a fractional GC depends on being genuinely embedded within the business, trusted by the leadership team, included in the right conversations and given the exposure and context to provide the best advice. Engagements set up as arm’s length outsourcing or with multiple consultants involved, as opposed to a personal professional advisory relationship, do not have the same impact.
Responsiveness, in my experience, is rarely the issue people expect it to be. Because the fixed fee model removes the friction of picking up the phone, my clients call early and they call often. A subscription model combined with a deliberately small portfolio means I plan my availability properly and clients always know how to reach me. For lawyers considering the move, the challenges are different. The most obvious is income variability. It takes time to build a fractional portfolio and create a steady income stream. It is essential to have a financial buffer and realistic expectations. An equally important factor to consider is that this is fundamentally a relationship driven model. Almost all my work has come through my network - former
colleagues, clients who first engaged me on smaller pieces and stayed on, a referral from someone I had not spoken to in twenty years. Word of mouth does the heavy lifting, and your professional reputation works more effectively than any pitch ever will.
The reason relationships matter so much is trust. A fractional GC is given access to commercially sensitive information, often arrives at a critical time in a business’s life cycle and the confidence of the leadership team and that level of trust are rarely established cold. My fractional GC engagements have grown out of prior relationships, so investing in your professional network well before you need it is imperative, as this is the foundation on which the model is built.
The Future Of The Fractional GC Model
I am confident the fractional GC model is going to be a long-lasting and increasingly prominent feature of the legal landscape, not as a substitute for traditional GC roles in large organisations but as the defining model for SMEs and scaling businesses.
The direction of travel is clear. Businesses are recognising earlier that senior legal input is a prerequisite for sustainable growth, not a luxury to defer. The professionalisation of founder-led and PE (Private Equity)-backed businesses is accelerating. And the in-house profession itself is changing - the days of a company with one GC for decades are fading and being replaced by a more flexible, portfolio approach to legal leadership.
On the supply side, a generation of senior lawyers, many of us women, are recognising that the fractional model offers something the conventional employed structure has historically struggled to provide - interesting and meaningful work with control over how and when it gets done. The senior ranks of this profession have long been built around expectations of availability that do not sit easily with caring responsibilities outside work. The fractional model judges you by the impact of your advice, not by hours logged or physical presence demonstrated.
For me, this has been transformative I simply have the control over my diary that lets me be present for my children through long school holidays and pick the work back up at 9pm when needed, on my own terms.
This is not a model for lawyers stepping back from ambition. It is a model for lawyers who refuse to accept the trade-off between ambition and autonomy.
When I started my training contract in 2007, the fractional GC route did not exist as a career path in the UK. Two decades on, I have built a practice around it that allows me to do the interesting, impactful work I always wanted to do alongside a family life that does not feel like a constant compromise. I cannot wait to see what comes next for the businesses who now have access to experienced senior lawyers at the table and for the lawyers, many of them women, building careers on terms I could not have imagined when I started out. ■
Alexis Goldfinch is a Fractional GC and Strategic Adviser at Goldfinch Law. A former Freshfields lawyer, with in-house experience at Alpha FMC, PepsiCo, Sony, Barclays, Bank of America and currently works with a portfolio of scaling businesses. She is a member of Noba Capital's Empower Her angel investment club.
By the time a business decides it needs a general counsel, it has often already paid the price of not having one.
A contract has been signed too quickly. A founder has promised more than the business can deliver. A dispute that started as a disagreement becomes a formal claim. By then, the question is no longer whether legal leadership was needed. It is why it was not in the room earlier. That is precisely where the fractional GC model earns its place.
What Is A Fractional GC?
A fractional GC is an experienced senior lawyer who works with a business for part of the week, month, year or around defined strategic needs or project milestones. It is not the same as calling a lawyer only when something goes wrong. It is closer to having a senior legal leader inside the business, but on a flexible basis.
The fractional GC understands the commercial plan, the board dynamics and the moments when the business needs to pause. Good legal advice is not just about knowing the law. It is about timing, judgement and knowing how a legal issue will land in the real world.
The Work I Do as a Fractional GC
I founded Bracha Solutions after senior legal roles at White & Case LLP and TotalEnergies, working on transactions across Europe, USA, Africa and the Middle East. That cross-border experience, across project finance, energy, infrastructure and corporate work, shaped how I think about what businesses actually need from their lawyers.
My work usually sits at the point where legal, commercial and operational issues meet. I help shape and manage risk, prioritise issues, translate legal language into commercial choices and know when a matter should be escalated internally to management or externally to specialist counsel.
For some clients, that means reviewing key contracts and helping the business understand where it is accepting risk without realising it. A beautifully drafted clause is only helpful if the client understands what it does, when to rely on it, and when to escalate. For others, it means preparing for investment, improving governance, supporting senior management, designing contracting processes, managing external counsel or helping the business adopt legal technology safely.
Agile Counsel: The Rise of the Fractional General Counsel
By Judith Buchi Olloh
Much of the work is practical, strategic and about creating efficient systems. This can mean setting up matter logs, contract processes, decision trails and approval thresholds, so that legal is embedded in how the business runs, not bolted on at the end.
A significant part of my role involves legal technology adoption. If a growing business is bogged down by standard non-disclosure agreements or routine supplier contracts, the solution is not to pay a senior lawyer to look at them every time. It is to implement approved templates, clear playbooks and intuitive workflows that allow commercial teams to move faster safely while staying within agreed guardrails.
Above all, this work is about trust. Founders and senior leaders need a lawyer who will be candid without being obstructive, and who understands both legal risk and boardroom reality.
When Does A Business Need A Fractional GC?
A business may need a fractional GC when legal questions are becoming more frequent, more strategic, more nuanced or more expensive.
Common triggers include a first institutional investment, entry into a new market, a major contract or complex procurement, a corporate restructuring or founder dispute, and a board asking for better governance. Equally common is a practical gap: managing the period between permanent hires, or covering when an existing GC is on prolonged leave. Another sign is when external counsel spend is increasing but no one internally is coordinating the advice or translating it into business action.
There is also a quieter trigger: the founder or senior team is tired of carrying legal risk alone. Many capable business leaders know enough to sense that something is not right, but not enough to know the full consequence. A fractional GC gives them someone to call before the decision is made, not only after it has become a problem and they are scrambling to fix it.
Benefits For Businesses and Organisations
The financial logic is compelling. The fully loaded cost of a permanent senior GC, covering salary, employer National Insurance, pension, benefits and recruitment, represents a significant fixed commitment.
For businesses that need that level of legal judgement but not that level of fixed overhead, the fractional model fills the gap without compromising on quality.
Cost saving matters, but it is not the biggest benefit. The biggest benefit is judgement. A fractional GC brings senior legal experience and access to senior judgement at the right level.
A fractional GC can help a business prioritise. Not every legal issue deserves the same amount of time, money or energy. Some issues need immediate specialist advice. Some need a better process. Some need a calm commercial conversation. A good GC helps the business tell the difference.
The model can also improve the relationship with law firms. I do not see fractional GC work as a replacement for external counsel. It is often the opposite. A fractional GC acts as an informed, sophisticated buyer of legal services. Instead of handing a law firm an openended, poorly defined problem that results in a very expensive bill, the fractional GC frames the instruction precisely, manages the external counsel, and translates their technical advice into actionable business decisions.
Businesses get better value from law firms when instructions are clear, documents are organised, internal facts have been gathered, and the right questions have been asked. For law firms, that should lead to better work, not less work.
Challenges and Risks to Consider
While the benefits are significant, a fractional model is not a silver bullet. The fractional GC model works best when the role is properly defined from the outset.
Scope creep is one risk. If the business treats a fractional GC as the answer to every legal, operational and commercial problem, the arrangement will quickly become unclear. There should be written scope, agreed priorities, reporting lines and a sensible process for urgent matters. That is a shared responsibility, and getting it right at the start of the engagement protects both sides.
Conflicts and confidentiality also need managing carefully. The Solicitors Regulation Authority (the regulatory body for solicitors in England and Wales) has emphasised that solicitors working with organisations have professional obligations, including duties around conflicts, confidentiality and acting in the interests of the organisation rather than a particular individual. This is important especially where a business has founders, investors, subsidiaries or senior executives whose interests may not always align.
Privilege and regulatory boundaries should also be considered carefully. Not every communication with a lawyer is automatically protected, and not every issue can or should be handled by one adviser. A fractional GC must know when to step back, when to bring in independent advice, and when a specialist law firm is required.
A Model That Works for Women Lawyers
The fractional model is also part of a wider conversation about how senior legal careers are built.
For experienced lawyers, including many women, the model can offer autonomy and a route to senior advisory work without requiring one single employer or one narrow definition of leadership. It can sit alongside board work, consulting, speaking, training, caring responsibilities, entrepreneurship or specialist practice.
That flexibility should not be mistaken for lower value. Senior legal judgement remains senior legal judgement, whether it is delivered five days a week or five days a month.
The Future Of The Fractional GC
According to LexisNexis, by 2026, a third of all lawyers in the UK could be working as legal consultants. The fractional GC is one of the fastest-growing branches of that shift. The traditional boundaries of the legal profession are shifting. The future legal function is going to be more flexible, more technology enabled and more closely connected to business strategy.
The fractional model makes senior legal leadership accessible earlier in a business’s growth journey. It shifts legal from an expensive emergency response into a proactive driver of corporate growth and discipline, ensuring businesses are built on sound legal foundations from the start.
For me, that is the heart of the role. A fractional GC helps a business bring legal judgement into the room earlier.
Not to slow everything down or say no for the sake of it. Not to replace the law firm. The purpose is to help the business move with more confidence, more discipline and fewer avoidable surprises.
The future legal function will not be built only around headcount. It will be built around judgement: where it is needed, when it is needed and how early it is invited into the room. ■
“...While the benefits are significant, a fractional model is not a silver bullet. The fractional GC model works best when the role is properly defined from the outset...”
What Is A Fractional GC?
Fractional General Counsel: Redefining Strategic Legal Leadership for Modern Businesses Counsel
By Sandra Ezri
A Fractional General Counsel (fractional GC) is an experienced senior lawyer who provides legal support to a business on a part-time or flexible basis. Fractional GCs split their time between a portfolio of different clients. They often possess extensive project management experience and a strong ability to handle multiple priorities. Neither a traditional full-time in-house counsel, nor a one-off external advisor from a law firm, a fractional GC acts as an embedded “external inhouse lawyer”. They integrate into the organisation’s leadership team, invest time to understand the business and its stakeholders, and offer ongoing strategic guidance, day-to-day legal support, and commercial insight without the cost or commitment of a permanent hire. They take on the full breadth of responsibility, working closely with senior management and acting as a true partner to the business, rather than advising solely on a particular matter or isolated legal question. This rapidly growing model is revolutionising how modern businesses access Executive-Level Legal Counsel.
Operating as an independent consultant, often through their own limited company, fractional GCs adapt to their client’s needs and offer flexibility. They typically work a set number of hours or days per month under a retainer, or at competitive hourly rates compared with external law firms. This model allows them to build deep knowledge of each client’s business while serving multiple organisations and maintaining strict professional secrecy.
Employing a fractional GC is particularly well suited to today’s fastpaced environment, where companies face complex regulatory demands, cross-border issues, and rapid growth but may not yet justify - or afford - a full-time General Counsel (or an additional senior lawyer in an existing in-house team). Fractional GCs can also manage and oversee more permanent junior in-house lawyers. The fractional element can vary in terms of time, area of responsibility, or project nature.
The concept resonates strongly with women in law. Many senior female lawyers value the autonomy and work-life balance that fractional roles can offer, enabling them to manage family responsibilities or pursue varied interests while maintaining a fulfilling, high-impact career.
My Journey as a Fractional General Counsel
I established Ezri Consulting Limited in December 2014 after more than a decade working as in-house counsel in asset management and financial advisory firms, as well as in the financial services departments of law firms across New York, Geneva, and London.
My vision from the outset was to function as an “external in-house lawyer” - providing the practical, business-oriented support that companies need when they do not require (or cannot yet afford) a fulltime senior legal hire. Twelve years on, this approach aligns closely with what is now widely recognised as the fractional General Counsel model. It feels rewarding to see the concept gain traction, validating the forward-thinking structure I adopted early on.
For a Marine Insurance brokerage, I manage the full spectrum of legal matters - from drafting and negotiating Insurance Policies and settling Insurance Claims to Regulatory Compliance and Data Protection - in a fast-paced specialised industry.
My other projects are equally diverse. I support financial services clients, including asset managers, pension funds, financial advisory firms and banks, as well as commercial companies and NGOs, with company structuring, regulatory licensing, product launches, ongoing compliance, and a wide range of commercial, employment and real estate agreements (including license agreements, MoU’s (Memorandum of Understandings), terms and conditions, trade mark protection, employee stock option plans) and other legal matters.
On the Data Protection side, I help a wide range of entities including governmental bodies, healthcare centres, non-profits foundations, accountancy firms, implement compliant frameworks under EU/UK GDPR, Swiss and other Data Protection regimes.
As a fractional GC, I additionally support UK and Swiss law firms during peak periods or when they require specialist expertise for specific projects.
These experiences highlight the breadth of the fractional GC role - spanning strategic, cross-border initiatives and day-to-day commercial and compliance support.
I studied law in Switzerland, am qualified as a solicitor in England and Wales, and admitted to the New York Bar. I also hold the CIPP/E data protection certification from the International Association of Privacy Professionals. This background - combined with multilingual fluency (French-mother tongue, fluent-English and Spanish) and over 20 years of experience in renowned financial services firms and the financial services departments of top-tier law firms - equips me to manage cross-border complexities effectively under both civil and common law systems.
When Do Firms and Businesses Need a Fractional General Counsel?
Businesses typically turn to a fractional GC when executives and managers are tired of managing legal matters themselves alongside their day jobs and paying the high costs of external law firms. These professionals are not always highly experienced in handling legal issues and need someone to help streamline and make sense of contracts, policies, compliance, employee incentives, real estate, leases, and other legal matters.
Well-established businesses may also need a fractional GC during periods of transition or when legal demands outpace internal resources but do not yet warrant a full-time appointment.
Common scenarios include:
• Start-ups and scale-ups: Early-stage companies that have raised funding and need to professionalise contracts, compliance, IP protection, and employment matters while keeping costs manageable.
• Growth phases: Organisations undergoing restructuring, international expansion, fundraising, or preparing for exit or sale.
• Specialist projects: Implementing new regulations (such as data protection updates or financial services rules), managing politically driven legal changes, or handling specific transactions.
• Interim gaps: Covering maternity leave, vacancies, or sudden increases in workload.
• Mature businesses seeking flexibility: Established firms that value senior expertise without permanent overhead, particularly in specialised areas like financial regulation or data protection.
Law firms can also benefit from fractional GCs when their internal resources are stretched during periods of high workload or when they require very specific expertise or specialist knowledge for particular projects. In my experience, I have assisted several law firms in this capacity, including top-tier law firms with large cross border projects and maternity covers. For a Swiss law firm, I serve as Of Counsel, advising on financial services regulations (including FINMA licensing), drafting commercial contracts, advising on data protection issues, and trade mark registrations.
In financial services and asset management - sectors where I have deep expertise - the need often arises from evolving regulations. The same applies to businesses in many other fields with respect to evolving data protection laws, AI regulations and cyber security legislations across jurisdictions.
Benefits to Firms and Businesses
Hiring a fractional General Counsel delivers significant advantages. It provides access to senior expertise at a fraction of the cost of a fulltime hire or external law firms, with greater flexibility to scale support up or down as needs change.
The model works best when businesses view the fractional GC as a long-term partner with whom they build a trusted relationship, rather than as a one-off external advisor. This enables the fractional GC to understand the business’s daily operations, long-term commercial goals, internal culture, and specific risk appetite of their clients in order to advise them accordingly. Businesses gain a strategic partner who understands commercial realities alongside the substance of Laws and Regulations - not just black-letter law. A fractional GC can align legal strategy with business objectives, mitigate risks proactively, and free up management time. For smaller teams this means professional handling of contracts, policies, and compliance without diverting founders or executives from core activities.
Cost-effectiveness and flexibility are key: Without the burden of a full-time executive salary, performance bonuses, health insurance, and pension contributions, retainer models create predictability for
both sides, while hourly rates remain an option. The ability to use a partner-level resource when required - and less intensively when notis highly valuable from both a time and cost perspective. Clients also benefit from the fractional GC’s exposure to multiple organisations, which brings fresh perspectives and best practices. A fractional GC can also help manage and reduce overall external legal spend by knowing exactly how to brief external law firms, when their help is needed.
From a diversity viewpoint, the model supports women lawyers by offering flexible, autonomous senior roles that accommodate life outside work. It also enables businesses to engage diverse talent that might otherwise step back from traditional full-time positions.
Challenges and Risks to Consider
While powerful, the fractional GC model is not without challenges. For businesses, success depends on clear communication of expectations, a well-defined scope of work and good integration with internal teams. There can be a learning curve as the fractional GC gets to know the business. Businesses must also recognise that a fractional GC does not completely replace external lawyers or eliminate their costs. External support is often still needed, but the overall spend is substantially lower than it would be without the fractional GC’s involvement.
For the lawyer, juggling multiple clients requires excellent time management and the ability to switch contexts quickly. It also demands flexibility, as clients’ needs can fluctuate with projects and business cycles. Income can therefore vary, requiring a tolerance for risk and strong Business Development skills.
Practitioners must be prepared for periods of intense focus alongside quieter times. It is a senior, generalist role at heart, with significant management and operational involvement. Those seeking purely advisory work without operational tasks should clarify this upfront. Confidentiality, Conflicts of Interest, and Data Security also require careful management across clients.
The Future of the Fractional General Counsel Model
In a world that evolves very rapidly - with the uncertainty AI brings for head-counts - the fractional GC model is rising steadily, driven by hybrid working, economic pressures, and the growing complexity of regulations. As businesses of all sizes prioritise agility, demand for flexible senior legal talent is likely to increase. Technology, from contract automation to AI-assisted compliance, will further enhance what fractional GCs can deliver and reinforce the need for greater flexibility.
For women in law, this evolution offers exciting opportunities to thrive in senior positions, while managing their time, agenda, and workload according to availability. My own experience demonstrates that what began as a practical solution 12 years ago is now a recognised, strategic approach. Looking ahead, fractional roles could become a standard part of legal career pathways, supporting better retention of experienced talent and greater diversity at senior levels. For businesses, they represent a smart way to access world-class legal leadership without compromise. Organisations ready to embrace this model will gain a genuine competitive edge - agile, expert legal support that grows with them. The future of the model also depends on businesses trying it for themselves and building the necessary trust. ■
Sandra Ezri is an Independent Legal Consultant/Fractional GC and Founder of Ezri Consulting Limited. She specialises in financial services regulations, data protection, corporate, contract, and commercial law. With a law degree from Switzerland, qualified in England and Wales and in New York, having extensive international experience, she offers her clients a unique perspective under both civil and common law systems.
Sandra Ezri, Fractional General Counsel
and Independent Legal Consultant, Ezri Consulting Limited
https://www.linkedin.com/in/sandra-ezri-21a1422/
What experienced serious injury lawyers are really looking for from a modern practice
Richard Harwood, Director of Serious Injury at Minster Law, reflects on what enables lawyers to do their best work and why the structure around serious injury practice matters more than ever.
After more than 30 years working exclusively for claimants in personal injury, Richard Harwood has a clear view on what separates a strong serious injury practice from an average one. Technical ability matters, of course, but so do the conditions in which lawyers are asked to apply it. Here, he shares his perspective on what experienced serious injury lawyers increasingly want from a role, and why Minster Law has built its team the way it has.
Q What do experienced serious injury lawyers increasingly look for from a modern practice?
A For most experienced serious injury lawyers, it goes well beyond title or salary. They are usually looking at the quality of the work, the level of trust placed in them, the support around them, and whether the environment genuinely allows them to do the job properly.
Serious injury work is demanding in a different way to many other areas of practice. It is not simply about progressing a file efficiently. You are often dealing with life-changing injuries, complex futures, family impact, rehabilitation, settlement structure and long-term client needs. Good lawyers want to know they are somewhere that understands that and is set up accordingly.
Q What makes serious injury work easier or harder to do well?
A A lot comes down to the operating environment. The quality of the lawyer clearly matters, but the structure around that lawyer matters too.
If case numbers are too high, if billing pressures drive the wrong behaviours, or if lawyers are weighed down with administration, it becomes much harder to give complex cases the time and thought they deserve. On the other hand, if lawyers have access to the right work, manageable caseloads, good technical support and the freedom to exercise judgement properly, the quality of the work improves quite naturally.
That is especially true in serious injury, where the right outcome often depends on patience, judgement and a willingness to pursue the right course rather than the quickest one.
Q How is Minster Law’s approach different?
A One of the biggest differences is the nature of the work itself. Because of Minster Law’s long-standing relationships in the motor sector, our Serious Injury team handles a substantial volume of complex, high-value cases, with a breadth of injury types that gives lawyers real depth of exposure. That includes everything from serious orthopaedic injuries to amputations, brain injury, chronic pain and spinal cord work.
We have also structured the team so that lawyers can build their expertise progressively. There are clear value bands, and within that there is scope to develop real specialist depth. For some lawyers, that means broad serious injury experience. For others, it can mean purely specialising in one area of injury type.
That combination of scale, complexity and specialist progression is quite powerful for lawyers who want to keep developing.
Q You mention the environment around the lawyer. What does that look like in practice at Minster Law?
A It means giving people the space and support to focus on the case properly.
Our lawyers work in small teams and handle relatively limited numbers of cases, which gives them more time to explore the legal, practical and rehabilitative issues that really matter. It also means they can build stronger relationships with clients and families, which is a very important part of serious injury practice.
We also remove billing targets for our Serious Injury case handlers. That is a deliberate part of our model. It allows lawyers to focus on what is right for the client, rather than what is needed to satisfy an internal target.
Alongside that, the wider support structure is important. Operational managers and the wider team provide support across all aspect of administrative work, allowing our lawyers to spend more their time on legal strategy, client care and achieving the right outcome.
Q Why does that matter so much in serious injury?
A Because the consequences of getting it right or wrong are significant.
In serious injury cases, decisions around rehabilitation, expert evidence, interim support, future needs and settlement structure can have a very long tail. These are not cases that should be rushed or approached too mechanically. Lawyers need time to think, challenge, plan and sometimes hold their nerve.
They also need the confidence to pursue the right outcome for the client, whether that means pushing harder on rehabilitation, thinking carefully about PPOs or provisional damages, or taking a firmer position on indemnity or liability issues where necessary. A good serious injury model should support that kind of judgement, not crowd it out.
Q How important is shared expertise in a serious injury team?
A It is hugely important. No matter how experienced you are, serious injury work is better when expertise is shared rather than siloed. At Minster Law, our lawyers work closely with one another and with senior specialists across the department. Technical discussion is part of the culture. More complex and higher-value cases benefit from close peer input and oversight, and lawyers are encouraged to bring their own style and judgement while also learning from colleagues around them.
That makes the environment more supportive, but it also improves standards. Good serious injury work is rarely about one individual operating in isolation. It is about strong individual capability sitting inside a team that shares knowledge, experience and ideas well.
Q What kind of lawyer tends to thrive in an environment like Minster Law?
A Usually someone who is ambitious about the quality of their work rather than simply their next title.
The lawyers who tend to thrive here are people who want to keep deepening their expertise, who care about getting the detail right, and who value being trusted to think for themselves. They tend to enjoy complex work, but they also understand the human side of serious injury and the importance of building confidence with clients and families.
For the right person, that is what makes serious injury practice rewarding. You are not just managing a case. You are helping shape the client’s recovery, security and future in a meaningful way.
Q What makes a serious injury team somewhere good lawyers want to stay?
A In my view, it is when lawyers feel they can do their best work there.
That usually comes down to a combination of factors: the right work, the right support, the right level of autonomy, and a culture where expertise is respected and shared. If those things are in place, people tend to stay and develop because they can see a long-term future for themselves.
That is what we have worked hard to build at Minster Law. We want to create an environment where experienced serious injury lawyers can handle complex, life-changing cases with the care, judgement and support those cases deserve. For lawyers looking for that kind of practice, that is often what stands out.
MINSTER LAW IS HIRING ASSOCIATES
As an associate in our Serious Injury team, you will:
• Manage a caseload of complex serious injury claims from initial strategy to resolution
• Lead on liability, quantum, rehabilitation, interim payment and settlement strategy
• Work closely with clients, families, counsel, medical experts and other specialists
• Provide direction, oversight and mentoring to junior colleagues
• Contribute to high standards of technical quality, collaboration and client service
Let’s Go For Coffee: Mastering the Art Of Business Development
By Eileen Donaghey
Like it or loathe it, Business Development plays a part of a lawyer’s life, and is something that can’t be avoided. It’s now being talked about earlier in a lawyer’s career, so a solid understanding of why it is vital but also the different techniques involved, is now more important than ever.
My name is Eileen Donaghey, and I run the consultancy company Donaghey & Chance.
Despite two names, I actually run the business alone and the name ‘Chance’ is there because I am taking a chance on myself by opening a business! It can be very difficult to put yourself out there and I understand that business development doesn’t come naturally to everyone, so taking a chance on yourself can reap many rewards. I have always worked in Marketing and Business Development, initially in the Publishing industry and then moving into the Legal sector over 10 years ago. After working in-house at a Law Firm and a Barrister’s Chambers, I decided I would try working as a Consultant. At the time, I was also trying to use social media to create another business around tea, so it certainly felt like a plunge to move into self-employed life and quite intimidating that the only money appearing in my bank account would be through my own efforts.
It took me a while to decide how best to support lawyers, but the main thing that helped me initially was having a very strong network. This was something I had been cultivating for years without ever thinking about, as I enjoy meeting people and keeping in touch with them. Having this strong network meant my first contract started a week after I left my full time employment!
I know that this is a skill not everyone has, so I decided to narrow down my expertise into ways to help the legal sector, which includes training in networking and developing a personal brand. Both are interlinked and I thought it would be helpful here to share my top 3 tips when it comes to approaching Business Development.
1. Strategy Is Key
Unless you offer a service which is relevant to everyone at any time, and you also have endless time and money resources, then you need to be strategic in how and when you network. Yes, it can be good to attend events to practice or if you are interested in hearing from a particular speaker, but as you progress in your career, and as you have more responsibilities, having a set strategy which can guide you month by month is vital. The title for this blog is ‘let’s go for coffee’ as I know many people will go for numerous coffee meet-ups each month but nothing ever comes from it. Speaking to your own Marketing Department or making sure you understand the business plan for the firm is a good first step in developing your own Business Development Plan. I also recommend mapping out what Business Development activity you plan to engage with on a monthly basis. To avoid getting yourself burnt out, compare this to your work load so that you are able to gauge what weeks you should avoid external meetings or attending events. It’s also fair to say some months you will have less time to devote to Business Development than others, so having a longer term plan can be incredibly helpful.
2. You’re Not Selling
There is a fine balance between selling to someone and making sure they know what services you offer. I often find lawyers feel awkward and think business development is selling to people which it is absolutely not. You are developing relationships with people who may be able to refer you work in the future or recommend you to their network. This is why a strong personal brand is important in the work place, so that your network understands what you offer and you are able to summarise the kind of work you want to attract and who you help.
3. Following Up With Relationships
If I was to advise one area that I think most people could benefit from, that is following up on relationships. Many firms have a CRM (customer relationship management) system to keep track of their contacts and ensure that there are an appropriate number of touch points throughout the year. For personal contacts, if you haven’t spoken to someone for a year then it is likely that you aren’t on their mind, and if they aren’t thinking about you then it’s unlikely they would suggest your name when someone asks for a recommendation. Many businesses development plans can have an emphasis on new contacts, new events and new activities when in reality most of us need a smaller network that we carefully nurture. In the past when I have been working with Partners on their business development, they are often pleasantly surprised when they re-engage with an old contact they haven’t spoken to in years which then results in something positive.
There are many strategies when approaching business development, but the reason why I focus on Networking and Personal Branding training, is because these are the areas I felt people think are ‘easy’ and gloss over. Yes, of course, going into
a room and introducing yourself is easy but if you aren’t making sure it is aligned with your business development goals then it can be a waste of time for some.
My final thought to share with you is that business development is a marathon and not a sprint. I didn’t create a network overnight that helped me start my business and some of the best pieces of work has come my way through people I enjoy working with and seeing. The slogan of my business is ‘people buy from people’ so ensuring that you are also cultivating a network of people who are like-minded and you are happy to deal with is a bonus. ■
Eileen Donaghey
Business Development and Marketing Consultant Donaghey & Chance https://www.linkedin.com/in/eileendonaghey/ https://www.linkedin.com/company/donaghey-chance/
“The slogan of my business is ‘people buy from people’ so ensuring that you are also cultivating a network of people who are likeminded and you are happy to deal with is a bonus”
Stop Winging It! The Case for Business Development
By Emma Webb
Think about how Baroness Doreen Lawrence turned unimaginable personal tragedy into a decades-long legal and advocacy campaign that reshaped British law. Or how Helena Morrissey built Newton Investment Management into a powerhouse while simultaneously founding the 30% Club, changing the conversation about women in leadership forever.
Neither happened by accident - both women made deliberate choices, in the midst of everything else life demanded of them, to build - strategically, persistently, and with intention. And that same thread runs through every practice that grew from a spare room to a respected firm, every client relationship that became a careerdefining one.
Behind all of it, doing the heavy lifting, is something far less glamorous: Business Development.
Yes, the term has something of a grey suit about it - ironic, given how many of us have moved well beyond those! It sounds like spreadsheets and strategy decks and awkward networking drinks, and that, frankly, is why so many brilliant lawyers and small business owners scroll straight past it.
Of course, some people have a head start. They're already in the right circles, their network builds itself, and working a room comes naturally. But for most of us - and for most of the brilliant lawyers and business owners I know - growth doesn't arrive uninvited.
But here's what Helena Morrissey and Baroness Doreen Lawrence knew: growth is intentional. It's the evening course when the casework is done, the conversation at a Law Society event that turns into a referral six months later and the coffee with another small firm that becomes a collaboration neither of you could have pulled off alone.
Business Development, stripped back to its bones, is simply the practice of identifying opportunities to grow - and then doing something about them. For small business owners and legal professionals alike, it rarely lives in a formal document. It lives in the decisions you make daily: what to learn, who to connect with, where to put your energy. And when those decisions are made with intention, the effect compounds.
Training and Upskilling
Let's start with the one that almost always gets pushed to the bottom of the to-do list: investing in yourself. When you're running a practice, managing a team, or simply trying to keep on top of a full caseload, learning can feel like a luxury - something you'll get to when things calm down. (They won't, you know this.) But training and upskilling are, in many ways, the most direct route to growth. You cannot build a business, or a career, beyond the limits of your own knowledge - that's not a criticism, it's just the truth of working for or by yourself.
Think about what a single well-chosen course can give you. A solicitor who invests in business development training starts winning clients she may previously have lost to larger firms. A newly independent barrister who takes a workshop on personal branding begins to be known for something beyond just the work - and finds that referrals follow.
Personal branding gets you known. Business development is what you do with that- it's the active, intentional layer that turns visibility into opportunity, and reputation into revenue.
Mentoring — A Shortcut That Isn't Cheating!
If training gives you knowledge, mentoring gives you perspective - and in practice, the two together are where the real magic happens! A good mentor isn't there to tell you what to do. They're there to help you see around corners, challenge the assumptions you didn't realise you were making, and hold you to the goals you set when you were feeling brave. For anyone running their own firm or building a legal career independently, without a senior partner to sense-check ideas with, that relationship can be quietly transformative.
most valuable long-term assets. These are the people who'll refer work your way, back you publicly, and be honest with you when something isn't working.
Community is genuinely good for you too, not just good for your business. Running a firm, or building a career independently, can be lonely in ways that are hard to articulate to people who haven't done it. Having people around you who understand the specific weight of a difficult client or cash flow wobble is more than a soft benefit. Supported professionals make better decisions, and that's good for everyone.
The Small Business Institute
Within my role at the Small Business Institute, I've had the pleasure of working with many of the UK’s small businesses - listening to what they need and building programmes that respond to those realities. The Institute offers free training, mentoring and community covering everything from marketing and finance to AI and beyond, alongside research and policy work that makes the case for change at a structural level. .
Start Where You Are
If I could leave you with one thing, it's this: you don't need to have business development figured out before you start doing it. You don't need a strategy document, a consultant, or a dedicated budget. You just need to pick one thinga course, a conversation, a collaboration - and do it with intention. Then do the next one.
“If I could leave you with one thing, it's this: you don't need to have business development figured out before you start doing it... ”
If you don't have a mentor right now, make it a priority. Look within your professional networks (LinkedIn is a great place to start!), through your local Law Society, or alumni communities you might have drifted away from. The best mentoring relationships tend to start with a direct ask - most people who've built something are genuinely glad to help someone else do the same.
Why Collaboration Beats Competition
There's a persistent myth in professional services that the person across the table is your competition. Sometimes they are. But far more often, particularly for smaller and independent firms, they're a potential collaborator, referrer, or ally. The most interesting growth often comes not from businesses outmanoeuvring each other, but from choosing to work together - two small law firms in different specialisms who refer clients between them. A micro business and a legal consultant who combine their skills to pitch for work neither could take on alone.
Collaboration is one of the most accessible forms of business development there is. It doesn't require a big budget or a formal strategy. It requires trust, a shared goal, and the willingness to pick up the phone rather than see someone else as a threat. And the community you build around your practice - whether that's a peer network, a professional association, or even just a small group of people you trust and meet with regularly - becomes one of your
The businesses and practices that grow consistently aren't always the ones with the most resources or innovative ideas. They're the ones that keep learning, keep connecting, and keep showing up - especially when it's difficult and time is short. Business development isn't a phase or a project you complete and tick off, it's a habit. And like all the best habits, it gets easier and more rewarding the longer you keep it going.
The learning, the connecting, the showing up - it's all easier when someone's in your corner. So if you need that person right now, consider this your invitation. I'd love to be one of your cheerleaders!
If you’d like to find out more about the Small Business Institute, visit:
https://smallbusinessinstitute.uk/ ■
Emma Webb, Associate Director, Small Business Institute
https://www.linkedin.com/in/emma-webb-manchester/
Business Development: More Than Just a Function
By Niamh Donnachie
Business Development (BD) gets talked about a lot in professional services, but it is often seen as a function or a set of activities that sits alongside fee earning work.
In reality, the BD that actually works does not sit separately at all. It is not about processes or plans. It is a mindset. It shows up in how you think, how you approach conversations and what you choose to do next.
For me, it comes down to two things: spotting where there is an opportunity to add value, and actually doing something about it..
What Business Development Really Looks Like Day To Day
At its simplest, BD is about building relationships that lead to work. Day to day, it comes down to understanding what your clients care about, listening properly, following up when you say you will, and it’s staying visible, even when there isn’t an immediate opportunity.
A lot of the most effective BD doesn’t happen in formal settings. It is the message you send after a meeting, the introduction between two people who should know each other, the quick note
sharing something relevant you’ve come across. These small, deliberate actions build credibility and trust, which are ultimately what drive long-term relationships.
An example of this for me was being approached to write this article. I met Charity at an event a few years ago. We spoke about everything but work, and then followed up the next day. It meant that when this opportunity came up, I was front of mind as someone working in BD, and Charity reached out.
Why Business Development Matters More Than Ever
The role of BD has shifted quite a bit in recent years. Clients are more informed, more selective and under more pressure themselves. Technical expertise is expected. It is no longer what sets you apart.
What matters more now is whether you understand what is happening in their business and can add something useful beyond the immediate task. You see that in how conversations start. They are more commercial from the outset, and there is less room to wait for opportunities to come to you.
That shift really comes down to moving from responding to BD to driving it. It is about keeping conversations going, staying close to clients and taking the initiative, even when there is no obvious opportunity in front of you.
Ultimately, it is about being someone clients think of first when something comes up. And that is built through consistent, everyday actions over time.
What Actually Makes Business Development Work?
While every organisation will approach BD slightly differently, there are a number of principles that I would say consistently underpin successful strategies.
1. Be Properly Client-Focused (not just saying you are)
Everyone talks about being client-focused, but it can stay quite surface-level. In practice, it means taking the time to understand what is going on in your clients’ world, even when there is no immediate benefit.
What are they trying to achieve? What pressures are they under? What is changing for them? How does all of this affect their workflow?
2. Focus On Relationships, Not Just Pipelines
Pipelines matter, but they are an output. The real value sits in the relationships behind them. That means thinking beyond immediate opportunities and focusing on building trust over time by being consistent, responsive and adding value where you can.
Some simple things I would encourage my teams to do are:
• suggesting a catch-up based on something happening in their market
• following up after meeting someone – LinkedIn or email!
• making introductions between contacts
• inviting people to events and keeping the conversation going afterwards – set up a meeting if they can’t come to the event.
• acknowledging milestones like promotions
Actually getting to know people works well for this, and thoughtful gestures go a long way. My most memorable BD activity was sending International Women’s Day (IWD) flowers to some of our key clients along with a very thoughtful message from one of my partners. It really made their day and was then posted all over LinkedIn giving us a free profile raise with a client base we weren't yet exposed to!
3. Connect The Dots Across The Business
A big part of BD is knowing who to bring in and when. Often the value is not in what you personally deliver, but in the connections you create. Taking a joined-up approach helps show clients that you can support them more broadly.
4. Do The Basics Consistently
A lot of BD falls down on follow-through rather than ideas. It is the meeting that is not followed up, the introduction that is not quite made or the opportunity that is not progressed. The basics are not complicated, but they do require consistency. Over time, that is what drives results.
My Experience At Walkers
In my role as a Marketing and Business Development Manager at Walkers, I work across a number of teams and jurisdictions, supporting partners on how they approach BD in a way that is practical and actually leads to work.
That covers the obvious areas like client targeting, shaping BD plans, supporting on pitches and events. But a big part of my role is helping things move forward. A typical part of the role might be
helping a partner prioritise which clients to focus on, identifying where there is a real opportunity, and then working with them to keep momentum going. That could be identifying how we can get an introduction, coordinating follow ups, or making sure we are staying visible with the right people.
It also involves a lot of influencing. Not in a formal sense, but in how you guide decisions, challenge thinking where needed and help people focus on what will actually make a difference.
Over time, my role has moved away from simply supporting BD to being more of an advisory role. That means having a view on where we should be focusing, challenging thinking where needed, and helping guide decisions rather than just executing them. The role is exciting and I am excited to see how it changes even more over the next few years! ■
“...Over time, my role has moved away from simply supporting BD to being more of an advisory role. That means having a view on where we should be focusing, challenging thinking where needed, and helping guide decisions rather than just executing them...”
Interview with Bradley Collins
Charity Mafuba talks to Bradley Collins, Co-Founder & CEO of LegalTechTalk, the outsider who rewrote the rules of Legal Tech, on how he ignored the doubters to build a Global Innovation Empire
Charity: Can you please tell us about yourself?
Bradley Collins: I'm Bradley Collins, CEO, co-founder of Legal Tech Talk. I have a background working in events, media and publishing across quite a few different industry sectors.
I was involved with building the biggest marketing event in the UK at the time, early on in my career at Centaur Media, then went to Ascential, which runs the biggest Fintech show in the world, the biggest Advertising show in the world.
I worked across a Retail Portfolio, bringing together a lot of the CEOs and C-suite of the retail world together and educating them on the future of Retail. Then I was involved with building the biggest Insurance sector events around the world and now doing the same in Legal.
Personally, I had a commercial background. I used to be a Tennis Coach before getting into the media world. Other than that, I am just pretty focussed on work.
Charity: Before launching LegalTechTalk, you previously spent years building massive events across other sectors like Retail, Fintech and Insurance.
What motivated you to enter the world of Legal Tech?
Bradley Collins: Two main reasons.
Firstly, the common thread between the industries I was involved with before, was that they were going through a lot of change at the time. Marketing was becoming a lot more automated, and there's a lot of new technologies transforming that. Retail went from bricks and mortar to E-commerce. Insurance’s business models have changed quite a lot and through COVID, that accelerated even more.
And Legal has been doing things in the same way for many, many years forever. The cloud was a big change, but otherwise the business model has remained the same and I could foresee the same way as in every other sector, the business model has been completely changed, that that could potentially happen in the legal world. So I like sectors where we're at the beginning of a big shift.
And secondly, there wasn't really a big event in Legal compared to the big events in other industries. People thought they had big events, but not really.
Charity: What specific lessons from those “outside” industries allowed you to see blind spots and innovate where traditional legal insiders couldn’t?
Bradley Collins: The big events in other industries had a lot more enhanced attendee experience. Very premium, a lot more diversity in terms of content, much more global. So just raising the bar in terms of (like you attended the event), the experience, it's like a festival.
But the way I see a festival, and I've been to Glastonbury quite a few times, (and other festivals), is no matter what you want, what type of music you're interested in, what time of day it is, if you want to go and get a massage or dance, whatever it is, you want to eat good food and have a variety and good selection.
No matter what you as an individual are interested in, there is something for you at all times. And that includes content, and having 8 stages, 6 workshop rooms, 3 roundtable rooms and 50 side events taking place. No matter what you're interested in; Contracts, Intellectual Property, Compliance, Regulation, Large Law firms, Small Law Firms, In House, Global Operations, whatever it is, there is something that's going to happen at all times of the day.
Charity: You have been candid about the heavy rejection and skepticism you faced from the legal establishment when you first started pitching the concept of LegalTechTalk.
What was the most common objection you faced?
Bradley Collins: I think it wasn't just one objection. Maybe there were a couple that were quite familiar. Like, “Who on earth are you?”, “You're not from the legal industry!” “What makes you think you can do something?” “Don't we already have enough legal events?” “What's going to make you any different?” And two people come and see it, and we feel it and experience it. It’s quite difficult without having a huge ego in some ways, to articulate what we're planning to do. Trying to convince people when we haven't done it before and
not from the sector, but actually, not being from the sector is what makes us good.
Charity: Personally, how did you handle those doors closing?
Bradley Collins: I used to work in a market research centre, cold calling people, like CFOs, asking them to share 10 or 15 minutes of their time to talk about their banking experience. 100 calls a day, 97 rejections. We only had to get 3 people to take part per day.
I was just calling people up. So I can handle people swearing and rejecting, that's great grounding for anyone. To be honest, I approach things on a, “there's everything to gain and nothing to lose” mentality when speaking with people. And everyone who didn't believe it back then now believes it. So we only had to get some believers. We just needed a couple and then the rest would follow. And that's the same with the legal industry. No one wants to be the first, but nobody wants to be second.
Charity: What kept you motivated to prove the doubters wrong?
Bradley Collins: I just had an insane belief in what we can do. Like, I was involved with building from the ground up in Insurance. There were sister companies where we had teenagers following our model, building successful events in multiple other industry sectors, like HR, there's a HR tech show in Denmark and it comes to London as well. It was run by a remarkably young team, some of whom were still studying at university while building highly successful events.
I managed to meet the right Co-Founder within this environment, who is incredibly entrepreneurial and hardworking. And I just had an insane belief in what we could do. And I think that shines through when you believe it. People who you talk to believe it. And that comes through, I think, quite strong.
Charity: You have what some would call the “non-lawyer edge”. Legal professionals often operate in an insular echo chamber.
Looking back, how was not having a law degree actually your greatest asset when designing a platform meant to change the industry?
Bradley Collins: I think if I had a law degree, I wouldn't have had any time to learn everything else. Not having a law degree meant, I had loads of time to learn how to do what I'm good at, which is, events, media, building a brand, marketing, selling and understanding my weaknesses, and finding people who can fill those gaps.
Building an event of this scale requires a very different skill set. Legal expertise is of course important, but even more so is expertise in events, media, brandbuilding and relationship building for building an event like this
And I don’t need to be the expert in Law. I think the mistake that other event organisers make, is because they are experts in their industry domain. I see it in every industry. And they're very good. They make amazing content, but when you're an expert in the industry, you focus on the area you're an expert and you become blinkered. Because I'm an outsider, I'm open to everything. I don't need to be the expert, I just need to understand who the experts are, and bring them together. Because they are the people on stage sharing their expertise. If made it all about the things that I'm interested in. It would be a very one single view of that. I don't need to know anything about law. I just need to bring them all together.
Charity: When you looked at existing legal technology conferences, what did you feel they were fundamentally getting wrong?
Bradley Collins: They look all very corporate. Very like dull. I think there's some great events out there. They get great speakers, they do a great job and they provide a lot of value. But the larger events and particularly in the US, I felt they're quite Corporate and not very attractively exciting and maybe they've been doing things the same way for many years. I think there's room for something more exciting and fresh. And you can tell that they're run by people from the legal industry. No offence legal.
Charity: What was the core vision you wanted LegalTechTalk to achieve?
Bradley Collins: The core mission is to drive positive change in the Legal industry. We want to be a catalyst for driving innovation and improving the world for the people that are working in it, improving it for the people and the companies that the industry serves.
Charity: Launching a massive, high-production corporate event requires significant financial and personal risk.
What was the scariest moment in the early days of building the brand?
Bradley Collins: My previous CEO in the company I was in before LegalTechTalk asked me what scares me the most about leaving, and I think it's because he wanted to convince me to stay. So, my answer to that was, “my biggest fear was not taking the opportunity”. At the time, I don't have children, am doing well in my career. The time is, for me now. Where, I don't have a lot to lose, everything to gain, again that mentality served me well. Now I probably have more to lose than I did before. So let's see if I can keep that mentality. But for me, the biggest risk was not taking the risk. And
honestly, if it failed, then I'd probably go and get a nice job in some other events company.
If I lose it all, I've got a good background in events. I would have got hired somewhere. So what is the real risk?
Charity: How did you navigate through it?"
Bradley Collins: I work hard. At the beginning I remember I stopped going out and partying and having fun. I had to just work many hours. So it was just making it happen. Me and my co-founder Mikkel and Jo Dixon, who joined us at the beginning as well. We all had the same work ethic. We worked day and night for those first 6 to 12 months. So just hard work and just getting it done. We had no choice but to make it work. We just did anything we had to do. We nearly ran out of money in month 3 or 4. Luckily, we got our first client in, who then paid us within the month, and that could cover the 1st instalment on the venue. It was really bootstrapped at the beginning. But every time we got a new sponsor in, we then invested more on the venue, more on the experience. Eventually we could hire 1 or 2 more people. We had to live within our means, but I really enjoyed that period. The pressure just meant we had no choice. If we had to work until 3am, we worked until 3am.
Charity: You intentionally designed LegalTechTalk to feel energetic, modern, and forward-thinking—completely different from traditional, stuffy hotel ballroom legal conferences.
Why was creating this specific atmosphere essential to your brand's identity?
Bradley Collins: I think lawyers are human too. Humans are humans. People are people. Particularly lawyers are typically highly well paid people. Why not have a premium experience? We deserve the better things in life. So let's put on a 5 star event in a 5 star venue and 5 star experience. I think the industry deserves it and the people working in the industry deserve it. And if we can appeal to people's human enjoyment and, if you can have a good time whilst doing business, more business gets done and you have a good time. Why not?
Charity: What were your highlights of the recent LegalTechTalk conference in London?
Bradley Collins: The happiness of our sponsors was a real highlight. We did over 100% in re-bookings on site for sponsors for next year. That's from just half of the clients who were able to rebook on site, which means on average they're investing double next year to have bigger presence and do more at the events. Which is a big sign that they got a lot of value. Which meant that the right people were in the room, the right conversations were being had. I don't think we can quite comprehend the level of impact we're going to have on the industry.
So many people have reached out and said from previous events, they've met someone they've then launched a business with, or validated a business model, or met 10 new clients who found the right solution that’s going to help them on their journey. And I think the bigger impact on the industry and society is yet to be seen. I think we're driving the industry in the right direction. We're playing an important role in it.
Charity: What are your top priorities for LegalTechTalk over the next few years?
Bradley Collins: The happiness of our sponsors was a real highlight. We did over 100% in re-bookings on site for sponsors for next year. That's from just half of the clients who were able to rebook on site, which means on average they're investing double next year to have bigger presence and do more at the events. Which is a big sign that they got a lot of value. Which meant that the right people were in the room, the right conversations were being had. I don't think we can quite comprehend the level of impact we're going to have on the industry.
Charity: Beyond ticket sales and speaker line-ups, what does personal success look like for you when you step off the stage at the end of a flagship event?
Bradley Collins: I think the positivity and the overwhelming feedback. I've been scrolling through LinkedIn now for 2 weeks, and we're still being tagged. Like 1000s and 1000s of tags. Someone’s like, “I tagged you Bradley, you didn't like it”. I'm like, “it didn't even show up”. It doesn't always show up on my notifications because there's so much.
But I think that overwhelming positivity that we hear, like everything is positive. There's the volunteers who said that they had the best time of their life, that this was the most impactful 2 days of their entire career.
All of this amazing feedback like; “this is the Met Gala of LegalTech”, “Woodstock of Legal Tech”. That for me is the sign things went well. And honestly, I've never felt this before, of this level, of any event I've ever been involved with ever. If we can keep that going. The expectations every year keep rising. To get the same level of satisfaction is going to get more and more difficult. But that's the good feeling we get afterwards.
Charity: Expanding LegalTechTalk from Europe to the USA is a massive milestone. Congratulations!
Why Miami and not California or New York for the US launch?
Bradley Collins: There’s already a big event in New York. It's not the sole reason, but to be honest with you, Miami just feels right.
It's something I just call, “palm trees and beach”, and it's got a good vibe to it. In California, it takes me twice as long to travel to from here. We want to attract a global audience and I think in Miami, you also attract Latin America (LatAm). You attract Europe as well. So it's some more of a central spot to bring a broader group of people together and we always intend on building global events.
Like London, we brought nearly 80 countries together. I think Miami is a great spot to tap into all of South and Central America as well as North America. And it's a great destination spot. Who doesn't want to be in the sunshine in December when it's snowing elsewhere and its cold?
Charity: What about that specific city reflects the energy and personal vision you have for the brand?
Bradley Collins: I'm imagining a convertible Cadillac, and people rolling with the sunglasses on them, their hair blowing in the wind, down to the venue, and then sipping cocktails on a yacht outside the venue in the sunshine 26 degrees Celsius in December. Great vibe. We want a place where people have a good time. They can maybe attach a holiday to the other side of it. And actually, Miami's becoming an Innovation Hub and a hub for leaders. The financial district in Miami is huge.
It surprised me, but there are a lot of businesses there now, and it's increasing. So it's a great spot for multiple reasons.
Charity: What personal leadership skills did you have to develop to manage an international expansion?
Bradley Collins: To trust my team. I had to learn to not be so possessive or controlling, but to get the right people in and then trust them to do great work, and take a step back because I can't do everything. And that's the same with my co-founder as well. It was like, “we've got great people”, “we need to trust them to do better than us of what they do”. And we've done that now, and I think hiring great people has been the biggest skill to get us where we are. We've built an amazing team and an amazing culture. And I think protecting that culture is really important. Everybody seems to be very happy and motivated; they can see what we're building and they're very proud to be part of it. So that's new for me. I've never done that before, which is nice.
Charity: How do you and your co-founder balance responsibilities?
Bradley Collins: A lot of people, in town would say, we're yin and yang. We're very, very different. From the work we contribute, and what we enjoy doing. I'm very much the face, the person that's out there in the market, external facing, meeting with clients and speakers, building relationships with our partners in the industry. Much more like, build relationships with people in the industries from hiring and attracting talent perspective.
He is very much the backbone and everything internal, the Operations, Finance, Accounting, Marketing, Event Logistics, dealing with suppliers. Between the two of us, there's nothing really in the business that we cannot do. Obviously, as we scale, we need other people to do these things. Everything I like doing, he hates, and everything he likes doing, I don't like. It is I think, a very good combination in this type of business.
Charity: How has your personal relationship evolved through the pressure of scaling globally?
Bradley Collins: It hasn't changed. I think our relationship has been exactly the same. We've had one or two heated moments, but you wake up in the morning and it's like, “that didn't happen, that's yesterday”. We move on. When we disagree on something, eventually we have to come to an agreement. And our chairman actually is the 3rd person that helps us sometimes make a decision. When we can't agree. But once we’ve made a decision, we go 100% in that direction as if we made it ourselves. That's the decision we go with. So that's important. Actually, luckily, touch wood, it continues to be strong.
Charity: You have successfully disrupted Europe and are now expanding globally. Personally, what is the next giant mountain you want to climb, either within the legal space or as an Entrepreneur?
Bradley Collins: LegalTechTalk will not be the last event that we build together. We will, for sure, build more global leading businesses in other industry sectors in the future. But there's still a lot of work to be done in Legal.
Charity: When people look back at the impact of LegalTechTalk on the global legal sector, what do you want the brand's ultimate legacy to be?
Bradley Collins: I'd like this to be seen as a pivotal moment, which we were at the forefront of, where the legal industry flipped on its head in a good way. Where there's a lot of, not fear of change, but there is a little bit of fear of change, but actually, you look at other industries, change is generally quite good.
Now we can get food delivered, and elderly people don't have to walk on their Zimmer frames to the shop to get stuff- that's good. If you live up in the mountains, you can get stuff delivered to you. That's positive innovation. Generally speaking, innovation is a good thing. And it's going to be the same. There is an access to justice gap in the legal sector. There's a diversity issue, for example, with the women in Legal.
That's part of driving positive change. I want us to be seen as having changed the sector for the better.
Obviously, it's not just us doing it, everyone coming together.
I would like people to think, “wow, when LegalTechTalk came along, that was the moment the legal industry started to change, and this was the catalyst that brought us into a new world”. Hopefully a better one.
Charity: What does the future hold for Bradley Collins?
Bradley Collins: Well, we're going to continue this journey. I will play a big part in our USA launch, and the aim is for LegalTechTalk to become the biggest event in America, as well as continuing to grow into Europe.
I would like to do something similar in other industries after this. I have an industry in mind already for the next one, which is very exciting. Actually you can create a lot of good in the world, but I'm just motivated to keep going and keep doing stuff. Obviously live a nice life, and this has set me up now to be able to look after my family, take nice holidays and live a nice life. There’s been a lot of hard work to get here, but that's good.
I love what we do and I love the people we get to meet, the impact we get to have in the industry, the conversations that we have and learning so much about new industries that I've not been involved with before. But the business of events is replicable. We have a blueprint for it. And it could be applied in other industries as well. More to come, I would say. ■
Editor-in-Chief and Director, Solicitor (England and Wales)
Attorney- New York
Attorney-Supreme Court of the United States
People vs Product: The Engine Room That Drives LegalTech Transformation
By Chioma Wilson Dike
Introduction
In the weeks following LegalTechTalk, I’ve been immersed in a wealth of reflections shared on LinkedIn, probably over a hundred now. Amidst the buzz about AI, innovation, and cutting-edge legal tech products and demos, one recurring theme emerges: people The conference fostered conversations, new relationships, and collaborations for future LegalTech opportunities. More importantly, LegalTechTalk fostered a sense of camaraderie and community. Interestingly, for a tech-focused event, many lasting impressions seem unrelated to technology itself.
Reflecting on these posts and my own experience at LegalTechTalk, I’ve become increasingly convinced that legal innovation is fundamentally a people business. While technology, great products, responsible AI, and thoughtful design, are essential and an integral component of the LegalTech ecosystem, these alone can’t drive transformation.
True transformation happens when people who drive and operate the technology are involved from the outset. They need to understand the problem, trust the proposed solution, share a language for discussing change, and feel empowered to experiment, challenge, and adopt new working methods.
This piece explores why human connection and community might be the most valuable asset in legal technology. Drawing on my reflections from LegalTechTalk and my experience building the Nigerian LegalTech Network, I discuss why conferences matter beyond their content, why technology adoption is ultimately a human process, and why stronger ecosystems, rather than isolated innovation, will shape our future in LegalTech and more broadly, the legal industry.
Conferences Are Catalysts, Not Just Events
Measuring a conference’s success often hinges on the calibre of speakers, content quality or exhibitor numbers. These factors are undoubtedly important, but since attending the second and third versions of LegalTechTalk, I find myself evaluating conferences differently.
LegalTechTalk’s real value was not limited to what happened on stage or the panels. It was in the conversations between sessions, the ideas people shared, and the honesty with which they spoke about what they were building, what had gone wrong, and where they saw new opportunities. Perhaps, because of the thought that went into the social interaction aspect of the conference with two days of side events allowing for the conversations to begin before the main event. That kind of openness is not always easy to create, but at the conference it seemed to happen naturally.
Reflecting on these interactions, I realised they mirrored the very reason I founded the Nigerian LegalTech Network. It wasn’t a lack of talented lawyers or ambitious founders nor a shortage of ideas. Innovation was indeed emerging in various corners of the ecosystem. What was missing was the connective tissue that enabled these ideas, experiences and people to connect.
Lawyers often engaged in conversations with their peers, while founders focused on building products without much exposure to legal practice. Universities, regulators, investors, and technology providers all contributed to the future of legal services but largely within their own circles.
Innovation was happening, but it wasn’t happening together. This observation became a driving force behind the Nigerian LegalTech Network. The goal wasn’t just to create another organisation or host another event. It was to foster opportunities for those passionate about the future of law to connect, exchange ideas, challenge each other and build relationships that might not have formed otherwise. When people talk to one another interesting things happen. Problems become clearer, assumptions are tested, collaboration becomes easier and innovation shifts from individual brilliance to collective progress.
One of the biggest lessons I have learned from building communities is that technology adoption rarely stems from the decision to buy but trust in the technology itself. Lawyers are trained to question, assess risk and protect clients’ interests. They don’t adopt new technologies simply because they’re available or promise greater efficiency. Instead they adopt them when they understand the problem being solved, trust the people developing the solution, see how it fits within their professional obligations and hear credible experiences from others.
Founders face a similar challenge. Building a technically brilliant solution is only part of the journey, often the first step. Understanding how lawyers think, how law firms make decisions, how different jurisdictions operate and how trust is earned within the profession is equally crucial. These insights rarely emerge from isolation; they develop through relationships cultivated and nurtured at events carefully designed to foster these relationships.
That’s why peer-to-peer interaction, formal or informal gatherings, and social networking matter. A curated product demonstration might explain a platform’s features but a conversation with another lawyer or several other lawyers, often at conferences like LegalTechTalk, who have successfully implemented it, often reveals its significance or lack thereof.
The LegalTech Ecosystem as a Growth Engine.
We sometimes oversimplify legal innovation by focusing on the products being built, the technologies attracting investment and the organisations adopting them. Far less attention is paid to the environment around those products and whether it gives them a realistic chance of succeeding.
A legaltech company does not grow simply because it has developed useful software. Founders need access to practitioners who can help them understand whether they are solving a genuine problem. They need early adopters who are prepared to test an imperfect product and give honest feedback. They need people who can explain how buying decisions are made within law firms and legal departments,
how regulation may affect adoption and why a solution that works in one market may need to be approached differently in another.
Practitioners also need something from the ecosystem. They need trusted spaces in which they can learn about new technology without feeling that they are being sold to. They need opportunities to hear from peers who have already gone through implementation, including what did not work. They also need a way to communicate their frustrations and operational challenges to the people building the tools.
This exchange between builders and users is what improves the quality of legal technology. It helps founders avoid developing products in isolation and gives practitioners a greater role in shaping the tools they may eventually be expected to use.
My experience building the Nigerian LegalTech Network has made this particularly clear. There is no shortage of talent, ideas or ambition within Nigeria’s legal and technology sectors. The challenge is often that the people who could benefit from knowing one another do not always have a clear route to connect. Founders, lawyers, students, academics, institutions and investors may all be interested in the future of legal services, but they often approach it from separate circles.
An ecosystem helps to reduce that distance. It creates more opportunities for an introduction to become a partnership, for a practical problem to become a product idea, or for a young lawyer to discover a career path that was previously invisible to them. It also makes it easier for knowledge to travel between markets, rather than remaining concentrated within a small number of firms, companies or jurisdictions.
This was also visible at LegalTechTalk. The conference was not valuable simply because it displayed new products. It brought together people who develop technology, people who buy it, people who use it and people trying to understand what it means for the profession. The value came from having those perspectives in the same place and allowing them to inform one another.
Human vs Technical Infrastructure.
When we talk about the future of legal services, we often refer to digital infrastructure, data infrastructure or AI infrastructure. These are all important. But there is another form of infrastructure that receives far less attention: the relationships, communities and institutions that allow innovation to take root.
I think of this as human infrastructure.
It includes the people who make introductions because they can see a connection that others may have missed. It includes practitioners who make time to advise a founder, even when they have nothing immediate to gain from doing so. It includes mentors who are honest about the mistakes they made, institutions that are willing to open their doors to new voices and community organisers who create opportunities for people to meet outside their usual professional circles.
This work is often difficult to measure. It may not produce an immediate sale, investment or partnership. A conversation at an event may lead nowhere for several months, or even years. Yet over time, these relationships create familiarity, trust and a shared understanding of the problems the sector is trying to solve.
That matters in legal technology because adoption rarely begins with the technology alone. It begins with confidence. People are more willing to engage with a new idea when it is introduced through a trusted relationship, explained in language they understand and supported by others whose judgement they respect.
Human infrastructure is also what enables an ecosystem to survive beyond individual events or organisations. A conference may create the initial connection, but the relationship has to continue afterwards. A network may bring people together, but its value depends on whether those people go on to exchange knowledge, make introductions, collaborate or create opportunities for others.
This is one of the clearest lessons I have taken from building the Nigerian LegalTech Network. Community-building is not simply about gathering people in a room or increasing membership
numbers. It is about creating enough trust and continuity for people to participate meaningfully. It requires listening to what different parts of the ecosystem need, recognising where there are gaps and bringing together people who might otherwise remain disconnected. None of this appears on a product roadmap, and it is rarely described as innovation. Yet it often determines whether innovation moves beyond a small group of enthusiasts and becomes part of the wider profession.
Conclusion
The reflections shared after LegalTechTalk reveal something important: people did not leave the conference thinking only about the technology they had seen. They also left thinking about the people they had met.
That observation by most attendees reveal something profound about the role of human connection and relationships in the LegalTech ecosystem. Technology can provide new capabilities, but it cannot build trust, create a shared sense of purpose or sustain a professional community by itself. Those things depend on people who are willing to share knowledge, ask questions, make introductions and remain engaged after the event has ended.
As legal technology continues to develop, we should pay closer attention to the conditions that allow it to succeed. That means investing not only in products and platforms, but also in education, relationships, networks and spaces for honest exchange.
The reason is simply because legal innovation gains real traction when the people building, using and shaping it are properly connected. Those connections create the trust, understanding and practical feedback that technology needs to move beyond a promising idea. ■
Chioma Wilson-Dike Founder,
Nigerian LegalTech Network
National Council of Women GB https://www.linkedin.com/in/chiomawilsondike
I Didn't Set Out to Build a Network. I Set Out to Get Coffee.
Shreya Vajpei Talks to Legal Women About Her Interest In Legal Tech and How She Founded the Indian LegalTech Network
It started as a coffee catch-up.
A friend of mine was building for legal literacy, I was neck deep in KAI, our firm's own generative AI product, and my role had quietly stopped looking anything like what it said on paper. We wanted to catch up and share our learnings. Then we realised neither of us knew many other people doing this kind of work. You were either an engineer or a lawyer. Nobody seemed to be both, or trying to be. So, I asked a few more people. They said yes fast, which should have told me something.
On a total whim I made a Google Form sharing that we were meeting for coffee and to discuss legaltech at Starbucks. That's it, that's the whole pitch. 50 people signed up. 30 actually showed.
That's how the Indian LegalTech Network (ITLN) started, more or less by accident. Nankunda Kataganza, who'd already done the same thing building the African Law & Tech Network, helped me turn the accident into something with a shape.
What Ecosystems Are Actually For LinkedIn will tell you everything in AI and innovation is going brilliantly. Every product changes everything, lawyers are obsolete, and so on. None of that matches what I actually hear in a room full of people who are in the trenches. What you get instead is the failure stories, the "we tried this and it didn't work, here's why," nobody posts about that, or the collaborators you only find in person. People have found co-founders through ILTN. Some found their first hire. One friend found the person who finally understood what she was building, after months of explaining it to people who didn't.
Something else became true along the way that I didn't plan for: the core team actually running ILTN is 80 % women. It happened, and then it became something worth being deliberate about rather than just lucky about. One of our agendas this year is building AI literacy programmes specifically for women in law.
Same Idea, Bigger Room
India has more legaltech startups than almost anywhere outside the US, over 1,000 of them. That's roughly why I ended up on the board of the Global LegalTech Hub, (GLTH), advising on innovation and on India specifically, alongside the International Legal Technology Association, (ILTA).
On the GLTH board, the job is mostly translation. Taking something that already works somewhere else, an event format, a training model, a piece of research, and testing whether it holds up for the Indian market, then pushing the insight back the other way when India has already solved a scale problem nobody else has. The ILTA India Envoy role runs the same direction: I'm usually the first call when either side wants to move something, a solution, a partnership, a case study, from one ecosystem into the other.
Inside A firm, Not Much Changes
I'm currently on the innovation team at Stephenson Harwood, with a focus on redesigning how legal services actually get delivered. The same belief carries over from the outside world, even if it's harder to say out loud in a partner meeting: you can't force adoption by mandating it. You have to get people to actually understand why something works and why it makes sense for their reality, which takes a lot longer.
The Problem Before The Tool
That got tested properly at LegalTechTalk's Vibeathon this year, a two-day event where lawyers with zero coding background used tools like Replit to build working legaltech prototypes.
I mentored, but not on the tool itself. Turns out most people can already prompt an AI model well enough to get somewhere. What they hadn't worked out was what they were actually trying to solve. Half my conversations were less "here's how Replit works" and more "okay, but what's the actual problem here."
That's still the real bottleneck.
Put The Unfinished Thing Out There
ILTN started as a half-formed idea attached to a Google Form. The Vibeathon prototypes were unfinished on purpose, two days isn't enough time to make anything polished, and people showed them to strangers anyway.
Lawyers aren't built for that. We're trained to be right before we open our mouths. This industry runs on the opposite instinct though: put the rough thing out, and the feedback finds you, the collaborators find you, the next step finds you.
You just don't get any of it until you go first. ■
Shreya
Vajpei, Chief Ecosystem Officer, Indian LegalTech Network
The Story of Let’s Think and My Takeaways From This Year’s LegalTechTalk Event
By Wendy Jephson CEO and Co-founder of Lets Think
A mix of passion and frustration with existing technology led me to co-found Let’s Think. I loved the idea of using technology to help people think, but found that most tools actually got in the way of thinking rather than supporting it. That sent me on a quest to design technology to help people think more productively and richly, the way experts do.
We’re building tech for any regulated profession that needs to evidence its reasoning. My background in Business Psychology and Law made the legal industry a natural place to start.
Capturing Expert Reasoning as It Happens
My first start up (which sold to NASDAQ) taught me that tech, first and foremost, requires a deep understanding of how people actually think. Successful tech layers specific workflow needs on top of this foundation. The former sits squarely in the domain of behavioural science, a branch of science rife with human cognition learnings, yet largely untapped in the world of tech. These methodologies and our team’s deep experience building tech in regulated industries formed the basis for the Behavioural Science AI that underpins Let’s Think Law.
Let’s Think Law captures expert reasoning as the work happens. It turns short conversations grounded in behavioural science into a contemporaneous record of how a firm thinks: what options were weighed, what risks were considered, which inputs were prioritised, and what decisions were made. It’s specifically built for law firms where the need to document expert reasoning carries consequential regulatory, developmental, and commercial stakes.
Bigger and Better than Ever
This year’s LegalTechTalk event was bigger and better than ever. From the fringe events like the Women in LegalTech event, where I was a panellist, where everyone participated thanks to Nikki Shaver's fishbowl conversation approach, to the various stages and the buzz on the main floor, this was the place to be for smart conversations that unpacked challenges and experimentation alike.
What struck me most was how quickly the industry is maturing and how human the big conversations still are.
Law Tech Is a Trend, Not a Bubble
With now more than 1,000 vendors, up from 400 a year ago, this is a highly active market. A year on, vendors, firms, and consultants have hands-on experience with the tech. This led to more sophisticated and nuanced conversations centred on the tangible impact and value of the tech, as opposed to the promise of what the tech could do. Firms have moved from dipping a toe in the water: “Let’s test this and see what it can do”, to “Let’s take the plunge and figure out how to move forward and scale.”
The good news is that there is no shortage of tech to make lawyers’ jobs easier. The challenge for law firms is dealing with the deluge. To do that, they need a forensic understanding of the problems they want technology to solve.
Technology Won't Save Your Law Firm — Your People Will Key topics discussed by law firm strategy leaders (managing partners, CIOs and COOs) reinforced that human value has never
been more important. It's always been a firm's “secret sauce”, but if you can't explain the value to clients and visibly deliver on it, above and beyond the technology that everyone else also has, clients will choose to work with someone else.
Then there’s the related human challenge of how to train juniors in the AI era. Critical thinking and judgment remain the prized capability, but how do firms develop it when AI and hybrid working have eaten the training ground that built expert reasoning?
Experience can solve for both but, unlike in the old whenever, however, if ever approach, it has to be deliberately, and accurately surfaced. Tech can finally solve this age-old problem.
Redesign Around Your People, Not Tools
Nikki Shaver's keynote cut straight to it. The line that landed hardest: adoption is no longer the advantage. Buying the tools is table stakes, "like buying a DMS twenty years ago." The edge comes from redesigning how the firm actually works, where your people's judgment and your proprietary data already give you an advantage. Every leader responsible for setting and delivering on law firm strategy should take heed of Nikki’s closing question: If you were starting your firm today, would you build something different? And if the answer is yes, what are you waiting for?
Tech as Collaboration, Not Competition
At a time when tech is driving competitiveness, it was nice to spend time with a group where tech is fostering collaboration. The LegalTechTalk crowd is open, curious and genuinely supportive of one another. Add great food, music and a venue that actually encourages people to mingle, and you get an event where as much good stuff happens by accident as by design.
Wendy is a dual qualified business psychologist and commercial lawyer. She serves on the advisory board of the University of Bath's Institute for Digital Security and Behaviour, helping translate research into real-world impact. She is also an advisor to the Alliance for Innovative Regulation's network, providing advice based on realworld insights from her decades of work in regulated industries. ■
I trained and qualified at Linklaters, then spent a year at Travers Smith advising on Pensions Law. Four years ago, I moved into Legal Technology; today I lead EMEA at SpotDraft. This wasn't one leap, but three deliberate steps: legal practice, then Legal Services assisted by Technology, then the Technology itself.
The Foundation: Private Practice
I’m grateful for my years in practice. Two exceptional firms taught me rigour, precision and how to earn a client's trust, lessons underpinning everything I do today.
But the things that made me come alive were never billable: D&I initiatives, Pro Bono, Business Development, university careers days, even a podcast.
At the time, seemingly a distraction from the "real" work, but in hindsight, the clearest signal of where I was heading: Building from scratch. Connecting people. Finding smarter ways to do what everyone did manually.
I now see that those instincts aren’t un-lawyerly; they’re commercial. Legal Technology moved them from the side of my desk to the centre of my job.
Step One: Ontra
My first move was to Ontra, a market leader in contract automation and intelligence for Private Equity, pairing AI with a global network of experienced lawyers to streamline recurring work like NDAs and engagement letters. Legal services, assisted by software: a natural first step out of practice.
This was before AI was a dinner-table conversation; many of my peers found it a little strange when I announced I’d be quitting my lawyer job and moving into “Legal AI”. Ontra found me on LinkedIn, seeking lawyers open to commercial roles. My posts about those “side quests” stood out. My first interviewers were two former Big Law lawyers from New York, I noticed how energised they were and this was enough to pique my curiosity.
I joined as Director of Account Management, growing a book of general counsel at top-100 private equity firms. After five years in private practice, joining a start up was a culture shock in the best possible way: weekly law firm “prayer” meetings were replaced with Taylor Swift soundtracked company-wide “All Hands”. Legal training gave me instant credibility, though advice was no longer my remit. The pace was exhilarating: goalposts moved every quarter, the technology faster still. I loved it.
Step Two: Robin AI
Eighteen months later I stepped up to Robin AI, another company combining AI with legal expertise, as Director of Alternative Assets. The role was pure new business: winning customers from scratch rather than growing accounts.
It was also where I noticed the industry expanding rapidly while the spaces for women in it were not. So I founded Women in Legal AI, a community at the intersection of law and technology, now almost 400 strong, swapping lessons and opening doors over breakfasts and roundtables.
Step Three: SpotDraft
Each move had brought me closer to the technology itself; SpotDraft completed the progression: an AI-native contract lifecycle management platform, built as software from day one, used by inhouse legal and business teams to draft, review, negotiate, sign and manage contracts in one place, replacing the shared drives, email threads and admin that swallow so much lawyer time.
As Regional Director for EMEA, I lead new business and expansion: my broadest remit yet: strategy, partnerships, a growing team. What keeps me here is simple: in-house teams getting their evenings back because a contract that took three weeks now takes three days. That change compounds, for lawyers and the businesses they serve.
LegalTechTalk 2026
Every June the Legal Technology community gathers in London for LegalTechTalk. I spent this year's conference on the SpotDraft stand, bookended by a session on creating spaces for women shaping legal innovation and a SpotDraft x CLOC dinner with the sharpest minds in legal operations.
My biggest takeaway did not come from the keynote. It rarely does. It came from corridor conversations over coffee, where a general counsel tells you what actually keeps her up at night, not what her procurement process says she needs. With two unexpected conversations before 9am on day one, it confirmed to me that the best insight in this industry is rarely broadcast. It is exchanged.
Thinking About the Leap?
Women a few years into practice often ask whether a move like mine is right for them. My honest answer: look at where your energy already goes. If the projects that light you up sit outside your billable hours, that is not a character flaw. It’s data.
A move into legal technology is not a move away from the law. Legal training brings the rigour, judgement and credibility this industry needs, and every step builds on the last. The profession you trained for travels with you. You are not leaving it behind; you are helping build the tools it will run on.
Visibility Creates Velocity
Legal technology is young; the seats at the table are still being set. Spaces and publications for women matter because visibility creates velocity. When women see other women shaping AI strategy, building products or simply doing something a little different, it gives them evidence: they can go and do these things, too. ■
It’s now some 15 years since I co-founded Black Letter Communications with legal journalist Neil Rose. From the outset, we believed we could bring something genuinely different to the market. While many former journalists move into Public Relations (PR), few continue to practise as Neil has.
For my part, although I began in legal PR, I had spent the previous decade working in large agencies across a wide range of consumer, business and corporate campaigns, before moving in-house to roles at both a university and a major government department. That combination felt distinctive.
Fifteen years on, our original vision has evolved into a strong core team of senior communications professionals, bringing together former national and regional journalists alongside former heads of PR from leading law firms.
I am proud of the reputation we have built for delivering clear, straightforward communications advice to the legal profession. From the very beginning, it was essential that we combined Neil’s exacting standards for writing and attention to detail with the strengths I brought from my own career across a wide range of communications environments and challenges, including a broad strategic perspective and strong creative instinct. Just as important, we were committed to being honest with clients about what could, and could not, be achieved. In previous agency roles, I had seen how overpromising often led to disappointed clients; the fee had been secured, but the relationship suffered. We were determined to do things differently.
Delivering Modern PR
Today, our strapline has evolved from “Straightforward PR advice for the legal sector” to “Expert where it matters. Human everywhere else.” It captures how we work: senior communications specialists who know how to make the law land. We focus on results, not noise, combining sharp thinking, strong storytelling and advice that delivers tangible impact. We understand how law firms operate - the rigour, the precision, the need for control - and we bring clarity, pace and
Kerry Jack Co-Founder & CEO, at Black Letter Communications Talks To Legal Women UK About Public Relations In The Legal Sector
perspective. We are collaborative, commercially minded and easy to work with: serious about what we do, but never stuffy about how we do it.
Clients work with us on both a retained and project basis. They range from law firms and barristers’ chambers to representative bodies, charities, regulators, academics, funders, and data and intelligence businesses. All are united by their place within the legal ecosystem. We are also instructed by individual and corporate clients of our law firm clients who need reputation advice, often on high-profile matters that demand careful handling and sound judgement.
Blending strategic counsel with hands-on delivery, we support clients across the full spectrum of communications. That includes shaping PR and communications strategy, advising on litigation and sensitive issues, and protecting and enhancing reputation, through to securing high-quality media coverage, producing podcasts and digital content, and managing social media.
Our role sees us develop clear, compelling communications for every audience our clients need to reach - from leadership and internal messaging to client-facing and new business communications, helping turn expertise into visible, credible thought leadership. Alongside this, we provide media training, events and flagship publications such as annual reports, offering practical, commercially focused advice at every stage.
Put simply, we combine breadth and depth: big-picture thinking with meticulous execution, all designed to make sure our clients’ messages cut through and carry weight where it matters most.
Journalist Insight
It’s been interesting having Neil’s viewpoint in the business as he is on the receiving end of PR on a daily basis. Sadly, not all of it is good.
From ill targeted releases to unsubstantiated claims to things that are just not news - a law firm sponsoring a golf day being a classic example - are amongst the most common bugbears I hear from Neil and other journalists.
“Good PR isn’t about blindly passing on instructions - it’s about advising, guiding and, when necessary, saying no.”
When I first started out in legal PR more than 30 years ago, my then boss - a former journalist - instilled in me the importance of knowing exactly who I was targeting. Email was still a novelty, urgent press releases were sent by fax, and the telephone was our primary tool for pitching stories. Before I picked up the phone to call any journalist, I had to know the last three stories they had written to be sure my approach was relevant, well-targeted, and not simply repeating something they had already covered. Despite the changes to how PR is delivered, it is still something I instil in my team now.
Neil maintains a “Bad PR” folder on our server - a collection of realworld examples of how not to do it, and a useful reminder for the whole team (if one were ever needed). But in my experience, much of what constitutes bad PR stems from consultants - whether in-house or agency-side - failing to manage their clients’ expectations properly. Few examples illustrate this better than a LinkedIn post by John Hyde of the Law Society Gazette. Reflecting on a press release he had received, he wrote:
“Extraordinary bit of foot-shooting from a PR person on a press release received this afternoon.
The email came with this caveat in bold (I took the name of the firm out):
‘(NB if you do choose to use the story, please note that a do-follow link to [firm's website inserted here] must be included as per the terms of using our research/release.)’
The must be included was in italics just to emphasise how seriously we should take this request.
OK, as a rule, we don't ever link to law firm websites in news stories. If people are so inclined, they can Google.
But also, the sheer brass neck to insist that we do something a certain way otherwise we can't use the press release is truly epically bad PR. YOU want the story out more than us. Making such demands not only makes you look silly but also ensures your client's story won't get out there. And if the client had insisted on the website link request, they should have politely been told it was not a good idea.
Either way, there will be no website link. And indeed, no mention of the firm at all.”
It’s a perfect example of where things go wrong: not just in the execution, but in the failure to push back on unrealistic client demands. Good PR isn’t about blindly passing on instructions - it’s about advising, guiding and, when necessary, saying no.
Not All PR Is Equal
I would also caution law firms and other clients that not all PR is equal, and it’s time we stopped pretending that it is.
I see agencies celebrating “coverage” every day: a mention here, a feature there, screenshots of articles in publications with audiences smaller than a school newsletter. Metrics that look impressive until you ask a simple question: who actually read this?
In PR, volume is vanity. Reach is what matters.
When I built this agency, I made a deliberate choice to focus on toptier outlets, the ones a client’s target audience actually reads; the ones that move markets, shift perceptions and make competitors take notice. That approach is harder. It takes longer. It demands sharper pitching, stronger relationships and the discipline to turn down easy wins that don’t truly serve the client. But that is the difference between PR that feels good and PR that works. So, the next time an agency presents a coverage report, don’t count the clips. Ask where they landed and whether anyone who matters was actually reading.
A recent study by OpenAI, the creators of ChatGPT, sought to identify the professions most at risk of being replaced by AI. With everyone from sales staff to software developers, nurses to private investigators, appearing on the list, you might reasonably assume PR would be in the firing line too.
After all, if a bot can draft a court judgment (Lord Justice Birss made headlines when he described it as a “jolly useful” tool for summarising unfamiliar areas of law), surely it can produce convincing communications? Not quite.
Another piece of research from Muck Rack, caught my attention. It analysed more than a million links cited by AI in search results. What it found was telling: large language models overwhelmingly favour well-known, trusted sources - the majority of which come from earned media. Around 27% of citations were from news sites, rising to roughly half when the query focused on recent information.
The implication is clear. Earned media coverage in respected outlets is not just valuable for reputation - it is increasingly one of the most powerful levers shaping how brands are represented by AI.
The Rise Of GEO
We have long been familiar with Search Engine Optimisation. Now, we are seeing the rise of Generative Engine Optimisation (GEO), the practice of ensuring your content is visible and influential within AIgenerated responses. When it comes to what tools like ChatGPT or Google’s AI-driven search prioritise, earned media consistently ticks the right boxes: it provides clear, relevant answers, and aligns with the principles of experience, expertise, authority and trust.
At Black Letter, this is exactly the approach we have always taken, crafting high-quality, credible content that earns coverage in the outlets our clients most want, and need, to be seen in. For some, that means the national press; for others, it is specialist trade titles. Encouragingly, Muck Rack’s findings reinforce that this focus on quality and authority is not just good PR - it is increasingly essential in an AI-shaped landscape, where outlets such as Reuters and the Financial Times, alongside respected niche publications, are most likely to be surfaced and cited.
The Future: Precision, Not Volume
As for the future, the direction of travel is clear: more precise, more tailored and far more strategic. We will see a shift towards specialist targeting - not blanket distribution but carefully considered engagement with the people and platforms that genuinely matter. In that environment, the human touch becomes even more important. Relationships, judgement and the ability to craft something that truly resonates will be what cuts through.
That may well mean less volume, fewer releases a less scattergun approach but what is delivered will be of a much higher quality, with greater impact and reach. Communications strategies will become more integrated too, with every channel working together in a deliberate, coherent way rather than operating in silos.
Return on investment will, quite rightly, remain front and centre but how it is measured will continue to evolve. Data will play an increasingly critical role, not just in targeting and execution, but in demonstrating value. The days of presenting a client with a cuttings book and expecting praise are long gone. What matters now is evidence: how did the activity move the dial, what changed as a result, and what tangible outcomes were achieved? ■
Kerry Jack Co-Founder and CEO-Black Letter Communications
“I founded HASSL out of frustration – I was sick of the constant messaging to “stay safe” as a woman, while still experiencing harassment, catcalling, assault, and worse, especially in public spaces.”
Amy Watson talks To Legal Women UK About Violence
Against Women and Girls and Why She founded HASSL
A Bit About Me and Why I Founded HASSL
I’m Amy Watson, founder of HASSL. I founded HASSL out of frustration – I was sick of the constant messaging to “stay safe” as a woman, while still experiencing harassment, catcalling, assault, and worse, especially in public spaces. Like so many women, I realised that the responsibility for safety was always placed on us, rather than on the behaviours and systems that create harm in the first place.
I studied Entrepreneurship at university and had already built and run my own businesses, before going on to work in Health and Tech startups to deepen my experience. In October 2024, I founded HASSL to tackle this issue differently – not by asking women to adapt, but by addressing the root causes of violence against them.
What Is HASSL
HASSL is a global social enterprise tackling the root causes of violence against women. At its core, we aim to shift responsibility away from women as individuals and onto society as a whole – particularly by inviting men into the conversation and making them part of the solution.
HASSL tackles the root causes of violence, especially in public spaceslack of awareness, systemic sexism and misogyny, barriers to reporting, poor public space design and ultimately male violence. We address these through a combination of education, workplace training, campaigns, and partnerships, with plans to expand into schools, reporting technology, and more.
HASSL operates on the idea that everyone – men, women and all genders – sit on a scale from perpetrator to advocate and everything in between. Women often sit higher up that scale because of lived experience, but internalised misogyny, enabling violent behaviour and the passing on of harmful norms can exist across all genders. Men are typically further down that scale: not only are men more likely to be perpetrators (95% of violence globally towards all genders is perpetrated by men), but they’re also more likely to enable misogynistic cultures. But on the flip side, they’re also more likely to be in a position of influence – both in a career setting and in regards to other men, hence why our primary focus is on men.
HASSL’s role is to meet people, especially men, where they are – and move them along that scale. If enough people take small, tangible steps to do better, culture can shift quickly.
The Work We Are Doing At HASSL
We have several live initiatives, with more planned to follow – and they’re all about that principle of meeting people where they are. HASSL operates through a five-stage plan designed to tackle the issue from multiple angles. In stage one, we focused on building awareness and community –creating conversations, gathering insights, and amplifying voices to lay the foundation for change. In stage two, we established sustainable funding streams through products and workplace training, ensuring our resources can remain free and accessible. Now, in stage three, we are scaling
awareness globally through campaigns, our ambassador network, and free online education resources designed to turn awareness into action. In future stages, we will focus on shifting responsibility onto institutions through partnerships, education programmes and events, before ultimately breaking down systemic barriers through longterm solutions such as reporting tools and improved accountability systems.
In under 18 months, we’ve built a 700,000+ global audience; generated 250M+ content views; delivered campaigns reaching 20M+ people; secured several major partnerships; launched workplace training and free education resources; signed a book deal with a major publisher and mobilised 3,000+ ambassadors across 120+ countries – all without external funding.
Though they’re useful for all genders, our initiatives are designed primarily to engage men at every point and get them involved.
For men who already understand the issue and want to help, we offer a global advocacy programme, where they can actively contribute their skills to growing HASSL. Over 1,000 men are already involved, and they use their personal or professional skills to help build HASSL - whether it’s testing resources, joining calls, creating content, sharing insights and much more.
For those who recognise there is a problem but don’t know what to do about it, we have free online education resources on being part of the solution. They only launched a few months ago but have already been used by thousands. We have several courses, activities and conversation prompts primarily designed for men – from “how can I do more as a man”, with tangible steps they can take at work, home, friendship groups and public spaces; to “harassment: the mental load”, giving them insight into what women have to navigate every day to “stay safe”.
For men who would take action if they better understood the scale of the problem, we have created viral awareness campaigns showcasing women’s reality. These have already been seen by more than 20 million people organically, and we plan to release more, not only on women’s experiences but also targeted at men on being part of the solution. We also break down myths in an accessible way, aiming to capture men from thinking harmful thoughts about women.
Some Stories Of Harassment That Have Been Shared
We hear the most harrowing stories every single day.
From women sick of being catcalled, bothered, or followed so often when they leave the house – to so many women who have been stared at and groped in the street, or on public transport when they were simply trying to live their lives.
Some women have shared with us that they’ve never had a positive experience with a man in their life; every man close to them (partners, fathers, family, colleagues) has hurt or abused them. That is the heartbreaking reality for some.
The stories range, but one thing remains constant: every woman has a story along these lines. And more often than not, they have several.
How To Get Involved
There are many ways for individuals and organisations to get involved in tackling harassment, and most importantly, to move from awareness into action.
“HASSL is about collective responsibility. Change doesn’t come from one action or one group – it comes from many people choosing to do things differently, consistently, over time.”
Individuals of all genders can start by using and sharing HASSL’s free education resources, which are designed to provide practical, accessible ways to challenge harmful behaviours and contribute to change. For those who want to take a more active role, our global ambassador programme offers an opportunity to directly support our work and share your skills, particularly for men who want to be part of the solution but don’t know where to start. For those who are legal professionals and would like to help, I’d really encourage you to apply to be an ambassador and work with us directly. Within our platform, we have a specific section for legal professionals to contribute skills to support our work. We can’t do this without support – we’re a small team of 3, and still too earlystage to access external grant funding. We are also committed to remaining investor-free to ensure our values and mission are never compromised, and that impact always comes before profit. Those who are able to and want to support us can do so through buying our merch, making regular or one-off donations or supporting our crowdfunder which will help us expand our educational resources. All our profits go back into HASSL initiatives.
We know that some men won’t come to us and won’t take any action themselves – so we also go into workplaces to put the problem and solution right in front of them. We deliver workshops to all different types of workplaces, from corporate settings to public services to education staff, to talk about the problem in an accessible, human way - and get everyone to a point where they understand the need to be part of the solution. We discuss “the mental load”, expectations of men, harmful media narratives, internalised misogyny, bystander intervention and actively building a safer world.
For men who may never get it, we are working on partnerships with different sectors – particularly male-dominated industries. This is to build large scale industry specific prevention initiatives that create safer spaces, hold violent men to account, reduce barriers to reporting and so much more – so that those who perpetrate harm are less able to offend, and more likely to be held to account.
We already provide educational resources for parents, and part of our next phase is launching programs in schools for young people. We don’t ever aim to blame them or shame them, but to provide age-appropriate awareness and actions to build a safer world for everyone (especially women and girls).
We’ve even worked to complete submissions to parliament, and engage MPs to work with us to promote both HASSL and awareness of this issue. We’re reaching as far as we can to effect real change. We know what we’re doing is working: we’ve already seen men go from a workplace training session, to completing our free resources and then signing up to be an ambassador with us.
Organisations can play a critical role by bringing these conversations into the workplace. Through training sessions and workshops, we help teams understand the realities women face, recognise harmful behaviours, and build environments where accountability and respect are the norm. It’s about how everyone, especially men, can be part of the solution and build a safer world for future generations. Organisations can book directly with us to bring us into their workp
We’re also open events or guest speaking, alongside partnerships which will help us continue to scale globally. If organisations are interested in partnership opportunities, they can email partnerships@ hassl.uk to speak to us. If you’re a legal professional in a large law firm and would like to create change across your sector, drop us a message about a partnership!
We also encourage anyone who wants to help amplify HASSL and our work to reach out to us on press@hassl.uk .
HASSL is about collective responsibility. Change doesn’t come from one action or one group – it comes from many people choosing to do things differently, consistently, over time. ■
My name is Hilda Kwoffie, and I am a solicitor of the Senior Courts of England and Wales and the founder of The BAME Woman in Law.
When I moved to the United Kingdom from Ghana in 2016 at the age of 18 to study law at the University of Hull, I believed that academic excellence would be enough to build a successful legal career. What I did not fully appreciate at the time was that succeeding in the legal profession requires far more than good grades.
Over the past decade, I have experienced many of the highs and lows that aspiring legal professionals encounter. Those experiences have shaped not only my career but also my passion for helping others navigate the profession with greater confidence, clarity, and support.
What Interested Me About The Law
My interest in law was never really about the law itself. It was about people.
Growing up, I often saw individuals facing difficult situations without knowing where to turn for help. I became drawn to the idea of being someone who could provide guidance, support, and solutions during challenging times. Law offered the opportunity to combine a love of problem-solving with a genuine desire to make a positive difference in people's lives.
building professional networks, preparing successful applications, and developing commercial awareness are all critical parts of the journey.
For those with family members or close connections already working in the profession, some of this knowledge may be readily available. For others, it can feel like trying to solve a puzzle without all the pieces.
As an international student, I was not only studying law but also learning how to build a life in a completely new country. I was adapting to a different education system, navigating cultural differences, and trying to understand how the legal profession operated in England and Wales.
“Like many aspiring lawyers, I experienced setbacks along the way. I failed exams, received rejection emails, aand watched opportunities I had hoped for fail to materialise...”
As I learned more about the legal profession, I became increasingly fascinated by the role lawyers play in society. Whether protecting rights, guiding clients through complex circumstances, or helping businesses navigate challenges, lawyers have the ability to create meaningful impact. That realisation ultimately led me to pursue a law degree and begin my journey towards qualification as a solicitor.
My Journey To Qualification
Academic excellence is important, but there are many aspects of professional development that lectures do not always address. Understanding qualification routes, securing work experience,
Like many aspiring lawyers, I experienced setbacks along the way. I failed exams, received rejection emails, and watched opportunities I had hoped for fail to materialise. There were moments when I questioned whether I would ever reach my goal.
Looking back, I realise those experiences were not unusual. One of the most important lessons I have learned is that many successful legal professionals face significant challenges at different stages of their careers. The difference is that we do not always talk about those experiences openly.
After eight years in the United Kingdom, I qualified as a solicitor of the Senior Courts of England and Wales. Reaching that milestone was incredibly rewarding, but it also prompted me to reflect on the journey that had brought me there and on the support that many aspiring legal professionals were still searching for.
Why I Founded The BAME Woman In Law
Around the time I qualified as a solicitor, I found myself having repeated conversations with law students, graduates, and career changers from minority ethnic backgrounds. Many of them, despite being talented and capable, spoke about lacking the connections,
networks, and opportunities that can make a significant difference in building a legal career.
As I listened, I recognised many of the same challenges I had faced myself. I understood what it felt like to navigate the profession without established connections, to learn through trial and error, and to search for guidance from people who truly understood my experiences and aspirations.
The more I reflected on those conversations, the more I wanted to understand whether these experiences reflected a wider issue within the profession. As I began researching diversity within the legal sector, I found that minority ethnic women remained significantly underrepresented. Government statistics published in 2023 showed that minority ethnic women accounted for just 7% of barristers and 11% of solicitors in England and Wales.
Those figures reinforced what I had been hearing firsthand. They highlighted the importance of creating spaces where minority ethnic women could access support, build meaningful professional networks, and learn from those who had successfully navigated the profession before them.
That realisation became the foundation of The BAME Woman in Law.
I founded the organisation to create the kind of community I wish I had when I was starting out, one that supports women from minority ethnic backgrounds to access, navigate, and thrive within the legal profession.
The Work We Are Doing
From the outset, I wanted The BAME Woman in Law to focus on practical solutions rather than simply discussing the challenges that exist for minority ethnic women in law.
One of our initiatives is Be Mentored, our flagship mentorship programme that connects aspiring legal professionals with seasoned legal professionals who can offer guidance, encouragement, and support. Since launching in 2024, we have supported more than 100 aspiring legal professionals through a dedicated network of volunteer mentors who generously share their time, experience, and expertise.
Alongside mentoring, we organise webinars, events, and educational initiatives designed to help our members build confidence and develop their careers. We have also cultivated a growing online community, with more than 300 members in our WhatsApp group and a LinkedIn platform that reaches over 2,500 people.
Improving access to work experience remains a key priority. Many aspiring lawyers understand its importance but struggle to secure opportunities. Through partnerships with organisations such as Legal Aid Practitioners Group (LAPG) and Obaseki Solicitors, we have been able to help mentees gain valuable exposure to legal practice and better understand the realities of the profession.
The most rewarding aspect of this work, however, has been witnessing the progress of the women we support. Mentees have secured training contracts, pupillages, and achieved goals they once considered beyond reach. One former mentee even went on to establish and register her own law firm with the Solicitors Regulation Authority (SRA).
Alongside my work as a solicitor and founder, I have had the privilege of speaking at institutions including the University of Hull, The University of Law, BPP University, and the Bar Standards
Board, contributing to important conversations around social mobility, mentorship, and access to the legal profession.
More recently, I published Beyond Survival: A Practical Guide for International Students to Thrive Academically, Emotionally, and Professionally, drawing on the lessons I learned after moving to the United Kingdom as an international student.
Looking Ahead
When I think about the future of the legal profession, I am optimistic. Talented individuals from a wide range of backgrounds are entering the profession and bringing valuable perspectives with them. At the same time, there is still work to be done to ensure that access to opportunity is not determined by who you know, where you come from, or whether you happen to have the right connections.
The BAME Woman in Law exists to provide the kind of community I wish I had when I was starting out.
If we can help someone feel more informed, more confident, and more supported in pursuing their goals, then we are fulfilling our purpose. If we can help open doors that once felt closed, then we are contributing to a profession that is more accessible, more representative, and more inclusive.
That is what continues to motivate me: helping others navigate a path that can sometimes feel overwhelming and ensuring that more women not only enter the legal profession but thrive within sit. ■
Hilda Kwoffie Author
Solicitor (England and Wales) Award-Winning DEI Leader
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Private equity overtakes merger as UK law firms' preferred route to growth, new research reveals
Three-quarters of firms seeking investment now favour private equity as sector faces "once-in-a-generation" transformation according to survey of UK law firm leaders
Private equity has overtaken merger and partnership as the preferred growth strategy among UK law firms seeking investment, according to new research from leading legal technology provider Dye & Durham. According to the results: Among firms seeking investment, 75% now favour private equity, while only 52% cite the traditional route of merger or partnership. The finding is among several key insights from the extensive research that appear to signal a once-in-a-generation shift in firms' attitudes to investment, technology, and growth.
The data suggests the market shift may be more advanced than many in the profession realise. While previous research has tracked private equity deal volumes and the extent to which firms have been approached by investors, this is believed to be among the first studies to measure law firms' own investment preferences, finding a marked shift toward private equity and away from the traditional merger or partnership route.
Speaking about the release of the report today, Colin Bohanna, Managing Director of Dye & Durham UK, said: "This research confirms what many in the profession are increasingly alert to, and which many more have yet to realise: there is a monumental shift taking place in the UK legal market, and it will affect every part of the profession.
"While the traditional merger and partnership model is in no danger of going away, there is a remarkable transformation taking place in UK law, one that is changing how law firm leaders operate and which will have a growing influence in years to come. We hope this research will be a useful tool to the industry in navigating a way forward.”
Other key findings of the research include:
• 86% of legal professionals polled in a live survey agreed that the business model of UK law firms has evolved more in the past 10 years than in the previous 20
• 88% of senior leaders agreed their technology platform signals their firm's maturity to external investors
• 80% said financial performance expectations are higher today than five years ago
• 45% cited talent recruitment and retention as the single biggest barrier to scaling
The report draws on an independent survey of 200 senior leaders at midsized and large UK law firms, conducted by Arlington Research, with 80% of respondents from firms with 50 or more fee earners. Dye & Durham supplemented this with a live poll at the British Legal Technology Forum and an in-depth interview with Adrian Jaggard, CEO of Taylor Rose and AIIC Group. Market analysis
The complete whitepaper of the research findings – The Future of UK Law Firms 2026: Changing Leadership, Capital, and Operating Models – also draws attention to what is likely driving these changing attitudes, specifically a "trifecta" of forces driving the shift: the growth of the consultant model (now over 4,000 practitioners)1, the rise of alternative business structures (from 8% of SRA-regulated firms in 2017 to 13% by 2022/2023)2, and an unprecedented influx of private equity (£1.2bn invested over five years, with a record £534m in 2024 alone)3, with 70% of mid-sized UK law firms approached by private equity investors in 2025.4 Together, the paper argues, these forces are reshaping not just how firms are financed, but how they operate and compete.
The full report can be found at: dyedurham.co.uk/resources/ebooks-reports/ About the research
The Future of UK Law Firms 2026: Changing Leadership, Capital, and Operating Models is based on:
• An independent survey of 200 senior leaders and technology decisionmakers at mid-sized and large UK law firms, conducted by Arlington Research between 20 January and 4 February 2026. Respondents included equity partners, salaried partners, C-suite executives, practice managers, and consultant lawyers. 80% were from firms with 50 or more fee earners.
• A live poll of 51 attendees at the British Legal Technology Forum (BLTF) 2026, one of Europe's largest legal technology conferences.
• An in-depth interview with Adrian Jaggard, co-founder and CEO of AIIC Group and Taylor Rose, one of the UK's largest consumer-facing law firms. dyedurham.co.uk ■
Leadership, Vision and the Future of the Legal Profession
By Rosanna Marzocca
A Lawyer in My DNA
I have always had an innate sense of justice - social balance and a commitment to fighting inequality and abuse. Since secondary school, I have defended students’ rights, first as class representative and later as school representative. Despite making me unpopular with my Latin and Greek teachers, I still graduated with very high marks. I believe my vocation as a lawyer began to take shape there, among the school desks. During university, I started supporting vulnerable people in a more concrete way by volunteering at a soup kitchen for the poor at the Church of Saint Anthony in my hometown of Bari, in Puglia. Having never cooked before, I asked my mother for advice on preparing meals. Although I was a beginner, I received thanks and genuine appreciation; in truth, I should have been thanking them for the smiles they gave me.
After graduating, I could have chosen to start practising law immediately with my father, who had founded his own law firm, but I wanted to continue studying and specialise in Civil Law, which from the outset was my great passion, and then in Family Law, because I felt I should defend the weaker parties in these family fractures, often women and children. Family law still represents the main area of my professional activity today.
After qualifying as a lawyer, I chose to move to Rome, where I opened the second office of our law firm. Rome is a complex, chaotic and wonderful city that brought me good fortune. In my first case before the Court of that city, I met a competent opposing lawyer and, when the
case ended, a mutual professional esteem was born and continues to this day. This esteemed lawyer, who would become President of the European Lawyers’ Union (UAE) a few months later, invited me to attend the Association’s events, and since then, nineteen years ago, my relationship with the UAE, my love for this Association, has been a continuous crescendo.
The European Lawyers’ Union (UAE): A Non-Profit Association of Lawyers Passionate About European Law
The European Lawyers’ Union is a non-profit organisation founded in Luxembourg by leading lawyers from several European member states who shared a strong commitment to the European Union and EU law. Its purpose is to promote the application of EU law and raise awareness of the rights protected by the European Convention on Human Rights. This year, the Association celebrates its fortieth anniversary, an important milestone.
I am the first Italian woman to serve as President and the third woman to hold this role in the Association’s history. During nearly twenty years of membership, I have held, and continue to hold, several positions, including Member of the Executive Committee, Chair of the Family Law Commission, Delegate for relations with the Italian National Bar Council, and Chair of the Bari and Northern Puglia Delegation. Over the years, I have organised many activities to advance the Association’s statutory objectives, including conferences, seminars and general assemblies on current issues in European law. These have addressed, among other topics, the role of specialist lawyers
in the family international relations; family law in Europe; international child abduction, the tension between the child’s best interests and habitual residence; children as instruments of conflict; and EU Regulations 2019/1111 and 2010/1259.
Leadership, Vision and Transformation
The social function of lawyers is the principle that best reflects who I am and forms the foundation of my presidency within the UAE. I strongly believe in this principle, in the irreplaceable function of the legal profession, in the essential nature of its role in asserting and protecting the rights and interests of citizens – those human rights that are not only static, like fundamental rights, but those which are dynamic and linked to social evolution.
The Social Function of Lawyers
When the first migratory flows began in Europe, I had recently become a mother. I felt frustrated that I could not physically help the mothers arriving from Africa with their children. In response, I organised a conference entitled “Migrant Mothers and Children: Rights and Reception”. Some years later, I applied for and was selected by the Council of Europe to take part in the HELP Programme course on the protection of migrant and refugee children. Shortly before the pandemic, I decided to act directly on the ground. With a small volunteer association founded by one of my clients, I travelled to the refugee camps in Chios, Greece, where I provided concrete assistance and support to refugees and unaccompanied minors. It was an extraordinary experience, which I repeated several times, including once with my son when he was nine. It was not easy for him to encounter that reality and understand the pain and difficulties faced by those people, but it became a valuable lesson.
Environment, Sustainability and Artificial Intelligence
In pursuing the social function of the legal profession, lawyers also have a moral duty to protect the environment, speak up for human rights, and guide the entry of artificial intelligence into the legal and business worlds. These themes have shaped several initiatives during my presidency.
For this reason, the first congress of my presidency focused on “Green Economy, Energy and Environmental Protection: Challenges and Opportunities in Europe”. It included contributions on regulatory protection across various EU member states, as well as a de iure condendo ("concerning the law to be made") perspective. To give the proceedings wider dissemination, I arranged for their publication by the University of Salento in a scientific journal.
More recently, I spoke at a conference organised by the Italian National Bar Council on sustainability policies adopted by European and International Bar associations. I particularly appreciated the work of the UK Bar Sustainability Network in this field.
Artificial intelligence has also been a key area of focus. In 2021, I organised a conference on the impact of artificial intelligence on justice and predictive justice. I was later invited to speak on Italy’s main national broadcaster, RAI Uno, about AI in relation to EU Regulation 2024/1689, known as the AI Act, the first worldwide regulation on artificial intelligence.
Human Rights in Business
Another major event during my presidency addressed the protection of human rights in business, a fundamental objective of the European Union. Since 2011, the United Nations has set out guiding principles structured around three pillars: the duty of states to supervise; the responsibility of businesses to respect human rights; the recognition of effective protection mechanisms for victims of possible violations. In addition, the European directive on sustainability due diligence and national supply-chain laws require businesses to identify, prevent, mitigate and manage negative impacts on human rights. They also provide for possible administrative and civil liability in cases of violation. As a result, respect for human rights in the European legal system is no longer only an ethical value; it is an essential requirement for compliant and responsible business conduct.
The Ludovic Trarieux Prize
During this biennium of my presidency, I have also had the honour of being invited to serve as a member of the Jury of the Ludovic Trarieux Prize, one of the oldest and most prestigious awards in the world dedicated exclusively to lawyers committed to defending human rights. It is often described as “the homage of lawyers to a lawyer”.
The prize is considered the most prestigious European award reserved for a lawyer who has distinguished themself in defending human rights, protecting the rights of the defence, affirming the rule of law, and fighting racism and intolerance. The first recipient, in 1985, was Nelson Mandela, who at the time had been detained for twentythree years in South Africa. In later years, the prize has been awarded to many lawyers who have faced persecution, threats or detention because of their commitment to protecting fundamental rights.
Last year, I attended the award ceremony with my son, now fourteen, so that he could understand the importance of protecting lawyers who fight to defend human rights. This year, during the meeting held in Rome on 12 June 2026, the Jury decided to award the prize to Pakistani lawyers. This year, during the meeting held in Rome on 12 June 2026, as a Jury we decided to award the prize to a couple of Pakistani lawyers, Imaan Mazari and Hadi Ali Chatta, and the prize for Bar Associations was awarded to the Bar of South Sudan.
Expanding Horizons
My presidency in the UAE is also characterised by international relations, after decades in which our Association focused mainly on European states. I believe that opening up to non-European states that share our objectives can be a tool for professional enrichment. We have signed a Memorandum of Understanding with the Kuwait National Bar, welcomed new members from Turkey, and met with the Ambassadors of Argentina and Morocco in Italy to launch training and professional exchange projects.
The Fundamental Role of Women in the Legal Profession and Society
Among my objectives as President is to promote and support the presence of women lawyers on the Board, the Executive Committee and in the presidencies of the UAE Commissions and Delegations. At the same time, I am committed to discussing the gender gap still present in many southern European and global states, as well as highlighting the virtuous examples of Scandinavian countries, which rank at the top of the global gender gap index. I addressed this topic during a programme on Rai Uno, for which I was interviewed about the policies the European Union is adopting to reduce this gap, particularly Directive 970/2023 approved by the European Parliament. It is extremely important to discuss this with such a wide audience. I also addressed this topic during an interview with Fortune Italia. In March 2026, I was awarded the “Beyond the Summit” prize for women’s leadership, vision and transformation. It was a very emotional moment both because the award was presented at the Italian Senate and because other women were also honoured, each in a different field of society, from Economics to Politics to Business to Journalism. I therefore had the opportunity to meet other female talents and engage with them. It was an experience of personal growth.
An Example for Young Women Lawyers
I would like to conclude with a quote from Saint Augustine: “Words teach, examples inspire”. I believe I am an example for young women lawyers, because I demonstrate that anyone can achieve the goals they set for themselves by working with consistency, determination and great commitment.
Rosanna Marzocca
Lawyer-Studio Legale Marzocca
President- European Lawyers’ Union (UAE) www.studiolegalemarzocca.it
The Fractional General Counsel (GC) model is a win-win solution for both businesses and experienced lawyers. For businesses, hiring a fulltime in-house counsel as an employee is costly and inflexible. Having access to experienced legal support based on business needs, with the flexibility to adjust the level and scope of support as the business progresses, is highly attractive to management. For lawyers, the model offers greater flexibility and a better work-life balance.
How did I Become A Fractional GC?
After about seven years in private practice, I joined a Japanese healthcare start-up as its full-time general counsel. The company developed and sold endoscopic AI software, and I enjoyed working in such a dynamic, rapidly evolving industry. Over time, however, two realities became clear to me being a full-time inhouse counsel. First, focusing on a single company meant turning down opportunities to support other businesses. Second, I missed the variety that came from working with multiple companies rather than dedicating myself to just one. After changes in the start-up’s management and strategy, the need for a full-time in-house lawyer in the U.S. decreased. Then, something unexpected happened.
By Akiyo Inoko Hewett Fractional GC: An Evolving Career Path in the Legal Profession
My former colleagues introduced me to other Japanese healthcare start-ups planning to expand into the U.S. healthcare market and recommended that they work with me. Through those introductions, I began advising other start-ups while continuing to support my original company on a part-time basis. In doing so, I found a way to combine the best of both worlds: the deep, day-today involvement of an in-house role with the variety and broader impact by supporting multiple businesses. That is how I became a Fractional GC.
What Do I Do As A Fractional GC?
As a transactional lawyer by training, I advise clients on cross-border commercial contracts, corporate governance, AI governance, and compliance matters. While I occasionally advise companies in other industries on corporate matters, I offer my Fractional GC services exclusively to healthcare start-ups. Why? Because the experience I gain from one client often benefits others facing similar legal or operational challenges. It also enables me to stay up to date with the latest regulatory developments, enforcement trends, court decisions, and the industry’s best practices.
Is A Fractional GC Considered Outside Counsel?
Not exactly. Although a Fractional GC is typically engaged as an external adviser, the role is fundamentally different from that of traditional outside counsel.
There are three key differences:
First, a Fractional GC functions as part of the team. Unlike traditional outside counsel, who are typically engaged for specific legal matters, a Fractional GC works closely with C-suite executives, directors, managers, and employees across the organisation on an ongoing basis, developing a deep understanding of the business and its objectives. I consider my clients to be my colleagues. By working with them on a regular basis, I become familiar with their preferred ways of working. Some prefer detailed discussions by email or through comments in documents, while others would rather jump on a quick call to review a document together. I appreciate the human connections and teamwork that the Fractional GC model provides.
Second, a Fractional GC works with outside counsel rather than replacing them I often compare the role of a Fractional GC to that of a GP (or a family doctor in the U.S.) A GP knows when specialist care is needed and helps coordinate treatment. Likewise, when specialist advice or support is needed, I work closely with subject matter experts. My role is to identify the legal issues, engage the right experts, define the scope of work, review their advice, and help the business turn that advice into practical action.
Third, a Fractional GC is proactive rather than reactive. Traditional outside counsel are often consulted after a legal issue has arisen or when advice is needed on a specific matter. By contrast, a Fractional GC works closely with the business on an ongoing basis, identifying compliance issues early and helping develop practical solutions before they become legal problems.
Why Should Businesses Consider A Fractional GC?
The Fractional GC model can be valuable in a wide range of business situations.
Start-ups and growing businesses often need experienced legal support without the cost and commitment of hiring a full-time inhouse lawyer. It is also a practical solution for companies that need additional legal support during major projects, such as Mergers and Acquisitions or Corporate reorganisations. By handling dayto-day legal matters and keeping the business running smoothly, a Fractional GC allows the full-time General Counsel to focus on strategic projects. Furthermore, a Fractional GC can provide temporary cover when a member of the legal team has left unexpectedly or is on extended leave.
What Are The Challenges And Risks?
Autonomy, flexibility, greater control over my time, and the ability to build a practice that suits my professional and personal priorities are the greatest benefits of the Fractional GC model. As a mum of school-aged children, flexibility is priceless at this stage of my life. I try to keep my workload at 70 to 80 per cent of my capacity so that I can provide timely, high-quality support to my clients while still being present for my children and available for other personal commitments.
One unexpected benefit has been developing the mindset and skills of a business owner. Establishing and running my own business came with a steep learning curve, from managing administrative tasks such as Billing, Bookkeeping, and Taxes to deciding which areas of expertise to focus on and how much to spend on Business Development. Perhaps more importantly, it has changed the way I approach my work. I work with my clients not simply because I am employed or expected to bill hours, but
because I genuinely believe in their missions and want to help them succeed. I truly appreciate the opportunity to be part of their teams.
The Future Of The Fractional GC Model
As businesses continue to seek flexible and cost-effective access to experienced legal support, the demand for the Fractional GC model is likely to continue growing. For lawyers looking for greater flexibility and variety in their careers, it is a model worth exploring.
Akiyo Inoko Hewett
Fractional GC, Principal Attorney
Inoko Law and Consulting, LLC https://www.linkedin.com/in/akiyo-hewett/
“...As a transactional lawyer by training, I advise clients on cross-border commercial contracts, corporate governance, AI governance, and compliance matters...”
After 18 years leading legal and compliance functions in Fortune 500 Technology and Automotive companies covering the Middle East and Africa (MENA) region, I have sat on both sides of the table, built legal departments from the ground up, negotiated with regulators, closed complex commercial deals, and managed teams through crises that tested every ounce of judgement I had developed. In recent years, I have watched a quiet but significant shift take place in how businesses think about legal leadership.
More companies, from ambitious startups to established mid-sized firms, are asking a question that would have seemed unusual a decade ago: do we actually need a full time General Counsel, or do we need senior legal judgement on a flexible/ need-to-have basis?
This is the world of the Fractional GC, and it is one I now operate in myself. Here is what it actually looks like, when it makes sense, and what any business considering this model should think through carefully.
What Does A Fractional GC Actually Do
A Fractional General Counsel is not a consultant who parachutes in for a single project and disappears. The role is closer to being an embedded member of the leadership team, just without the full-time commitment or the full-time cost.
In practice, my work spans several layers. I sit in on leadership discussions where Legal Risk intersects with Business Strategy, whether that is a new market entry, a partnership negotiation, or a governance restructuring. I review and negotiate commercial contracts, from vendor agreements to complex licensing deals, bringing the same rigor I applied when I was reviewing agreements worth hundreds of millions of dollars in-house. I advise on regulatory compliance, particularly across GCC (Gulf Cooperation Councils) and MENA jurisdictions where local nuance matters enormously and where a generic legal opinion from outside the region can do more harm than good.
I also spend a significant amount of time on governance. Many growing businesses have never had anyone ask hard questions about board composition, decision making authority, or how risk gets escalated internally. That is often where a Fractional GC adds the most value, not in drafting documents, but in asking the questions nobody else in the room is positioned to ask.
The Fractional Shift: How Senior Legal Roles Are Being Redesigned for the Future of Work
By Sabrine Makkes
And critically, I mentor and upskill internal teams. Part of the value of bringing in someone with nearly two decades of experience is that the knowledge does not stay locked away. It gets transferred to junior counsel, to operations teams, to founders who are learning to think like risk managers themselves.
When Firms and Businesses Actually Need a Fractional GC
Not every business needs this model, and I am always upfront about that with prospective clients. But there are clear signals that a business has outgrown ad hoc legal support and is not yet ready, or does not want, a full-time hire.
The first signal is complexity outpacing capability. A business that started with a single template contract and a lawyer on retainer for occasional questions suddenly finds itself negotiating cross-border partnerships, handling Data Privacy obligations, or facing regulatory scrutiny it has never dealt with before. At that point, informal legal support is not enough, but the volume of work may not yet justify a full-time salary, benefits, and the overhead of building an internal legal department.
The second signal is a specific transition point. Companies raising a funding round, preparing for acquisition, expanding into a new jurisdiction, or restructuring governance ahead of a public listing often need senior legal leadership for a defined period, not indefinitely.
The third signal is cost discipline combined with ambition. Many founders and business leaders I work with are financially savvy. They understand that a General Counsel with the seniority to actually move the needle commands a significant salary, and they would rather access that seniority two or three days a week than hire someone more junior full time and hope the experience gap does not matter. Finally, there is the scenario where a business already has an internal legal team, but that team lacks a certain type of experience, whether that is regulatory relationships in a specific market, M&A exposure, or crisis management under pressure. A Fractional GC in that case is not replacing anyone. They are filling a specific gap the internal team openly acknowledges.
The Benefits to Firms and Businesses
The most obvious benefit is financial. A business gains access to twenty years of judgement without the cost of a twenty-year salary. This is not simply about saving money, it is about allocating capital intelligently at a stage where every dirham or dollar matters.
The second benefit is speed. A Fractional GC with deep experience does not need six months to understand how to structure a legal function, draft a governance framework, or identify where the real risks sit. Pattern recognition built over years means problems get diagnosed and addressed far faster than they would with someone earlier in their career, however capable.
The third benefit, and one that is often underestimated, is objectivity. Because a Fractional GC sits slightly outside the daily internal politics of a business, there is a freedom to say difficult things plainly. I have walked into rooms and told founders that a deal they were excited about carried risks that outweighed the upside. That kind of candour is sometimes harder for someone whose entire career and internal reputation depends on staying inside one organization.
The fourth benefit is flexibility. Businesses can scale legal support up during an intense period, such as a funding round or a regulatory investigation, and scale it back down once that period passes. This kind of elasticity simply does not exist with a traditional full-time hire.
And finally, there is access to a broader network. Most Fractional GCs, myself included, work across multiple sectors and jurisdictions simultaneously. That means clients benefit not just from legal expertise, but from exposure to how other businesses in similar situations have approached comparable problems.
Challenges and Risks To Consider
I would not be doing my job properly, or writing honestly, if I did not address the real challenges of this model, because they are real.
The most significant risk is continuity and availability. A Fractional GC by definition is not in the building every day. For businesses that face frequent, unpredictable legal questions, that gap in availability can be a genuine constraint. This is why clear communication protocols and defined escalation paths matter enormously. I always establish upfront how urgent matters will be handled outside scheduled hours, because ambiguity here creates real business risk.
The second challenge is depth of institutional knowledge. Someone embedded full time in a business absorbs context simply through proximity, overhearing conversations, sitting in on unrelated meetings, picking up on cultural nuance. A Fractional GC has to work harder and more deliberately to build that same depth of understanding, and businesses need to actively support that process rather than assume it happens automatically.
The third risk is scope creep, in both directions. Sometimes businesses try to extract full time value from a fractional arrangement, which is unfair to the counsel and ultimately unsustainable. Other times, the scope is defined so narrowly that the Fractional GC cannot see enough of the business to actually manage risk properly. Getting this balance right requires an honest conversation at the outset and revisiting it regularly as the relationship evolves.
There is also a governance risk worth naming directly. In some jurisdictions and for some regulatory purposes, a business needs a designated legal officer with specific authority or a specific title. A Fractional GC arrangement needs to be structured carefully so that it satisfies these requirements, rather than creating a false sense of compliance coverage.
Finally, there is the question of confidentiality and conflicts of interest, particularly for those of us who work across multiple clients in the same sector. Clear conflict checks, robust confidentiality protocols, and transparency with every client about who else we work with are not optional. They are the foundation of trust that makes this entire model viable.
The Future Of The Fractional GC Model
I do not think this model is a passing trend. If anything, I believe it reflects a broader and permanent shift in how businesses think about senior expertise generally.
Across the GCC and MENA region specifically, I am seeing accelerated demand. Regulatory environments are maturing quickly, government policy increasingly encourages stronger corporate governance, and businesses across sectors are being asked to demonstrate legal and compliance sophistication earlier in their growth than they once were. At the same time, the talent pool of senior legal professionals willing to work in flexible arrangements is growing, partly generational, partly driven by professionals who have built careers inside large organizations and now want to apply that experience more broadly rather than inside a single company.
I expect the model to formalise further. Just as Fractional CFOs (Chief Financial Officers) became a recognised and respected category over the last decade, I believe Fractional General Counsel roles will develop clearer market norms around pricing, scope, and expectations. Professional bodies and networks are already starting to create standards and community around this way of working, which will only build more confidence among businesses considering it for the first time.
I also expect technology to play a larger role, not in replacing judgement, which remains fundamentally human, but in making fractional arrangements more efficient. Better contract management tools, compliance tracking systems, and secure collaboration platforms will make it easier for a Fractional GC to stay connected to a business without needing to be physically present every day. What will not change is the core value proposition. Businesses need senior legal judgement at the moments that matter most, not necessarily every single day. The Fractional GC model exists to meet that need, without pretending that every business at every stage requires the same solution.
Having spent nearly two decades building legal functions from the inside, I find real satisfaction in this work now. It allows me to apply hard won experience precisely where it is needed, across multiple businesses, without diluting the quality of judgement I bring to any single one of them. For businesses navigating growth, complexity, or transition, that combination of seniority and flexibility is often exactly what the moment calls for.
There is also a personal dimension to this model that I think deserves more attention than it usually gets, particularly for women in law. For most of my career, progression meant one thing: more hours, more presence, more proof that ambition and commitment could be measured by how much of yourself you gave to a single organisation. The Fractional GC model breaks that equation. It lets us, Senior Female inhouse legal counsels, build a portfolio of serious, high value work on our own terms, without stepping back from ambition and without pretending that caregiving, health, or the simple desire for a fuller life outside work are inconveniences to be hidden. It has given me the ability to keep growing my practice at the highest level while also building Women in Mentoring, staying present for my own family, and protecting the parts of my life that make the work worth doing in the first place. I do not think this is a niche benefit. I think it is a genuine answer to a question many of my peers have been asking quietly for years: Is it possible to keep our seniority, our impact, and our income, without having to choose between our careers and everything else that matters to us?
For me, the answer has been: Yes, and I want more women coming up behind me to know that this path exists, that it is legitimate, and that it does not require apology. ■
Education doesn't just change a girl's life. It changes families, communities and entire economies.
Discover more about @malala's mission to commit to a future where every girl can learn and choose what's next for her.
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Legal Women were invited to attend “The Conversation Series” at St Martin-in-theFields, featuring former Supreme Court Justice Lord Sumption who was interviewed by Helen Mounfield KC on the concept of Democracy.
(L-R Helen Mountfield KC, Patrycja Anna Wilk, Charity Mafuba and Lord Sumption
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Our Editor-in-Chief, Charity attended many workshops and panels.
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Briefing Club (Taster Session)UN Women UK London
Briefing Club (Taster Session)UN Women UK Brown’s Hotel, Mayfair
Our Editor in-Chief, Charity was invited by Mary Connolly to attend a Taster Session for UN Women UK’s Briefing Club, which shines a light on emerging global crises that are impacting the rights and safety of Women and Girls, and developments closer to home.
(L-R) Mary Connolly, Charity Mafuba, Atonte Semira, Tabitha Morton
(R-L)
(L-R) Tiffany Dove-Abbam (3rd Left), Charity Mafuba (4th left), Ann Davison(5th Left) with the rest of NCWGB Committee
Closing the Profitability Gap in UK Law Firms
Read the full report here
A
growing pressure on people
The operational strain is also having a clear impact on people. Burnout is now reported as a widespread issue, with the majority of firms identifying it as a concern, alongside high levels of staff turnover. When highly trained legal professionals are spending hours on repetitive administrative tasks, the consequences extend beyond lost productivity. It affects engagement, retention and the overall sustainability of the firm. Without change, this pressure risks undermining both performance and culture.
“Nearly 18 weeks a year is currently lost to non-billable work. This is not a marginal issue; it is a systemic one. But it is also solvable. The firms that act decisively to address it will help define the future of legal practice in the UK.”
UK law firms are at a critical inflection point. While nearly seven in ten firms report increased profitability over the past year, the reality beneath that headline tells a different story. Significant inefficiencies remain embedded within daily operations, limiting how far firms can truly grow.
Recent research from LEAP’s Profitability in Law: Global Report 2026, based on insights from 700 legal professionals across six markets, highlights a clear disconnect between potential and performance. An overwhelming 93% of firms believe they could be more profitable, yet many continue to operate with fragmented systems, manual processes and limited adoption of modern technology.
One statistic stands out above all: UK legal professionals are spending close to three hours a day on non-billable tasks. Over the course of a year, that equates to 88 working days, or nearly 18 weeks, lost to work that does not directly contribute to revenue.
This is not just an operational inefficiency. It is a structural challenge impacting profitability, talent retention and longterm competitiveness.
The cost of inefficiency
Across the sector, administrative burden remains one of the most persistent barriers to growth. Nearly half of firms cite excessive manual work as a key issue, while over a third struggle with managing multiple disconnected systems.
These inefficiencies create duplication, increase risk and prevent lawyers from focusing on high-value, client-facing work. At the same time, firms are navigating rising pricing pressure, making it even harder to maintain margins while delivering quality service.
The result is a profession being squeezed from both sides: external pressure to deliver more value, and internal limitations that restrict efficiency.
Technology as the turning point
Encouragingly, the path forward is already visible. Firms that are investing in integrated technology and AI are beginning to close the productivity gap. A significant majority of legal professional’s report that AI is already delivering measurable time savings, particularly in areas such as document review, drafting and workflow automation.
The UK market is emerging as a leader in this transition. Firms are demonstrating strong adoption of AI and workflow technologies, particularly in areas that directly impact efficiency and client delivery.
This shift is not about replacing legal expertise. It is about enabling it, freeing lawyers from administrative burden so they can focus on higher-value work.
From awareness to action
Despite widespread recognition of the problem, execution remains inconsistent. While automation and better technology are widely acknowledged as priorities, far fewer firms have taken meaningful steps to reduce administrative load or consolidate their systems. Closing this gap requires a more deliberate approach.
Firms that successfully improve profitability are those that focus on eliminating non-billable work, integrating their technology stack and equipping teams with tools that support efficiency at scale. Responsible adoption of AI, with appropriate verification and oversight, is also becoming a key differentiator.
Defining the future of legal practice
The legal sector has always evolved, but the pace of change is accelerating. Firms that modernise their operations now are positioning themselves for stronger profitability, improved client service and better staff retention.
Those that delay risk falling behind in an increasingly competitive market.
Craig Matthews CEO, LEAP UK
The Productivity Paradox:
Why UK Law Firms Are Working Harder Than They Need To
Law firms today aren't short of technology. Most practices run on a mix of case management software, billing tools, document systems, and communication platforms. The problem isn't having too little tech. It's that the tools rarely talk to each other.
When Systems Don't Connect, People Pay the Price
Disconnected software creates a hidden drag on day-to-day productivity. When a fee earner has to re-enter client details across three separate systems, export data into a spreadsheet to track billable time, or chase down a document stored in a different platform from the one they're working in, those minutes add up quickly. Research shows that 59% of law firms experience system integration issues, leading to manual data entry, inconsistent records, and bottlenecks that slow down the entire practice.
It's not a technology problem so much as an architecture problem. Piecemeal tools, each doing one job well but none of them connected, create workflows that are fragile and time-consuming to maintain.
The Real Cost Is in the Detail
The inefficiencies don't always announce themselves. They accumulate quietly: a duplicated client record here, a missed followup there, a billing delay that pushes an invoice from this month to next. Clio's Legal Trends Report found that 24% of firms take too long to invoice clients after completing work, and that late invoices are significantly less likely to be paid in full. Firms using integrated billing and payment tools, by contrast, get paid more than twice as fast.
Staff satisfaction follows a similar pattern. When people spend their day wrestling with systems that don't work well together, it erodes their sense of accomplishment. Clio's research found that 67% of lawyers
in firms using cloud-based practice management software reported good or very good relationships with colleagues, compared to just 35% in firms that don't. Better tools don't just improve output. They improve the experience of work itself.
What Modern Practice Management Looks Like
The shift towards integrated, cloud-based platforms isn't about chasing the latest trend. It's about giving legal professionals a single source of truth for their matters, clients, documents, time, and billing. When those elements work together, firms spend less time on admin and more time on the work that only they can do.
Platforms like Clio bring these workflows together in one place, so fee earners can move from a client call to a billed time entry to an updated matter record without switching between tools or duplicating effort. The administrative overhead that once consumed a sizeable portion of the working day shrinks considerably.
The Firms Already Making the Shift
Across the UK, the firms already seeing results aren't waiting for a technology mandate. They've recognised that efficiency is a competitive differentiator, and they're acting on it now rather than when the pressure becomes unavoidable.
If you'd like to see how an integrated approach could change the way your firm works, book a walkthrough of Clio and we'll show you what's possible. ■
Vivian O'Brien Head of Marketing, CLIO
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The Future Lawyer: What Women Leaders Need to Know About Gen Z Lawyers
One thing is increasingly clear: the future of law won’t look like the past—or even like today. Gen Z lawyers are reshaping the profession with non-negotiable expectations for flexibility, balance, and purpose-driven work. For today’s women leaders, this shi o ers a unique opportunity to future-proof their firms by understanding what drives the next generation so they can embrace change and build practices that are not only sustainable, but exceptional.
To successfully modernise their operations, women partners and practice managers need to understand who Gen Z lawyers are—and what they expect from their employers.
Who are Gen Z lawyers?
Born between 1997 and 2012, Gen Z lawyers are the first generation to have grown up entirely in the digital age, with social media and near-instant access to information shaping their worldview from childhood. As a result, they tend to think, communicate, and work in a di erent way than earlier cohorts.
Gen Z lawyers typically seek—and expect—flexible work schedules, genuine work-life balance, meaningful support, and modern technology that enables e iciency and collaboration.
Today’s female partners and practice managers, many of whom have themselves navigated barriers to inclusion and progress in a traditionally male-dominated profession, are well placed to provide the equitable, empathetic leadership that Gen Z both values and responds to.
Gen Z lawyers prioritise purpose, not just pay or prestige
In a profession that has long measured success by salary, making partner, or working for a prestigious firm, Gen Z lawyers are shi ing the focus. Put simply, for many, meaningful work and purpose now outweigh traditional markers of success.
For example, Deloitte’s 2025 Global Gen Z and Millennial Survey found that 89% rate a sense of purpose as essential to their job satisfaction and wellbeing. This commitment is tangible: a recent survey from Major, Lindsey & Africa found that 52% of Gen Z associates would trade part of their salary for reduced billable hours, with female associates showing stronger preferences for this trade-o . For women leaders and recruiters, understanding this shi is key to creating roles and work environments that align with Gen Z’s values.
For Gen Z, modern tech is non-negotiable
Having grown up using technology to streamline and enhance everyday life, Gen Z lawyers expect the same e iciency and tech fluency in the workplace. They want to
use modern legal tech to work smarter, collaborate more easily, and deliver better outcomes. Supporting this, that same Deloitte survey found that 74% of Gen Z believe generative AI will impact the way they work within the next year.
For women leaders, understanding this generational trait presents an opportunity to take a proactive approach—ensuring their firm’s technology is modernised and up to date, not only to strengthen operations but also to cultivate the kind of modern, forward-thinking environment that attracts and retains Gen Z legal talent. Gen Z lawyers value flexible, results-based work structures
The shi towards flexible and hybrid working is well underway across the profession, but it holds particular appeal for Gen Z lawyers, who value e iciency and results over long hours and physical presence. For a generation acutely aware of the risks of burnout, flexibility and work-life balance are not perks—they’re necessities. By o ering results-based working models, women leaders can boost wellbeing, build trust, and help create a work environment where Gen Z lawyers are able to professionally and personally thrive—without sacrificing productivity or client service.
Gen Z lawyers want to be heard
When it comes to workplace culture and hierarchy, Gen Z lawyers tend to value leadership styles that listen, incorporate feedback, and encourage collaboration. This presents a clear opportunity for women partners and practice managers to tailor how they guide and mentor emerging legal talent. Structured professional development opportunities, regular check-ins, and clear communication of expectations are key for building trust and supporting meaningful professional growth.
The new generation of lawyers aren’t rejecting tradition, but they are, in many ways, redefining it. As the legal profession continues to evolve, today’s women leaders are well-positioned to guide the next generation of lawyers with empathy, flexibility, and foresight. While every lawyer has their own individual goals and motivations, of course, understanding the factors that tend to drive Gen Z can help firms attract top talent and build a more resilient, future-ready profession.
Want to future-proof your firm for the next generation of legal professionals? https://www.clio.com/uk/schedule-a-demo/ to discover how Clio’s modern legal technology helps law firms attract, support, and retain Gen Z lawyers—on their terms.
