Surrey Lawyer OCTOBER 2025

THE OFFICIAL JOURNAL OF THE SURREY LAW SOCIETY |

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PUBLISHER

Ian Fletcher Benham Publishing Limited

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Tel: 0151 236 4141

Fax: 0151 236 0440

Email: admin@benhampublishing.com

Web: www.benhampublishing.com

ACCOUNTS DIRECTOR

Joanne Casey

SALES MANAGER

Catherine McCarthy

STUDIO MANAGER

John Barry

MEDIA No.

2084

October 2025 © The Surrey Law Society Benham Publishing Ltd.

LEGAL NOTICE

© Benham Publishing Limited.

None of the editorial or photographs may be reproduced without prior written permission from the publishers. Benham Publishing would like to point out that all editorial comment and articles are the responsibility of the originators and may or may not reflect the opinions of Benham Publishing. No responsibility can be accepted for any inaccuracies that may occur, correct at time of going to press. Benham Publishing cannot be held responsible for any inaccuracies in web or email links supplied to us.

DISCLAIMER

The Surrey Law Society welcomes all persons eligible for membership regardless of sex, race, religion, age or sexual orientation.

All views expressed in this publication are the views of the individual writers and not the society unless specifically stated to be otherwise. All statements as to the law are for discussion between members and should not be relied upon as an accurate statement of the law, are of a general nature and do not constitute advice in any particular case or circumstance.

Members of the public should not seek to rely on anything published in this magazine in court but seek qualified Legal Advice.

COVER INFORMATION

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04th DECEMBER 2025

(For JANUARY 2026)

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Editorial

Anyone wishing to submit editorial for publication in The Surrey Lawyer please contact Helen Opie before the copy deadline. 0333 577 3830 helen.opie@surreylawsociety.org.uk

https://www.linkedin.com/groups/8731473

KEY OFFICERS

President

JAMES SCOZZI

Elite Law Solicitors, 1 Fetter Lane, London EC4A 1BR

DX: 14 London Chancery Lane

Tel: 020 3440 5506 Fax: 01923 219416

Email: jscozzi@elitelawsolicitors.co.uk

Vice President

KIM WINTLE

Blackfords LLP, Cleary Court, 169 Church Street East, Woking GU21 6HJ Tel: 03330 150150

Email: kim.wintle@blackfords.com

Honorary Secretary

KIERAN BOWE

Russell-Cooke Solicitors, Bishops Palace House, Kingston Bridge, Kingston upon Thames, Surrey, KT1 1QN DX 31546 Kingston upon Thames Tel: 020 8541 2041 Fax: 020 8541 2009

Email: kieran.bowe@russell-cooke.co.uk

Hon. Treasurer

CLAUDENE HOWELL

Bellwether Solicitors, 454-456 London Road, Cheam, Sutton SM3 8JB T: 020 3621 0111 E: claudene@bellwethersolicitors.com

COMMITTEE MEMBERS

Immediate Past President

DAWN LAWSON

Nichols Marcy Dawson LLP, Portman House, Colby Rd, Walton-on-Thames KT12 2RN Tel: 01932 219500. Email: d.lawson@nmd-law.com

NICK BALL

TWM Solicitors LLP, 65 Woodbridge Road, Guildford, Surrey GU1 4RD Tel: 01483 752700

Email: Nick.Ball@twmsolicitors.com

MADELEINE BERESFORD

TWM Solicitors LLP, 65 Woodbridge Road, Guildford, Surrey GU1 4RD Tel: 01483 752742

Email: madeleine.beresford@twmsolicitors.com

CARINA BRITS

Elite Law Solicitors, St James House, 9-15 St James Road, Surbiton, Surrey KT6 4QH

Tel: 020 3376 5861

Email: cbrits@elitelawsolicitors.co.uk

MARALYN HUTCHINSON

Kagan Moss & Co, 22 The Causeway, Teddington TW11 0HF

Tel: 020 8977 6633 Fax: 020 8977 0183

Email: maralyn.hutchinson@kaganmoss.co.uk

EMA BRYN JONES

Peacock & Co Solicitors, Park Place House, 24 Church Street, Epsom, KT17 4QB

Tel: 02080350370

Email: ema.jones@peacock-law.co.uk

DEV JUMMOODOO

Rosewood Solicitors, Export House, 5 Henry Plaza, Victoria Way, Woking Surrey GU21 6QX

Tel: 01483 901414

Email: dev.jummoodoo@rosewood-solicitors.com

HAYLEY LALSING

Charles Russell Speechlys, One London Square, Cross Lanes, Guildford GU1 1UN

Tel: 01483 252536

Email: hayley.lalsing@crsblaw.com

ALASTAIR LOGAN OBE

Pound House, Skiff Lane, Wisborough Green, West Sussex RH14 DAG

Email: alastairdwlogan@btinternet.com

EMMA PATEL

Rosewood Solicitors, Export House, 5 Henry Plaza, Victoria Way, Woking, Surrey GU21 6QX

Tel: 01483 901414

Email: emma.patel@rosewood-solicitors.com

RACHEL PHILIP

S. Abraham Solicitors, 290A Ewell Road, Surbiton, Surrey KT6 7AQ

Tel: 020 8390 0044

Email: conveyancing@sabrahamsolicitors.co.uk

JAMES SCOZZI

Elite Law Solicitors, 1 Fetter Lane, London EC4A 1BR

DX: 14 London Chancery Lane

Tel: 020 3440 5506 Fax: 01923 219416

Email: jscozzi@elitelawsolicitors.co.uk

SUZANNE WALKER

Nichols Marcy Dawson LLP, Portman House, Colby Rd, Walton-on-Thames KT12 2RN

Tel: 01932 219500;

Email: s.walker@nmd-law.com

LAW SOCIETY COUNCIL MEMBER

SUSHILA ABRAHAM

S Abraham Solicitors 290A Ewell Road, Surbiton KT6 7AQ

Tel: 020 8390 0044

Email: office@sabrahamsolicitors.co.uk

Chief Executive & Magazine Editor

HELEN OPIE

Surrey Law Society, c/o Russell-Cooke LLP, Riverview House, 20 Old Bridge Street, Kingston KT1 4BU

Web: www.surreylawsociety.org.uk

Tel: 0333 577 3830

Email: helen.opie@surreylawsociety.org.uk

SUB-COMMITTEES

CONVEYANCING & LAND LAW

Rachel Philip

Carina Brits

Maralyn Hutchinson

Ema Jones

Martin Whitehorn

EMPLOYMENT LAW

Nick Hawkins

Ashley Burrow

Jodie Care

Tariq Phillips

Hollie Ryan

FINANCE

Claudene Howell

Nick Ball

Maddie Beresford

Kieran Bowe

Helen Opie

PRIVATE CLIENT

Kieran Bowe

Maddie Beresford

Jess Buttaci

QUO VADIS

Claudene Howell

Nick Ball

Maddie Beresford

Kieran Bowe

James Scozzi

Helen Opie

EVENTS & FUNDRAISING COMMITTEE

Madeleine Beresford

Nathan Chalmers

Claudene Howell

Daphne Robertson

Helen Opie

Kim Wintle

SURREY JUNIOR LAWYERS DIVISION

Seema Gill (Chair)

Joanna Earl (Vice Chair)

Alex Watson-Lee (Past Chair)

Lily Bohling

Amber Davis

Tim MacFarlan, Joe Lloyd-Perks & Erin Stockdale

Bethany Chamberlain

Majeja Miah

Linda Asare

Maysun Nawaz

Bisma Hussain

Email: surreyjuniorlawyersdivision@gmail.com

LinkedIn: https://www.linkedin.com/company/ young-surrey-lawyers

Instagram: jld_surrey

Twitter: @YSL_Live / @SurreyJLD

It’s hard to believe that we’re already approaching this year’s SLS Legal Awards. The months seem to have flown by, and as we make the final preparations for what promises to be another fantastic evening, I can’t help but reflect on how far the event – and indeed the Society – has come in recent years.

When the Society first launched the Awards back in 2018, I hoped they would become a special date in the calendar – a night where we could pause to celebrate the exceptional work being done across the Surrey legal community. That first year, we welcomed around 150 guests across eight categories. This year, we’ll have 300 guests joining us to celebrate 14 categories, recognising achievements across every corner of the profession – from junior lawyers through to lifetime contributors. To see how far the event has come in just seven years is truly remarkable, and a testament to the enthusiasm, support and talent within our local legal community.

The Awards have always been about more than trophies and speeches. They’re a moment to take stock, to celebrate excellence, and to remind ourselves that what we do every day matters – not just to our clients, but to the broader fabric of our local community. I know this year’s ceremony will be a wonderful occasion, and I’m particularly looking forward to hearing from our guest speaker, Shaun Wallace, who will be in conversation with John Hyde of the Law Society Gazette.

Beyond the Awards, another development I’m particularly excited about is the launch of the Surrey Law Leaders Forum, a new initiative launched by Surrey Law Society and Evelyn Partners. I’ve been working closely with Helen and Wayne Ellis on shaping this forum, which aims to provide genuine value to those of us managing law firms in the county.

Running a modern legal practice brings no shortage of challenges – from recruitment and retention, to regulatory change, to the growing importance of technology, culture and client experience. The Forum is designed to create space for senior leaders to come together, share insights, and support one another through those challenges. I see it as an opportunity to strengthen our collective voice and to build connections that go beyond the competitive

President’s Jottings

AUTUMN 2025

landscape – something I think our profession increasingly needs. The launch dinner later this month marks the start of what I hope will become a valuable fixture for managing partners and senior decision-makers across Surrey.

I was also pleased to attend The Law Society’s Local Law Societies Conference recently, which brought together representatives from across the country. It was encouraging to see how many regional societies are tackling similar issues – from member engagement and training to the challenges of succession planning and maintaining relevance in a changing profession. It reinforced to me the importance of collaboration and shared learning, both locally and nationally.

I look forward to seeing many of you at G Live for the Awards later this month – and to celebrating everything that makes the Surrey legal profession so strong. 

James Scozzi

President Surrey Law Society

ACEO Report

AUTUMN 2025

s I write this, we’re in the midst of final preparations for this year’s Surrey Law Society Legal Awards, which take place on Thursday 16 October at G Live in Guildford. It’s always one of the highlights of the Society’s year, and this year promises to be bigger and better than ever. We’re thrilled to be welcoming 300 guests – our largest audience to date – to celebrate the outstanding achievements of our members across 14 award categories. We’re also delighted to be joined by our guest speaker, Shaun Wallace, who will be in conversation with John Hyde of the Law Society Gazette on the night. With a record number of nominations and a host of inspiring finalists, it promises to be a wonderful evening of celebration for the Surrey legal community.

Since the last issue, we’ve continued to deliver a diverse and engaging programme of training and events for members. In July, we hosted the Past Presidents’ Championship Cup at Daytona Sandown Park, which proved to be a great success. The day brought together members and sponsors for a fun and competitive afternoon of karting, networking and a touch of friendly rivalry!

Our training programme has also remained busy over recent months, offering both in-person and online sessions designed to support the continued professional development of our members. Recent in-person courses included Residential Conveyancing Update 2025: Staying Ahead in a Changing Landscape with Stephen Desmond; Delivering Exceptional Customer & Prospect Experiences: A Practical Workshop for Surrey Law Society Members with insight6; and Developing a Successful SQE Training Programme – Insights Over Lunch with The College of Legal Practice

Our online programme has proved equally popular, with sessions covering a wide range of practical and topical areas. These included Navigating Difficult Behaviours from Litigants in Person: Best Practices and Conflict Management with Victoria Clarke; The Future of Lasting Powers of Attorney – Additional Safeguards and a Common-Sense Approach with Helen Forster; and SDLT – The Latest Developments and Emerging Risks for Residential Conveyancers with Stephen Desmond

Looking ahead, our autumn and winter training schedule continues with a host of excellent sessions. Upcoming in-person courses include Will Drafting Red Flags, Mastering Post-Completion in Conveyancing for Support Staff, and Leading Your Firm Through a Cyber Crisis – A Practical Workshop. Our online programme also continues with sessions such as Non-Court Dispute Resolution in Practice and Enforcement of Planning & Building Regulations and NHBC Standards

As always, we are already turning our attention to next year’s training calendar, and I would love to hear from members with ideas for topics or speakers you would like to see included in 2026. Your input helps us ensure that our programme remains relevant, practical and responsive to the needs of the local profession.

Beyond training, we also have a number of exciting events taking place before the end of the year. The ever-popular SLS Quiz returns on 21 November, promising an evening of friendly competition and networking, and we are particularly excited to be launching a brand-

new initiative, the Surrey Law Leaders Forum, later that month. The Forum is a collaborative initiative between Surrey Law Society and Evelyn Partners, designed to bring together senior leaders from across the Surrey legal community to share insights, challenges and opportunities in a peer-to-peer environment. The launch dinner takes place on 27 November and will mark the start of what we hope will become a valuable and enduring network for managing partners, directors and senior decision-makers across our membership.

In September, I was also pleased to attend The Law Society’s Local Law Societies Conference, which was hosted online and brought together representatives from local law societies across England and Wales. It’s always a valuable opportunity to share experiences and challenges, exchange best practice, and explore how we can work collaboratively to better support our members.

Finally, I’m delighted to welcome a new Patron of the Society, Allica Bank. Allica is a bank built especially for established businesses with between 5 and 250 employees, and we’re very much looking forward to working with them. Their proposition, centred on client money accounts and practical financial solutions for law firms, offers real value to our members, and we’ll be sharing more details about this partnership in the coming weeks.

As ever, my thanks go to all our members, committee and sponsors for your continued support. It’s been another busy and rewarding few months for the Society, and I look forward to seeing many of you at the Awards and our upcoming events.

Warmest regards, 

Helen Opie Chief Executive & Magazine Editor

T. 0333 5773830

helen.opie@surreylawsociety.org.uk

@SurreyLawSoc

@surreylawsociety

Helen Opie (Chief Executive at Surrey Law Society)

Surrey Law Society

Managing Partner Welcomes 'Global' Recognition

DMH Stallard has been recognised and ranked in a prestigious guide for its work with high net worth clients.

The Chambers HNW Guide 2025 identifies the top law firms, lawyers and professional advisers for the quality of their private wealth advice and understanding of the complex needs of high net worth individuals.

DMH Stallard's private wealth work in Brighton and London was highlighted for praise, while the firm's family team, including its matrimonial finance specialists, also received recognition.

Philip Morton, Partner and Group Head of the Dispute Resolution London Family team, and Nadia Cowdrey, Partner and Head of Private Client in Sussex, both received accolades for their outstanding work.

Richard Pollins, Managing Partner, said:

"Being included in the Chambers High Net Worth Guide is a tremendous honour and a testament to the dedication and expertise of my colleagues. We pride ourselves on offering highly specialist advice and support to our clients, and it's fantastic to see that commitment recognised."

The recognition reinforces DMH Stallard's reputation for excellence and underlines the firm's continued investment in building standout teams across the South East and London. ■

BSurrey Law Firm Appoints New Partner to its Reigate Office

Leading Surrey law firm, Downs Solicitors, has appointed Carol Christofi as a Family Law Partner.

ased at the firm’s Reigate office, Carol brings decades of experience advising individuals on all aspects of family law, including divorce and separation, financial settlements and childcare provision.

Carol’s expertise spans complex financial proceedings, preand post-nuptial agreements, to families based in the UK and internationally. Known for her empathetic and solution-focused approach, Carol is a welcome addition to Downs’ growing family team.

Commenting on her appointment Carol said: “I am delighted to be joining Downs– it’s the start of an exciting new chapter. Downs has a great reputation locally and is a well-established firm in the county. I am really looking forward to getting started and growing the Family Law offering in Reigate”.

Surrey Law Firm Boosts Franchise Offering with New Expert at the Helm

Julian Harvey and Amber O’Connor, Managing Partners at Downs, are delighted to welcome Carol to the firm. “Her reputation for handling sensitive and high-stakes family matters with both compassion and precision makes her a natural fit” Julian said.

“Carol strengthens our offering to clients who need expert, trusted advice during some of life’s most difficult moments” Amber added. “She is already proving to be a great asset to our team, and we would like to wish her all the success in her role with us.”

To find out more about Downs Solicitors visit the website: https:// www.downslaw.co.uk/ ■

Leading Surrey law firm, Downs Solicitors, has bolstered its franchise services to clients as it appoints a high profile consultant solicitor to take the lead.

Kate Matthews, Consultant Solicitor at Downs’ Reigate office, is highly acclaimed by her peers in Worldwide Who’s Who Franchising. For many years she has been ranked for franchising services in the leading Legal Directories, Legal 500 and Chambers, which analyse and rank the capabilities of Law firms around the world based on feedback and research from more than 250,000 sources.

Bringing her wealth of experience to Downs when appointed as Consultant Solicitor in 2024, Kate now chairs the firm’s Franchising service, giving it a significant boost. With Kate as the lead, Downs will continue to offer specialist cross-department services across its four offices in Dorking, Reigate, Godalming and Cobham.

With many years’ experience in the sector, Kate and the Downs team are looking forward to continuing to help businesses on the broad range of franchising services from risk management and transactions, through to mediation and litigation.

Kate commented: “Franchising covers a multitude of legal disciplines which makes it a diverse and exciting arena in which to offer legal services. With businesses recognising the value of brand protection and their business operations, it’s great that Downs is strengthening its cross-practice team to provide a comprehensive franchise service to its clients. It’s a pleasure to combine the existing franchise experience within the Downs team to be able to offer clients a “one stop shop” or enable them to cherry pick the immediate specialist service across our four offices.” ■

Stevens & Bolton Announces DoubleDigit Growth for Second Successive Year

Independent UK law firm Stevens & Bolton has announced its financial results for FY24/25 (subject to audit), revealing another year of double-digit growth in revenue and net profit.

Having shortened its FY23/24 financial year to 11 months to accommodate Basis Period Reform, Stevens & Bolton saw revenue increase in FY24/25 by 20% to £46.5m, and net profit increase by 24% to £19.1m. Comparing to a grossed-up 12 month position for FY23/24, revenues increased by 10%, net profit by 14%, and PEP by 7%, with an average profit share of £386,000 and top of the firm’s allequity structure at £865,000, up from £750,000. The firm’s net profit margin also increased by nearly 2%pts to 40%.

All practice groups at the firm saw strong growth, with double digit increases across both the Corporate and Private Client sides of the business. A particularly strong performance from the M&A team accounted for 30% of the firm’s revenue in the year, with a record monthly peak in October, which saw the firm close 30 deals in 30 days, with an aggregate value of £0.75bn.

Some significant high value and complex cases for private clients and an impressive corporate client roster including the likes of Lonza, Kia Motors, Bunzl plc, Aegis London, Boundary Real Estate Partners, Diploma plc, Papa Johns, Philips, BOC Group and YLEM Energy have helped drive the organic growth of the firm this year. Its international work also goes from strength to strength, with cross-border mandates accounting for over 16% of revenue across 54 different jurisdictions.

Stevens & Bolton has also directed investment into its business improvement and people strategies through:

• Sharing its financial success by paying an all-staff profit share bonus at the maximum 3% of salary and expanding the annual discretionary bonus pool by 27% (with more people in receipt of a discretionary bonus, and a higher average value than last year).

• Launching a new all-staff performance-related bonus scheme for FY25/26 of up to 20% of salary, plus an all-staff annual profit share payout. This sits alongside a new Career Framework and record investment in training, which is continuing through FY25/26, along with wider investments in technology to support how the firm adds value to its clients.

• Promoting two lawyers to its all-equity partnership - James Floyd (M&A) and Sean Hilton (Private Client) - and a further eight lawyers to Senior or Managing Associate level.

• Recruiting two lateral partner hires to build scale and deepen expertise across its Tax team (John Forde from Fladgate) and Commercial Litigation team (Sophie Ashcroft from Browne Jacobson).

• Promoting the firm’s Chief Operating Officer, Doug Williams (who joined in early 2023 from DLA Piper) to an equity partner, underscoring the firm’s approach to non-legal business partnering (awaiting Alternative Business Structure registration to complete).

• Providing a record number of six lawyer secondments to support our clients’ in-house legal teams.

• Expanding its trainee programme to a record intake of eleven, providing more opportunities for those starting out in their legal careers.

• Appointing its first Responsible Business Manager to lead the delivery of the firm’s ESG and DE&I strategies.

• Supporting the community by raising over £27,000 for its charity partner, contributing to the natural environment through its ‘Dig on the Mount’ project (regenerating a local endangered habitat) and providing business support to entrepreneurs at the Surrey Research Park.

• Having a gender split in its 51-strong partnership of 59:41% male to female, with recent senior promotions being 73% female.

• Continuing to invest in its business professional teams with key leadership hires, including Head of Business Development & Marketing, Darren Cleveland, and Head of People & Talent, Aaron Pendlebury.

• Continuing to position itself as a genuine alternative employer of choice to City firms for legal and business professional talent.

Commenting on the results, James Waddell, Managing Partner at Stevens & Bolton, said:

“These results are further evidence that our strategy is working. We’re continuing to thrive as a full-service independent law firm that delivers for our clients.

“The last year has seen significant geo-political and macro-economic impacts across all sectors, but our commitment to a clear vision and strong sense of identity ensures that we are well-placed to continue providing attentive and personalised support to a diverse and highcalibre client base.

“We are hugely appreciative of working with such a fantastic set of clients and referrers, as well as our people, whose commitment, enthusiasm and hard work make it all possible.”

Doug Williams, Chief Operating Officer at Stevens & Bolton, added:

“Recognising the increasing pace of change in the legal market and shifting needs of both our clients and our people, the firm has worked hard to respond – organically growing revenue 30% in the last two years. This, along with targeted investment, has strengthened the firm’s foundations and cemented its strategic approach – well-managed growth enables us to effectively pursue our independent strategy, with a focus on delivering long-term excellence for our clients and our people, while staying true to the firm’s values.

“With a largely new business leadership team now established, FY25/26 is an important year for further investment into the firm and our longerterm ambitions – evolving our operating platform so that it effectively supports the provision of services in a way that continues to be relevant and that adds value to our clients, while also providing challenging and rewarding careers for our people.” ■

TWM Solicitors Welcomes its 2025 Cohort of Trainees

TWM Solicitors is pleased to announce that six new trainee solicitors have begun their training contracts with the firm this September. The new trainees will be based across TWM’s offices and will undertake seats in a variety of practice areas.

The 2025 intake comprises a mix of internal talent progressing from within the firm, alongside new joiners:

• Eleanor Morley – Eleanor has been working at TWM as a Paralegal in the Family Law team. She will begin her training contract in Commercial Property, Guildford.

• Ryan Aujla – Previously a Paralegal in the Lending team, Ryan will be studying for the SQE1 full time, before starting his training in Family Law, Leatherhead, in February.

• Cassie Mason – Since securing her training contract, Cassie has been working as an Office Assistant/Receptionist at TWM. She will be studying full time for the SQE1 for the next few months. She will begin her first seat in Dispute Resolution, Guildford, in February.

• Shakiba Bazli – Shakiba has been a Paralegal in Lending and commences her training in Private Client, Leatherhead.

• Ellie Clark – Joining the firm as a new trainee, Ellie’s first seat will be in Wills, Trusts and Estate Disputes, Guildford.

• Freya Blood – Also joining as a new trainee, Freya starts her training contract in Family Law, Reigate.

We are also delighted to be partnering with the College of Legal Practice to support those pursuing a career in law through SQE.

Commenting on the new cohort, Suzanne Joseph, Director of People at TWM, said:

“We are delighted to welcome our 2025 trainee solicitors, several of whom have already been valued members of the firm in other roles. Our trainees are an integral part of the future of TWM, and we look forward to supporting their growth and development as they progress through their seats and beyond.”

TWM Solicitors places great emphasis on nurturing the next generation of lawyers and is committed to providing its trainees with wide-ranging experience across the firm’s key practice areas. ■

TWM Solicitors Welcomes Newly Qualified Solicitors Across Key Practice Areas

TWM Solicitors is pleased to announce that six second-year trainees have successfully completed their training contracts, with five choosing to continue their careers at the firm as solicitors. Having commenced their training with TWM in August 2023, the group will now strengthen the firm’s expertise across a range of practice areas.

The newly qualified solicitors are:

• Jake Channing, Family

• Dana Grynwald, Lending

• Emily Harris, Private Client

• Oliver Milton, Employment

• Hayley Prosser, Will, Trust & Estate Disputes

• Grace Makungu, (external move)

Each has demonstrated outstanding commitment, strong legal aptitude, and a focus on client service throughout their training, and the firm is proud to support the next stage of their legal careers.

Jamie Berry, Managing Partner, commented: “Congratulations to Jake, Dana, Emily, Oliver and Hayley on completing their training contracts and qualifying as solicitors. We are very proud to welcome them into their new roles at TWM, and we also extend our best wishes to Grace as she pursues her chosen career path externally.

“Their achievements reflect both our growth across key practice areas and our commitment to supporting trainees as they progress in their careers. I’d like to thank them for their hard work and dedication over the last two years.” ■

Peacock and Co Announce Change in Leadership

Peacock & Co are delighted to announce Katherine Carroll as new Managing Partner, as Kim Peacock moves into the role of Managing Director.

As the firm approaches 35 years in Wimbledon Village, and the reopening of their redesigned office, there is much to celebrate. The launch of an Epsom office in 2017 has seen the firm grow significantly and so too has the leadership role.

Katherine, who joined in 2017 to launch the Epsom office, remains Head of the Private Client team, alongside instrumental role of Managing Partner in the smooth-running of the firm.

“Katherine’s wealth of experience, reputation and dedication makes her the ideal Managing Partner to take us forward into our next chapter. I am incredibly proud to hand over this part of the management of Peacock & Co.”, says Kim Peacock. “Katherine and I make a great team having worked closely together for many years now, and, along with the other partners, we are both eager to embark on this next phase.” ■

Continued Growth & Success at Charles Russell Speechlys in Guildford

Charles Russell Speechlys has continued to invest in and grow its team in Guildford. The firm has recently promoted five lawyers, including three to partners, and recruited four new trainees and an apprentice.

Richard Honey (UK Private Client), Harriet Betteridge, (UK Private Client) and Joe Edwards (Real Estate Disputes) have all been promoted to Partner. Hayley Lalsing has become Legal Director (Private Property) and Will Dewey has been promoted to Senior Associate.

Joining the firm’s next generation of legal professionals as Trainees are Jonathan Moore (Private Wealth Disputes), Toby Gadd (Family), Matthew Coulter (Private Property) and Hannah Potiphar (Real Estate Disputes). In addition, Elliot McLaggan has joined as an apprentice in the UK Private Client team.

Sally Ashford, Partner and Head of the Guildford office at Charles Russell Speechlys said, “The calibre of our lawyers enables us to deliver the highest levels of service to our clients – and I am thrilled that five members of our team have been recognised through well-earned promotions, including three new Partners. It is also fantastic news to welcome new talent to the team, strengthening our pipeline of future leaders across key practice areas.”

The internal successes come at a time of continued external recognition for the Guildford office. In the Chambers High Net Worth Guide 2025, the team once again retained Band 1 rankings for Private Wealth Disputes, Private Wealth Law and Real Estate: High Value Residential.

Two partners, Ed Birrell (Private Wealth Disputes) and William Marriott (Private Property) improved their individual rankings, whilst eight others retained their rankings. These were Sally Ashford, Richard Honey and Natalie Butler, in Private Wealth; Duncan Elson, Oliver Auld, Rebecca Piper and Katelyn Silver from the Private Wealth Disputes team, and Family/ Matrimonial partner, Shona Alexander.

These results, combined with overall expanded recognition across the firm, underscore Charles Russell Speechlys’ expanding influence and expertise in the high-net-worth sector. ■

Welcome Packs to Support Year 7 Pupils from Leading Lawyer Charity Be The Ladder

The Be the Ladder Foundation, founded by leading lawyer Trevor Sterling, has launched a new initiative to help pupils from disadvantaged backgrounds transition into secondary school with confidence and pride.

The Welcome Packs, developed in partnership with Frogmore College in Hampshire, will provide essential items including uniform vouchers, stationery, a school bag, and academic resources for children starting Year 7. Each pack is worth around £137 and aims to ease the financial burden on families during what can be a challenging and expensive time.

Research shows that children from under resourced families are at a higher risk of falling behind early on in secondary school, often due to a lack of basic resources. The Welcome Packs are designed to remove those barriers discreetly, giving pupils the tools they need to feel part of their new school community from day one.

Trevor Sterling, Senior Partner at Moore Barlow and Founder of Be the Ladder, said:

"Starting secondary school should be an exciting time, not a stressful one. Every child deserves to walk through the school gates feeling proud and prepared. Through the Welcome Packs, we hope to offer practical support that makes a real difference to young people and their families."

Initial funding for the Welcome Packs is being raised through sponsorships linked to the Be the Ladder Awards and donations to the Foundation. The packs will be distributed during the summer transition period, ready for pupils beginning school in September 2025.

The initiative is part of Be the Ladder’s broader mission to tackle educational inequality by providing targeted, meaningful support to young people at key stages of their development. Matthew Burrell, Assistant Principal at Frogmore College, said:

"Transitioning to secondary school can be a daunting experience, especially for families facing financial challenges. The Welcome Packs will go a huge way to helping our students feel valued, included, and ready to succeed from the very start."

The Be the Ladder Foundation hopes this pilot will lay the groundwork for a wider rollout across more schools in future years.■

Surrey Junior Lawyers Division

After four years on the Surrey Junior Lawyers Division Committee, I am delighted to be taking the role of Chair, alongside my existing role as Treasurer, for the upcoming term.

The Surrey Junior Lawyers Division (‘SJLD’) is a Law Society-affiliated organisation focused on supporting aspiring and junior lawyers in and around Surrey. As a committee, we organise networking and educational events, fundraisers for charities and support sessions for our members.

Following our annual elections in August, I would like to thank the outgoing committee for their contributions over the last year. Our committee is run on an entirely voluntary basis and a successful year takes a great amount of time, dedication and teamwork. With that being said, special thanks must go to our outgoing Chair, Alex Watson-Lee who embodied these qualities during his tenure. I am thrilled that Alex will retain a role on the committee as Immediate Past-Chair.

Looking ahead, I would like to warmly welcome our incoming committee. We have a combination of continuing, returning and new committee members and I am confident we have all the makings of another fantastic year. Thank you to all those who applied and congratulations to our members (listed here) who now form part of the committee.

I am excited to further develop the SJLD with the aim of organising more in person events, expanding the areas in which our events are held and raising money for another (soon to be chosen) local charity.

We are already working on our next events so do save the following dates:

• Thursday 30th October 2025networking event in Guildford

• Thursday 4th December 2025Our annual Christmas Quiz, hosted in partnership with Guildford Chambers Keep an eye out on your emails and on our LinkedIn page for further details!

If you are not yet a member of the SJLD and would be interested in becoming one, then head over to our website: www.surreyjld.org.uk and click on the ‘Join us’ tab. You’ll join our mailing list be kept up to date with all our upcoming events for this year. Membership is free (but members have benefited from preferential rates for some of our events in previous years so it’s worth signing up!).

We look forward to seeing you at our events throughout the year and please don’t hesitate to get in touch with any of our committee members if you would like to find out more. 

By Seema Gill, Associate, Russell-Cooke Solicitors Chair, Surrey Junior Lawyers Division

2025/26 SJLD Committee

Chair & Treasurer Seema Gill

Vice Chair and Sponsorship

Representative Joanna Earl

Immediate Past Chair

Alex Watson-Lee

Secretary Lily Bohling

Digital Marketing Representative Amber Davis

Events Representatives

Tim MacFarlan, Joe Lloyd-Perks and Erin Stockdale

Charity Representative Bethany Chamberlain

Diversity & Inclusion

Representative Majeja Miah

National JLD Representative Linda Asare

University & Colleges Representative Maysun Nawaz

Surrey Law Society Representative Bisma Hussain

Protecting Estates from Unnecessary Risk.

One of the more complex aspects of estate administration arises when a beneficiary cannot be found. Whether through outdated contact details, migration, estrangement, or the absence of a known family network, missing beneficiaries present challenges that can delay or even derail the distribution of an estate.

The importance of taking all reasonable steps to identify and locate such individuals cannot be overstated. The Law Society’s guidance is clear that solicitors have a duty to ensure estates are distributed correctly, and case law highlights the risks of oversight. Failure to trace beneficiaries may result in claims against the estate or the professional involved.

Research indicates that in the UK, around one in five estates requires some form of additional genealogical investigation to confirm heirs. In intestacy cases, that figure can be much higher, particularly where family circumstances are complex or international connections exist. Even when a Will is present, executors are obliged to take reasonable measures to locate named beneficiaries who cannot immediately be contacted. Modern probate genealogy employs a combination of traditional documentary research and digital resources to trace heirs. Electoral registers, civil records, military archives, and international databases are just some of the tools that can be brought together to establish a complete and accurate family tree. Increasingly, the challenge extends across borders, as mobility and migration patterns mean potential heirs may reside overseas.

International, “The work of tracing missing beneficiaries is not only about ensuring legal compliance - it’s about protecting estates from unnecessary risk. We frequently see cases where an overlooked relative could have jeopardised the whole process had they not been identified. Diligent research gives solicitors and executors the reassurance they need to administer estates with confidence.”

While professional support is available, it is also worth noting that insurance products exist to mitigate residual risks where exhaustive searches have been conducted. These options provide a further safeguard for practitioners and personal representatives alike.

Ultimately, tracing missing beneficiaries is not simply a procedural step. It is an essential safeguard in ensuring that estates are distributed fairly, lawfully, and with the due diligence expected by the courts, regulators, and, above all, the families involved.

About Finders International

Finders International is an award-winning probate genealogy firm working with solicitors, estate administrators and local authorities across the UK and overseas. We trace missing heirs, verify family trees, and provide the supporting documentation and insurance options needed for the safe distribution of estates. With offices in London, Edinburgh and Dublin, our team combines specialist research expertise with international reach to support the legal profession in cases of any scale or complexity.

Refer a case to us; ■

www.findersinternational.com

Martin Searle Solicitors:

Leading the Way with Employee Ownership

On 11 July 2025, Brighton and Sussex law firm Martin Searle Solicitors celebrated its 21st anniversary with employees, clients, family and friends. During the event, co-founding directors Fiona Martin and Cate Searle announced that the firm will transition to 100% employee ownership on 1 April 2026.

This bold decision, rare within the legal sector, ensures that every member of staff, from assistants to solicitors, will share in the firm’s future success. It also secures the firm’s long-term sustainability as Fiona and Cate begin to look towards retirement, while embedding the values on which they built their practice more than two decades ago.

Surrey Law Society CEO, Helen Opie, sat down with Fiona Martin to discuss the history of Martin Searle Solicitors, the challenges and triumphs of building an ethically driven practice, and why employee ownership is the natural next step in their journey.

A Vision Rooted in Social Justice

Fiona and Cate’s partnership stretches back to their student days. Both studied a law conversion course at Brighton Polytechnic in 1990, having first pursued history (Fiona) and psychology (Cate) at the University of Sussex. Their shared activism began even earlier: in 1987 they were involved in the Sussex University Student Union occupation against education cuts.

That commitment to social justice has shaped their careers ever since. “We both did law because we really wanted to make a difference,” Fiona reflects. “For us, it was a vocation.”

The decision to start their own firm came over a glass of wine, when they realised their values and friendship made them natural partners. From the beginning, they were determined to build something different — a firm that treated employees fairly and truly lived by its values.

Founding the Firm

In 2004, Martin Searle Solicitors opened its doors. From the beginning, the firm’s strapline, “making sense of the law”, reflected their commitment to accessibility and humanity. Their ethos was simple: to be the “human face of law” and to use their skills to help society’s most vulnerable.

Initially, much of their work came through a large housing law Legal Aid contract. But when government reforms drastically cut fees, the model became unsustainable. Fiona remembers the decision to let the contract go as “heartbreaking”:

“The fees were cut so much that we worked out we’d actually be better off if Cate and her secretary did nothing at all rather than continuing with the contract. It was the only time we’ve ever had to walk away from something, but it forced us to find another way to fulfil our purpose.”

That “other way” became a hallmark of the firm. They pivoted to free legal training and advice for community organisations including Age UK, Mind, Citizens Advice, Alzheimer’s Society and Community Works. Fiona also launched campaigns such as Mind the Bump, tackling pregnancy and maternity discrimination, an issue close to her heart.

These initiatives not only supported thousands but also built the firm’s profile. Their commitment to publishing free, useful resources online made them early pioneers of digital engagement. “Very early on, we found that Google loved us,” Fiona laughs. “Even though we were tiny, we ranked highly because everything we put out was relevant and useful. We’ve never paid for advertising, it’s all organic growth from our ethics and values.”

Building an Ethically Driven Practice

Over 21 years, Martin Searle Solicitors has grown to a 24-strong team, with specialisms in employment law, community care, and Court of Protection work. Cate in particular has been instrumental in developing the firm’s professional deputy service, which won a Law Society Excellence Award and is now a national leader in its field.

Both founders are proud of the culture they’ve created. Fiona describes it as “like a family,” noting that several staff have been with the firm for more than a decade. Employee engagement is woven into daily life, from shared lunches and yoga sessions to innovative wellbeing initiatives.

One example stands out. When a new staff member suggested marking Suicide Prevention Week with a dawn walk, the idea grew into an annual fundraiser, with proceeds directed to grassroots suicide prevention charities. “It was incredibly meaningful,” Fiona says. “It’s about letting people bring their whole selves to work and supporting them to turn even painful experiences into something positive.”

Why Employee Ownership?

The decision to move to employee ownership has been years in the making. Fiona was first inspired by one of her clients, Mooncup, who became employee-owned over a decade ago. She and Cate also watched as other purposedriven law firms such as Hodge Jones & Allen adopted the model.

Equally influential were approaches from larger firms seeking to acquire Martin Searle Solicitors. “We’ve been approached more than once,” Fiona explains. “But we knew that if succession planning meant selling out, our staff would be stripped away and our culture lost. We’ve never made anyone redundant in 21 years. Our team is everything to us.”

Employee ownership offered a better way forward. Under the Employee Ownership Trust (EOT), all staff who pass probation will become beneficiaries of the trust. When they leave, their share returns to the trust, ensuring continuity. Every employee will have access to company accounts, the right to elect representatives, and eligibility for annual tax-free bonuses of up to £3,600.

“For our team assistants, for example, £3,600 tax free makes a huge difference,” Fiona notes. “It ensures everyone benefits from the firm’s success, not just the lawyers.”

The move has been warmly received internally. Staff were consulted gradually, with senior managers attending presentations and training before a full team discussion. “The response was universally positive,” Fiona recalls. “People value

the reputation we’ve built, and they genuinely like coming to work together. This model just makes sense for us.”

The

Transition in Practice

The journey to EO is already underway. Senior staff, including the finance and office managers, have completed the government backed “How to Grow” programme, giving them broader business skills. A new board has been identified, combining directors, associates, and management staff, with at least one employee representative elected by the wider team.

Fiona and Cate will continue mentoring the new board, though both are keeping an eye on retirement down the line. “It’s about stepping back and letting others develop their skills,” Fiona says. “We’ll be there for guidance, but ultimately, we want the next generation to take ownership, literally and figuratively.”

An Employee Perspective

Assistant Office Manager, soon-to-be Office Manager, Amy O’Shea, captures what makes the firm unique:

“What makes our firm different is that it is all about the people – our staff and our clients. It is open and transparent, and you don’t just feel that you are a cog in a wheel – clocking in and doing a job. Everyone is valued no matter what your position is in the company.”

Her words reflect the open, inclusive culture Fiona and Cate have fostered, one that the EOT structure is designed to preserve.

Safeguarding the Future

For Fiona and Cate, the move is also about ensuring the firm’s long-term sustainability. “For us, this firm is our baby,” Fiona admits. “To see it swallowed up by a larger practice would undo everything we’ve built. Employee ownership is the only way to guarantee our values survive.”

She also hopes the model will help attract new talent, particularly in employment law where the firm is seeking to expand. “I’d love to see a new generation of purpose-driven lawyers join us,” Fiona says. “For young lawyers who care about ethics and want to be part of a supportive, expert team, this is the place to be.”

A Model for the Sector?

Employee ownership remains rare in the legal sector; The Law Society has estimated just 20–30 of England’s 9,000 firms are currently employeeowned. Fiona believes that may change. “I think many firms leave succession planning too late. EO won’t be right for everyone, but for firms that care about legacy and culture, it’s a great option.”

She is realistic about the challenges: the process involves legal and accountancy costs, regulatory approval from the Solicitors Regulation Authority, and careful financial planning. Yet she is also optimistic. “We’re very risk-averse women,” she laughs. “If we’re prepared to do it, that should tell you it’s a good idea.”

Looking Ahead

As they prepare for the transition, Fiona and Cate are focused on mentoring their successors, safeguarding their reputation for excellence, and building a bigger team of like-minded, valuesdriven lawyers. Cate is particularly proud of developing the professional deputy service, now a thriving practice area, while Fiona continues to champion employment law and campaign work. Ultimately, employee ownership is about more than structure. It is about embedding trust, transparency, and fairness into the DNA of Martin Searle Solicitors. “We’ve never been motivated by money,” Fiona reflects. “For us, it’s always been about vocation, about making a difference in people’s lives. Employee ownership means those values will endure, long after we step back.” ■

Unlock the Power of Knowledge with Surrey Law Society's 2025 Training Programme!

What’s still to come in the SLS 2025 Training & Events Programme

As we move into spring, there’s still plenty to look forward to in the Surrey Law Society’s 2025 programme of training, events, and social opportunities. Whether you’re developing your expertise or making new connections, here are just some of the highlights still to come:

Professional Development Highlights

• In-person training sessions continue throughout the year, with a focus on Private Client, Property and Management.

• Employment Law series – new for 2025 and ideal for practitioners wanting to strengthen their specialist knowledge.

• Online learning options – join live or catch up with recordings, wherever you are.

• Free member webinars – accessible, high-quality training at no cost for SLS members.

Social & Networking Events

• Popular events return, including the Past President’s Championship Cup and the much-loved Quiz & Pizza Night.

• More regional socials to be announced – keep an eye out for opportunities to take part in the Elite Challenge and connect with peers.

• Join local MPs and representatives from other regional law societies at the County Societies Group Westminster Reception.

The 7th Annual SLS Legal Awards

Taking place on Thursday 16th October at G Live, Guildford – join us to celebrate the outstanding achievements of the legal profession in Surrey.

We look forward to welcoming you over the coming months – explore the programme and book your place now at www.surreylawsociety.org.uk. ■

SLS Pricing

Webinars & Workshops (1 hour): including notes and a copy of the recording

• Member Fee: Free of Charge

• Non-Member Fee: £45+VAT

Online Courses (1.5- 2 hours): including notes and a copy of the recording

• Early Bird Member Fee: £65+VAT

• Standard Member Fee: £75+VAT

• Non-Member Fee: £120+VAT

• Trainee Fee: £40+VAT

Extended Online Courses (2.5 hours): including notes and a copy of the recording

• Early Bird Member Fee: £85+VAT

• Standard Member Fee: £95+VAT

• Non-Member Fee: £140+VAT

• Trainee Fee: £45+VAT Courses (3 hours): including notes, refreshments and networking

• Early Bird Member Fee: £105+VAT

• Standard Member Fee: £125+VAT

• Non-Member Fee: £195+VAT

• Trainee Fee: £50+VAT

Social Events & Awards:

Details of fees will be announced with the invitations for each event.

Kindly be aware that there is an additional 1.5%+80p booking charge applied to the overall ticket price. ■

SLS Training & Events Programme 2025

NOVEMBER 2025

05.11.25 | 2.00 – 4.00pm | Course | Property NEW INTERACTIVE COURSE FOR SUPPORT STAFF: MASTERING POSTCOMPLETION IN CONVEYANCING

Speaker: Priscilla Sinder, Property Conveyancing Consultancy

Venue: TWM Solicitors, 65 Woodbridge Rd, Guildford GU1 4RD

06.11.25 | 12.30 – 1.30pm | Webinar | Family NON-COURT DISPUTE RESOLUTION IN PRACTICE: KEY UPDATES AND BEST PRACTICES

Speaker: Karen Barham, Moore Barlow

06.11.25 | 2.00 – 5.00pm | In-Person Course | Private Client WILL DRAFTING RED FLAGS –AVOIDING COMMON PITFALLS

Speaker: James Lister, Stevens & Bolton

12.11.25 | 1.00 – 3.00pm | Online Course | Property ENFORCEMENT OF PLANNING & BUILDING REGULATIONS AND NHBC STANDARDS: PRACTICAL INSIGHTS FOR CONVEYANCERS

Speaker: Richard Snape, Davitt Jones Bould

19.11.25 | 08.30 – 11.30am | Workshop | Management CYBER ATTACK! HOW TO SURVIVE THE UNTHINKABLE: A WORKSHOP ON LEADING YOUR FIRM THROUGH A CYBER CRISIS

Speaker: Bruce Penson, Pro Drive IT

Venue: Downs Solicitors, 150-156 High St, Dorking RH4 1BQ

20.11.25 | 6.00 – 10.00pm | Event | Social SLS ANNUAL QUIZ AND PIZZA NIGHT

Venue: Rogues Bar, Guildford

For more information on all Surrey Law Society Training & Events, please visit: www.surreylawsociety.org.uk

The Hidden Cost of Standing Still: Why Hampshire Firms Can’t Afford “Business as Usual”

In today’s legal market, tradition alone won’t keep your firm competitive. Many solicitors are unknowingly paying a steep price for clinging to outdated systems—lost time, frustrated staff, and missed opportunities. The truth? “Business as usual” is costing far more than change ever will.

Outdated Systems Drain More Than Just Time

Every hour spent wrestling with clunky software is an hour not spent serving clients or bringing in new business. Across the UK, lawyers still report spending the bulk of their working day on non-billable tasks. The result? Burnt-out teams, dissatisfied clients, and firms falling behind.

Your Staff Deserve Better Tools

The tools you give your people directly impact their job satisfaction. Legacy systems that crash, lag, or make simple processes unnecessarily complex don’t just slow things down—they chip away at morale. Cloud-based legal practice management systems, on the other hand, make collaboration seamless, improve wellbeing, and free up lawyers to focus on meaningful work.

The Risk You Can’t See: Compliance and Security

If your software hasn’t had a major update in years, you’re at risk. GDPR compliance, data security, and operational resilience aren’t “nice-to-haves”—they’re the bare minimum clients expect. Modern solutions like Clio are built with these needs in mind, offering peace of mind alongside performance.

Why Forward-Thinking Firms Are Switching to Clio

For firms in Hampshire, the choice is simple: continue absorbing the hidden costs of outdated technology, or invest in a platform designed for modern legal practice. With Clio, firms gain:

• Efficiency at scale – Automate routine tasks and reclaim billable hours.

• Happier teams – Empower staff with intuitive, reliable software.

• Future-proof security – Stay compliant, safe, and resilient.

• Better client service – Onboard clients quickly and communicate seamlessly.

The Cost of Doing Nothing

Ask yourself: How much is inefficiency already costing your firm? Slower onboarding? Errors creeping in? Time wasted juggling multiple tools?

When you put numbers against these inefficiencies, the real expense becomes clear. And it’s usually far greater than the investment in modern software.

The firms thriving today aren’t necessarily the biggest, they’re the ones willing to adapt. If you’re ready to see what smarter systems could mean for your practice, book a quick walkthrough of Clio and see how it can help your firm work smarter, not harder. ■

Sarah Murphy, General Manager of Clio EMEA

Leaders in Post-Completion:

PCC’s Mission to Raise

Standards

Property Conveyancing Consultancy (‘PCC’) is a UK-based post-completion outsourcing service for the conveyancing profession. Professionalism and dedication are two of our core principles, and these are highlighted throughout the work conducted by PCC and the consultants working with PCC.

The work commences with a thorough review of the registration documents to ensure that avoidable requisitions are identified and dealt with prior to submission. Applications are submitted to HM Land Registry, any requisitions raised are dealt with and once the completed application is returned, this is reviewed to provide further confirmation that the registration is perfect. Lenders and clients are updated throughout the process and then the file is returned to PCC’s client (the law firm) to archive in their usual way.

PCC was created as it became evident that post-completion is often the overlooked, sidelined element to a conveyancing transaction. Why? Perhaps because completion has already taken place and money has changed hands, or as the constant phone calls and emails asking for updates, from clients and estate agents have subsided. Regardless of the reasoning, inadequate post-completion work can lead to compensation claims, lost business, insurance problems and reputational damage to name but a few. PCC therefore evolved to bridge this gap and provide the conveyancing profession with a UK based, holistically focussed, solution.

PCC’s approach is to work with the law firm and to act as if we were their own post-completion team, allowing us to operate as an extension of the of the law firm own services rather than a separate entity. All PCC consultants are experts in the post-completion arena and have several years of experience so can offer the client a wealth of knowledge and expertise, and due to this we consider ourselves leaders within the post-completion field. At PCC we also instil a high level of accountability in our consultants and on a monthly basis audit the quality of work undertaken by them to ensure the highest level of service is always provided. This further cements our position as market leaders and allows our clients a higher level of confidence in the work undertaken by us.

By being in this unique position, PCC has been able to evolve further than simply providing a post-completion outsourcing solution to our clients; we now offer PCC Education Hub (‘Hub’), which has grown and flourished from the solid foundations set by PCC. The Hub is a one-of-a-kind post-completion education centre, where the focus is educating the profession on the importance of postcompletion and how this element of a conveyancing transaction interlinks with and affects the elements which precede it within a conveyancing file’s natural timeline. The Hub’s aim is to upskill and inform the profession in an easy to understand and fluent manner,

allowing information to be absorbed and understood, so it can be put into practice straight away.

The Hub offers various services including training, risk and compliance, mentoring and forums:

• Training is offered to all levels of the legal profession with a specific focus on how to do post-completion right the first time. This is set along a backdrop of the 83 HM Land Registry practice guides.

• Risk and Compliance packages focusing on mitigating risk, adhering to regulatory standards and building client confidence through various tailored products such as a gap analysis, postcompletion compliance policies, checklists, handover forms, file reviews and guidance documents.

• Mentoring services to empower post-completion staff to be able to confidently carry out their significant role and enhance their skills.

• Free Monthly Post-Completion Forum which provides an open and informal setting allowing property professionals of all levels to come together and discuss all things post-completion. This is an ideal space for information sharing and providing encouragement to our fellow professionals.

As leaders within the post-completion field, PCC and the Hub are uniquely positioned to showcase our vision of enhancing best practice within post-completion across the profession, whether this be through our outsourcing service or the services offered by the Hub.

PCC and the Hub are continually trying to cultivate and expose the profession to a deeper understanding of the importance of postcompletion, and we hope to do this in part through the services we provide which are continually evolving and changing, to staying abreast of new rules, procedures and principles, to ensure our clients are always operating within the required legal parameters and to the highest of standards. 

Council Member’s ReportAutumn 2025

As we now return from the summer break all recharged and raring to go ahead, let me share some news of what is happening in Chancery Lane.

We have the AGM on 8th October 2025, and I hope to see many signed up to attend whether online or in person.

The SRA has decided not to go any further for the time being on changes to client accounts.

What next: Pooled client accounts: Proposed changes risk placing substantial new burdens on solicitors

The Law Society of England and Wales warned today that the proposed changes to the draft Money Laundering, Terrorist Financing (Amendment and Miscellaneous Provision) Regulations 2025 (MLRs) Statutory Instrument (SI) risks placing substantial new burdens on legal practitioners as they manage pooled client accounts. This would impose a significant administrative and financial burden on legal practices, in particular on small and medium-sized firms. Not only will there be increased costs, it would cause delays and reduce access to justice. Please read more on the Law Society website.

As from 13th October 2025, conveyancers will be able to preview the 6th edition of the TA6 which has been improved and made easier for the sellers to complete and buyers to read. The new 6th edition replaces the 4th and 5th editions, and it will become mandatory for Conveyancing Quality Scheme (CQS) member from 30th March 2026. If you would like to start using it after 13th October 2025, you can do so. The form will be available through your form provider.

Just a heads up that the government has announced a Home Buying and Selling Reform consultation. Legal Futures report on major reforms to the UK property sales and estate agency sector, recently announced by Housing Secretary Steve Reed. You would have read about the Mazur v Charles Russell Speechleys and what it means to litigators. The Law Society is engaging with the SRA to understand how it intends to respond to the judgement. The profession needs clarity on statutory boundaries for conducting litigation.

The profession is at a critical juncture. The justice system is under immense pressure — court buildings are crumbling, legal aid is under threat, and many practitioners face unprecedented financial strain. Added to this are growing concerns around cyber security, climate change obligations, the increasing burden of compliance (such as money laundering regulations), and the need to uphold the rule of law and protect professional ethics.

The Law Society is asking the government to increase investment in family courts and civil legal aid. They are vital public services that ensure a level playing field in cases involving care placements and family arrangements. Thousands of children are involved in public law cases, and it is taking too long for final decisions.

I would once again request that if you have not updated your details on MyLS then please do it and if you have not registered on MyLS then please do register in order to receive updates etc.

Please do let me know if you have any issues that you wish to discuss with me or would like me to take to the Law Society. ■

Sushila Abraham

Council Member for Surrey at the Law Society

“The Law Society is asking the government to increase investment in family courts and civil legal aid. They are vital public services that ensure a level playing field in cases involving care placements and family arrangements. Thousands of children are involved in public law cases, and it is taking too long for final decisions.”

Dye & Durham Enhances AML Compliance with Credas Integration in its Unity Practice Management

Dye & Durham UK, one of the UK’s leading legal technology providers, has announced the integration of a new suite of Anti-Money Laundering (AML) and Know Your Customer (KYC) tools into its Unity Practice Management platform, powered by marketleading digital ID provider Credas.

This launch comes at a crucial time, as the Solicitors Regulation Authority (SRA) continues to issue significant five-figure fines for non-compliance of AML regulations – with one firm receiving a penalty of £114,000 in July this year*. For legal practices, efficient, auditable onboarding and risk checks are no longer optional but are essential.

With the Credas integration, firms can now trigger advanced compliance checks on a Pay-As-You-Go basis directly within Unity, streamlining the entire process while ensuring real time results, full audit trails and secure document handling.

The offering includes:

• Biometric ID & Instant AML Check: Combines standard AML checks with facial recognition, liveness detection and NFC-based document verification.

• Safe Harbour Checks (Vendor & Purchaser): Specifically designed to meet Land Registry’s Safe Harbour standards.

• Source of Funds Verification: Dynamic questionnaires and open banking integration for thorough yet efficient due diligence.

Results are returned and stored within the Unity case file, supporting compliance, audit-readiness and risk mitigation.

Confirms Chris Shingler, Technical Product Manager at Dye & Durham UK: “The reality is that older ID checking systems just aren’t fit for today’s threats, and that’s before you even consider how cumbersome they are to manage. Our new Credas integration means firms can trigger checks with the data they already hold, see live progress and store every result securely, all without ever leaving Unity.

“From a compliance point of view, it’s a game changer. The SRA is cracking down hard and we’re reading news headlines reporting record fines every week. Our integration gives firms the assurance that they’re on top of their AML duties, with no manual tracking, no risk of missing documentation and everything in one place.”

Credas already supports over 350,000 AML checks every month, is involved in more than half of all UK property transactions and boasts a 4.6-star independent review rating.

Archie Barnett, Manager of the Client Delivery Team at Dye & Durham UK added: “This isn’t just about convenience: it’s about protecting your firm, your clients and your reputation from financial crime and non-compliance. All of Dye & Durham’s customers can now benefit from the same secure, scalable compliance infrastructure as some of the biggest names in the sector.”

For more information on Dye & Durham UK, visit: www.dyedurham.co.uk ■

Will Wars: Quarterly inheritance disputes reach an all-time high

• October-December 2024 saw the highest ever quarterly number of applications lodged to challenge probate

• 56% increase in applications to block probate over the past five years

• Trend set to keep rising, fuelled by factors including an ageing population, mental capacity issues, increased wealth and poorly drafted DIY wills

F

amily feuds over inheritance are on the rise, with the final quarter of 2024 seeing an all-time high in quarterly applications to block probate in England & Wales, according to new analysis of official data by law firm Taylor Rose.

According to the analysis, Q4 2024 saw 3,061 applications to enter a “caveat” with the Probate Registry – the mechanism by which people can stop the granting of probate, which allows a deceased person’s estate to be administered. This is the first time there have been over 3,000 applications in a single quarter

Experts at Taylor Rose’s Wills, Trusts and Probate Disputes team say this upward trend is likely to keep rising, driven by a complex mix of societal and demographic factors, including longer life expectancy, an increase in mental capacity issues, higher cost of living resulting in people relying on inheritance for their pension provision as they cannot afford to save for their future, more remarriages in later life and the consequences of poorly drafted DIY wills.

The data1, obtained by Taylor Rose under the Freedom of Information Act from HM Courts & Tribunals Service, reveals that there were 11,362 applications to block probate in 2024, compared to just 7,268 applications in 2019 – a 56% increase - and 6,358 in 2010 (+79%), the earliest year the figures were available on request.

With the Probate Registry also recording 2,879 applications in Q3 2024, it has seen the highest ever number of applications in the last two consecutive quarters of available data. The number of applications in the second half of 2024 (5,940) is 74% higher than in the corresponding period of 2019 (3,422).

Taylor Rose, whose Wills, Trusts and Probate Disputes team has seen an increase in inheritance disputes it has advised on for its clients in the past 2 years, says that there are multiple factors fuelling this rise, which it predicts will continue to escalate.

Ageing population and increase in mental capacity concerns

According to the ONS3, by 2041, more than a quarter (26%) of the UK population is expected to be aged 65 and over, up from 18% in 2016. The number of people aged 85+ is projected to double between 2016 and 2041.

This is contributing to more people suffering from [SM1] [AF2] mental illness and more objections over the validity of wills and mental capacity at the time of signing. The latest NHS Primary Care dementia data4 shows that a record 500,677 patients had a recorded diagnosis of dementia on 31st May 2025 - a 9% increase in just two years.

Higher generational wealth of baby boomers

Higher levels of wealth amongst those in later life means the value of estates is often higher, and therefore more worth challenging

for those who feel they have been overlooked. Older generations hold a disproportionate share of wealth, peaking in the 60–64 age group5, with levels nine times higher than those aged 30–34.

With housing affordability having worsened over recent decades, older generations hold the majority of property wealth, with around two-thirds of those aged 65 or over owning a home6, and today’s younger generations much less likely to own their own home than their predecessors.

Rightmove recently reported7 that the number of homes in the UK priced at £1m or above has doubled since the start of the pandemic, with over five per cent of homes for sale across the UK now priced at over a million pounds.

Increase in re-marriages for those over 60

While marriages and second marriages have been trending downwards for many years, analysis of ONS data8 shows that the number of remarriages amongst those aged 60 or over in England and Wales is on the up. In 2022, 11,612 previously married men aged 60+ got married, a 49% increase on ten years earlier and 157% increase on 20 years earlier. For women aged 60 or over, the increases were 74% and 299% respectively.

Second marriages and blended family structures add complexity into wills and significantly increase the likelihood of a will being challenged or the second spouse changing their will after the first spouse has died to favour their own children from a previous marriage rather than sharing equally with the children of their deceased spouse from a different relationship.

Rise of DIY wills

According to the National Wills Report 20249, 23% of those with a will opted for DIY kits, online services, or other non-professional methods. Concerns remain over the quality of wills produced, including a common failure to account for complex family or financial situations and many DIY wills never been properly executed, rendering them invalid.

Recent data10 from the Ministry of Justice revealed that estates where assets have been left behind without a will have risen by more than 50,000 in the last year. The number of “intestate estates” rose 17% to 51,140 in the last year, a five-year high.

Wendy Rixon, Joint Head of Wills, Trusts and Probate Disputes at Taylor Rose, commented: “Fallouts amongst families over inheritance are hugely emotional and stressful, but they are becoming more common. Many people have become more dependent on inheritance, particularly those who have found it unaffordable to get onto the property ladder, for example, and whose parents or grandparents have amassed much greater

wealth by comparison. It is also the case that increasingly complex and diverse family situations, as well as complications brought about by mental capacity issues have contributed to more frequent challenges.”

Sharon Macaulay, Joint Head of Wills, Trusts and Probate Disputes at Taylor Rose, adds: “The most important thing for people to remember to avoid their family getting into a ‘Will War’ is to ensure that you have a valid Will in place and that consideration has been given to all family members, whether you want to leave them anything or not. You should enlist the help of a properly accredited Wills and Probate solicitor from a regulated firm of solicitors to advise you on this and make sure your position is protected, as it can save a lot of heartache – and cost – for your loved ones later on. Poorly drafted Wills by will writers who remain unregulated by a professional body have also led to an increase in claims. Mistakes made by such companies are often not covered by professional indemnity insurance and so suing them for professional negligence is pointless as they may have no insurance cover to fund any damages.” ■

1 Data obtained from HM Courts & Tribunals Service under the Freedom of Information Act. Data extracted on 4th June 2025 and provided on 18th June 2025.

2 Taylor Rose data

3 Office of National Statistics, Living longer: how our population is changing and why it matters

4 NHS data: Primary Care Dementia Data, May 2025 - NHS England Digital and Primary Care Dementia Data, May 2023 - NHS England Digital

5 Office of National Statistics: Distribution of individual total wealth by characteristic in Great Britain: April 2018 to March 2020

6 Uswitch Home Ownership Statistics 2024

7 Rightmove data, published June 2025: Number of million-pound homes for sale doubles since 2019 - Rightmove Press Centre

8 Office of National Statistics, Marriages in England and Wales

9 The National Wills Report 2024

10 Analyis of Ministry of Justice data carried out by TWM Solicitors, as reported in Moneyweek, May 2025

“The most important thing for people to remember to avoid their family getting into a ‘Will War’ is to ensure that you have a valid Will in place and that consideration has been given to all family members, whether you want to leave them anything or not...”

Family Foundations Under Pressure: How Lawyers Can Help Clients Simplify Their Giving

F

amily charitable foundations are an increasingly important part of the UK’s philanthropic landscape. Recent figures from UK Grantmaking show that in 2022–23, family foundations collectively gave a record £1.878 billion to charitable causes, despite a sharp fall in their investment income. Between 2012 and 2022, around 170 new family foundations were set up by high-net-worth individuals (HNWIs), underlining the continued appetite for structured giving

For lawyers advising clients in this space, there are both opportunities and challenges. Demand on family foundations is rising, administrative expectations are higher than ever, and regulatory requirements continue to evolve. This article explores the issues and sets out some practical options for trusts and foundations that are struggling to balance charitable ambitions with governance responsibilities.

Growing Pressures on Family Foundations

Family foundations face many of the same pressures as larger charitable trusts, even where they do not have a “public” route for grant applications. Increasingly, charities and community organisations are turning to the Charity Commission’s register to identify potential funders and are sending speculative enquiries. For foundations that maintain a public website, application volumes can be overwhelming, often far beyond their administrative capacity.

At the same time, there have been significant changes to reporting requirements for charity accounts, more stringent submission requirements to the Charity Commission, and a marked rise in cyber-attacks targeting charitable organisations. These trends mean that managing even a modest foundation requires a considerable degree of governance, compliance, and risk management.

Is a Registered Charity Always the Best Route?

In this environment, it is worth discussing with clients whether establishing a registered charity or family foundation is the most effective way to achieve their philanthropic goals. In some cases, the administrative burden may outweigh the benefits of maintaining a standalone structure.

For existing small trusts, or for those struggling to distribute their assets, there are legal options available to revitalise or restructure the fund, ensuring that charitable capital continues to achieve impact while reducing complexity for trustees.

Options for Small or Struggling Trusts

Where a trust is not subject to permanent endowment restrictions, its funds can be fully spent on charitable purposes, provided this remains consistent with the original charitable objects. Where the trust is registered, the Charity Commission must be notified.

If a trust does hold permanent endowment (assets that cannot be spent outright), there are statutory powers under section 281 of the Charities Act to transfer or modify the trust in specific circumstances, such as:

• to enable a better return on investments and generate higher income;

• to increase flexibility in delivering a grant-making programme aligned with the trust’s objects;

• to pool smaller trusts into a larger endowment, allowing for more efficient administration.

Transfers to a local Community Foundation are one practical route. The UK Community Foundations (UKCF) network can provide guidance, and in Surrey, the Community Foundation for Surrey has successfully supported multiple trusts through this process.

How Community Foundations Can Help

A trust or fund transferred to a Community Foundation remains ring-fenced and separately invested. The Community Foundation itself is a registered charity and assumes responsibility for all financial management, annual reporting, and compliance with the Charity Commission.

Fund holders—whether individuals or multi-generational families—retain significant influence over how their fund is used. Depending on preference, they may:

• delegate grant-making decisions to the Community Foundation within agreed funding criteria; or

• review a shortlist of funding applications prepared and due diligencechecked by the Foundation.

In both cases, the Foundation ensures that recipient charities are financially secure, compliant, and operating effectively, giving fund holders confidence that their philanthropy achieves genuine impact.

Importantly, funds managed by Community Foundations do not require a separate board of trustees. The Community Foundation’s own trustees fulfil that role, while also managing the relationship with investment managers, overseeing audits, and ensuring compliance with all relevant regulations. This frees fund holders from the burdens of governance, enabling them to focus on the rewarding aspects of charitable giving.

While this model is particularly useful for trusts with assets under £1 million, Community Foundations manage funds of all sizes.

Local Expertise and Networking

Another advantage of working with a Community Foundation is their deep knowledge of local needs. Staff conduct research into social issues and maintain close relationships with a wide range of community organisations. This allows them to advise fund holders on how their giving can be most effective, matching donor priorities with evidence-based needs.

In Surrey, the Community Foundation has also established the Surrey Family Foundation Network, a forum for trustees and employees of family trusts. Meeting three to four times a year, the network provides opportunities to connect with peers, share experiences, and access expert input on issues such as investment policies or due diligence. Events range from informal networking sessions to focused online seminars.

A Practical Role for Advisers

For lawyers, accountants, and other advisers, there is a clear role in guiding clients through these options. The establishment of a standalone charitable trust is not always the most efficient path, particularly for those with smaller endowments or limited administrative capacity. By raising alternatives such as transfers to Community Foundations, advisers can help clients maximise the impact of their philanthropy while reducing regulatory and operational risks.

Philanthropy remains a vital and growing area of activity for HNWIs in the UK. With the right structure in place, families can focus on what truly matters: the satisfaction of supporting causes they care about, confident that their charitable intentions are being delivered in a compliant and sustainable way. 

LEAP Estates Launches 2025 Will Writing Trends Report Gifts, Charities, Exclusions and much more

LEAP Estates announces the launch of its 2025 Annual Report, offering a comprehensive snapshot of will writing activity and trends across England and Wales. The report is based on anonymised data from over 200,000 wills and more than 400,000 total documents, providing useful demographics and information relating to Estate planning, plus a range of fascinating trends. These trends include insights into charitable gifts, the frequency of branded gifts bequeathed, such as Rolex watches and Pandora jewellery, and family members excluded from Wills.

AI has a profound impact on staff productivity. Human resources are the most expensive and vital asset in any law firm. By taking over repetitive, low-value tasks like legal research, document drafting, and even matter analysis, AI allows lawyers to focus on higher-value activities that require human expertise. AI-driven research tools, for instance, sift through vast legal databases in a fraction of the time it would take a lawyer, offering comprehensive insights while reducing possible errors from lapses in human concentration.

This latest edition of the report draws on unique insights gathered through WillSuite, LEAP Estates’ key integration partner. Since its integration into LEAP Estates and LEAP Legal Software in 2023, WillSuite has generated more than 900,000 wills and 1.7 million legal documents, with approximately 7,000 new documents being drafted every week. The software enables professionals across the estate planning industry to work more efficiently by reducing duplication, minimising errors, and ultimately delivering an improved service to clients.

Craig Matthews, CEO LEAP Estates/WillSuite says,

“For the first time we’ve been able to combine data from our LEAP, LEAP Estates and WillSuite users to bring about our largest report to date. Seeing an eight-fold increase in documents produced through our combined platform in just four years is really exciting and a testament to the hard work that goes into the development and support of our products.”

The 2025 report explores a wide range of valuable facts and trends shaping the estate planning process. It covers key demographic insights, the types of trusts being included in wills, the frequency of charitable legacies and exclusions, and provides detail on funeral wishes and organ donation requests. It also highlights patterns in popular gifts and the specific brands frequently mentioned by testators. This data offers not only practical insight for the profession but also a fascinating perspective on evolving societal habits and values.

Among the most frequently gifted items in wills over the past year were cash, property, pets and chattels. Beyond these, the ten most popular specific gifts included jewellery, wedding rings, engagement rings, watches, and cars, followed by records, bonds, coins, instruments and medals.

The average mean value of a gift in 2024 was £15,138, calculated from 46,976 cash gifts included across 208,793 wills. Where specific brands were named, the most cited were Rolex, Pandora, Tag Heuer and Omega. Brands were more likely to be specified when the gifts related to jewellery or watches, whereas vehicles were typically described as “the family car”.

The LEAP Estates 2025 Annual Report offers essential insights for professionals and an engaging look at the ways people in England and Wales are planning their legacies.

To access the full report, https://www.leapestates.co.uk/ brochures/annual-report/ ■

By Craig Matthews CEO, Leap Estates/WillSuite

Together for a better later life in Surrey

Growing old doesn’t come with a manual and later life can be challenging for many people. The cost of living and rising bills are creating an extra burden for many people who are struggling financially. Statutory services such as the NHS and adult social care are also very stretched and the need for extra support for older people has never been greater.

A gift to Age UK Surrey will help ensure we can continue to deliver a range of one to one support services and group activities so that older people can live well by:

■ Providing practical support to help people understand their options and entitlements through free, impartial and confidential advice on many issues such as housing, care and money.

■ Giving people additional income through benefits they are entitled to but may not be claiming.

■ Giving people the gift of friendship and companionship by connecting and introducing them to others.

■ Helping people remain well and learn new skills through social activities, walks and tea and chat groups.

■ Enabling people to remain independent at home by offering practical Help at Home support such as cleaning and gardening.

■ Providing dementia support and a day service at our Clockhouse Community Centre in Milford, together with many activities and a café for the wider community.

Age UK Surrey is a local independent charity. Monies gifted to us supports our local Surrey services. Please refer to our charity as ‘Age UK Surrey’. Registered charity number: 1036450. Thank you. ■

SMART BUDGETING

When it comes to running a business, even making small changes and improvements can make a difference, whether it’s saving money, or being good for the planet.

One small step small business owners can take is to get a smart meter. They are the next generation of gas and electricity meters that are being installed in small businesses and households in Great Britain, replacing traditional meters.

A smart meter can help small business owners to understand exactly how much energy they are using, which can help them with managing energy usage and costs.

Smart meters also put an end to estimated bills, as they provide near-real time data on your energy use, which is automatically and regularly sent to your energy supplier, meaning you shouldn’t have to submit your readings. It also means that you can use your previous bills to forecast future costs and budgets.

SMART METER BENEFITS

As well as helping to give you more control of your business budgeting, smart meters are playing an important role in Great Britain’s energy infrastructure upgrade, as we continue to increase our use of cheaper, greener renewable energy sources.

The data smart meters provide is key to this innovation, and will enable us to buy, store and consume energy differently to the way we do today, gathering the information the energy networks need that will help the energy system better manage supply and demand. This will make the whole system more efficient and able to use more renewables such as wind and solar power.

So just by having a smart meter installed, you’re helping to create a smarter, greener energy system that will benefit Britain, the planet - and you.

Smart meters have lots of benefits for small businesses, including:

• Accurate billing: smart meters measure energy usage in near real-time, so no more manual readings or estimated bills. This means you only pay for the energy you use, which can help with managing cashflow

• Control: the data provided by smart meters can give you more control over your business’ energy spend,

helping you monitor energy usage and identify where cost savings can be made

• Access to historic energy usage data: small businesses with a smart meter can request free access to 12 months of data from their energy supplier. This could help with budgeting and reduce bill shock. It could also help you plan for your next

Smart meters are currently available, and installations are happening now.

bill by identifying any trends or patterns in your energy use across the year

• Information on your energy use: smart meters give you access to free and regular information on your energy use. Your energy supplier may provide this via an online platform, app, smart meter display or other data tools.

Whether you own or rent your business premises, you may be eligible for a smart meter, and if you are renting, but pay your own energy bills, you can ask your supplier to install one (*).

To find out if your business is eligible, contact your energy supplier or broker; search “Get a smart meter for business” or visit smartenergyGB.org.

Other ways to help lower your energy bills and reduce your carbon footprint:

1. Encourage staff to be mindful Training staff to think about how they use energy is essential to keeping costs down and running efficiently. Better habits, like switching lights off when not in use, could result in savings.

2. Upgrade to LED lighting LED lighting is more energyefficient and long-lasting, meaning you’ll save money on energy bills and maintenance costs.

3. Use energy-efficient equipment

When purchasing new equipment, look for products with an ‘Energy Star’ rating. These items are designed to use less energy, which can lead to significant cost savings over time.

4. Install motion sensors

Help reduce energy waste by installing motion sensors in areas such as toilets, storerooms and corridors, so that lights only turn on when someone is present.