Professional Practices Roundtable: Tackling Today’s Challenges for Tomorrow’s Success
Kate Arnott · Posted on: June 11th 2025 · read
On 3 June 2025, senior leaders from the legal sector gathered at MHA’s Milton Keynes office for a roundtable discussion, chaired by Kate Arnott.
The event brought together voices from firms including Tollers, FG Solicitors, Fuller Family Law and EMW Law to tackle the pressing issues shaping professional practices. From recruitment struggles and hybrid working to the genuinely transformative potential of AI and the weight of regulatory demands, the conversation was a candid exploration of how firms can adapt today to thrive tomorrow. The insights shared underscored a shared commitment to building resilient, forward-thinking practices through collaboration, strategic investment in people and thoughtful adoption of technology.
A Sector in Transition
The legal profession is balancing pressing challenges with long-term ambitions. Hybrid working, now standard across most firms, has opened new doors for talent acquisition, allowing recruitment beyond geographic boundaries. This has been a benefit, particularly for roles that adapt well to remote environments, but it comes with trade-offs. Leaders expressed concerns about enabling a synergised culture, especially when onboarding junior staff or building up future leaders. The consensus was clear: flexibility must be paired with intentional efforts to maintain connection and collaboration to ensure teams remain united and engaged.
Recruitment and retention remain among the most difficult issues firms face, particularly at senior levels. Proximity to London has driven salary inflation, squeezing margins despite steady revenues. Firms highlighted the difficulty of attracting top talent while maintaining profitability. Many are turning to internal development, with a clear aim to strengthen leadership for the future. However, the appetite for traditional partnership roles is waning. Younger professionals increasingly prioritise lifestyle, flexibility and immediate rewards over long-term leadership commitments, prompting firms to explore alternative career paths and elevate roles like compliance and HR leads, whose contributions are vital but often unseen by clients.
Technology as a Tool, Not a Threat
The role of technology, particularly AI, sparked lively discussion. Tools like ChatGPT and legal research platforms are gaining traction for administrative and research tasks, but adoption varies widely. Leaders cautioned against over-reliance, especially among junior staff, noting that AI’s value lies in augmentation, not replacement. Those who master its use will gain a competitive edge, but smaller firms could benefit from pooling resources to share the costs and risks of experimentation. This collaborative mindset could unlock new efficiencies and capabilities across the sector.
Growth with Purpose
When it comes to growth, most firms favour organic strategies, investing in people and processes over mergers and acquisitions. M&A, while not ruled out, often brings cultural and integration challenges that deter firms from pursuing it. Instead, many are self-funding growth through retained earnings or, in some cases, external support. The focus is on sustainable progress, with some leaders restructuring to prioritise long-term stability over short-term scale.
Compliance remains a growing burden, particularly for smaller firms. Centralised compliance teams are becoming standard to manage increasingly complex audits and regulatory expectations. The lack of clear guidance, combined with the risk of severe penalties for errors, has created a tense environment. Smaller practices, already grappling with succession challenges and rising costs like professional indemnity insurance, feel this pressure most acutely. The discussion highlighted a need for greater clarity from regulators and more support for firms navigating these demands.
Collaboration as a Competitive Advantage
A recurring theme was the potential for regional firms to work together more effectively. Whether through shared clients, referrals or joint training initiatives, closer cooperation could strengthen the sector without undermining healthy competition. However, trust remains a barrier. Leaders called for an informal but principled approach to collaboration, where firms can share expertise and resources while maintaining their independence. This spirit of unity could help regional practices punch above their weight in a competitive market.
Preparing the Next Generation
The future of the profession depends on how well it prepares its newest entrants. The Solicitors Qualifying Exam was praised for its rigour, but concerns lingered about the readiness of law graduates. Universities were seen as promoting legal careers without fully equipping students for the practical realities of practice. Firms are responding by prioritising vocational training and real-world skills, reshaping recruitment to focus on adaptability and potential. This investment in talent is critical to building a pipeline of capable, committed professionals.
Key Takeaways and Top Tips
The roundtable painted a picture of a sector navigating complexity with pragmatism and ambition. Firms are adapting to hybrid working, but success hinges on deliberate efforts to foster culture and connection. Succession planning requires urgent attention, with creative approaches to leadership roles needed to attract the next generation. AI offers exciting possibilities, but its adoption must be thoughtful and strategic, especially for resource-constrained firms. Opportunities for collaboration between regional firms exist, but trust needs to improve. Investing in practical training and development will ensure the profession remains robust and relevant.
Top Tips for Firms
- Prioritise culture in hybrid models Schedule regular in-person collaboration to maintain team cohesion and mentor junior staff effectively.
- Rethink leadership pathways Offer flexible, non-traditional roles to attract talent reluctant to take on partnership risks.
- Experiment with AI collaboratively Pool resources with other firms to test and implement new tools cost-effectively.
- Streamline compliance Invest in centralised teams to manage regulatory demands efficiently, freeing up leadership capacity.
- Build trust for collaboration Start with small, low-risk initiatives like shared training to foster stronger regional networks.
- Focus on practical training Partner with vocational programmes to better prepare graduates for real-world practice.
The roundtable was a reminder that the legal sector’s strength lies in its people and their ability to adapt, collaborate and innovate. By addressing today’s challenges with bold, forward-thinking strategies, firms can build practices that are not just surviving but thriving in the years ahead.
"It was a privilege to chair this roundtable and facilitate such an open exchange of ideas among leaders in the legal sector. It’s clear that collaboration and strategic foresight are more essential than ever for professional practices to not only adapt but thrive.
The legal profession stands at a pivotal moment, and the willingness to address these challenges head-on will define its future resilience. At MHA, we remain dedicated to supporting firms through these transitions, drawing on our deep understanding of the unique pressures and opportunities they face."
