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Corinne Aldridge, head of employment at Kingsley Napley, discusses the challenges of leading a transaction requiring local employment law advice from multiple jurisdictions, how the perception of workplace conduct has changed dramatically in recent years, and why people skills and empathy are key in her field.
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Gavin Coull, head of insurance and reinsurance at Birketts, discusses litigating in the aftermath of the London Market Excess of Loss spiral, how reinsurance disputes have grown in scope in the last few years, and why understanding commercial drivers is just as important as learning the law.
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Aymen Mahmoud, co-head of the London transactions practice at McDermott, discusses the challenges of navigating a complex cross-border financing in his first matter as partner, why regulators should resist the instinct to fix what is not broken, and how private capital continues to reshape the landscape.
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Perks make headlines as law firms look for ways to draw in the best talent, but while they add value, they cannot replace competitive and transparent pay or the realistic career road map that form the fundamentals of a strong recruitment strategy and result in long-term engagement, says Adam Stocker at Major Lindsey.
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Samantha Brown, HSF Kramer's managing partner for employment, pensions and incentives for U.K. and Europe, the Middle East and Africa, discusses the challenges of managing a deal where many of the commercial aspects were new to the buyout market, why pension adequacy needs attention, and how new pensions legislation makes it an exciting time for schemes and their advisers.
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Entrepreneurs are increasingly using artificial intelligence in their operations to model valuations or test market timing, and the same sophistication is expected from those advising them, so lawyers should use AI tools responsibly to reinforce their judgment and good advice, says Amen Alonge at Farrer.
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Neil McDonald, head of the corporate and M&A group at Walkers Global in London, discusses the challenges of conducting a multijurisdictional transaction with a pressing timeline, the need for regulation to keep pace with innovation, and why a willingness to go the extra mile to assist clients is so important.
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If left unchecked, four megatrends — polarization, artificial intelligence, Gen Z and saturation — could threaten law firm growth or even long-term survival, but if well managed may be turned into opportunities to empower a brand, says Leor Franks at Kingsley Napley.
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Paul Medlicott, head of private equity at Addleshaw Goddard, discusses the challenges of working on a deal involving five separate acquisitions in one day, why foreign direct investment legislation would benefit from refinement, and how the evolution of private equity has been positive for the industry.
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The judiciary’s recently updated guidance on the use of artificial intelligence warns judges and tribunal members about misinformation and white text manipulation, providing a reminder that AI tools cannot replace direct engagement with evidence and reflecting a broader concern about their application when handling confidential material, say lawyers at Hogan Lovells.
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Philip Richardson, head of employment law at Stephensons Solicitors, discusses the challenges of an emotionally charged case that put his client management skills to the test, whether the Employment Rights Bill strikes the right balance for employees, and how there still needs to be greater focus on quality control for artificial intelligence.
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The recent explosion in artificial intelligence has led to prompts and AI outputs that may be susceptible to disclosure in proceedings, and it is important to apply familiar principles to assess whether legal privilege may apply to these interactions, say lawyers at HSF.
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Kate Ball-Dodd, Mayer Brown's head of corporate and securities in London, discusses the challenges of selling a majority stake in Celtic Football Club to its fans, how current dividend rules are a complicated trap for the unwary, and why generative artificial intelligence tools will provide clients with the ability to digest more information in a cost-effective manner.
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Michael Leftley, head of employment at Addleshaw Goddard, discusses the challenges of combining novel legal issues with lawyers' expectations, why he believes the system for workplace conflict resolution is broken, and the importance of possessing a broad skill set that includes good emotional intelligence.
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Ranajoy Basu, global head of structured finance at Squire Patton, discusses the challenges of working on a transaction recognized by the G20 as a "game-changing financial innovation," the benefits of streamlining pretransaction due diligence, and why increased market activity in alternative asset securitizations is likely.