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Matthew Poli, head of Kennedys' corporate M&A transactions team, discusses the challenges of rushing to close transactions ahead of possible budgetary changes, why reform is needed in the way a company's statutory books can be altered at Companies House, and that client service needs to be a lawyer's watchword.
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Caroline Yarrow, head of Broadfield's employment practice, discusses the challenges of analyzing huge volumes of data in a service provider transfer of 2,000 employees, why the employment tribunal system needs urgent review, and why being pragmatic and commercial when giving advice is important.
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The Solicitors Regulation Authority’s recent plans to intensify anti-money laundering enforcement means firms need to concentrate on strengthening client matter risk assessments, policies and procedures, source of funds checks and firmwide risk assessments, says Harriet Holmes at Thirdfort.
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To counter the common assumption that prioritizing lawyer’s well-being damages profitability, firms should look at the role itself and build strategies to reduce stress, especially with the current focus on delivering more billable hours in light of artificial intelligence tools creating new capacity, says Charlotte Clegg at The Mindful Business Charter.
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Robert Burrows, joint head of patent litigation at Bristows, discusses the challenges of remote working when preparing cases, the need for reform in respect of second medical use patents, and whether recent European Union court decisions could mark the beginning of a shift in European litigation practice.
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Kathleen Heycock, leader of the employment practice at Farrer & Co., discusses why challenging cases foster a sense of achievement, how an increase in workplace investigations has affected her practice, and the importance of emotional intelligence when working on both positive and negative employment matters.
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Timothy Corbett, leader of Morgan Lewis' London corporate and business transactions practice, discusses the challenges of divesting a company of its Russia operations under wartime conditions, the need to align regional regulatory approaches to artificial intelligence across global businesses, and why junior lawyers should develop an area of special interest.
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Gregor Frizzell, head of the EMEA corporate group and vice chair of the global corporate practice at Covington, discusses the creative challenges of merger and acquisition document provisions, how modernizing the archaic stamp duty regime would be welcomed by tax lawyers, and the guidance offered by a recent case on the interpretation of material adverse clauses.
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Simon Ward, leader of the private capital practice at Farrer & Co., discusses the challenges of coordinating an acquisition with lawyers from other practice areas, why finding ways to connect education institutions to regulators and decision-makers would be a positive shift, and why young lawyers should get involved in the business world early on.
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With indications of greater divergence and uncertainty in Russia sanctions policy between the U.K., European Union and U.S., there are four general principles and a range of compliance steps that businesses should bear in mind when assessing the impact of a potentially shifting landscape, says Alexandra Melia at Steptoe.
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Nick Bolter, leader of the London intellectual property practice at Morgan Lewis, discusses the challenges of acting in disputes where the other party is a lay person representing themselves, the need to refocus trademark law on consumer protection, and why IP is a challenging area of law.
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The Financial Conduct Authority’s recently updated proposals for the Private Intermittent Securities and Capital Exchange System would result in less onerous disclosure obligations for businesses, reflecting ongoing efforts to balance an attractive trading venue for private companies while maintaining sufficient investor protections, say lawyers at Debevoise.
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James West, co-leader of Mayer Brown's private equity practice, discusses the challenges of conducting complex deals at pace, the benefits of maintaining a relatively light regulatory framework in the private equity arena, and why the current economic climate has led to a need for the industry to be more flexible in its approach to dealmaking.
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Paul Griffin, head of employment and labor for Europe, Middle East and Asia at Norton Rose, discusses the challenge of litigating a whistleblowing case with a CEO remaining in post, why the qualifying period for claiming unfair dismissal should be reviewed, and the importance of retaining one's authenticity as a lawyer.
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While artificial intelligence is reshaping law firms’ approach to core tasks, it is unlikely to eliminate the need for human oversight, and if junior lawyers can embrace new technologies with integrity, they can focus on more meaningful work and add greater value to their teams, says Valeriya Zinchenko at Teacher Stern.