Robert Taylor of 360 Law Services
By Robert Taylor, CEO and General Counsel, at Legal Futures Associate 360 Law Services Limited [1]
The legal industry is changing. Traditional career routes are giving way to new, flexible ways of working, with the consultant solicitor model attracting increasing numbers of experienced practitioners. At its best, this model offers autonomy, greater work-life balance, and uncapped earning potential.
But behind the marketing promises and glossy recruitment materials, some firms hide less favourable terms – which may only become apparent once you’re in too deep.
Whether you’re thinking of joining a consultant-led firm or already working as a consultant, here’s what you need to know – the real benefits and the hidden pitfalls.
The positives: Why solicitors are going consultant
- Freedom and flexibility: Choose when, how, and where you work. Many consultants operate entirely remotely, managing their own caseloads and client relationships without the rigidity of traditional 9–5 models.
- Higher earning potential: With fee shares commonly marketed at 70%–85%, consultants can take home significantly more than salaried counterparts, especially when bringing in their own clients.
- Work-life balance: Without commuting, firm politics, or compulsory internal meetings, you can focus on delivering legal work and balancing your personal priorities.
- Tools and support: Well-structured firms provide comprehensive platforms, including compliance support, case management systems, admin assistance, marketing help, and access to indemnity insurance.
- Autonomy and control: You set your goals, decide your workload, and shape your client portfolio. There’s no partner pressure, no billing targets (unless self-imposed), and no micromanagement.
The pitfalls: What consultant solicitors must watch out for
Despite the advantages, some consultant-led firms fall short of expectations. The following issues are increasingly reported by consultants who’ve joined the wrong firm – sometimes at significant personal or financial cost.
- Fee share reset traps: One of the most common – and least discussed – pitfalls is the fee share reset mechanism. In some firms, your 75–80% fee share in a year may quietly reset to 50% or 55% in the following, even if you exceed billing thresholds. This can result in tens of thousands loss of earned income.
This is often buried in the small print or vaguely referenced as a “reassessment” or “review of performance, or payment for services they may not actually receive.”
Many consultants discover this only after issuing bills at the start of the new financial year and noticing a drop in net income.
Tip: Always ask: “Does my fee share rate reset each year?” and “What are the criteria for maintaining it?”
- Excessive PII excess – The silent threat: While PII cover is often included, many firms fail to make it clear that:
You may be liable for the insurance excess, which can be between £35,000 – £100,000 of any claim. These are real figures we have been quoted by consultants who have joined us. Some firms even push the entire excess liability onto the consultant solicitor.
This could be catastrophic if a claim arises – especially if you’ve already left the firm.
Tip: Ask for a copy of the PII policy and request clarity in writing about who is liable for the excess and any run-off cover terms.
- No real referral work: It’s not uncommon for firms to claim, “we’ll feed you work.” But in practice:
Referral work is usually inconsistent or reserved for favoured consultants or even employees.
You may be expected to generate 100% of your own income while still paying a significant percentage to the firm.
Tip: Treat promises of “central referrals” with caution unless there’s a guaranteed pipeline in writing.
- Hidden platform fees: Beware of stealth deductions from your gross earnings such as:
- Compliance check charges (per file).
- Legal Research and Precedent Platforms.
- Case management system fees.
- Admin or marketing charges.
- Dictation, printing, or courier fees.
- IT support and phone system levies.
These costs, when added together, can significantly erode your take-home pay.
- Restrictive consultancy agreements: Some agreements contain clauses that consultants overlook:
- Long notice periods (up to 6 months).
- Non-solicitation or non-compete clauses that block you from taking your own clients with you.
- Client ownership disputes (especially for firm-introduced work).
- Clawback clauses for unbilled WIP or terminated client matters.
Tip: Always have a solicitor review your consultancy agreement – especially if it contains “template” wording.
- Firms that are not SRA-regulated: Some “consultant platforms” are not authorised law firms at all, they simply provide tech infrastructure. This means:
- You may be required to hold your own practising certificate as a sole practitioner.
- You might not benefit from collective PII or compliance oversight.
- Your regulatory status and client protections could be weaker.
Tip: Verify whether the firm is SRA-regulated or merely an unregulated legal services platform.
- Lack of long-term stability: Some firms suffer from:
- Internal disputes and high consultant turnover.
- Sudden changes to terms or support services.
- Inadequate compliance policies and supervision.
These signs can signal that a firm is not sustainable in the long run.
- What to ask before you join: Before signing on the dotted line, ask these critical questions:
- What is the starting fee share – and how is it calculated?
- Will it reset annually? If so, what are the criteria for increasing or maintaining it?
- Who pays the PII excess – and how much is it?
- What happens if a complaint or claim arises after I leave?
- What deductions or charges will apply to my earnings?
- Am I free to take my clients with me if I leave?
- What support is available – admin, compliance, marketing, IT?
- How quickly are invoices processed and paid?
- Is the firm SRA-regulated, and who holds the practising certificate for the work?
The bottom line
Becoming a consultant solicitor is a powerful career move – but only when you’re supported by a transparent, trustworthy, and well-managed firm. The market is now saturated with new consultancy models, but many of them prioritise profit over people.
Do your research. Look past the sales pitch. Speak to current and former consultants. And above all – don’t assume the best until it’s in writing.
Want to Learn More? If you’re a consultant solicitor exploring new opportunities and want a frank, transparent conversation about what’s out there (and what to avoid), contact us at r.taylor@360lawservices.com. We’ve helped many solicitors make the right move – and avoid the wrong one.