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If law firms view lock-up, cash flow and billing processes as key indicators of financial performance – and therefore risk – they can identify problems early.

The recent BBC Panorama episode on solicitors acting for the Post Office highlighted how some lawyers can lose sight of their role to uphold the rule of law and the public interest.

The legal profession in England and Wales is broadly gender-balanced. The technology sector is not. Lawtech sits at the intersection of both.

The area most likely to expose firms to regulatory jeopardy in 2026 needs far more guidance: client confidentiality in the age of commercial AI systems.

Across UK organisations, legal teams are now involved earlier in decision-making, often before proposals have taken a settled shape.

AI is becoming increasingly intertwined with family law. Clients are using it to draft initial enquiries, prepare statements and, in some cases, to support themselves as litigants in person.

Despite rapid advances in legal technology, the future of law will not be determined by software alone. It will be shaped by leadership decisions.

Firms are increasingly acknowledging the need for alternative senior roles – positions that offer influence and recognition without the obligations of ownership.

For years, many law firms have treated ID verification as a box-ticking exercise. Run a liveness check, match a face to a document and move on. But that is no longer good enough.

Whilst we know professional learning has always been part of career paths, to hire, retain and keep talent, AI needs to be embedded as a core part of this training.