In the next instalment of our blog, ‘Five Minutes With’, we spoke to Kevin Weston, Partner and Head of Real Estate at Ward Hadaway. Here’s what he had to say …

The Real Estate team at Ward Hadaway encompasses a number of different specialisms; could you tell us some more about that?

We have a really broad team whichever way you slice it. By clients – commercial developers, multi- and single-site businesses, landowners, investors, property-owning charities, local and combined authorities, leisure and hospitality operators, agriculture and rural businesses, estates managers and more. By service – for instance acquisition and sales, construction, planning, disputes, real estate finance and environmental regulation. By specialism, such as telecoms, energy, masts, mines and minerals, village greens and many, many more. We are about 100 people across our five offices, with more growth to come.

You have been a partner at Ward Hadaway for over 17 years now – you must have seen some real changes over the years?

I was one of the founding partners of the Leeds office back in 2008 and we are now 135 people in Leeds, so yes, things have changed a little! I joined with my Real Estate colleague Jonathan Dickson, and we still work extremely closely together, supporting a number of the same large clients that we brought with us, such as Canal and River Trust and the Land Trust. The firm moved into the fifth-floor of one of the first new builds in Wellington Place back in 2016, and they have been a great home to us amidst an increasingly vibrant business area. Whilst our Leeds office team has grown, the ethos has remained the same – of being committed to supporting our regional and national clients with the focus, dedication and perseverance that they demand.

Could you tell us a little about your own career journey?

My route to law has not been a conventional route. I chose not to attend a university but headed straight to a legal practice! I have studied and qualified as a Fellow of the Institute of Legal Executives, then converting and qualifying as a solicitor in 1997. I worked hard to achieve what I have over the years. I recognise hard work as one of my strengths. I have been fortunate to work with good people along the way, but often in one’s career having a mentor can make such a difference. I was lucky to have that person who is now one of my consultants. I have recently been appointed as head of the department, which has great responsibility. It is a role that I thrive within, with managing such an important department within our firm.

This is a time of significant growth for Ward Hadaway with the opening of two more offices – in Birmingham and Teesside. What impact does that have on the Real Estate team as a whole?

The Teesside practice complements our existing service lines. They are strong around landowning and agricultural clients which perfectly aligns with our services and clients that we have. It is not only our Teesside and Birmingham offices that we seek to grow. We are adding people to all our offices. Our Newcastle office has recently seen the appointment of a new partner to lead our agricultural offering. We have also added a new partner to bolster our Manchester team. We are not only focusing on partner appointments, we have appointed a number of people across all disciplines. We have planned arrivals for the coming year. There is absolutely no doubt there are exciting times ahead for our department. One stand out for me is the department is committed to our continued growth plans, supporting and contributing to the overall firm’s vision and strategy!

How would you describe the culture both within your team and across the wider firm?

Our values are straightforward, respectful and ambitious. These aren’t values which were ‘engineered’ from above – they were the result of a large exercise we undertook across the whole of the firm a couple of years ago. In that, we undertook workshops and surveys engaging with our colleagues, and then through listening arrived at these values and their accompanying behaviours framework. Together these authentically help define who we are, and who we want to be. It has been an extremely useful exercise as we grow at pace to ensure we are attracting and retaining people who can live and breathe those values with us.

What would you say to a Real Estate lawyer who may be considering a move to Ward Hadaway?

Come and talk to us! We pride ourselves on being friendly and approachable, and so the best starting point is a coffee and a chat to find out about each other, our shared drivers and ambitions and see whether there is a match.

If you want a challenge, work with great people, develop your skills and be part of our journey – get in touch! Nothing ventured, nothing gained!

For more information about joining Ward Hadaway’s Real Estate team, please contact Haggerty Jaques in confidence on 07740 662995 or 07974 131939.

As Maven Radd enters an exciting new phase of growth, we sat down with co-founders Siobhán Hagerty and Richard Shield to talk about the firm’s journey, recent leadership appointments, and what’s next for this values-driven alternative legal services provider.

1. Tell us a bit about why you founded Maven Radd.

Siobhán:
We founded Maven Radd because we believed legal service delivery could—and should—be better. We’d seen firsthand how in-house teams were stretched, and how traditional models didn’t always meet the needs of fast-moving businesses. We wanted to create something different: a firm that embeds legal expertise directly into client teams, operates with empathy and agility, and delivers advice that’s both commercially relevant and human-centred.

Richard:
It was about impact. We knew that by combining the skill sets of experienced in-house lawyers with an embedded and flexible approach, we could offer clients a strategic partnership which would empower them to make smarter decisions and build stronger legal and compliance functions. That’s still at the heart of everything we do.

2. Maven Radd is going through a period of growth. Tell us about the appointment of Gill Raw and Alastair Da Costa.

Richard:
Welcoming Gill Raw as Managing Director and Alastair Da Costa, CBE as Chair of our Advisory Board marks a pivotal moment for Maven Radd. Gill brings over 20 years of legal and compliance experience, including global leadership roles at Fujifilm Biotechnologies. Her strategic mindset and people-first leadership style are already helping us scale our impact.

Siobhán:
Alastair’s appointment reflects our commitment to ethical leadership and credible growth. His experience across law, education, and governance brings a valuable outside-in perspective. Both Gill and Alastair share our values and vision, and their leadership will be instrumental as we move into our next chapter.

3. How has the role of in-house counsel changed over the last five years?

Siobhán:
It’s evolved significantly. In-house counsel are no longer just legal gatekeepers—they’re strategic partners, risk managers, and culture shapers. The expectations have grown, but resources haven’t always kept pace. That’s where Maven Radd comes in: we support in-house teams with embedded expertise that’s agile, empathetic, and commercially focused.

Richard:
There’s also been a shift in how legal teams interact with the wider business. Technology, AI, and behavioural insight are playing bigger roles. In-house counsel need to be equipped not just with legal knowledge, but with tools and strategies that enable smarter, faster decision-making.

4. Why is Maven Radd unique?

Richard:
We’re not just advisors—we’re collaborators. Our team embeds directly into client environments, which means we understand their challenges, priorities, and culture. That proximity builds trust and allows us to support clients in a truly impactful way.

Siobhán:
We also care about people. Whether it’s mentoring, leadership development, or supporting our clients through transformation, we bring a human lens to everything we do. That’s what makes us different—and it’s why our clients choose to work with us.

5. What’s next for Maven Radd?

Siobhán:
We’re focused on scaling with purpose. That means growing our team, expanding our strategic services, and continuing to support clients in regulated and high-growth sectors. We’re also investing in mentoring and leadership development—because we believe the future of legal services is not just about what we deliver, but how we empower others to lead.

Richard:
We’re excited about what’s ahead. With Gill and Alastair on board, we’re well-positioned to deepen our impact, explore new collaborations, and broaden our service offering so that we can continue to redefine what great legal service delivery looks like.

If you would like to find out more about working for Maven Radd, please contact Katie and Amy on 07974 131939 or 07740 662995 or at hello@haggertyjaques.com

In our latest “Five Minutes With”, we caught up with Amy Millson, Partner in Hill Dickinson’s leading Health Employment team. Based in the firm’s Leeds office, Amy shared what makes this team stand out – and why now is the perfect time for specialist employment lawyers to join them. Here’s what she had to say…

1. Amy, you joined Hill Dickinson’s Employment team in Leeds in May 2019 – what attracted you to it?

At the time of me joining, the Leeds office was only just in its infancy, having opened in September 2017, in serviced offices, with just 2 Fee Earners – Rob McGough, Partner in Health Commercial, and Esther Venning, at the time Legal Director (now Partner) in Health Commercial – together with Ann MacDonald, PA. I knew Rob, Esther and Ann, having worked with them previously, and was pleased to be working with them again, as well as to be part of something new and evolving. I was the first Employment Fee Earner in the Leeds office and was tasked with developing the growth of this area, specifically in Health; it was an exciting and ambitious challenge that I was ready for. It was clear that both the Leeds office, and Hill Dickinson generally, had ambitious growth plans, and neither has failed to deliver, not least as the Leeds office today stands at circa 70 staff, in lovely, purpose-built office space.

2. Could you tell us about the blend of work the team is involved with?

My team is involved in all elements of contentious and non-contentious employment work, ranging from complex, multi-faceted discrimination and whistleblowing Tribunal claims, to the drafting of legal contracts and policies, as well as day-to-day advisory work to clients on anything and everything, from disciplinary and grievance issues, flexible working requests and sickness absence, to TUPE and large organisational change issues.

Whilst it is arguably the same sort of work as any other employment lawyer, the difference is getting to know the nuances of a particular sector. It is also the case that we are often dealing with national terms and conditions, a unionised workforce, and restrictions over settlement due to the best use of public monies. This makes it very interesting, however, and means that most of our Tribunal matters will proceed all the way to a final hearing due to the inability to settle matters.

3. What kind of client base could a new recruit expect to work with?

Whilst we do the odd bit of ‘commercial/private client’ work (usually from referrals in from good contacts), my team predominantly deals with clients who sit in the health sector, whether this be NHS Trusts (Acute, mental health and ambulance); primary care (GP Practices, PCNs and Federations), or private health clients.

4. What would you say to someone who’s wondering if healthcare employment law is “too niche”?

Whilst I can appreciate the nervousness for someone who hasn’t been involved in this area before, I would challenge this. As noted above, we are primarily employment lawyers, dealing with all aspects of employment law and HR queries. Our work is fascinating as we will experience the whole ‘life cycle’ of a matter – from the initial, internal advice stage, right through to a final Tribunal Hearing due to restrictions imposed around Treasury Approval, and the best use of public monies, preventing the settlement of a claim. This is great experience for any employment lawyer.

5. Could you tell us a little about the benefits package on offer at Hill Dickinson?

We offer a great benefits package, which includes a ‘birthday privilege day’ (an extra day off on or around your birthday); office closedown between Christmas and New Year, with additional holiday contribution for this; increased holiday as you progress with the firm; gym/sports club annual contribution; Medicash (money back for day to day medical expenditure on things like glasses and contact lenses, and dental appointments) and BUPA membership; enhanced pension contribution; enhanced maternity/paternity/shared parental leave; flexible working with a contribution towards home equipment; 10 days paid childcare/dependent care/pet care a year through the Bright Horizons scheme; a contribution towards a mobile phone contract; and a ‘travel grant’ as you progress with the firm.

6. Hill Dickinson has a great reputation, but could you tell us what it’s really like to work there, and specifically in the Leeds office?

As noted already, the firm has ambitious growth plans, as demonstrated by the opening of the Leeds, Newcastle and Birmingham offices in the last 8 years, as well as the recent headline sponsorship of the new Everton stadium. It is really exciting to be part of that.

There is also a lot of investment in the firm, both with its people (through recruitment, as well an internal promotions and progression plans, and a continuous review of our benefits package), as well as new office spaces. Leeds moved into new, premium office space in January 2024, and this remains the most sustainable office space in Leeds to date. Manchester also opened it fantastic new office in July 2025; this is part of one of Gary Neville’s developments and looks out across the skyline of Manchester from the 9th floor.

In terms of my team, and the Leeds office generally, we are all really supportive of one another, and work collaboratively. This is helped by us all being on one floor, and regularly holding socials, both in the lovely office space, as well as at external venues. In the Leeds office, as well as across the firm generally, we are also encouraged to get involved with charity/CSR events, and this is assisted by all staff having 2 days paid CSR days a year.

If you’re interested in finding out more about working within Amy’s team, please contact Haggerty Jaques for a confidential discussion on 07740 662 995 or 07974 131 939.

In the next instalment of our blog, ‘Five Minutes With’, we caught up with Matthew Dashper-Hughes, Global Talent Director & Business Coach at gunnercooke. Here’s what he had to say …

1. gunnercooke is quite different from the traditional law firm model. Can you explain how the gunnercooke model works and what sets it apart from the standard partnership structure?

gunnercooke operates as a fee-share firm, sometimes referred to as a platform or distributed law firm. Each lawyer runs their own limited company under the gunnercooke umbrella and enters into both a service agreement and a compliance agreement with the LLP. This model offers a high degree of flexibility, allowing lawyers to work independently, build their own teams or collaborate with others. There are no traditional time recording requirements or administrative burdens, giving high calibre lawyers the freedom to grow their practice, and their own personal compensation, in a way that suits their ambitions and lifestyle.

2. Being self-employed could, on the face of it, seem quite isolating. Is this actually the case and what opportunities are there for collaboration and cross-selling?

Far from being isolating, collaboration is a key part of the gunnercooke model. Between a quarter and a third of annual revenue typically comes from internal referrals in any given year, demonstrating how much partners work together. There are also around 150 events each year, ranging from large in-person gatherings to online networking and coffee roulettes. The structure encourages strong relationships between partners, ensuring they can refer work with confidence and support each other in maintaining and growing client relationships.

3. For many lawyers, leaving the security of a salaried role can be a leap of faith. What financial and business development support does gunnercooke offer to help new joiners transition successfully and build their own practice?

gunnercooke provides extensive support to help new partners set themselves up for success. Every candidate goes through a detailed planning process, including business coaching to ensure their plan is fit for purpose. There is access to a dedicated marketing and business development team, along with a network of experienced partners who have successfully built their practices. While moving away from a salary can feel like a risk, the reality is that most clients trust their lawyer rather than the firm they work for so it’s normal for clients to move with the lawyer when he or she moves to a new firm. For those Partners with strong client relationships, the transition is more about managing short-term liquidity than long-term stability.

4. Culture is a huge part of any law firm’s appeal. How would you describe the working culture at gunnercooke, and what kind of lawyers would you say typically thrive in this model?

The culture at gunnercooke is built around shared values, collaboration and treating people like adults. The firm is structured to create the right environment for success without unnecessary control. There is a strong moral core, reflected in its charitable foundation and the House of Books & Friends, a community interest company designed to combat loneliness. Lawyers who thrive in this model tend to be those who value autonomy, have an entrepreneurial mindset and want to work in an environment that genuinely aligns with their personal and professional values.

5. As a business coach, what is your involvement in the onboarding of new partners at gunnercooke and does that relationship continue?

Business coaching is a fundamental part of the onboarding process. Every new partner is supported through a structured planning model that focuses on setting them up for long-term success. Many continue to work with a business coach beyond their initial transition, with some choosing weekly sessions, others moving to monthly check-ins and some simply using it as an occasional accountability tool. The relationship is entirely driven by the needs of the individual, but for those looking to grow their practice significantly, coaching has played a key role in their success.

6. And finally, if you could have any other career, what would it be?

I would not choose anything different. My mission is to have a positive impact on others, and this role allows me to do exactly that. I help lawyers build businesses they love while contributing to the growth of a firm that genuinely lives by its values. The opportunity to work with talented individuals, support their ambitions and see the real difference this model makes in their lives is incredibly fulfilling.

Click below to watch the full in-depth interview with Matthew, where he shares further insights into the benefits of joining gunnercooke.

If you’re interested in exploring a move to gunnercooke, please contact Haggerty Jaques for an initial conversation on 07740 662 995 or 07974 131 939

In the next instalment of our blog, ‘Five Minutes With’, we caught up with Richard Naish, Partner and Head of Corporate at Walker Morris. Here’s what he had to say …

Firstly, congratulations on your new role as Head of Corporate at Walker Morris! What would you say is your number one plan for the team?

What I’m really focussed on is growing and developing the team. We are nothing without the team and seeing individuals grow and fulfil their potential as we win high quality work is very rewarding. It is an exciting time for Walker Morris as we push into, and through, our next three year strategic cycle. We are wanting to go places and there is an exciting road ahead with real opportunities.

Walker Morris is unique in being the only law firm in the Leeds Big Six that doesn’t have other offices. Why is that and what would you say are the main advantages of working within a single-office firm?

Having just the one office in Leeds creates a whole host of advantages for our colleagues and our clients. A few of the most important ones to my mind are:

– First, even with hybrid working firmly in place, the fact that all colleagues have just one office as their base is great for building cohesive teams and for providing a supportive environment to enable people to reach their full potential and to deliver first rate advice to our clients;

– Second, working closely and in person (on a daily basis) with the partners within the team and the wider firm who will shape careers and progression is massive. There is no ‘management by spreadsheet’ by people hundreds (or even thousands) of miles away. Impress those around you and with whom you work and see daily and the world is your oyster;

– Finally, the fact we are single site means no geography is off limits when it comes to business development. I can go and see a prospective client in Manchester, London, Stockholm or Chicago without the worry of being accused of competing with colleagues in those places (as we don’t have any!).

Although Leeds-based, the team seems to do a significant amount of international work. Could you tell us some more about that?

Perhaps counter-intuitively, the single office in the UK model has helped us win more international work. This has been borne out of an ability to build strong relationships with a whole host of overseas law firms whose models are similar. The work we do with those firms together, by definition, tends to have an international element.

Also, as our work for larger clients (often with an overseas base) grows, the deals tend to be more complex and have cross border elements. Being based in Leeds doesn’t create any sort of barrier on doing this work and provides the team with first rate experience.

You are also Head of the Food & Drink Group at Walker Morris. This must be an interesting sector to work within, particularly in Yorkshire.

Walker Morris has a long and rich history of being a leading adviser to food and drink manufacturers across the whole range of their legal needs, and I am incredibly proud to lead the sector group.

Yorkshire (and the North more generally) has a strong heritage in manufacturing, and the food and drink sub-sector is no different. It’s a very close knit community who are great to work with. The sector has faced significant challenges in/after Covid but its resilience has shone through – businesses have had to work hard to manage costs and major shifts in consumer behaviours, but they have tended to rise to the challenge which is testament to those who work in it.

Many trainee solicitors will currently be making plans for qualification. What qualities do you think a good Corporate lawyer should have?

A good Corporate lawyer needs to have a wide variety of qualities and skills. In no particular order, these include a blend of the following: great communication skills; an eye for the detail; strong coordination and project management skills; personable; being able to keep the bigger picture / client’s commercial objectives in mind and applying that to their advice (and the advice that specialist lawyers provide in the context of a corporate transaction); stamina; adaptable; and a good sense of humour. There are many others, and there is no ‘cookie cutter’ approach. Aspiring Corporate lawyers should play to their strengths, and be aware of (and seek to develop) their weaker areas. Any successful team will have individuals who are stronger in some areas than others, but the mix across a team, and the part everyone can play in that team, makes the difference.

For more information about joining Walker Morris’ Corporate team, please contact Haggerty Jaques on 07740 662995 or 07974 131939.

We were delighted to speak to Gemma Morgan, Solicitor at Tapestry Compliance,
about her journey to qualification through the SQE qualification route, which she completed in 2023.

Tell us a little bit about your background and what led you to the SQE?

This is a question that I’ve been thinking about a lot recently off the back of conversations with candidates – some who are feeling disillusioned with their current situation, as well as others who have a new lease for life having recently moved and wish they had done it sooner.

Particularly in these times of austerity, of course the right job first and foremost pays the bills and, if we’re lucky, allows for a well-earned break every so often. We have regular conversations with candidates about whether they are being paid enough for the work they do and that’s a very real, practical consideration that most of us can’t ignore.

But actually, the majority of the conversations we have with our candidates centre around things that are much more emotionally driven than that and go to the heart of who we are. We regularly talk about a job giving us a sense of:

• Identity
• Purpose and worth
• Social standing
• Pride in what we can offer and achieve
• Enjoyment
• Fulfilment
• Growth – that there’s always more to learn and somewhere to go
• Structure
• Balance

Looking at this list, it’s easy to see how people who have retired from the world of work can struggle with their “new” life. A job can feel like a very big part of who we are.

Does the way you need to perform your job align with your values outside of work? Are you having to be someone else at work and, if so, does it make you happy?

Haggerty Jaques was founded on the basis that a job is not just a job. It’s not about putting (for want of a better phrase) a bum on a seat. It’s not about sending as many CVs to a client as possible in the hope that someone within that pile might tick some boxes and be offered the job.
 
Recruiting someone into the right job is a balancing act of the practical and the emotional. It involves collaborating with our clients and candidates and offering a truly consultative service to find the best possible fit for both parties. That process can take time and there aren’t often “quick wins”. But then again, that’s not how trusted relationships are formed anyway.

If you would like to explore new opportunities within the legal sector, Katie Haggerty and I would be delighted to speak to you. You can contact us on 07740 662995 or 07974 131939

In the next instalment of our blog, ‘Five Minutes With’, we caught up with Uzma Malik, an Associate in Addleshaw Goddard’s Infrastructure, Projects & Energy team. Here’s what she had to say …

YOU RECENTLY HAD A CHANGE OF DIRECTION AND MOVED FROM A HEALTHCARE-FOCUSED REGULATORY ROLE TO YOUR CURRENT PROJECTS ROLE. WHAT ADVICE WOULD YOU GIVE TO OTHER LAWYERS CONSIDERING MOVING INTO A DIFFERENT AREA OF THE LAW?

When I contemplated changing practice areas, I was unsure about the direction I wanted to take. I had recently qualified, with three-quarters of my training contract completed in my makeshift home office during the pandemic. I had just transitioned to a new legal market, moving from Cambridge to Leeds. Additionally, having trained and practised primarily in the healthcare sector for the previous 5 years, I was uncertain about my options. It was only when I spoke to Haggerty Jaques and explored various practice areas that I could gauge what interested me and aligned with my skills and experience.

My advice to lawyers considering a similar move would be to thoroughly discuss the market with those who understand it and not succumb to recruiter pressure. If you do use a recruiter, choose someone who takes the time to understand your career goals rather than what they can gain from you as a candidate.

AS A CANDIDATE CONSIDERING DIFFERENT JOB SPECIFICATIONS AND FIRMS, WHAT THREE THINGS WERE MOST IMPORTANT TO YOU ABOUT THOSE OPPORTUNITIES?

When I considered changing practice areas, I knew I was essentially starting over, even though I was already qualified. However, I was still relatively new to the legal profession and recognised that being in a firm known for high-quality work and a supportive environment was crucial for my growth.

Secondly, as a young South-Asian Muslim female from a single-parent working-class background in one of the UK’s most deprived local authorities, I brought unique experiences not often encountered in ‘top’ law firms. It was important to me to be in a firm that could embrace my background and actively promote inclusivity for people of all races, genders, religions, and sexual orientations.

Thirdly, company culture. While many firms talk about their great working culture, it’s rarely echoed by junior employees who live it. I valued the intensity of working in commercial law firms, but it was equally important for me to be among colleagues and seniors I could enjoy spending time with, who trusted me, and provided constructive feedback to enhance my legal and broader skill set.

YOU HAVE SPOKEN OPENLY ABOUT THE SOCIOECONOMIC HURDLES THAT PEOPLE OF COLOUR OFTEN HAVE TO JUMP IN ORDER TO REACH CERTAIN GOALS. COULD YOU TELL US MORE ABOUT THAT?

Growing up, those who shared my ethnicity, religious beliefs, and socioeconomic background never felt like we could compete in climbing the metaphorical corporate ladder, putting me at a disadvantage from the start. I came from a single-parent family where my mother worked in clerical and retail jobs, limiting my exposure to professional careers. This lack of exposure made it challenging for me to navigate a legal career path, especially when applying for my first legal role with minimal experience. 

However, I do believe this is changing. I see my sister, who is in her third year of university, planning her career path early on. Initiatives like Addleshaw Goddard’s Legal Access Week, which targets 16-19-year-olds from less privileged backgrounds, are making a difference. It’s refreshing to witness a diverse cohort participating in workshops and networking events to support their legal career aspirations.

There are also broader cultural issues that People of Colour (particularly women) may face, such as honour-based violence, toxic masculinity, and alienation. Addressing these issues requires uncomfortable conversations and calling out unacceptable behaviours, which I see happening.

WHAT KINDS OF INITIATIVES DO YOU THINK WOULD IMPROVE ETHNIC DIVERSITY AND INCLUSION WITHIN LAW FIRMS AND HAVE YOU SEEN ANY GOOD EXAMPLES OF THEM IN ACTION?

The Addleshaw Goddard Legal Access Week is an outstanding example of an initiative by a large international law firm. It exposes young people to a commercial/corporate legal career, providing early exposure they wouldn’t typically receive. Addleshaw Goddard’s initiatives for employees, such as dedicated prayer rooms, diverse menu options, and various events celebrating diversity and inclusion, stand out. Regular discussion forums where different diversity and inclusion topics are addressed, combined with a positive workplace culture, create an environment where employees from diverse backgrounds feel included and part of a collective working towards a shared goal.

IF YOU COULD GO ANYWHERE IN THE WORLD AND DO ANYTHING FOR A DAY, WHAT WOULD IT BE?

After a recent secondment at Lotus Cars, I’ve developed a passion for doing a track day. Alternatively, spending the day at the Blue Lagoon in Iceland sounds appealing, because apparently, West Yorkshire isn’t cold enough for me!

In the next instalment of our blog, ‘Five Minutes With’, we spoke to Femi Sobo-Allen, Deputy Company Secretary for Frasers Group plc.

For the past 28 years, Femi has worked as a company secretary in the public and private sectors, with particular emphasis on UK regulatory compliance in financial services and corporate governance. Here’s what she had to say…

The role of a company secretary is often misinterpreted. What exactly does your role entail?

So many people underestimate the role of the Company Secretary. We keep the Board safe and ensure the company abides by the rules. Quite an important role.

You will soon be celebrating your 28th year in corporate governance and have worked for a diverse range of organisations. What do you find so interesting about your role?

I love hearing about the big decisions and seeing how much work goes into some of them. For example, at Border to Coast I was in the Remuneration & Nomination Committee during the discussions about the variable pay plan the Board wanted to implement. It was great to see the faces of my colleagues when it was announced; many weren’t expecting it. Now I’m at Frasers Group I can’t wait to see how their M&A decisions are made – in two weeks I’ve already had to arrange two board meetings at short notice!

In your opinion, what does ‘good’ corporate governance mean?

It looks different for every company. Some like to abide by the absolute letter of the Code, others less so, but that doesn’t mean that it’s wrong. I think there’s a line and unfortunately, it’s only in times of crisis that we find out where it is.

What tips could you give to budding company secretaries looking to get into the industry?

Ensure your experience is as broad as possible. Work on everything, even if it’s outside your usual role – you just never know when you will need it. 

You are a great campaigner for diversity and inclusion – how can we improve diversity and inclusion in the workplace?
My absolute favourite picture of Obama is where he’s in the Oval Office bending at the waist so a young boy of colour could touch his hair. This is what true representation looks like – that young boy knows that he can aspire to the Oval Office because he’s seen someone there who has the same hair as him. I have sat in board rooms where no one looks like me and that’s intimidating. One of the things that’s important to me is to be able to look at an Annual Report & Accounts and see what the Board and the Executive look like. We should not underestimate how important it is to see people who look like us in positions to which we aspire. 

Finally, at the end of a busy week of board meetings, what do you do to relax?
I have a second job as a personal assistant/chauffeur and that takes up most of my time outside work. I only have two exclusive clients: they’re my 13-year-old daughters! If there’s any time between ferrying them around and organising their social lives, I like to run; it’s great for my head and I have made some great friends. My crowning glory was the Paris marathon in 2019. 

To celebrate, Katie Haggerty and Amy Jaques hosted a party with clients at Veeno in Leeds.

Speaking about the event, founders Katie Haggerty and Amy Jaques said, “It has been such a pleasure to bring our clients together in marking what have been five fantastic years in business and thanking them for their continued support. We certainly didn’t expect to be dealing with a global pandemic during this time, but hard work, resilience, and offering a genuinely unique and personal service held us in good stead. Here’s to many more years of doing what we love!”

Over the last five years, Haggerty Jaques has recruited lawyers into private practice and in-house legal teams all over the country – including in London, Cardiff, Manchester, Newcastle, Birmingham, Leicester, and of course Leeds.

See if you can spot yourself in the gallery!