Industry News

SAS Daniels has been a key client of Thornton Legal's since our first few months of trading back in January 2016, with several lawyers placed in their fours offices - Stockport, Macclesfield, Congleton and Chester. 

In what has been a very busy few months, thanks to their CEO and Head of Corporate, Jeremy Orrell, for taking the time to contribute to our new Q&A series. 

Click here for his website profile and here for his Linkedin profile. 

  • Tell us a about your background, and your role at SAS Daniels?

My background is as corporate finance lawyer who has led over 1000 corporate deals in my 38 years as a corporate lawyer. I am recognised as a Leading Individual in Legal 500. I have applied that knowledge and experience in firm management in my role as the firm’s CEO.

  • How’s business?

Buoyant. Business has bounced back after a difficult few months, and we are now beating pre Pandemic fess and KPI’s.

  • What has the last 12 months taught you?

The need for relentless attention to the needs of the business and to address performance and systemic issues which have not been entirely apparent. A regular revisiting of the status quo and challenging norms are key to taking the business forward. Quick decision making is vital.

  • What is the outlook for the next 12 months?

We are very positive and expect to see a significant rebound in the economy as the Lockdown is relaxed. There are unprecedented personal savings estimated to be an extra £192bn which have accumulated during the last 12 months which should fuel a consumer led recovery in uncertain times. Households expect to spend more that £50bn of their Lockdown savings in 2021. Meanwhile, corporate liquidity has hit record levels and companies are now holding more cash than at any time since records began. In due course some of this will be invested in new ventures. The spending of surplus cash by both businesses and by the consumer will stimulate the demand for legal services.

  • How does SAS Daniels stand out from the crowd?

There are few firms that provide city centre level expertise from outside the main city centres. We provide that. Our geographical reach, with 4 offices located in Cheshire and Greater Manchester,  ensure that we are well placed to provide that level of expertise for clients based in those areas.

  • What working practice changes will continue post pandemic?

There will be more WFH but we believe strongly that working in an office is critical for team working , mentoring , proactivity , creativity , mental wellbeing , and personal and firm growth.

  • What opportunities can you see?

We believe that there is a significant opportunity to benefit from the anticipated increased demand for legal services.

  • Recruiting is a challenge for all law firms, why should someone choose SAS Daniels?

We are a firm with a strong ethos where we want to see everyone reach their full potential. Career development is at the heart of our business and key to our continued success.  

  • What do you know now that you wish you knew at the start of your career?

That law is a business and firms should be run as a business. Opportunities were missed by many firms but I think that all well run firms understand that they need to provide high level expertise delivered at a competitive price with excellent service delivery.

Previously the Managing Partner at what became the UK's fastest-growing law firm, Simon now help law firms and the teams in them become The Perfect Legal Business. As well as being a motivational speaker and author, most of Simon’s work is with teams and firms around the country to help them to dominate their local and regional market places.

  • How have you found the period since lockdown started?

I’m one of the lucky ones. Having sold my business three years ago, I have been manic – running around the country helping law firms to become what I call The Perfect Legal Business. I didn’t stop for three years. I had therefore decided to stop – back in January – to re-shape my offering to law firms and to write the book I had been carrying around in my head of many years. Then came Lockdown, which in a host of ways replicated the2007 Credit Crunch. In 2007 I was Managing Partner of a large law firm with no one “out there” helping firms and giving insight and a broader picture.  I resolved that this time round there would be someone like that for law firms – me. I started my weekly “Law Firms in Lockdown” surveys and reports, and I have been staggered – and am very proud – of the reception they have received from the UK legal profession and those of other countries. In short therefore, the Lockdown didn’t damage my business as I’d already closed down. It has been great and fulfilling to be able to give. It also gave me a slowdown that has allowed me to finish my book, “The Perfect Legal Business”.

  • Can you tell us a bit about your background and McCrum Consulting?

I qualified as a solicitor in 1990. I was a regular fee-earner, with a billing target, but I realised even then that I was more interested in the business of law rather than in wading through The White Book (as it then was). I moved firms a few times, each time securing a reduction in my billing target and an increase in my marketing responsibilities. I went back to Pannone in 1995 and the Managing Partner there, Joy Kingsley, saw something that neither I nor anyone else had seen, and she put me in various team management positions all of which seemed to go well. Over time, I developed an overall vision and plan for law firms, and when a large full-service law firm approached me and asked whether I’d like to become their Managing Partner, I leapt at the chance. I didn’t see it (I could see it a mile away, now) but the firm in question was not in good shape, and the Credit Crunch really didn’t help. But I paddled very hard and built a new team around me. Having nearly gone bust, the firm became the fastest-growing law firm in the country – out of 10,000. I got a lot right, but an awful lot wrong. In 2016 we sold the firm to what is now Knights PLC, and I started McCrum Consulting. I am now evangelical about helping law firms to do the things I did right, and to avoid doing the things I did wrong. I work to a model called The Perfect Legal Business - and I take firms on a journey.  

I have been carrying the idea around in my head for years. I decided to put a handbrake on my busy consultancy work and to finally get down on paper all the things I was passionate about in the business of law. It’s like a good wine – the longer it took to publish, the better it got. It’s being printed as we speak and I am very proud of it. It takes firms back to the basics that we all know about – but which we in fact only pay lip service to. There are so many forces at work in a law firm that stop change in any area taking place, let alone change in every area taking place in a joined-up way.

  • What’s the best part working with your law firm clients?

Easy - the excitement I generate. I love lighting fires in the bellies of positive people. Many firms have spent a fortune in time and money and got nowhere. At very little cost it is possible to secure a paradigm shift in a law firm.

  • Your Law ‘Firm in Lockdown’ reports make for interesting reading, What is the mood out there like at the moment?

Everyone was expecting carnage by now in the legal sector. It really was carnage back in 2007 but this time round I think the “profession” responded much more like a “business”. The result is positive. Hard decisions were made, and quickly. We all live to fight another day, and that day is coming. Nothing has changed in some ways though – thousands of firms are letting profit, cash, opportunity, and talent slip through their fingers. The trophy cabinet is sat there - waiting to be robbed. There is a huge opportunity in every region (ever town, really) for a law firm to be the go-to firm, to dominate that region, and to make good profit and cash. Most firms are all the same though. And most cannot ever build a brand – they all deliver their service in a range of ways, many of them not good. They can’t say anything great about themselves, so they have to compete on price.

  • Looking longer term, what do you think the biggest change will be working life?

I think the law firm office is finished. I think face-to-face interaction with colleagues is going to be mostly by Zoom, and that with clients will be too. The former poses problems (supervision, risk, training, lawyer development) and the latter is an amazing opportunity to deliver a service the way clients will welcome.

  • When you are comfortable to, what is the first restaurant you’ll visit?

That’s a really good question. I’m not in a hurry to visit any restaurant, and I don’t mean because of the virus. Rather, I have lost all faith in them. They spend a fortune on buildings and on what they offer, but when you get there the service is usually crap and the occasion is a negative one rather than an uplifting one. No one thinks about me, the customer, and what happens literally from the moment I walk in the door. Just like many law firms.

Click here to connect with Simon on Linkedin

Adam is a Real Estate Finance Solicitor at Fieldfisher LLP in Manchester and also sits on the National Executive Committee of the Law Society's Junior Lawyers Division.

 How have you found the period since lockdown started? 

I have found it strange, as I think most people have. Although the longer the measures have been in place, the more normal it has become. It took me a little while to get used to at first but now I feel comfortable working from home and I don't think it has had much effect on my ability to work or productivity. 

The firm have been fantastic in ensuring the staff have all the equipment we have needed, such as extra monitors, work chairs and printers. Despite this, as my firm is now allowing a limited amount of people back into the office, I have been taking advantage of going into work as I still find it easier to work and concentrate being in an office environment.

The additional desk space, professional setting and resources are all things that I would struggle to obtain at home. It is of course a matter of personal preference, but as I live in the city centre, I have had the option available to me.  Working from the office again as also meant I can switch off once I've left the office. I did struggle at the start of lockdown as my office was essentially my front room.

Can you tell us a bit about your background, and your role at Fieldfisher? 

I am an associate solicitor at Fieldfisher, working in the Real Estate Finance department in Manchester. I moved to Fieldfisher upon qualification in 2016 and have been here since. 

What’s the best part of your job?

I enjoy working closely with clients on transactions. There will often be a complexity or issue on each matter which requires finding either a legal or commercial workaround. I find working with other solicitors and my clients satisfying, especially upon completion of a transaction.

If you hadn’t been a solicitor, what would you have done?

As sad as it sounds, I would probably have still worked in finance, whether that be as an accountant, an economist or a financial advisor.  I just find it really interesting and a constant source of new things to learn about and retain my interest. There are so many different elements to it, it is difficult to get bored learning.

You sit on the National Executive Committee of the (JLD), what does that involve?

The Junior Lawyers Division (JLD) of The Law Society is a community which provides support to junior lawyers across England and Wales. With over 70,000 members it is the largest community within the Law Society. The Executive committee is made up of 10 elected members and we meet monthly to campaign on key issues affecting junior lawyers, organise national events as well as provide information, advice and support for those who need it.

What’s the mood of the membership at the moment?

Positive on the whole. I believe as a committee we have tried to get as much information to our junior members as we can. In addition, we have tried to listen carefully to their concerns and the issues they are facing such as furloughing or, in some instances, redundancies. There is inevitably a general feeling of apprehension at this time as there has been a seismic shift in the economy and everybody's normal way of life.

Looking at the positives though, it has shown that the legal sector is dynamic when it comes to adapting to change. A lot of the steps firms are taking with facilitating working from home goes to show how flexible the profession can be, despite sometimes being seen as slow to adapt.    

As we come out of lockdown and into the ‘new normal’, what’s the main challenge for junior lawyers?

As we now slowly move away from lockdown and the initial spike of the pandemic, I think the biggest challenge will be an economic one. The knock on effects to the economy are not yet known but it is expected there will be a recession. In the coming months, I would expect to see law firms either reducing or deferring their number of trainee vacancies available. This will end up intensifying an already hugely fierce competition for training contracts. 

What advice can you give junior lawyers looking to secure a training contract?

It is important to persevere. If you are committed to becoming a solicitor, you cannot be disheartened or discouraged by rejection or a more competitive environment.  What is required is a period of reflection and a recalibration of the timescales as to when you will hit your goals. It may take longer, but provided you don't stop trying, it will happen for you.

What opportunities can you see for junior lawyers?

Whilst some areas of law are likely to see a reduction of instructions, other areas will see a spike in work being available such as Litigation, Insolvency and Family. It is important during this period to understand which areas you may be interested in working in as it will allow you time to prepare suitably to the sector and types of firms you apply to.  By knowing the difficulties faced by different firms and practice areas, you can adapt your expectations and skill sets accordingly.

What have you missed about being in an office environment?

Seeing my colleagues again and team socials. As I've said, at the moment I am lucky enough to be able to go in the office, but only a certain amount of people are allowed to do so due to the current government restrictions. This has meant I haven't seen some of my teammates since March. We speak regularly on video calls and emails but there is no substitute for seeing people in the office and being able to speak and socialise with them. I'm looking forward to the first team social once everyone is back, but I can't see it happing for a while.

Looking longer term, what do you think the biggest change will be working life?

I think is has permanently brought the prospect of flexible working onto the agenda. Without doubt the new normal will include a much more relaxed attitude to flexible working hours and working from home. Once offices are back open, I suspect there will be less of a need for people to be in the office 5 days a week. Several firms before lockdown were already moving in this direction, but this has certainly expedited the process. The flexibility for junior lawyers will have perks such as spending less time commuting into the office, especially in London. It does of course have some drawbacks, such as junior lawyers potentially missing out on the social elements of the office and learning from listening and talking to those around them.

During the pandemic, have you managed to find some personal positives?

I think most people have found this to be a good time to reflect. Without having most of the usual distractions in life such as going out to bars, restaurants, gigs or socialising in groups, I think a lot of people have had the chance to slow down and take stock.  As lawyers, there is always a feeling of being busy and not having enough time.

The lockdown has meant for most, there isn't a large commute, that there aren’t any networking events or meetings to attend.  This additional time has been good for a little self-reflection and chance to focus on things which matter most. I also think as and when things do return back to normal, people will appreciate the ability to socialise and meet with friends and family.

When you are comfortable to, what is the first restaurant you’ll visit?

There is a fantastic Sushi restaurant in Manchester. I'll be sure to visit there once they open up their doors again.

  • Can you tell us a bit about your background, and your role Resourcery?

After leaving university, where I studied Economics & Management, I worked for a private client investment management firm, Quilters, as a trainee, who later became part of Morgan Stanley and are now Quilter Cheviot. Once qualified as an Investment Manager, I took a year out to live abroad and learn a foreign language travelling around much of Spain before falling back into investment management at Tilneys in Liverpool.  After several months of soul-searching I decided my chosen career path wasn’t the one I want to be on and I moved in to finance recruitment working for Michael Page International, Page Executive and Robert Half Executive before launching Resourcery Group (www.resourcerygroup.com) in 2016 with my business partner, Allison Hodgkinson.

  • How’s business at the moment?

It has been encouragingly busy in recent weeks, especially the last fortnight.  Lockdown came with a bump and the anticipated knee-jerk reaction by many, understandable when present with the unknown.  Many of our clients placed a blanket freeze on recruitment irrespective of their being a business case to do so.  It was understandable. But many businesses have faired slightly better than maybe they first anticipated and much of the work that was shelved or cancelled has come back on.  Business seem to be more willing to put their head above the parapet.  The signs are encouraging, albeit is still early days and we cannot rule out a second wave and its subsequent impact.

  • What’s the best part of your job?

Anyone who knows me well knows two things about me: I love coffee and I love to talk!  Recruitment, especially senior finance and executive recruitment, is so varied it brings me in to contact with a very broad spectrum of people and businesses; from owner-managed to PE-backed, from SMEs to PLCS.   The chance to spend time with people, hear their story, help shape and guide their careers, the chance to influence the success of a business through the people they hire and getting to meet lots of interesting businesses/owners all whilst drinking coffee made recruitment the perfect fit for me!

  • If you hadn’t been a recruiter, what would you have done?

Well almost certainly I would have stayed in private client investment management.  If it hadn’t been for my year learning a foreign language I would arguably still be in the sector as I made many long-term friends and contacts which I still keep in touch with to this very day.

  • As we come out of lockdown and into the ‘new normal’, what’s main challenge for you at Resourcery?

Like most businesses, and the economy as a whole, I am not a massive fan of uncertainty. It is destabilising and causes procrastination and knee-jerk behaviour.  It is natural that as we move from complete lockdown to a new socially restricted way of working that there will be further peaks and troughs in confidence. The likelihood of a recession and a second wave of infection prays heavy on the minds of many business owners.

Coping with these peaks and troughs and learning to rationalise is key.  Being pragmatic and seeing the bigger longer-term picture is key.  It is why recently we have gone back to basics and refocused on what the business wants to be and is looking to achieve in the long-term as it is only too easy to get caught up in short-termism. We are making investment decisions today to safe-guard our futures.

  • What opportunities can you see? 

I think for those businesses willing to take a calculated risk, there is a chance to steal a march on your competition.  At times like these many businesses will be focusing on cost rationalisation, aggressively managing debtors (and avoiding creditors), restructuring, focusing on core activities and thinning out their businesses.  But whilst all common sense you shouldn’t stop making the right people additions to your business that will give you a competitive advantage and add real value.  Undoubtedly there will be some unfortunate business causalities within all sectors and the potential for consolidation.

 

  • What’s the feeling from your clients and candidates?  

More positive now than 12 weeks ago!  In all seriousness, it depends on things like the sector, the financial security of the business, the strength/experience of their leadership teams, etc.  Many businesses who were operating in 2009 are looking to tackle 2020’s pandemic and recovery in a similar way to the 2009 recession yet the economic fundamentals and potential V-shaped recovery could be very different. I think people are beginning to realise that and we have seen this reflected in candidate flow – more people are registering with us, looking for a new role and career path even when they have job security – the opposite to 2009.

  • How have you found the past few weeks?

  

Challenging in the sense I have spent more time than ever working from home and doing so with a 5 year old who needs home-schooling and a 7 month old baby who needs a dad, hasn’t exactly been a walk in the park (although I have done a lot of that!).  I think maintaining the balance of running a business, being present for your children, acting as a parent, school teacher and husband has been a hard juggling act and I am sure if you ask my wife she would say I am far from perfect! 

From a business perspective the last 2 or 3 weeks have been the busiest since February.

  • What are you now doing that you couldn’t when we were in full lockdown?

Not much really.  I haven’t changed my routine massively. I have always exercised whether in lockdown or not.  I run more these days as football is off the table.  Perhaps the best thing since lockdown relaxed has been seeing more of my friends and having our kids play together – I think we all need a bit more of seeing other people and sharing war stories. It is good for the soul.

  • During the pandemic, have you managed to find some positives?

Yes, absolutely.  The biggest has been that I have spent 4 months at home with my daughter, Lucy.  Not many people get the chance to spend so much time with their children at this age; it is 2 weeks paternity then back to it normally. I feel really lucky to have been given the chance to bond with her.

  • What have you missed about being in an office environment?

Friendship, laughs, banter, other people’s points of view, structure, information sharing, perspective, an after-work pint, lunchtime runs on the docks or a game of squash, the general hustle and bustle. The list is endless.  Yes, working from home has its benefits and many people suggest it may become a more permanent feature of working life, but I don’t think video calls and virtual meetings can make up for real-life interaction. Some businesses will capitalise on WFH and look to reduce office space and associated costs but businesses spend millions of pounds a year on building culture and ensuring people fit – I think that difficult to do consistently when you’re not in the same room never mind the same county (or country).

  • Looking longer term, what do you think the biggest change will be to working life?

I think we have coped well so far.  We have reacted quickly to the changes thrown at us and have planned proactively for the future. I feel well positioned to face whatever comes our way.

  • When you are comfortable to, what is the first restaurant you’ll visit?

That will depend on finding a suitable babysitter! I am not really a foodie or a food snob. I am as happy with a Sunday roast at my local pub as I am fine dining.  It is more about the people you share it with than the food itself.

Can you tell us a bit about your background, and your role at My Home Move?

I joined the business 18 years ago as a (fresher faced) trainee – having had no legal background, but experience in customer service and hospitality management. I qualified as Licensed Conveyancer through MyHomeMove’s in house qualification scheme, and was later given responsibility for managing teams across our Leicester & Northampton offices.

In 2015 I made the journey ‘up north’ to run our Manchester site, which now houses 120 conveyancers across 11 legal teams including specialist departments in New Build & Re-Mortgage. There is a great mix of technical experience, with 20% of our conveyancers working from home (although now increased to c80% due to recent restrictions).

In January 2020, as part of the creation of Simplify and the bringing together of other law firms within one group, I also took responsibility for overseeing the conveyancing teams in the Southport office of DC Law, which houses 100+ conveyancers over 11 conveyancing teams.

How’s business at the moment?

Busy! After such an uncertain period it’s fantastic to see new work volumes really picking up, and helping support clients moving house again. Like most firms we furloughed staff recently, but are now in a position where 95% of our conveyancers have returned. Creating safe site working environments for those that need it has taken time, but it’s great to see some people back in our offices (even if they are ‘keeping their distance’). As a business we’ve delivered year on year growth consistently, which provides great opportunities for our people to develop. Despite recent challenges it’s great to be looking forward now and excited about how we can do that this year, with the recruitment of strong customer service focused people very much part of that strategy.

 What’s the best part of your job?

It’s a cliché, but….the people. I feel very fortunate to work with such a great group who care about their clients, and their working family. There is no greater satisfaction than supporting someone in their development, seeing them gain multiple promotions and taking more responsibility in a new role. I have a lot of ‘proud Dad moments’!  

It isn’t just about work colleagues; I think anyone in conveyancing is privileged to be part of such a life-changing event in a persons life. Moving house can be emotional for clients in many ways, but helping support people through that is very gratifying and rewarding.

 If you hadn’t been in the property world, what would you have done?

 The dream of a professional footballer probably wasn’t ever a reality, but certainly something where you could have a positive impact on people’s lives by delivering great service. What I love about conveyancing is also how ripe it is for change, the opportunity to ‘do things better’, embrace new technological solutions to enhance the customer experience. There aren’t many industries as exciting right now!

As we come out of lockdown and into the ‘new normal’, what’s main challenge for you at My Home Move?

We must use this experience to improve, as individuals and as a business. We’re fortunate that we already have many years experience in home working, and have an infrastructure which supports that – we’re planning for that to be a bigger part of our business in future. As that happens we will need to embrace more remote learning & training, use technology to keep in touch and support our people, as well as ensuring we have a safe and secure environment for those that work on our site. Achieving that whilst recruiting good quality people, delivering growth across the business and providing opportunities for our people, will be an exciting challenge for us to embrace.

 What opportunities can you see? 

As a technology led business, I can only see the desire for clients to ‘do more online’ increasing. Businesses that support that will see good opportunities.

I expect there to be a spike of ‘frustrated activity’ in the housing market in coming months – it remains to be seen whether that will be consistent – but those who invest for the future and take care of their people I believe will come out strongest.

There has been plenty of industry collaboration recently – I see there being a good opportunity for us to work closer with stakeholders in the house moving process to enhance the client journey collectively.

What’s the feeling from those looking to buy or sell a property?

Mood has changed since 13th May! Those clients who took a ‘wait and see’ approach are now keen to get moved asap. Whilst the house viewing process may now be different, in our experience new instructions have shown there is plenty of pent up demand. Clients who did want to move still have the same motivation to do so. At this stage we have seen little impact of any economic concerns from clients restricting their desire or ability to proceed.

How have you found the past few weeks?

Busy and exciting! We’ve been preparing, and have re-opened, our Southport & Manchester offices. This has enabled us to unfurlough more staff and support their development with on site training (in a socially distanced environment). Our planning and re-forecasting has highlighted the need for more great people to join our businesses, so we’ve been busy managing capacity and setting out plans for recruitment. It’s exciting to be a in a position where we can look to be growing the business again.

 What are you now doing that you couldn’t when we were in full lockdown?

Going to the office is the most fundamental difference. Understandably there were limited house moves during lockdown, so being able to get back to supporting clients moving house feels great.

During the pandemic, have you managed to find some positives?

The collaborative spirit across the business to do different roles or support one another has been inspiring to witness. I’d also suggest conveyancing firms have been more understanding and willing to work together – something I’d encourage us all to do in future too.

I’m incredibly proud of the resilience shown by the people that have remained in our business, and also of the positivity and energy of those who have returned from furlough.

What have you missed about being in an office environment?

Being around people. The simple things like having a chat at the coffee machine, or a passing conversation. Being able to quickly ask for advice or a second opinion on something (and probably annoying that person by interrupting them!) – we take a lot for granted about the benefits of an office environment. One of my highlights was always our quarterly reviews where we would recognise individuals for some great achievements, and share a few drinks with everyone afterwards. How we replicate that in the ‘new world’ is something we’re working on….

Looking longer term, what do you think the biggest change will be to working life?

I can see remote working, learning and supervision will become more common.  Meetings will be held more on video conferencing platforms with less travel. There will still be a need (and desire) for face to face conversations and office working, but the hybrid of office/site will become more common. Being able to manage and support people in remote environments will require an extra level of skill and judgement, which our managers and leaders will need be adept at. I’d personally like to think we can support a better balance of home and work life for everyone.

When you are comfortable to, what is the first restaurant you’ll visit?

There’s too many nice ones to chose from in Manchester! As I live out in the Peak District though I’ll probably say The Sycamore Inn, in Birch Vale, with my wife and kids for a Sunday lunch. No better way to prepare for a Monday morning at work!

Rob began his career with the Liverpool Office of Gruber Levinson Franks which became part of BDO Stoy Hayward. Whilst there, he worked with a wide array of SMEs with a particular emphasis on the retail and the legal sectors. Rob joined SB&P in 2003 as an Audit Manager before moving to special projects and corporate finance in 2006. He became a Partner in 2008.  In 2020 Rob was elected President of the Liverpool Society of Chartered Accountants.

Click here for Rob's profile on the SB&P website. 

  • Can you tell us a bit about your background, and your role at SB&P?

After leaving university I qualified as a Chartered Accountant and moved to SB&P in 2003, becoming a partner in 2008. My role is to assist and advise a portfolio of clients on how to run their businesses and make more profit in a tax efficient manner. I hate surprises so I try to help them plan to avoid them.

  • How’s business at the moment?

It has been a really busy few weeks leading up to and after lockdown. The current crisis has thrown up a tremendous number of diverse financial challenges, that has meant lots of clients have needed an increased degree of support on a number of levels both financial and emotional.

  • What’s the best part of your job?

 When a plan comes together and I can see I have helped a client realise their ambitions.

  • If you hadn’t been an accountant, what would you have done?

 My original choice of career, having been influenced by CCF at school, was to be an army PT instructor.

  • As we come out of lockdown and into the ‘new normal’, what’s main challenge for you at SB&P?

When helping a business to budget and plan you need to make certain assumptions about the future, the considerable amount of uncertainty about what happens next in terms of a second wave or ongoing measures makes this extremely difficult to formulate those assumptions.

  • What opportunities can you see? 

I think embracing none office working gives businesses access to a wider pool of talent which will be of real assistance to those businesses that are struggling to recruit. It is also inevitable that some will struggle as government support for business begins to be withdrawn. As a result I can see acquisition opportunities for strong cash rich companies.

  • How are your clients feeling about the future?

 It is a real mixture. A number are optimistic and looking to capitalise on opportunities but in other sectors there is a good degree of trepidation. So much depends on the sector and the perception of how their customers will be hit. One of the unintended consequences of the furlough scheme is that many employers have reflected on not having some of their teams available for an extended period, in some cases I do see this leading to job losses.

  • How have you found the past few weeks?

It’s been busy, sometimes stressful but also slightly surreal at times. Certainly the first few weeks only leaving the house to exercise once a day did mean it started to be difficult to remember what day it was!

  • What are you now doing that you couldn’t when we were in full lockdown?

Getting to actually see people again even if it is largely outdoors.

  • During the pandemic, have you managed to find some positives?

My main positive has been finding more time to exercise, I’ve run over 500km and cycled over 2000km and feel more healthy as a result. As a secondary, realising how efficient video meetings can be, I think some of this will remain.

  • What have you missed about being in an office environment?

Just having a chat with people, whilst I’ve still regularly spoken to my colleagues they tend to be functional conversations, sometimes its good to just have a conversation about nothing inparticular.

  • Looking longer term, what do you think the biggest change will be working life?

I think an element of home working is here to stay. The crisis has forced people to adapt and in the majority of cases, certainly in professional services, it has worked and in some cases people have been more productive. Once this crisis ebbs away I think many will reflect on this and reconsider how much office space they occupy. In turn this will bring its challenges for commercial landlords.

  • When you are comfortable to, what is the first restaurant you’ll visit?

Marcello, a small family run local steak restaurant. They are famous for their steaks but I can tell you last time I went there I had the BEST cheesecake I have ever tasted.

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