It ridiculous to think that I have been part of Jackson Lees Group since 1975.  I joined the firm after coming back from my honeymoon so I have maintained my relationship with JL as long as I have with my better half.  The family relationship has spawned two daughters and three grandchildren with a fourth due in April. Sadly, a little granddaughter did not survive, but the boys are thriving and what a joy!

The firm has grown in an even more spectacular fashion.  The first Jackson Canter office Christmas party could fit round one table in the Philharmonic Pub.  We would need a very big table for the 280 staff we now employ.  I have been lucky, for despite staying in one place, I have had a very varied career undertaking almost every conceivable area of law you could think of. How unlike the careers of most entering the profession today where specialisation is quite rightly the order of the day. But in addition to working as a lawyer, I have managed the business and set its strategy, chaired its Board and now undertake its compliance. On top of that, I took a year out to lead the profession as President of the Law Society of England and Wales, then consisting of 135000 Solicitors.  What a privilege that was.

For most of my time, I was a partner.  That was the way that all firms were structured. You worked your way up until you were appointed as a partner and were able to share in the profits of the business, at first in a small way. As more senior partners left to pursue other interests or retire, you worked your way up the pecking order. It was rather an inefficient way of running a legal business. Firstly, you had to get everyone to agree before you make any significant changes to the business.  I had wanted to merge with another business for years but one particular partner opposed this and we could not move forward.  It was very frustrating indeed. Secondly, there was pressure to draw your earnings out of the business leaving very little left to invest to make the business more efficient.

In 2014 we became a Limited Company and what a liberation that was. The link between ownership, employment and management was severed and the Board was empowered to take decisions for the benefit of the business not just the owners. We hired in new managers who were employed for their ability not because they happened to be the most senior person around to accidentally drop into the role. The owners stopped being self-employed and became workers like everyone else in the business.  It was a bit of a strange feeling at first but we soon got used to it.

And now in 2020, its time to hand over the business to those non-solicitor managers to take the business forward. The fact is that they have already done a great job; and what’s even more important is that they have completely bought into the ethos of the business that former owners established as our reason for doing what we do – ‘making a positive difference’ (MAPD). MAPD Ventures now owns the business and Brian Cullen and Joanna Kingston–Davies are dedicated to taking the company to a new level.  Yes, we have a twinge of regret that we are not in the driving seat.  We are proud of the business we have created but we support the strategy of the new owners to enhance what we have achieved to date.

But for me it is time to let go. Old father time is against me and the business needs the commitment of time and energy that I no longer have to give. It feels a bit strange not being an owner and director but I will soon get used to it; and by the way, I will carry on my compliance roles until we can find anyone daft enough to take them on. I am sure that there is someone out there who would relish taking on the challenge. 

In the meantime, our very best wishes to the new team!