[{"data":1,"prerenderedAt":1424},["ShallowReactive",2],{"blogs":3},[4,72,124,175,225,394,630,1016,1292],{"metadata":5,"sys":8,"fields":28},{"tags":6,"concepts":7},[],[],{"space":9,"id":14,"type":15,"createdAt":16,"updatedAt":16,"environment":17,"publishedVersion":21,"revision":22,"contentType":23,"locale":27},{"sys":10},{"type":11,"linkType":12,"id":13},"Link","Space","3kvxvlmz18o6","rTGq7l2VwXM4RGz4OrqeO","Entry","2026-05-03T08:20:58.978Z",{"sys":18},{"id":19,"type":11,"linkType":20},"master","Environment",7,1,{"sys":24},{"type":11,"linkType":25,"id":26},"ContentType","blog","en-US",{"title":29,"slug":30,"author":31,"description":32,"headerImage":33,"content":58,"customMarkup":71},"The UK Interim Lawyer Market April 2026","the-uk-interim-lawyer-market-april-2026","Samuel Clague","Intelligence, Trends & the Case for Embedded Legal Expertise — April 2026",{"metadata":34,"sys":37,"fields":46},{"tags":35,"concepts":36},[],[],{"space":38,"id":40,"type":41,"createdAt":42,"updatedAt":42,"environment":43,"publishedVersion":45,"revision":22,"locale":27},{"sys":39},{"type":11,"linkType":12,"id":13},"2gtzURzs3IVpxL89JrEH2J","Asset","2026-05-03T08:13:09.363Z",{"sys":44},{"id":19,"type":11,"linkType":20},4,{"title":47,"description":48,"file":49},"Boardroom","",{"url":50,"details":51,"fileName":56,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F2gtzURzs3IVpxL89JrEH2J\u002F1845f4cf854b5b1185d100e04990d16d\u002Fsjpblog-001-000.jpg",{"size":52,"image":53},141652,{"width":54,"height":55},1000,613,"sjpblog-001-000.jpg","image\u002Fjpeg",{"data":59,"content":60,"nodeType":70},{},[61],{"data":62,"content":63,"nodeType":69},{},[64],{"data":65,"marks":66,"value":67,"nodeType":68},{},[],"NA","text","paragraph","document","\u003Cstyle>\n    .interim-april-2026 * {\n        margin: 0;\n        padding: 0;\n        box-sizing: 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0.2);\n        border-bottom: 1px solid rgba(255, 255, 255, 0.2);\n        padding: 28px 0;\n        margin: 32px 0;\n    }\n\n    \u002F* Cost comparison table *\u002F\n    .interim-april-2026 .cost-table-wrap {\n        overflow-x: auto;\n        margin: 30px 0 10px;\n    }\n\n    .interim-april-2026 .cost-table {\n        width: 100%;\n        border-collapse: separate;\n        border-spacing: 0;\n        font-size: 13px;\n    }\n\n    .interim-april-2026 .cost-table th,\n    .interim-april-2026 .cost-table td {\n        padding: 14px 16px;\n        text-align: left;\n        vertical-align: top;\n        border-bottom: 1px solid rgba(255, 255, 255, 0.12);\n    }\n\n    .interim-april-2026 .cost-table thead th {\n        background-color: #0eae92;\n        color: #ffffff;\n        font-weight: 700;\n        font-size: 13px;\n    }\n\n    .interim-april-2026 .cost-table thead th:first-child {\n        background-color: transparent;\n    }\n\n    .interim-april-2026 .cost-table tbody th {\n        background-color: rgba(14, 174, 146, 0.12);\n        color: #0eae92;\n        font-weight: 700;\n        width: 22%;\n    }\n\n    .interim-april-2026 .cost-table tbody td {\n        color: #e0e0e0;\n    }\n\n    \u002F* Speak-to-our-team card *\u002F\n    .interim-april-2026 .speak-section {\n        margin-top: 60px;\n        display: grid;\n        grid-template-columns: 1fr 1fr;\n        gap: 30px;\n        align-items: stretch;\n    }\n\n    .interim-april-2026 .speak-card {\n        background-color: #0eae92;\n        color: #ffffff;\n        padding: 32px;\n        border-radius: 2px;\n    }\n\n    .interim-april-2026 .speak-card h2 {\n        color: #ffffff;\n        font-size: 28px;\n        margin-bottom: 16px;\n    }\n\n    .interim-april-2026 .speak-card p {\n        color: #ffffff;\n        font-size: 15px;\n        margin: 0;\n    }\n\n    .interim-april-2026 .contact-card {\n        padding: 32px;\n        display: flex;\n        flex-direction: column;\n        justify-content: center;\n    }\n\n    .interim-april-2026 .contact-name {\n        color: #ffffff;\n        font-size: 20px;\n        font-weight: 700;\n        margin-bottom: 4px;\n    }\n\n    .interim-april-2026 .contact-title {\n        color: #e0e0e0;\n        font-size: 15px;\n        margin-bottom: 18px;\n    }\n\n    .interim-april-2026 .contact-line {\n        color: #ffffff;\n        font-size: 15px;\n        margin-bottom: 6px;\n    }\n\n    .interim-april-2026 .contact-line a {\n        color: #ffffff;\n        text-decoration: none;\n    }\n\n    .interim-april-2026 .contact-line a:hover {\n        text-decoration: underline;\n    }\n\n    .interim-april-2026 .contact-line .key {\n        color: #0eae92;\n        font-weight: 700;\n        margin-right: 6px;\n    }\n\n    @media (max-width: 768px) {\n        .interim-april-2026 .two-col,\n        .interim-april-2026 .speak-section {\n            grid-template-columns: 1fr;\n        }\n\n        .interim-april-2026 h2 {\n            font-size: 26px;\n        }\n\n        .interim-april-2026 .stat-card .figure {\n            font-size: 32px;\n        }\n    }\n\u003C\u002Fstyle>\n\n\u003Cdiv class=\"interim-april-2026\">\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cp class=\"lead\">\n                The UK legal market is changing, and the change is structural. Businesses of all sizes are\n                rethinking how they access legal expertise, and an increasing number are arriving at the same\n                conclusion: that deploying an experienced lawyer directly into their team, on a secondment\n                basis, delivers better outcomes than instructing a law firm for the same work.\n            \u003C\u002Fp>\n            \u003Cp>\n                This is not a new concept. What is new is the pace at which it is being adopted, the seniority\n                of the lawyers choosing this way of working, and the breadth of businesses now engaging with\n                it. What was once considered an option of last resort has become, for many well-run legal\n                functions, the preferred first call.\n            \u003C\u002Fp>\n            \u003Cp>\n                This report sets out what we are seeing in the UK interim legal market in April 2026: where\n                demand is coming from, what is driving it, how the cost comparison with traditional law firm\n                instruction actually looks, and what it means for businesses making decisions about their legal\n                spend.\n            \u003C\u002Fp>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Ch2>\n                \u003Cspan class=\"section-number\">01 |\u003C\u002Fspan>\n                \u003Cspan class=\"section-title\">Market Context: A Sector in Structural Growth\u003C\u002Fspan>\n            \u003C\u002Fh2>\n\n            \u003Cdiv class=\"two-col\">\n                \u003Cdiv>\n                    \u003Cp>\n                        The UK legal services market reached £51.9 billion in 2024, up 10.1% on the prior\n                        year, with forecasters projecting a further 8% growth through 2026. Behind this growth\n                        sits a combination of sustained M&A activity, expanding regulatory obligations, and a\n                        significant increase in the volume and complexity of commercial legal work facing\n                        mid-market businesses. Most of that work still lands, by default, with law firms.\n                    \u003C\u002Fp>\n                    \u003Cp>\n                        The market for flexible legal services has grown at an extraordinary rate over the past\n                        decade, rising from under £800 million in 2015 to an estimated £22 billion in\n                        2027, with projections pointing toward £39 billion by 2033. Businesses across\n                        sectors have recognised that a great deal of the legal work they were sending to firms\n                        can be delivered better, faster, and at far lower cost by a lawyer sitting inside their\n                        organisation rather than billing from outside it.\n                    \u003C\u002Fp>\n                    \u003Cp>\n                        What is shifting is not simply the volume of secondment work being requested. It is the\n                        thinking behind the request. Businesses are asking a more honest question about which\n                        legal work actually requires a law firm, and which would be handled better by a lawyer\n                        embedded in the team. For commercial contracting, employment matters, regulatory\n                        compliance and data governance, the answer is increasingly the latter.\n                    \u003C\u002Fp>\n                \u003C\u002Fdiv>\n\n                \u003Cdiv class=\"stat-stack\">\n                    \u003Cdiv class=\"stat-card\">\n                        \u003Cdiv class=\"figure\">£51.9bn\u003C\u002Fdiv>\n                        \u003Cdiv class=\"label\">UK legal market value 2024\u003C\u002Fdiv>\n                        \u003Cdiv class=\"meta\">+10.1% year-on-year\u003C\u002Fdiv>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv class=\"stat-card\">\n                        \u003Cdiv class=\"figure\">£22bn\u003C\u002Fdiv>\n                        \u003Cdiv class=\"label\">Global flexible legal services market\u003C\u002Fdiv>\n                        \u003Cdiv class=\"meta\">Up from £800m in 2015\u003C\u002Fdiv>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv class=\"stat-card\">\n                        \u003Cdiv class=\"figure\">£39bn\u003C\u002Fdiv>\n                        \u003Cdiv class=\"label\">Forecast market size by 2033\u003C\u002Fdiv>\n                        \u003Cdiv class=\"meta\">Sustained structural growth\u003C\u002Fdiv>\n                    \u003C\u002Fdiv>\n                \u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n\n            \u003Cdiv class=\"pull-quote\">\n                “Businesses are asking a more honest question about which legal work actually requires a\n                law firm and which would be handled better by someone sitting inside the team.”\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Ch2>\n                \u003Cspan class=\"section-number\">02 |\u003C\u002Fspan>\n                \u003Cspan class=\"section-title\">What Is Driving Demand?\u003C\u002Fspan>\n            \u003C\u002Fh2>\n            \u003Cp>\n                Demand for interim lawyer secondments is being pushed from several directions at once. The\n                pressures are real, they are sustained, and they are not going away.\n            \u003C\u002Fp>\n\n            \u003Ch3>Legal budgets are not keeping pace with legal workload\u003C\u002Fh3>\n            \u003Cp>\n                Most in-house legal teams are being asked to do more with the same budget, or in many cases\n                less. Regulatory change, commercial growth and increasing litigation exposure have all added to\n                the volume of work hitting legal functions that were not sized to absorb it. Seeking additional\n                headcount through internal channels can take months. Instructing a law firm is fast but\n                expensive and often unsuited to high-volume day-to-day work. Engaging a seconded lawyer fills\n                that gap quickly, at a known daily rate, without a long-term financial commitment.\n            \u003C\u002Fp>\n\n            \u003Ch3>In-house teams are carrying work that should not be going to law firms\u003C\u002Fh3>\n            \u003Cp>\n                There is a category of legal work sitting in every sizeable business that law firms are not\n                particularly well suited to handle: ongoing commercial contract management, routine employment\n                queries, data protection compliance, corporate governance administration and regulatory\n                monitoring. This is not because the work is simple. It is because it requires someone who\n                understands the business, works at the pace of the business, and can give a practical answer\n                without a three-page caveat. A seconded lawyer does exactly that. A law firm, billing by the\n                hour, is a poor fit.\n            \u003C\u002Fp>\n\n            \u003Ch3>The lawyers available for secondment have changed\u003C\u002Fh3>\n            \u003Cp>\n                Five years ago, a senior lawyer working on a secondment basis was typically between jobs or\n                returning from a career break. That profile has shifted considerably. Today, a growing number\n                of lawyers at the eight to fifteen years PQE mark are choosing secondment work as a deliberate\n                long-term career path. They want varied, substantive work, genuine engagement with business\n                problems, and a working pattern that suits them. For clients, this means access to the kind of\n                experience that a law firm would place at partner level, without the partner rate.\n            \u003C\u002Fp>\n\n            \u003Ch3>The market outside London is growing fast\u003C\u002Fh3>\n            \u003Cp>\n                Secondment work is no longer concentrated in the City. Manchester, Bristol, Birmingham and\n                Leeds have all seen sustained growth in in-house legal activity, and businesses in those markets\n                are increasingly sophisticated in how they engage interim lawyers. Technology companies,\n                financial services firms, manufacturers and education institutions across the UK’s regional\n                hubs are all active users of the secondment model, and the pipeline of available lawyers in\n                those markets has deepened alongside demand.\n            \u003C\u002Fp>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Ch2>\n                \u003Cspan class=\"section-number\">03 |\u003C\u002Fspan>\n                \u003Cspan class=\"section-title\">The Cost Argument: What Are You Actually Paying?\u003C\u002Fspan>\n            \u003C\u002Fh2>\n            \u003Cp>\n                The cost comparison between law firm instruction and interim secondment is stark. Most\n                businesses, when they look at it clearly, find it harder to justify their current external legal\n                spend than they expected.\n            \u003C\u002Fp>\n\n            \u003Ch3>What the top firms are charging\u003C\u002Fh3>\n            \u003Cp>\n                Partners at Magic Circle firms charge between £1,000 and £1,500 per hour. At the\n                leading US firms now operating out of London, partner rates regularly exceed £2,000 per\n                hour for senior practitioners in high-value practice areas. Newly qualified lawyers at those\n                same firms bill at up to £600 per hour. These are not exceptional cases; they are\n                standard published rates at the firms handling the majority of high-value UK commercial work.\n                Partner rates at the largest firms have risen by around 7.5% per year, and associate rates have\n                climbed faster still, up 10.8% in 2024 alone.\n            \u003C\u002Fp>\n            \u003Cp>\n                It is worth being clear about what those rates fund. Clients are not paying for the lawyer’s\n                time alone. They are paying for the office in the City, the support staff, the business\n                development infrastructure, and the profit distributions that drive average Magic Circle profit\n                per equity partner to between £1.8 million and £2.1 million. Some of the larger firms\n                have responded to client cost pressure by launching their own flexible legal services arms,\n                essentially an in-house alternative to direct secondment. These carry a firm brand and a margin\n                layer, and clients pay for both.\n            \u003C\u002Fp>\n\n            \u003Cdiv class=\"cost-table-wrap\">\n                \u003Ctable class=\"cost-table\">\n                    \u003Cthead>\n                        \u003Ctr>\n                            \u003Cth>\u003C\u002Fth>\n                            \u003Cth>US Firms in London\u003C\u002Fth>\n                            \u003Cth>Magic Circle\u003C\u002Fth>\n                            \u003Cth>Law Firm ALSPs\u003C\u002Fth>\n                            \u003Cth>SJP Secondees\u003C\u002Fth>\n                        \u003C\u002Ftr>\n                    \u003C\u002Fthead>\n                    \u003Ctbody>\n                        \u003Ctr>\n                            \u003Cth>Hourly rate (approx.)\u003C\u002Fth>\n                            \u003Ctd>£2,000+\u003C\u002Ftd>\n                            \u003Ctd>£1,000 – £1,500\u003C\u002Ftd>\n                            \u003Ctd>£225 – £375\u003C\u002Ftd>\n                            \u003Ctd>Always less than a law firm\u003C\u002Ftd>\n                        \u003C\u002Ftr>\n                        \u003Ctr>\n                            \u003Cth>Daily rate\u003C\u002Fth>\n                            \u003Ctd>£16,000+\u003C\u002Ftd>\n                            \u003Ctd>£8,000 – £12,000\u003C\u002Ftd>\n                            \u003Ctd>£1,800 – £3,000\u003C\u002Ftd>\n                            \u003Ctd>Speak to us to explore\u003C\u002Ftd>\n                        \u003C\u002Ftr>\n                        \u003Ctr>\n                            \u003Cth>Monthly (20 days)\u003C\u002Fth>\n                            \u003Ctd>£320,000+\u003C\u002Ftd>\n                            \u003Ctd>£160k – £240k\u003C\u002Ftd>\n                            \u003Ctd>£36k – £60k\u003C\u002Ftd>\n                            \u003Ctd>Speak to us to explore\u003C\u002Ftd>\n                        \u003C\u002Ftr>\n                        \u003Ctr>\n                            \u003Cth>Annual rate increases\u003C\u002Fth>\n                            \u003Ctd>+10% p.a.\u003C\u002Ftd>\n                            \u003Ctd>+7.5 – 10.8% p.a.\u003C\u002Ftd>\n                            \u003Ctd>+5% – 8% p.a.\u003C\u002Ftd>\n                            \u003Ctd>Contractually fixed\u003C\u002Ftd>\n                        \u003C\u002Ftr>\n                        \u003Ctr>\n                            \u003Cth>Overhead in the rate\u003C\u002Fth>\n                            \u003Ctd>Premises, profit, PEP\u003C\u002Ftd>\n                            \u003Ctd>Premises, profit\u003C\u002Ftd>\n                            \u003Ctd>Firm brand, margin\u003C\u002Ftd>\n                            \u003Ctd>None\u003C\u002Ftd>\n                        \u003C\u002Ftr>\n                        \u003Ctr>\n                            \u003Cth>IR35 \u002F employment risk\u003C\u002Fth>\n                            \u003Ctd>Firm’s problem\u003C\u002Ftd>\n                            \u003Ctd>Firm’s problem\u003C\u002Ftd>\n                            \u003Ctd>Firm’s problem\u003C\u002Ftd>\n                            \u003Ctd>PAYE model: zero\u003C\u002Ftd>\n                        \u003C\u002Ftr>\n                        \u003Ctr>\n                            \u003Cth>Dedicated to your matter\u003C\u002Fth>\n                            \u003Ctd>Shared across clients\u003C\u002Ftd>\n                            \u003Ctd>Shared across clients\u003C\u002Ftd>\n                            \u003Ctd>Shared across clients\u003C\u002Ftd>\n                            \u003Ctd>Embedded, full-time\u003C\u002Ftd>\n                        \u003C\u002Ftr>\n                    \u003C\u002Ftbody>\n                \u003C\u002Ftable>\n            \u003C\u002Fdiv>\n\n            \u003Cp>\n                A seconded lawyer is not a cheaper version of a law firm. They are something different. They sit\n                inside the business, understand its priorities, work at its pace, and are focused entirely on\n                getting the right outcome rather than recording billable time. For a large category of\n                commercial legal work, that is a better service, not just a cheaper one.\n            \u003C\u002Fp>\n\n            \u003Cdiv class=\"pull-quote\">\n                “An SJP secondee brings the same depth of experience a firm would price at partner rates,\n                at a daily rate that makes the comparison with law firm billing almost uncomfortable to look\n                at.”\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"hero-image\">\n            \u003Cimg src=\"\u002Fpdfs\u002Fapril-2026\u002Fconversation.jpg\" alt=\"Two senior professionals in conversation\">\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"contentwrap\">\n            \u003Ch3>IR35 and why the PAYE model matters\u003C\u002Fh3>\n            \u003Cp>\n                Businesses engaging interim lawyers sometimes assume there is a tax risk attached. Since the\n                2021 IR35 reforms, that concern is understandable, but it depends entirely on how the engagement\n                is structured. Where the intermediary operates a PAYE model, the risk disappears. The lawyer is\n                employed, taxed at source, and covered for employer’s National Insurance and pension\n                contributions. The client business has no IR35 determination to make, no personal service\n                company to assess, and no exposure if HMRC later takes a different view.\n            \u003C\u002Fp>\n            \u003Cp>\n                For regulated businesses and those with active employment tax programmes, this matters\n                considerably. A properly structured PAYE secondment removes a category of compliance risk that\n                an umbrella company or personal service company arrangement does not.\n            \u003C\u002Fp>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"hero-image\">\n            \u003Cimg src=\"\u002Fpdfs\u002Fapril-2026\u002Fteam-banner.jpg\" alt=\"Team of legal professionals\">\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"contentwrap\">\n            \u003Ch2>\n                \u003Cspan class=\"section-number\">04 |\u003C\u002Fspan>\n                \u003Cspan class=\"section-title\">What We Are Seeing in the Market\u003C\u002Fspan>\n            \u003C\u002Fh2>\n            \u003Cp>\n                Beyond the numbers, the day-to-day reality of the secondment market tells its own story. Here\n                is what we are seeing.\n            \u003C\u002Fp>\n\n            \u003Ch3>Commercial and employment work is leading demand\u003C\u002Fh3>\n            \u003Cp>\n                Commercial lawyers with experience in M&A, technology transactions and supply chain\n                contracting remain the most consistently requested profile. Employment work has grown\n                significantly over the past two years as businesses navigate a period of sustained legislative\n                change, higher tribunal volumes and the ongoing reshaping of workplace practices post-pandemic.\n                Data privacy and regulatory lawyers are in high demand and genuinely short supply across the\n                market.\n            \u003C\u002Fp>\n\n            \u003Ch3>The calibre of lawyers choosing secondment has risen sharply\u003C\u002Fh3>\n            \u003Cp>\n                The profile of a lawyer working on secondment has changed. Where the model once attracted\n                lawyers in transition, it now attracts lawyers making an active choice. We are regularly placing\n                practitioners with eight to fifteen years of post-qualification experience who have decided that\n                varied secondment work suits them better than the structure of a firm or a single employer. For\n                the businesses engaging them, this translates directly into access to senior commercial\n                judgement at a daily rate that would not come close to covering a few hours of equivalent time\n                at a Magic Circle firm.\n            \u003C\u002Fp>\n\n            \u003Ch3>Fractional and part-week secondments are increasingly common\u003C\u002Fh3>\n            \u003Cp>\n                Not every business needs a full-time secondee five days a week. We are seeing growing demand\n                for two or three day a week arrangements, particularly from scale-up businesses and mid-market\n                companies that have genuine legal workloads but do not need or cannot justify a full-time\n                in-house lawyer. A senior commercial lawyer working two days a week costs a fraction of a law\n                firm retainer and delivers far more targeted, commercially grounded advice.\n            \u003C\u002Fp>\n\n            \u003Ch3>Technology is changing what secondees spend their time on\u003C\u002Fh3>\n            \u003Cp>\n                Legal technology tools, including AI-assisted contract review and drafting, are compressing the\n                time required for certain tasks that would previously have consumed significant hours. The\n                effect is not to reduce demand for experienced lawyers. It is to redirect their time toward the\n                higher-value advisory and commercial work where judgement and business understanding matter\n                most. Lawyers who are comfortable with these tools and can deploy them effectively are\n                increasingly in demand, and that is a trend we expect to accelerate.\n            \u003C\u002Fp>\n\n            \u003Ch3>Once businesses try the model, they tend to expand it\u003C\u002Fh3>\n            \u003Cp>\n                A consistent pattern we observe is that businesses which engage a seconded lawyer for the first\n                time, often to cover a specific piece of work or a period of high demand, typically come back\n                for more. The model performs. The lawyer integrates quickly, the work gets done at a pace and\n                cost that compares favourably with the alternative, and the business gains confidence in a way\n                of working it was previously unfamiliar with. First engagements rarely stay first engagements.\n            \u003C\u002Fp>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"hero-image\" style=\"margin-top: 50px; margin-bottom: 0;\">\n            \u003Cimg src=\"\u002Fpdfs\u002Fapril-2026\u002Fprofessionals.jpg\" alt=\"Two confident professionals\">\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Ch2>\n                \u003Cspan class=\"section-number\">05 |\u003C\u002Fspan>\n                \u003Cspan class=\"section-title\">Questions Worth Asking\u003C\u002Fspan>\n            \u003C\u002Fh2>\n            \u003Cp>\n                For General Counsel and legal teams thinking about how they deliver legal services, the growth\n                of the secondment market raises some practical questions. Not rhetorical ones.\n            \u003C\u002Fp>\n\n            \u003Ch3>How much of your law firm spend is actually law firm work?\u003C\u002Fh3>\n            \u003Cp>\n                Complex litigation, major transactions, specialist regulatory advice and matters requiring\n                counsel’s opinion are work that law firms do well. But a large proportion of what\n                businesses send to law firms sits well outside that category. Commercial contract management,\n                employment queries, regulatory compliance, data governance, board advisory work. These are\n                areas where an experienced lawyer sitting inside the business, understanding its context and\n                working at its pace, will typically produce a better outcome than an external firm billing\n                hourly. The first question worth asking is how much of your current external legal spend falls\n                into that second category.\n            \u003C\u002Fp>\n\n            \u003Ch3>Are your legal advisers genuinely aligned with your objectives?\u003C\u002Fh3>\n            \u003Cp>\n                Law firm billing structures create a natural tension. A thorough piece of advice takes longer\n                to produce and generates a higher fee. A seconded lawyer’s interests point in a different\n                direction: getting to the right answer quickly, enabling the business to act, and being useful\n                enough that the engagement continues. That is not a criticism of law firms. It is simply an\n                observation about incentive structures, and it is worth being clear-eyed about which model\n                serves your business better for any given category of work.\n            \u003C\u002Fp>\n\n            \u003Ch3>Do you know what your external legal spend is actually buying?\u003C\u002Fh3>\n            \u003Cp>\n                Many businesses lack clear visibility of their external legal spend broken down by work type and\n                complexity. When that analysis is done, it is common to find a significant proportion of spend\n                sitting in areas that a seconded lawyer could cover at considerably lower cost. Running that\n                exercise, understanding where the spend is going and whether it is going to the right place, is\n                one of the more useful things a GC can do with a few hours.\n            \u003C\u002Fp>\n\n            \u003Cdiv class=\"pull-quote\">\n                “A seconded lawyer’s interests point in one direction: getting to the right answer\n                quickly and enabling the business to act. That is a different incentive structure to billing by\n                the hour.”\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"hero-image\">\n            \u003Cimg src=\"\u002Fpdfs\u002Fapril-2026\u002Ffinal-word-banner.jpg\" alt=\"Team meeting around a table\">\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"contentwrap\">\n            \u003Ch2>\n                \u003Cspan class=\"section-title\" style=\"margin-top: 0;\">Final Word\u003C\u002Fspan>\n            \u003C\u002Fh2>\n            \u003Cp>\n                The UK interim lawyer secondment market in 2026 is not a workaround or a compromise. It is a\n                mature, well-established model for delivering high-quality legal work that is growing precisely\n                because it performs. Businesses that have tried it, by and large, keep using it. The lawyers\n                choosing to work this way are, increasingly, among the most experienced and commercially\n                capable in the market.\n            \u003C\u002Fp>\n            \u003Cp>\n                Law firms serve an important function and will continue to do so. But the assumption that they\n                are the right answer for all categories of legal work, and that their rates are simply a cost\n                of doing business, is one that more and more businesses are starting to question. The\n                comparison, when laid out plainly, tends to prompt a rethink.\n            \u003C\u002Fp>\n            \u003Cp>\n                The question is not whether interim lawyer secondments work. The evidence on that is fairly\n                clear. The question is how much of your current legal spend could be delivering better results\n                through a different model.\n            \u003C\u002Fp>\n\n            \u003Cdiv class=\"speak-section\">\n                \u003Cdiv class=\"speak-card\">\n                    \u003Ch2>Speak to our team\u003C\u002Fh2>\n                    \u003Cp>\n                        If you would like to talk through how a lawyer secondment could work for your business,\n                        understand what is available across our bench, or get a clearer picture of what the PAYE\n                        model means in practice, we are happy to have that conversation.\n                    \u003C\u002Fp>\n                \u003C\u002Fdiv>\n                \u003Cdiv class=\"contact-card\">\n                    \u003Cdiv class=\"contact-name\">Samuel Clague\u003C\u002Fdiv>\n                    \u003Cdiv class=\"contact-title\">Founder & CEO\u003C\u002Fdiv>\n                    \u003Cdiv class=\"contact-line\">\n                        \u003Cspan class=\"key\">m:\u003C\u002Fspan>\n                        \u003Ca href=\"tel:+447736357812\">07736 357 812\u003C\u002Fa>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv class=\"contact-line\">\n                        \u003Cspan class=\"key\">e:\u003C\u002Fspan>\n                        \u003Ca href=\"mailto:samuel.clague@thesjp.co.uk\">samuel.clague@thesjp.co.uk\u003C\u002Fa>\n                    \u003C\u002Fdiv>\n                \u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\u003C\u002Fdiv>\n",{"metadata":73,"sys":76,"fields":86},{"tags":74,"concepts":75},[],[],{"space":77,"id":79,"type":15,"createdAt":80,"updatedAt":80,"environment":81,"publishedVersion":83,"revision":22,"contentType":84,"locale":27},{"sys":78},{"type":11,"linkType":12,"id":13},"24xs8hR7SGBBO86svuvMHx","2026-03-18T09:06:58.517Z",{"sys":82},{"id":19,"type":11,"linkType":20},6,{"sys":85},{"type":11,"linkType":25,"id":26},{"title":87,"slug":88,"author":31,"description":89,"headerImage":90,"content":113,"customMarkup":123},"Q1 Interim Lawyer Secondment Market Overview","q1-interim-lawyer-secondment-market-overview","An overview of the UK interim lawyer secondment market in Q1 2026, covering SJP's activity across 30+ assignments, the structural shift away from law firm secondees, and trends shaping flexible legal resourcing in financial services, technology, and private capital.        ",{"metadata":91,"sys":94,"fields":102},{"tags":92,"concepts":93},[],[],{"space":95,"id":97,"type":41,"createdAt":98,"updatedAt":98,"environment":99,"publishedVersion":101,"revision":22,"locale":27},{"sys":96},{"type":11,"linkType":12,"id":13},"5ySt3sYMJZLw3fenMAyeOE","2025-05-27T11:39:03.841Z",{"sys":100},{"id":19,"type":11,"linkType":20},5,{"title":103,"description":48,"file":104},"Samuel Clague and David Thomas",{"url":105,"details":106,"fileName":111,"contentType":112},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F5ySt3sYMJZLw3fenMAyeOE\u002Fe7826d41c263989e707d8f2e6f9fba5f\u002F1.png",{"size":107,"image":108},853608,{"width":109,"height":110},1348,1035,"1.png","image\u002Fpng",{"nodeType":70,"data":114,"content":115},{},[116],{"nodeType":69,"data":117,"content":118},{},[119],{"nodeType":68,"value":120,"marks":121,"data":122}," ",[],{},"\u003Cstyle>\n    .sjp-sec-container * {\n        margin: 0;\n        padding: 0;\n        box-sizing: border-box;\n    }\n\n    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class=\"sjp-sec-container\">\n    \u003C!-- Page 1: Market Overview & SJP Activity -->\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"header\">\n                \u003Cp class=\"intro-text\">\n                    The UK interim legal market continued its strong trajectory in Q1 2026, with demand for experienced interim lawyers remaining high across financial services, technology, and private capital. Organisations are increasingly prioritising flexible, specialist legal resource to manage regulatory change, product innovation, and project-based workloads.\n                \u003C\u002Fp>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"content\">\n                \u003Cdiv class=\"content-grid\">\n                    \u003Cdiv>\n                        \u003Ch2>Market Overview\u003C\u002Fh2>\n                        \u003Cp>\n                            This structural shift has accelerated the movement away from traditional law firm secondee models. General Counsel and Heads of Legal are now more focused on cost efficiency, specialist expertise, and speed of deployment – areas where interim lawyers deployed by specialist interim lawyer secondment providers continue to outperform traditional alternatives.\n                        \u003C\u002Fp>\n                        \u003Cp>\n                            Against this backdrop, The Stephen James Partnership (SJP) experienced a highly active first quarter.\n                        \u003C\u002Fp>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv>\n                        \u003Ch2>SJP Market Activity – Q1 2026\u003C\u002Fh2>\n                        \u003Cp>\n                            During Q1, we worked on over 30 interim lawyer assignments across the UK market. Notably, we were instructed ahead of Magic Circle, US, and international law firms in a significant proportion of these mandates, reflecting a growing client preference for specialist interim providers.\n                        \u003C\u002Fp>\n                        \u003Cp>\n                            Our interim pricing model also delivered average client savings of circa 40% when compared with law firm secondee rates, while maintaining access to lawyers with top-tier private practice and in-house backgrounds.\n                        \u003C\u002Fp>\n                    \u003C\u002Fdiv>\n                \u003C\u002Fdiv>\n\n                \u003Ch2>Successful Assignments in the Quarter\u003C\u002Fh2>\n                \u003Cul>\n                    \u003Cli>Product Lawyers supporting major BigTech product development teams\u003C\u002Fli>\n                    \u003Cli>Privacy Lawyers advising Fintech platforms on data governance and regulatory compliance\u003C\u002Fli>\n                    \u003Cli>A Wealth Products Lawyer for a UK challenger bank\u003C\u002Fli>\n                    \u003Cli>Commercial Lawyers for global payments businesses\u003C\u002Fli>\n                    \u003Cli>Leveraged Finance Lawyers supporting commercial banking teams\u003C\u002Fli>\n                    \u003Cli>A High Yield Lawyer for a global investment bank\u003C\u002Fli>\n                    \u003Cli>Funds Lawyers for several private equity houses\u003C\u002Fli>\n                    \u003Cli>Banking & Finance Lawyers supporting a major commercial bank\u003C\u002Fli>\n                    \u003Cli>An Employment Lawyer advising a global hedge fund\u003C\u002Fli>\n                \u003C\u002Ful>\n\n                \u003Cdiv class=\"highlight-box\">\n                    \u003Cp>These assignments reflect the continued breadth of demand across the financial services and technology ecosystems, with legal teams seeking highly specialised support delivered at speed.\u003C\u002Fp>\n                \u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003C!-- Page 2: Structural Shift & Cost\u002FSpecialisation\u002FFlexibility -->\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"content\" style=\"padding-top: 80px;\">\n                \u003Ch2>Structural Shift Away from Law Firm Secondees\u003C\u002Fh2>\n                \u003Cp>\n                    One of the most notable developments in the interim market over the past 18–24 months has been the gradual shift away from traditional law firm secondee models.\n                \u003C\u002Fp>\n                \u003Cp>\n                    Historically, secondees from private practice were the default solution for temporary legal resource gaps. However, several factors are driving change:\n                \u003C\u002Fp>\n\n                \u003Cdiv class=\"content-grid\">\n                    \u003Cdiv>\n                        \u003Ch3>Cost Efficiency\u003C\u002Fh3>\n                        \u003Cp>\n                            Law firm secondee rates have continued to rise, often reflecting full fee-earner charge-out structures rather than true interim market pricing. By contrast, interim lawyers deployed by specialist interim lawyer secondment providers typically provide comparable expertise at materially lower cost.\n                        \u003C\u002Fp>\n\n                        \u003Ch3>Specialisation\u003C\u002Fh3>\n                        \u003Cp>\n                            Many in-house teams now require highly niche expertise, particularly in areas such as payments regulation, digital products, data privacy, and private capital structures. Interim lawyers deployed by specialist interim lawyer secondment providers often bring deeper in-house experience in these areas than traditional secondees.\n                        \u003C\u002Fp>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv>\n                        \u003Ch3>Flexibility and Speed\u003C\u002Fh3>\n                        \u003Cp>\n                            Specialist interim lawyer secondment providers focused exclusively on the contract legal market are able to mobilise lawyers significantly faster than traditional law firm channels.\n                        \u003C\u002Fp>\n\n                        \u003Ch3>Reduced Conflicts\u003C\u002Fh3>\n                        \u003Cp>\n                            For financial institutions and private capital clients, conflicts within law firms can often limit secondee availability. Interim lawyers deployed by specialist interim lawyer secondment providers avoid many of these constraints.\n                        \u003C\u002Fp>\n                    \u003C\u002Fdiv>\n                \u003C\u002Fdiv>\n\n                \u003Cdiv class=\"highlight-box\">\n                    \u003Cp>As a result, a growing number of organisations are establishing direct relationships with specialist interim legal providers rather than relying on law firm secondment programmes.\u003C\u002Fp>\n                \u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003C!-- Page 3: Niche Mandates & Client Partnerships -->\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"content\" style=\"padding-top: 80px;\">\n                \u003Ch2>The Importance of Niche Mandates\u003C\u002Fh2>\n                \u003Cp>\n                    Another defining feature of the current market is the increasing importance of small, specialist mandates.\n                \u003C\u002Fp>\n                \u003Cp>\n                    While large-scale transformation projects remain a key driver of interim demand, a significant proportion of current instructions involve:\n                \u003C\u002Fp>\n                \u003Cul>\n                    \u003Cli>Niche regulatory expertise\u003C\u002Fli>\n                    \u003Cli>Specialist product knowledge\u003C\u002Fli>\n                    \u003Cli>Short-term technical support\u003C\u002Fli>\n                    \u003Cli>Coverage for specific strategic initiatives\u003C\u002Fli>\n                \u003C\u002Ful>\n                \u003Cp>\n                    These mandates may involve a single lawyer or small team but often require highly targeted skill sets. Successfully delivering on these roles requires deep candidate networks and strong understanding of sector-specific legal functions.\n                \u003C\u002Fp>\n\n                \u003Cdiv class=\"highlight-box\">\n                    \u003Cp>For specialist interim lawyer secondment providers, the ability to deliver consistently on these niche mandates is increasingly what differentiates market leaders from generalist ALSP firms.\u003C\u002Fp>\n                \u003C\u002Fdiv>\n\n                \u003Ch2>Building Long-Term Client Partnerships\u003C\u002Fh2>\n                \u003Cp>\n                    The interim market is also increasingly relationship-driven. Many of the mandates delivered in Q1 came from existing client partnerships, where organisations have chosen to build repeat engagement models with trusted providers.\n                \u003C\u002Fp>\n                \u003Cp>\n                    This model offers several advantages:\n                \u003C\u002Fp>\n                \u003Cul>\n                    \u003Cli>Faster deployment of pre-vetted lawyers\u003C\u002Fli>\n                    \u003Cli>Greater understanding of internal legal team structures\u003C\u002Fli>\n                    \u003Cli>Consistency in quality and delivery\u003C\u002Fli>\n                    \u003Cli>Reduced procurement friction\u003C\u002Fli>\n                \u003C\u002Ful>\n                \u003Cp>\n                    For SJP, repeat instructions from clients across financial services, fintech, and private capital formed a substantial proportion of activity in the quarter.\n                \u003C\u002Fp>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003C!-- Page 4: Looking Ahead & Conclusion -->\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"content\" style=\"padding-top: 80px;\">\n                \u003Ch2>Looking Ahead\u003C\u002Fh2>\n                \u003Cp>\n                    Looking forward to the remainder of 2026, several trends are expected to continue shaping the interim legal market:\n                \u003C\u002Fp>\n                \u003Cul>\n                    \u003Cli>Ongoing growth in financial services regulatory projects\u003C\u002Fli>\n                    \u003Cli>Continued demand from technology companies launching regulated products\u003C\u002Fli>\n                    \u003Cli>Expansion of private capital legal teams requiring flexible specialist support\u003C\u002Fli>\n                    \u003Cli>Further cost scrutiny around traditional law firm secondments\u003C\u002Fli>\n                \u003C\u002Ful>\n                \u003Cp>\n                    In this environment, organisations that adopt flexible interim legal deployment strategies are likely to benefit from greater cost control, faster access to expertise, and more scalable legal team structures.\n                \u003C\u002Fp>\n\n                \u003Cdiv class=\"highlight-box\">\n                    \u003Cp>For specialist interim lawyer secondment providers, the opportunity lies in continuing to deliver targeted expertise, speed, and long-term partnership value.\u003C\u002Fp>\n                \u003C\u002Fdiv>\n\n                \u003Ch2>Conclusion\u003C\u002Fh2>\n                \u003Cp>\n                    Q1 reinforced the strength and maturity of the UK interim legal market. As organisations increasingly prioritise flexible, specialist legal support, the role of interim lawyers deployed by specialist interim lawyer secondment providers – and the providers who connect them with leading in-house teams – continues to expand.\n                \u003C\u002Fp>\n                \u003Cp>\n                    For The Stephen James Partnership, the first quarter of the year reflected both the depth of market demand and the continued importance of delivering high-quality, specialist interim solutions to clients across the UK.\n                \u003C\u002Fp>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\u003C\u002Fdiv>\n",{"metadata":125,"sys":128,"fields":138},{"tags":126,"concepts":127},[],[],{"space":129,"id":131,"type":15,"createdAt":132,"updatedAt":132,"environment":133,"publishedVersion":135,"revision":22,"contentType":136,"locale":27},{"sys":130},{"type":11,"linkType":12,"id":13},"6OZv0uQTd1UWxjm9wpwgeq","2026-02-08T12:34:37.098Z",{"sys":134},{"id":19,"type":11,"linkType":20},45,{"sys":137},{"type":11,"linkType":25,"id":26},{"title":139,"slug":140,"author":31,"description":141,"headerImage":142,"content":163,"customCssClass":173,"customMarkup":174},"Interim Lawyer secondments in 2026: how legal leaders can reduce spend whilst increasing quality","interim-lawyer-secondments-in-2026-how-legal-leaders-can-reduce-spend-whilst","Discover how interim lawyer secondments help General Counsel reduce legal spend by 20–40% while increasing quality, flexibility, and diversity of talent.",{"metadata":143,"sys":146,"fields":153},{"tags":144,"concepts":145},[],[],{"space":147,"id":149,"type":41,"createdAt":150,"updatedAt":150,"environment":151,"publishedVersion":45,"revision":22,"locale":27},{"sys":148},{"type":11,"linkType":12,"id":13},"2CnoHwz7uYH4SO7xcUKda2","2024-03-31T16:59:17.965Z",{"sys":152},{"id":19,"type":11,"linkType":20},{"title":154,"file":155},"Blogs header",{"url":156,"details":157,"fileName":162,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F2CnoHwz7uYH4SO7xcUKda2\u002Faad70af4d4d783cb641c3591cfc60021\u002Fblogs_header.jpg",{"size":158,"image":159},602239,{"width":160,"height":161},2400,1602,"blogs_header.jpg",{"data":164,"content":165,"nodeType":70},{},[166],{"data":167,"content":168,"nodeType":69},{},[169],{"data":170,"marks":171,"value":172,"nodeType":68},{},[],"na","secondments","\u003Cstyle>\n    .sjp-sec-container * {\n        margin: 0;\n        padding: 0;\n        box-sizing: border-box;\n    }\n\n    .sjp-sec-container {\n        font-family: 'Segoe UI', Tahoma, Geneva, Verdana, sans-serif;\n        line-height: 1.6;\n        color: #ffffff;\n        background-color: #0b3a55;\n    }\n\n    .sjp-sec-container .page {\n        background-color: #0b3a55;\n        position: relative;\n        overflow: hidden;\n        page-break-after: always;\n    }\n\n    .sjp-sec-container h1 {\n        font-size: 48px;\n        font-weight: 300;\n        margin-bottom: 30px;\n        line-height: 1.2;\n    }\n\n    .sjp-sec-container .contentwrap {\n        max-width: 1200px;\n        margin: 0 auto;\n        padding: 32px;\n    }\n\n    .sjp-sec-container h1 .main-title {\n        color: #0eae92;\n        display: block;\n    }\n\n    .sjp-sec-container h1 .sub-title {\n        color: #ffffff;\n        display: inline;\n    }\n\n    .sjp-sec-container .intro-text {\n        font-size: 15px;\n        line-height: 1.8;\n        color: #e0e0e0;\n        margin-bottom: 30px;\n    }\n\n    .sjp-sec-container .hero-image img {\n        width: 100%;\n        height: 100%;\n        object-fit: cover;\n        display: block;\n    }\n\n    .sjp-sec-container .content {\n        padding: 50px;\n        position: relative;\n        z-index: 1;\n    }\n\n    .sjp-sec-container .content-grid {\n        display: grid;\n        grid-template-columns: 1fr 1fr;\n        gap: 50px;\n        margin-bottom: 50px;\n    }\n\n    .sjp-sec-container h2 {\n        color: #0eae92;\n        font-size: 26px;\n        font-weight: 600;\n        margin-bottom: 25px;\n        line-height: 1.3;\n    }\n\n    .sjp-sec-container h3 {\n        color: #0eae92;\n        font-size: 24px;\n        font-weight: 600;\n        margin-bottom: 20px;\n        margin-top: 40px;\n    }\n\n    .sjp-sec-container p {\n        font-size: 15px;\n        line-height: 1.8;\n        margin-bottom: 20px;\n        color: #e0e0e0;\n    }\n\n    .sjp-sec-container .full-width {\n        grid-column: 1 \u002F -1;\n    }\n\n    .sjp-sec-container .logo-footer {\n        display: flex;\n        align-items: center;\n        justify-content: flex-end;\n        margin-top: 50px;\n        padding: 30px 50px;\n        gap: 20px;\n    }\n\n    .sjp-sec-container .logo {\n        font-size: 48px;\n        font-weight: 700;\n        color: #ffffff;\n        letter-spacing: 2px;\n    }\n\n    .sjp-sec-container .company-name {\n        font-size: 18px;\n        color: #ffffff;\n        border-left: 2px solid #0eae92;\n        padding-left: 20px;\n        line-height: 1.3;\n    }\n\n    .sjp-sec-container ul {\n        list-style: none;\n        margin: 20px 0;\n    }\n\n    .sjp-sec-container li {\n        margin-bottom: 25px;\n        padding-left: 30px;\n        position: relative;\n        font-size: 15px;\n        line-height: 1.8;\n        color: #e0e0e0;\n    }\n\n    .sjp-sec-container li::before {\n        content: '●';\n        color: #0eae92;\n        font-size: 12px;\n        position: absolute;\n        left: 0;\n        top: 5px;\n    }\n\n    .sjp-sec-container .highlight-box {\n        background-color: rgba(14, 174, 146, 0.1);\n        border-left: 4px solid #0eae92;\n        padding: 30px 35px;\n        margin: 35px 0;\n    }\n\n    .sjp-sec-container .highlight-box p {\n        margin-bottom: 0;\n        font-size: 16px;\n        font-style: italic;\n        color: #ffffff;\n    }\n\n    @media (max-width: 800px) {\n        .sjp-sec-container .content-grid {\n            grid-template-columns: 1fr;\n            gap: 30px;\n        }\n\n        .sjp-sec-container .content {\n            padding: 30px 15px;\n        }\n\n        .sjp-sec-container h1 {\n            font-size: 32px;\n        }\n\n        .sjp-sec-container h2 {\n            font-size: 22px;\n        }\n    }\n\n    @media print {\n        .sjp-sec-container .page {\n            max-width: 100%;\n            margin: 0;\n            page-break-after: always;\n        }\n    }\n\u003C\u002Fstyle>\n\n\u003Cdiv class=\"sjp-sec-container\">\n    \u003C!-- Page 1 -->\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"header\">\n                \u003Cp class=\"intro-text\">\n                    For many General Counsel and Chief Legal Officers, the conversation about legal resourcing is framed as a trade-off.\n                    Reduce spend or protect quality.\n                    Increase flexibility or maintain control.\n                    Do the right thing or stay commercially competitive.\n                    At SJP, we believe that framing is outdated, and increasingly unsupported by the evidence.\n                \u003C\u002Fp>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"hero-image\">\n            \u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fsmiling-people-in-office.jpg\" alt=\"Legal professionals collaborating in a modern office\">\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"content\">\n                \u003Cdiv class=\"content-grid\">\n                    \u003Cdiv>\n                        \u003Ch2>The myth that still drives\u003Cbr>buying decisions\u003C\u002Fh2>\n                        \u003Cp>\n                            One of the most persistent myths in legal services is that cost reduction inevitably leads to a drop in quality.\n                            In practice, this belief has encouraged:\n                        \u003C\u002Fp>\n                        \u003Cul>\n                            \u003Cli>Over-reliance on traditional law firm leverage\u003C\u002Fli>\n                            \u003Cli>Paying for layers of supervision that add little incremental value\u003C\u002Fli>\n                            \u003Cli>Restricting access to senior legal talent based on pedigree rather than capability\u003C\u002Fli>\n                        \u003C\u002Ful>\n                        \u003Cp>\n                            For in-house teams under pressure to deliver more with less, this model is no longer sustainable.\n                        \u003C\u002Fp>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv>\n                        \u003Ch2>What happens when you remove\u003Cbr>unnecessary layers\u003C\u002Fh2>\n                        \u003Cp>\n                            When legal teams buy interim lawyers directly and intelligently, rather than through multi-layered firm structures, the outcomes are consistently stronger.\n                            Across our client base, we see that removing unnecessary layers leads to:\n                        \u003C\u002Fp>\n                        \u003Cul>\n                            \u003Cli>Lower overall spend, without reducing seniority\u003C\u002Fli>\n                            \u003Cli>Higher-calibre interim lawyers working directly on the matters that matter\u003C\u002Fli>\n                            \u003Cli>Greater transparency over who is doing the work and why\u003C\u002Fli>\n                            \u003Cli>Faster delivery, particularly in BAU pressure, regulatory change, and transformation programmes\u003C\u002Fli>\n                        \u003C\u002Ful>\n                    \u003C\u002Fdiv>\n                \u003C\u002Fdiv>\n\n                \u003Cdiv class=\"highlight-box\">\n                    \u003Cp>This is not about cutting corners. It is about buying closer to the source of value.\u003C\u002Fp>\n                \u003C\u002Fdiv>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003C!-- Page 2 -->\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"hero-image\">\n            \u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fcolleagues-walking-together.jpg\" alt=\"Senior lawyers reviewing documents together\">\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"content\" style=\"padding-top: 80px;\">\n                \u003Ch2>The data GC teams care about\u003C\u002Fh2>\n                \u003Cp>\n                    For General Counsel and Chief Legal Officers, the question is not whether interim lawyers can work – it is whether the model stands up to scrutiny.\n                    The data is clear:\n                \u003C\u002Fp>\n                \u003Cul>\n                    \u003Cli>Interim resourcing typically delivers 20–40% cost savings compared to equivalent law firm delivery, once leverage and write-offs are removed.\u003C\u002Fli>\n                    \u003Cli>Legal teams gain access to greater seniority per pound spent, with experienced lawyers operating hands-on rather than in oversight roles.\u003C\u002Fli>\n                    \u003Cli>Interim lawyers embed within teams, improving knowledge transfer and continuity, rather than extracting value and exiting.\u003C\u002Fli>\n                \u003C\u002Ful>\n\n                \u003Cdiv class=\"highlight-box\">\n                    \u003Cp>Perhaps most importantly, teams that use interim lawyers as a planned capability – and not an emergency fix – report higher satisfaction and better outcomes.\u003C\u002Fp>\n                \u003C\u002Fdiv>\n\n                \u003Ch3>Quality, cost, and values are not mutually exclusive\u003C\u002Fh3>\n                \u003Cp>\n                    Another common assumption is that ethical considerations sit in tension with commercial ones.\n                    Our experience suggests the opposite.\n                    By supporting a resourcing model built on access and social mobility, not just traditional pedigree, legal teams can:\n                \u003C\u002Fp>\n                \u003Cul>\n                    \u003Cli>Improve diversity of experience and thinking\u003C\u002Fli>\n                    \u003Cli>Widen access to high-quality legal careers\u003C\u002Fli>\n                    \u003Cli>Reinforce a profession that rewards capability and delivery\u003C\u002Fli>\n                \u003C\u002Ful>\n                \u003Cp>\n                    Doing the right thing, it turns out, is also a smarter buying decision.\n                \u003C\u002Fp>\n\n                \u003Ch3>What this means for modern legal leaders\u003C\u002Fh3>\n                \u003Cp>\n                    GCs and CLOs are no longer passive consumers of legal services. They are active shapers of the market.\n                    Every resourcing decision signals what is valued:\n                \u003C\u002Fp>\n                \u003Cul>\n                    \u003Cli>Outcomes over optics\u003C\u002Fli>\n                    \u003Cli>Capability over convention\u003C\u002Fli>\n                    \u003Cli>Value over volume\u003C\u002Fli>\n                \u003C\u002Ful>\n                \u003Cp>\n                    Smarter interim resourcing is not a compromise. It is a strategic choice.\n                \u003C\u002Fp>\n                \u003Cp>\n                    If you would like to explore how removing unnecessary layers could reduce spend, improve quality, and support a better legal profession, we would be pleased to talk.\n                \u003C\u002Fp>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\u003C\u002Fdiv>\n",{"metadata":176,"sys":179,"fields":189},{"tags":177,"concepts":178},[],[],{"space":180,"id":182,"type":15,"createdAt":183,"updatedAt":183,"environment":184,"publishedVersion":186,"revision":22,"contentType":187,"locale":27},{"sys":181},{"type":11,"linkType":12,"id":13},"1xpZ7qadS5qbgiWp77IFBo","2025-11-30T15:10:34.221Z",{"sys":185},{"id":19,"type":11,"linkType":20},28,{"sys":188},{"type":11,"linkType":25,"id":26},{"title":190,"slug":191,"author":31,"description":192,"headerImage":193,"content":215,"customMarkup":224},"SJP November Interim Lawyer Market Update","sjp-november-interim-lawyer-market-update","The Stephen James Partnership (SJP) is pleased to report that November marked another record\nmonth for our Interim division, driven by sustained client demand and a rapidly evolving UK labour\nmarket",{"metadata":194,"sys":197,"fields":205},{"tags":195,"concepts":196},[],[],{"space":198,"id":200,"type":41,"createdAt":201,"updatedAt":201,"environment":202,"publishedVersion":204,"revision":22,"locale":27},{"sys":199},{"type":11,"linkType":12,"id":13},"3ERQVBC1Y06qth9URhzvcq","2025-11-30T14:06:19.283Z",{"sys":203},{"id":19,"type":11,"linkType":20},3,{"title":206,"description":48,"file":207},"smiling-people-in-office",{"url":208,"details":209,"fileName":214,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F3ERQVBC1Y06qth9URhzvcq\u002F85846cb82ec0c5b819578c935ef4f1f2\u002Fsmiling-people-in-office.jpg",{"size":210,"image":211},270370,{"width":212,"height":213},2481,712,"smiling-people-in-office.jpg",{"data":216,"content":217,"nodeType":70},{},[218],{"data":219,"content":220,"nodeType":69},{},[221],{"data":222,"marks":223,"value":172,"nodeType":68},{},[],"\u003Cstyle>\n    .sjp-nov-container * {\n        margin: 0;\n        padding: 0;\n        box-sizing: border-box;\n    }\n\n    .sjp-nov-container {\n        font-family: 'Segoe UI', Tahoma, Geneva, Verdana, sans-serif;\n        line-height: 1.6;\n        color: #ffffff;\n        background-color: #0b3a55;\n    }\n\n    .sjp-nov-container .page {\n        background-color: #0b3a55;\n        position: relative;\n        overflow: hidden;\n        page-break-after: always;\n    }\n\n    .sjp-nov-container h1 {\n        font-size: 48px;\n        font-weight: 300;\n        margin-bottom: 30px;\n        line-height: 1.2;\n    }\n\n    .sjp-nov-container .contentwrap {\n        max-width: 1200px;\n        margin: 0 auto;\n        padding: 32px;\n    }\n\n    .sjp-nov-container h1 .main-title {\n        color: #0eae92;\n        display: block;\n    }\n\n    .sjp-nov-container h1 .sub-title {\n        color: #ffffff;\n        display: inline;\n    }\n\n    .sjp-nov-container .intro-text {\n        font-size: 15px;\n        line-height: 1.8;\n        color: #e0e0e0;\n        margin-bottom: 30px;\n    }\n\n    .sjp-nov-container .hero-image img {\n        width: 100%;\n        height: 100%;\n        object-fit: cover;\n        display: block;\n    }\n\n    .sjp-nov-container .content {\n        padding: 50px;\n        position: relative;\n        z-index: 1;\n    }\n\n    .sjp-nov-container .content-grid {\n        display: grid;\n        grid-template-columns: 1fr 1fr;\n        gap: 50px;\n        margin-bottom: 50px;\n    }\n\n    .sjp-nov-container h2 {\n        color: #0eae92;\n        font-size: 26px;\n        font-weight: 600;\n        margin-bottom: 25px;\n        line-height: 1.3;\n    }\n\n    .sjp-nov-container h3 {\n        color: #0eae92;\n        font-size: 24px;\n        font-weight: 600;\n        margin-bottom: 20px;\n        margin-top: 40px;\n    }\n\n    .sjp-nov-container p {\n        font-size: 15px;\n        line-height: 1.8;\n        margin-bottom: 20px;\n        color: #e0e0e0;\n    }\n\n    .sjp-nov-container .full-width {\n        grid-column: 1 \u002F -1;\n    }\n\n    .sjp-nov-container .logo-footer {\n        display: flex;\n        align-items: center;\n        justify-content: flex-end;\n        margin-top: 50px;\n        padding: 30px 50px;\n        gap: 20px;\n    }\n\n    .sjp-nov-container .logo {\n        font-size: 48px;\n        font-weight: 700;\n        color: #ffffff;\n        letter-spacing: 2px;\n    }\n\n    .sjp-nov-container .company-name {\n        font-size: 18px;\n        color: #ffffff;\n        border-left: 2px solid #0eae92;\n        padding-left: 20px;\n        line-height: 1.3;\n    }\n\n    \u002F* Page 2 specific styles *\u002F\n    .sjp-nov-container .icon-list {\n        margin: 30px 0;\n    }\n\n    .sjp-nov-container .icon-item {\n        display: flex;\n        align-items: flex-start;\n        margin-bottom: 30px;\n        gap: 25px;\n    }\n\n    .sjp-nov-container .icon {\n        flex-shrink: 0;\n        display: flex;\n        align-items: center;\n        justify-content: center;\n        width: 60px;\n        height: 60px;\n    }\n\n    .sjp-nov-container .icon img {\n        width: 100%;\n        height: 100%;\n        object-fit: contain;\n    }\n\n    .sjp-nov-container .icon-text {\n        flex: 1;\n        padding-top: 5px;\n    }\n\n    .sjp-nov-container ul {\n        list-style: none;\n        margin: 20px 0;\n    }\n\n    .sjp-nov-container li {\n        margin-bottom: 25px;\n        padding-left: 30px;\n        position: relative;\n        font-size: 15px;\n        line-height: 1.8;\n        color: #e0e0e0;\n    }\n\n    .sjp-nov-container li::before {\n        content: '●';\n        color: #0eae92;\n        font-size: 12px;\n        position: absolute;\n        left: 0;\n        top: 5px;\n    }\n\n    @media print {\n        .sjp-nov-container .page {\n            max-width: 100%;\n            margin: 0;\n            page-break-after: always;\n        }\n    }\n\u003C\u002Fstyle>\n\n\u003Cdiv class=\"sjp-nov-container\">\n    \u003C!-- Page 1 -->\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"header\">\n                \u003Cp class=\"intro-text\">\n                    Our successful assignments spanned a broad range of sectors including Payments, Fintech,\n                    Manufacturing, Media, Construction, Financial Services and Energy, underlining both the versatility of\n                    our Interim network and the trust placed in SJP to deliver rapid, high-calibre support.\n                \u003C\u002Fp>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"hero-image\">\n            \u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fsmiling-people-in-office.jpg\" alt=\"smiling people in office\">\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"content\">\n                \u003Cdiv class=\"content-grid\">\n                    \u003Cdiv>\n                        \u003Ch2>Market Dynamics and\u003Cbr>Assignment Characteristics\u003C\u002Fh2>\n                        \u003Cp>\n                            Average contract length reached six months, with roles split between planned maternity\u002F\n                            paternity cover and urgent resourcing needs triggered by capacity gaps, spikes in\n                            workflow, or delays between permanent hires.\n                        \u003C\u002Fp>\n                        \u003Cp>\n                            The average PQE level of 12 years reflects the clear preference among clients for senior,\n                            \"plug-and-play\" Interims capable of stepping seamlessly into complex matters, often\n                            within distressed or time-sensitive scenarios.\n                        \u003C\u002Fp>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv>\n                        \u003Ch2>Demand Drivers and Budget Cycles\u003C\u002Fh2>\n                        \u003Cp>\n                            November saw record levels of demand for Interim lawyers. A notable contributing factor was\n                            end-of-year budget utilisation, which consistently prompts legal and compliance teams, especially in\n                            Financial Services and regulated sectors, to deploy remaining spend on Interim resource before year-\n                            end freezes or new-year budget resets.\n                        \u003C\u002Fp>\n                        \u003Cp>\n                            This urgency has also led to faster interview-to-deployment timelines, with most processes now\n                            reduced to a single interview stage. This shift is encouraging for both clients and candidates,\n                            enabling rapid mobilisation during critical periods.\n                        \u003C\u002Fp>\n                    \u003C\u002Fdiv>\n                \u003C\u002Fdiv>\n                \u003Ch3>Increasing Governance Requirements\u003C\u002Fh3>\n                \u003Cp>\n                    Alongside rising demand, clients, particularly those operating in regulated industries such as Payments,\n                    Fintech and Financial Services, continue to require more robust screening and vetting procedures. SJP's\n                    tailored compliance packages remain integral to enabling quick yet fully compliant onboarding, supporting\n                    time-pressured teams without compromising regulatory obligations.\n                \u003C\u002Fp>\n            \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\n    \u003C!-- Page 2 -->\n    \u003Cdiv class=\"page\">\n        \u003Cdiv class=\"hero-image\">\n            \u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fcolleagues-walking-together.jpg\" alt=\"colleagues walking together\">\n        \u003C\u002Fdiv>\n\n        \u003Cdiv class=\"contentwrap\">\n            \u003Cdiv class=\"content\" style=\"padding-top: 80px;\">\n                \u003Ch2>Broader UK Macroeconomic Influences\u003C\u002Fh2>\n                \u003Cp>\n                    The patterns seen in November mirror several wider macroeconomic trends\n                    shaping the UK labour market:\n                \u003C\u002Fp>\n                \u003Cdiv class=\"icon-list\">\n                    \u003Cdiv class=\"icon-item\">\n                        \u003Cdiv class=\"icon\">\u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fmagnifying-glass.png\" alt=\"magnifying glass\">\u003C\u002Fdiv>\n                        \u003Cdiv class=\"icon-text\">\n                            \u003Cp>\n                                Persistent skills shortages, especially at senior levels, continue to push organisations\n                                toward Interim solutions as they navigate understaffed teams and heightened\n                                regulatory expectations.\n                            \u003C\u002Fp>\n                        \u003C\u002Fdiv>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv class=\"icon-item\">\n                        \u003Cdiv class=\"icon\">\u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fchart-arrow.png\" alt=\"chart upward trending arrow\">\u003C\u002Fdiv>\n                        \u003Cdiv class=\"icon-text\">\n                            \u003Cp>\n                                Economic uncertainty including fluctuating interest rates, suppressed investment\n                                activity, and a cautious permanent hiring market, has increased the appeal of\n                                flexible resourcing, allowing organisations to maintain capability without long-term\n                                commitment.\n                            \u003C\u002Fp>\n                        \u003C\u002Fdiv>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv class=\"icon-item\">\n                        \u003Cdiv class=\"icon\">\u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fcogs.png\" alt=\"cogs\">\u003C\u002Fdiv>\n                        \u003Cdiv class=\"icon-text\">\n                            \u003Cp>\n                                Ongoing sectoral transformation, notably in Fintech, Payments, and Energy, has\n                                created project-driven demand for specialist legal expertise, aligning with the higher-\n                                PQE Interim profile SJP has been placing.\n                            \u003C\u002Fp>\n                        \u003C\u002Fdiv>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv class=\"icon-item\">\n                        \u003Cdiv class=\"icon\">\u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fcalendar-heart.png\" alt=\"calendar with a heart\">\u003C\u002Fdiv>\n                        \u003Cdiv class=\"icon-text\">\n                            \u003Cp>\n                                Growth in parental leave uptake and broader demographic changes within the\n                                legal profession have increased the frequency of planned and unplanned cover\n                                requirements.\n                            \u003C\u002Fp>\n                        \u003C\u002Fdiv>\n                    \u003C\u002Fdiv>\n                    \u003Cdiv class=\"icon-item\">\n                        \u003Cdiv class=\"icon\">\u003Cimg src=\"\u002Fpdfs\u002Fnov\u002Fshield-tick.png\" alt=\"shield with a tick in it\">\u003C\u002Fdiv>\n                        \u003Cdiv class=\"icon-text\">\n                            \u003Cp>\n                                Pressure on corporate governance and compliance, shaped by regulatory\n                                interventions, FCA enforcement trends and increased ESG oversight, has heightened\n                                the need for experienced Interims capable of delivering immediate value.\n                            \u003C\u002Fp>\n                        \u003C\u002Fdiv>\n                    \u003C\u002Fdiv>\n                \u003C\u002Fdiv>\n                \u003Cp>\n                    These macroeconomic forces collectively reinforce the strategic value of Interim legal talent as\n                    a stabilising lever for organisations navigating workload peaks, regulatory scrutiny, and shifting\n                    workforce patterns.\n                \u003C\u002Fp>\n                \u003Ch3>Conclusion\u003C\u002Fh3>\n                \u003Cp>\n                    SJP's record-breaking performance in November reflects not only strong client confidence but also\n                    the broader market's increasing reliance on high-calibre Interim lawyers. Faster processes, heightened\n                    demand for senior expertise, and the need for stringent compliance screening all highlight the growing\n                    importance of flexible legal resourcing solutions.\n                \u003C\u002Fp>\n                \u003Cp>\n                    SJP continues to be well positioned to support clients through this period of rapid change, delivering\n                    experienced Interims who provide immediate impact across critical business functions.\n                \u003C\u002Fp>\n        \u003C\u002Fdiv>\n        \u003C\u002Fdiv>\n    \u003C\u002Fdiv>\n\u003C\u002Fdiv>\n",{"metadata":226,"sys":229,"fields":239},{"tags":227,"concepts":228},[],[],{"space":230,"id":232,"type":15,"createdAt":233,"updatedAt":233,"environment":234,"publishedVersion":236,"revision":22,"contentType":237,"locale":27},{"sys":231},{"type":11,"linkType":12,"id":13},"4ryB4DhW1CzKy3KLCDVqtf","2025-11-19T17:47:46.695Z",{"sys":235},{"id":19,"type":11,"linkType":20},26,{"sys":238},{"type":11,"linkType":25,"id":26},{"title":240,"slug":241,"author":31,"description":242,"headerImage":243,"content":264,"customCssClass":393},"Interim Lawyers September Market Overview","interim-lawyers-september-market-overview","Why In-House legal teams are ditching legacy ALSPs and Biglaw",{"metadata":244,"sys":247,"fields":254},{"tags":245,"concepts":246},[],[],{"space":248,"id":250,"type":41,"createdAt":251,"updatedAt":251,"environment":252,"publishedVersion":45,"revision":22,"locale":27},{"sys":249},{"type":11,"linkType":12,"id":13},"2VPNfsRbju56cmwRVcLUvu","2025-11-10T16:25:52.663Z",{"sys":253},{"id":19,"type":11,"linkType":20},{"title":255,"description":48,"file":256},"Interim lawyers september review header",{"url":257,"details":258,"fileName":263,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F2VPNfsRbju56cmwRVcLUvu\u002F1df3ff6f82bc7f3c76a7c7beb26d9b86\u002FSJP_-_Market_Update_-_September_2025.pdf-image-006.jpg",{"size":259,"image":260},203086,{"width":261,"height":262},2485,635,"SJP - Market Update - September 2025.pdf-image-006.jpg",{"data":265,"content":266,"nodeType":70},{},[267,275,282,290,335,359,366,373,380,387],{"data":268,"content":269,"nodeType":274},{},[270],{"data":271,"marks":272,"value":273,"nodeType":68},{},[],"A cooler jobs market, but record demand for interims","heading-2",{"data":276,"content":277,"nodeType":69},{},[278],{"data":279,"marks":280,"value":281,"nodeType":68},{},[],"The UK labour market has slowed this year. Permanent hiring has eased as organisations take a more cautious approach to headcount. But demand for interim lawyers has remained strong, fuelled by maternity and paternity cover, project surges and regulatory deadlines that can’t wait.",{"data":283,"content":284,"nodeType":289},{},[285],{"data":286,"marks":287,"value":288,"nodeType":68},{},[],"Why interims are in demand","heading-3",{"data":291,"content":292,"nodeType":334},{},[293,304,314,324],{"data":294,"content":295,"nodeType":303},{},[296],{"data":297,"content":298,"nodeType":69},{},[299],{"data":300,"marks":301,"value":302,"nodeType":68},{},[],"Immediate availability: senior lawyers who can step in without delay.","list-item",{"data":305,"content":306,"nodeType":303},{},[307],{"data":308,"content":309,"nodeType":69},{},[310],{"data":311,"marks":312,"value":313,"nodeType":68},{},[],"Cost control: predictable day rates instead of inflated BigLaw fees.",{"data":315,"content":316,"nodeType":303},{},[317],{"data":318,"content":319,"nodeType":69},{},[320],{"data":321,"marks":322,"value":323,"nodeType":68},{},[],"Flexibility: fixed-term support that matches business need.",{"data":325,"content":326,"nodeType":303},{},[327],{"data":328,"content":329,"nodeType":69},{},[330],{"data":331,"marks":332,"value":333,"nodeType":68},{},[],"Specialist expertise: especially in fintech, technology and regulation.","unordered-list",{"data":336,"content":357,"nodeType":358},{"target":337},{"metadata":338,"sys":341,"fields":348},{"tags":339,"concepts":340},[],[],{"space":342,"id":344,"type":41,"createdAt":345,"updatedAt":345,"environment":346,"publishedVersion":101,"revision":22,"locale":27},{"sys":343},{"type":11,"linkType":12,"id":13},"2inIKA6hwdaPQ5lasSSfIs","2025-11-10T16:28:54.041Z",{"sys":347},{"id":19,"type":11,"linkType":20},{"title":349,"description":349,"file":350},"Group of employees smiling",{"url":351,"details":352,"fileName":356,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F2inIKA6hwdaPQ5lasSSfIs\u002F63055f763b0549b864ec125e11698989\u002FSJP_-_Market_Update_-_September_2025.pdf-image-010.jpg",{"size":353,"image":354},615060,{"width":212,"height":355},1127,"SJP - Market Update - September 2025.pdf-image-010.jpg",[],"embedded-asset-block",{"data":360,"content":361,"nodeType":274},{},[362],{"data":363,"marks":364,"value":365,"nodeType":68},{},[],"SJP’s momentum",{"data":367,"content":368,"nodeType":69},{},[369],{"data":370,"marks":371,"value":372,"nodeType":68},{},[],"The Stephen James Partnership continues to grow its interim practice and is winning market share from legacy ALSPs and traditional law firms still tied to outdated and costly models. September was our strongest month to date for client onboarding. We welcomed new clients across Technology, Fintech, Financial Services, Metals & Mining, Oil & Gas, Pharmaceuticals and Media & Entertainment, a clear signal that the market is choosing a more modern approach to interim resourcing.",{"data":374,"content":375,"nodeType":274},{},[376],{"data":377,"marks":378,"value":379,"nodeType":68},{},[],"Looking ahead",{"data":381,"content":382,"nodeType":69},{},[383],{"data":384,"marks":385,"value":386,"nodeType":68},{},[],"Interim lawyers are no longer just a temporary fix. They have become a strategic solution for legal teams working under tighter budgets and faster timelines. With record client growth in September, SJP is proud to be delivering the right expertise, at the right time, and on the right terms.",{"data":388,"content":389,"nodeType":69},{},[390],{"data":391,"marks":392,"value":48,"nodeType":68},{},[],"september-market-overview",{"metadata":395,"sys":398,"fields":408},{"tags":396,"concepts":397},[],[],{"space":399,"id":401,"type":15,"createdAt":402,"updatedAt":402,"environment":403,"publishedVersion":405,"revision":22,"contentType":406,"locale":27},{"sys":400},{"type":11,"linkType":12,"id":13},"ryKNTgT7M7gk4UwHSIomv","2025-08-12T07:46:54.384Z",{"sys":404},{"id":19,"type":11,"linkType":20},42,{"sys":407},{"type":11,"linkType":25,"id":26},{"title":409,"slug":410,"author":31,"description":411,"headerImage":412,"content":433,"customCssClass":629},"SJP’s July 2025 Interim Lawyer pulse","sjps-july-2025-interim-lawyer-pulse","SJP has observed significant shifts in the interim legal market through July 2025, with evolving client priorities and competitive pressures shaping hiring behaviours across sectors.",{"metadata":413,"sys":416,"fields":423},{"tags":414,"concepts":415},[],[],{"space":417,"id":419,"type":41,"createdAt":420,"updatedAt":420,"environment":421,"publishedVersion":101,"revision":22,"locale":27},{"sys":418},{"type":11,"linkType":12,"id":13},"2mBW9haTOJrVqJAVkLlA8U","2025-07-22T20:10:44.806Z",{"sys":422},{"id":19,"type":11,"linkType":20},{"title":424,"description":425,"file":426},"lawyer pulse header","professional men and women standing t",{"url":427,"details":428,"fileName":432,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F2mBW9haTOJrVqJAVkLlA8U\u002Fb3d7df8f6bc4c936ada1037561a253de\u002F1753214917.jpg",{"size":429,"image":430},395894,{"width":261,"height":431},450,"1753214917.jpg",{"nodeType":70,"data":434,"content":435},{},[436,443,450,457,464,527,534,541,548,555,562,569,576,583,590,596,617,623],{"nodeType":274,"data":437,"content":438},{},[439],{"nodeType":68,"value":440,"marks":441,"data":442},"1 Surge in Paternity Leave Cover Demand",[],{},{"nodeType":69,"data":444,"content":445},{},[446],{"nodeType":68,"value":447,"marks":448,"data":449},"A notable uptick in paternity leave cover has emerged across our tech, pharma, financial services, and industrials clients. This demand has not only intensified but also led to a trend of longer interim cover periods, with many roles being scoped and advertised for 12 to 16 months to ensure continuity and knowledge retention.",[],{},{"nodeType":274,"data":451,"content":452},{},[453],{"nodeType":68,"value":454,"marks":455,"data":456},"2 In-Demand Legal Expertise",[],{},{"nodeType":69,"data":458,"content":459},{},[460],{"nodeType":68,"value":461,"marks":462,"data":463},"The scope of interim legal needs has been diverse, spanning multiple specialisms:",[],{},{"nodeType":334,"data":465,"content":466},{},[467,477,487,497,507,517],{"nodeType":303,"data":468,"content":469},{},[470],{"nodeType":69,"data":471,"content":472},{},[473],{"nodeType":68,"value":474,"marks":475,"data":476},"Privacy",[],{},{"nodeType":303,"data":478,"content":479},{},[480],{"nodeType":69,"data":481,"content":482},{},[483],{"nodeType":68,"value":484,"marks":485,"data":486},"Corporate",[],{},{"nodeType":303,"data":488,"content":489},{},[490],{"nodeType":69,"data":491,"content":492},{},[493],{"nodeType":68,"value":494,"marks":495,"data":496},"Payments",[],{},{"nodeType":303,"data":498,"content":499},{},[500],{"nodeType":69,"data":501,"content":502},{},[503],{"nodeType":68,"value":504,"marks":505,"data":506},"Product",[],{},{"nodeType":303,"data":508,"content":509},{},[510],{"nodeType":69,"data":511,"content":512},{},[513],{"nodeType":68,"value":514,"marks":515,"data":516},"Asset Management",[],{},{"nodeType":303,"data":518,"content":519},{},[520],{"nodeType":69,"data":521,"content":522},{},[523],{"nodeType":68,"value":524,"marks":525,"data":526},"Commercial\n",[],{},{"nodeType":69,"data":528,"content":529},{},[530],{"nodeType":68,"value":531,"marks":532,"data":533},"The PQE range in demand is typically between 7 and 14 years, indicating a strong preference for experienced lawyers who can quickly integrate and operate autonomously in high-functioning in-house teams.",[],{},{"nodeType":274,"data":535,"content":536},{},[537],{"nodeType":68,"value":538,"marks":539,"data":540},"3 Intensifying Competition & Rate Shifts",[],{},{"nodeType":69,"data":542,"content":543},{},[544],{"nodeType":68,"value":545,"marks":546,"data":547},"Competition among clients, especially those within overlapping industry verticals, has led to a rise in market rates for high-calibre interims. Top-tier candidates with multiple active processes or offers are commanding premium rates, reflecting a more candidate-led interim market.",[],{},{"nodeType":274,"data":549,"content":550},{},[551],{"nodeType":68,"value":552,"marks":553,"data":554},"4 Cost Efficiency as a Strategic Lever",[],{},{"nodeType":69,"data":556,"content":557},{},[558],{"nodeType":68,"value":559,"marks":560,"data":561},"Budget pressures continue to affect traditional legal service providers and law firms. SJP’s model has proven to be a cost-effective alternative, with clients reporting 15–25% savings on interim legal spend compared to legacy providers. This pricing differential is driving further client adoption of the SJP platform.",[],{},{"nodeType":274,"data":563,"content":564},{},[565],{"nodeType":68,"value":566,"marks":567,"data":568},"5 Compressed Timelines & Rapid Turnarounds",[],{},{"nodeType":69,"data":570,"content":571},{},[572],{"nodeType":68,"value":573,"marks":574,"data":575},"An increase in time-sensitive requests has been observed, driven by tight handover periods and sudden resourcing gaps. SJP has facilitated several successful placements within the same week of initial client contact, underscoring the agility and responsiveness of our platform and talent pool.",[],{},{"nodeType":274,"data":577,"content":578},{},[579],{"nodeType":68,"value":580,"marks":581,"data":582},"6 Strategic Project Resource Planning",[],{},{"nodeType":69,"data":584,"content":585},{},[586],{"nodeType":68,"value":587,"marks":588,"data":589},"We’re seeing the early stages of speculative M&A interim resourcing, particularly among clients preparing for scale-up initiatives or structural disposals. Some of these requests relate to interim support for anticipated headcount reallocations, reflecting a proactive approach to resourcing in dynamic business conditions.",[],{},{"nodeType":69,"data":591,"content":592},{},[593],{"nodeType":68,"value":48,"marks":594,"data":595},[],{},{"nodeType":597,"data":598,"content":616},"embedded-entry-block",{"target":599},{"metadata":600,"sys":603,"fields":614},{"tags":601,"concepts":602},[],[],{"space":604,"id":606,"type":15,"createdAt":607,"updatedAt":607,"environment":608,"publishedVersion":610,"revision":22,"contentType":611,"locale":27},{"sys":605},{"type":11,"linkType":12,"id":13},"oObAyiTDvQWnZ33dqrweh","2025-08-12T07:46:57.875Z",{"sys":609},{"id":19,"type":11,"linkType":20},13,{"sys":612},{"type":11,"linkType":25,"id":613},"customBlogCode",{"code":615},"\u003Cdiv class=\"lawyer-pulse__conclusion\">\n  \u003Cdiv class=\"lawyer-pulse__conclusion-inner\">\n    \u003Ch2>Conclusion\u003C\u002Fh2>\n    \u003Cp>SJP remains at the forefront of interim legal hiring, offering clients an agile, cost-effective solution while helping lawyers access engaging, high-impact assignments. As client needs continue to evolve, particularly around leave cover, strategic projects, and budget-conscious resourcing, we expect these trends to accelerate through H2 2025.\u003C\u002Fp>\n  \u003C\u002Fdiv>\n\u003C\u002Fdiv>",[],{"nodeType":69,"data":618,"content":619},{},[620],{"nodeType":68,"value":48,"marks":621,"data":622},[],{},{"nodeType":69,"data":624,"content":625},{},[626],{"nodeType":68,"value":48,"marks":627,"data":628},[],{},"lawyer-pulse",{"metadata":631,"sys":634,"fields":646},{"tags":632,"concepts":633},[],[],{"space":635,"id":637,"type":15,"createdAt":638,"updatedAt":639,"environment":640,"publishedVersion":642,"revision":643,"contentType":644,"locale":27},{"sys":636},{"type":11,"linkType":12,"id":13},"DEiAK6c1tFFXtwUfAEhX1","2025-05-27T17:32:07.443Z","2025-06-19T07:50:13.432Z",{"sys":641},{"id":19,"type":11,"linkType":20},73,2,{"sys":645},{"type":11,"linkType":25,"id":26},{"title":647,"slug":648,"author":31,"description":649,"headerImage":650,"content":663},"Why In-House Teams Are Rethinking ‘BigLaw’","why-in-house-teams-are-rethinking-biglaw","The Legal Industry’s Quiet Crisis",{"metadata":651,"sys":654,"fields":659},{"tags":652,"concepts":653},[],[],{"space":655,"id":97,"type":41,"createdAt":98,"updatedAt":98,"environment":657,"publishedVersion":101,"revision":22,"locale":27},{"sys":656},{"type":11,"linkType":12,"id":13},{"sys":658},{"id":19,"type":11,"linkType":20},{"title":103,"description":48,"file":660},{"url":105,"details":661,"fileName":111,"contentType":112},{"size":107,"image":662},{"width":109,"height":110},{"nodeType":70,"data":664,"content":665},{},[666,673,690,697,704,712,719,726,752,759,771,778,785,792,818,825,832,839,846,870,877,884,891,898,905,930,937,950,957,964,989,996],{"nodeType":69,"data":667,"content":668},{},[669],{"nodeType":68,"value":670,"marks":671,"data":672},"If you’re still spending premium law firm rates for work that could be delivered faster and smarter, by an interim, you’re not alone.",[],{},{"nodeType":69,"data":674,"content":675},{},[676,680,686],{"nodeType":68,"value":677,"marks":678,"data":679},"But you ",[],{},{"nodeType":68,"value":681,"marks":682,"data":685},"do",[683],{"type":684},"bold",{},{"nodeType":68,"value":687,"marks":688,"data":689}," have options.",[],{},{"nodeType":69,"data":691,"content":692},{},[693],{"nodeType":68,"value":694,"marks":695,"data":696},"At The Stephen James Partnership (SJP), we’re on a mission to help legal leaders reduce spend without compromising on quality. We’ve built a model that’s fast, flexible, and built around value, not inflated billing.",[],{},{"nodeType":69,"data":698,"content":699},{},[700],{"nodeType":68,"value":701,"marks":702,"data":703},"Our interim division has grown by over 400% in just four months.",[],{},{"nodeType":69,"data":705,"content":706},{},[707],{"nodeType":68,"value":708,"marks":709,"data":711},"That’s not by accident.",[710],{"type":684},{},{"nodeType":274,"data":713,"content":714},{},[715],{"nodeType":68,"value":716,"marks":717,"data":718},"Why the Traditional Model Isn’t Working Anymore",[],{},{"nodeType":69,"data":720,"content":721},{},[722],{"nodeType":68,"value":723,"marks":724,"data":725},"Law firms and the traditional ALSPs have had the space to themselves for too long. In-house teams are under more pressure than ever:",[],{},{"nodeType":358,"data":727,"content":751},{"target":728},{"metadata":729,"sys":732,"fields":741},{"tags":730,"concepts":731},[],[],{"space":733,"id":735,"type":41,"createdAt":736,"updatedAt":737,"environment":738,"publishedVersion":740,"revision":643,"locale":27},{"sys":734},{"type":11,"linkType":12,"id":13},"brQwZZa7vPUB5BAQi8a6R","2025-06-19T07:12:28.902Z","2025-06-19T07:40:43.698Z",{"sys":739},{"id":19,"type":11,"linkType":20},11,{"title":742,"description":48,"file":743},"rethink-blog-why-not-working",{"url":744,"details":745,"fileName":750,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002FbrQwZZa7vPUB5BAQi8a6R\u002F106554209cac5de38a1be4445b0b7886\u002FSJP__-_Rethinking_â__BigLawâ___V4.pdf__5_.png",{"size":746,"image":747},540347,{"width":748,"height":749},2464,1824,"SJP  - Rethinking ‘BigLaw’ V4.pdf (5).png",[],{"nodeType":69,"data":753,"content":754},{},[755],{"nodeType":68,"value":756,"marks":757,"data":758},"And yet, many still default to biglaw pricing, even when the service no longer justifies it. ",[],{},{"nodeType":69,"data":760,"content":761},{},[762,766],{"nodeType":68,"value":763,"marks":764,"data":765},"Legal leaders and procurement teams alike are now asking: ",[],{},{"nodeType":68,"value":767,"marks":768,"data":770},"what’s the alternative?",[769],{"type":684},{},{"nodeType":274,"data":772,"content":773},{},[774],{"nodeType":68,"value":775,"marks":776,"data":777},"SJP’s Answer: A Better Way to Resource Legal Work",[],{},{"nodeType":69,"data":779,"content":780},{},[781],{"nodeType":68,"value":782,"marks":783,"data":784},"We’re not a law firm. We’re not a traditional ALSP. We’re a strategic resourcing partner with a different model.",[],{},{"nodeType":69,"data":786,"content":787},{},[788],{"nodeType":68,"value":789,"marks":790,"data":791},"Here’s why clients are choosing us:",[],{},{"nodeType":358,"data":793,"content":817},{"target":794},{"metadata":795,"sys":798,"fields":807},{"tags":796,"concepts":797},[],[],{"space":799,"id":801,"type":41,"createdAt":802,"updatedAt":803,"environment":804,"publishedVersion":806,"revision":204,"locale":27},{"sys":800},{"type":11,"linkType":12,"id":13},"3lZZjj5ocup3kEQotlqWwI","2025-06-19T07:21:06.975Z","2025-07-22T20:30:33.814Z",{"sys":805},{"id":19,"type":11,"linkType":20},14,{"title":808,"description":48,"file":809},"SJP - Rethinking ‘BigLaw’ V4.pdf (1)",{"url":810,"details":811,"fileName":816,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F3lZZjj5ocup3kEQotlqWwI\u002F873f745446e0b66d17f70d34d0fa9001\u002Fsjp-v3.jpg",{"size":812,"image":813},647363,{"width":814,"height":815},1952,1400,"sjp-v3.jpg",[],{"nodeType":69,"data":819,"content":820},{},[821],{"nodeType":68,"value":822,"marks":823,"data":824},"Most importantly: we do all the work at SJP. We don’t subcontract the resourcing to legal recruiters – next time you receive a large bill from a traditional ALSP it might be worth asking them if they are paying a recruiter to find the talent.",[],{},{"nodeType":274,"data":826,"content":827},{},[828],{"nodeType":68,"value":829,"marks":830,"data":831},"A Strategic Lever for Legal and Procurement Teams",[],{},{"nodeType":69,"data":833,"content":834},{},[835],{"nodeType":68,"value":836,"marks":837,"data":838},"Interim legal support isn’t just a fallback, it’s a forward-thinking choice.",[],{},{"nodeType":69,"data":840,"content":841},{},[842],{"nodeType":68,"value":843,"marks":844,"data":845},"SJP helps in-house teams control spend and deliver results. 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We got someone who felt like a core team member from day one. That’s rare, and exactly what we needed.”",[947],{"type":948},"italic",{},{"nodeType":274,"data":951,"content":952},{},[953],{"nodeType":68,"value":954,"marks":955,"data":956},"Let’s Rethink Legal Resourcing",[],{},{"nodeType":69,"data":958,"content":959},{},[960],{"nodeType":68,"value":961,"marks":962,"data":963},"Whether you lead legal, run procurement, or just know you’re overpaying for average, SJP is here to help.",[],{},{"nodeType":358,"data":965,"content":988},{"target":966},{"metadata":967,"sys":970,"fields":978},{"tags":968,"concepts":969},[],[],{"space":971,"id":973,"type":41,"createdAt":974,"updatedAt":975,"environment":976,"publishedVersion":21,"revision":643,"locale":27},{"sys":972},{"type":11,"linkType":12,"id":13},"ZVt96WTXQXikIsQyEi27J","2025-06-19T07:25:27.329Z","2025-06-19T07:41:57.495Z",{"sys":977},{"id":19,"type":11,"linkType":20},{"title":979,"description":48,"file":980},"SJP - Rethinking ‘BigLaw’ V4.pdf (4)",{"url":981,"details":982,"fileName":987,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002FZVt96WTXQXikIsQyEi27J\u002F71b00a9387b74dd8ddaf266d3c5f128e\u002FSJP__-_Rethinking_â__BigLawâ___V4.pdf__4___1_.png",{"size":983,"image":984},446626,{"width":985,"height":986},3232,1528,"SJP  - Rethinking ‘BigLaw’ V4.pdf (4) (1).png",[],{"nodeType":69,"data":990,"content":991},{},[992],{"nodeType":68,"value":993,"marks":994,"data":995},"Message us. Connect on LinkedIn. Or just send a knowing nod across the boardroom. We’re building something better - and we’re not doing it quietly.",[],{},{"nodeType":69,"data":997,"content":998},{},[999,1003,1012],{"nodeType":68,"value":1000,"marks":1001,"data":1002},"Follow SJP on ",[],{},{"nodeType":1004,"data":1005,"content":1007},"hyperlink",{"uri":1006},"https:\u002F\u002Fwww.linkedin.com\u002Fcompany\u002Fthe-stephen-james-partnership\u002F",[1008],{"nodeType":68,"value":1009,"marks":1010,"data":1011},"LinkedIn",[],{},{"nodeType":68,"value":1013,"marks":1014,"data":1015}," or get in touch directly to learn more about our interim lawyer service.",[],{},{"metadata":1017,"sys":1020,"fields":1030},{"tags":1018,"concepts":1019},[],[],{"space":1021,"id":1023,"type":15,"createdAt":1024,"updatedAt":1024,"environment":1025,"publishedVersion":1027,"revision":22,"contentType":1028,"locale":27},{"sys":1022},{"type":11,"linkType":12,"id":13},"7zSPcFVvNZiV99b8GNMHny","2024-03-31T17:51:20.856Z",{"sys":1026},{"id":19,"type":11,"linkType":20},9,{"sys":1029},{"type":11,"linkType":25,"id":26},{"title":1031,"slug":1032,"description":1033,"headerImage":1034,"content":1054},"ED&I Fatigue, Vol 2.","ed-and-i-fatigue-vol-2","Examining the mounting threat to affirmative action in the US and its potential influence on UK corporate policy.",{"metadata":1035,"sys":1038,"fields":1045},{"tags":1036,"concepts":1037},[],[],{"space":1039,"id":1041,"type":41,"createdAt":1042,"updatedAt":1042,"environment":1043,"publishedVersion":45,"revision":22,"locale":27},{"sys":1040},{"type":11,"linkType":12,"id":13},"6t57v2oZvGkjiMIIVlv2IS","2024-03-31T17:33:57.052Z",{"sys":1044},{"id":19,"type":11,"linkType":20},{"title":1046,"description":48,"file":1047},"Fatigue",{"url":1048,"details":1049,"fileName":1053,"contentType":57},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F6t57v2oZvGkjiMIIVlv2IS\u002F7090590dff44a9f9e63d8006e7c2f355\u002FWoman_with.jpg",{"size":1050,"image":1051},889487,{"width":160,"height":1052},1577,"Woman with.jpg",{"nodeType":70,"data":1055,"content":1056},{},[1057,1076,1083,1090,1101,1120,1127,1134,1144,1151,1158,1165,1175,1193,1200,1210,1217,1236,1243,1250,1286],{"nodeType":69,"data":1058,"content":1059},{},[1060,1064,1072],{"nodeType":68,"value":1061,"marks":1062,"data":1063},"The recent ",[],{},{"nodeType":1004,"data":1065,"content":1067},{"uri":1066},"https:\u002F\u002Fwww.bbc.co.uk\u002Fnews\u002Fworld-us-canada-65886212",[1068],{"nodeType":68,"value":1069,"marks":1070,"data":1071},"U.S. Supreme Court decision to ban race-conscious college admissions",[],{},{"nodeType":68,"value":1073,"marks":1074,"data":1075}," has triggered a surge in political and legal challenges against corporate America's anti-discrimination policies. ",[],{},{"nodeType":69,"data":1077,"content":1078},{},[1079],{"nodeType":68,"value":1080,"marks":1081,"data":1082},"The Supreme Court ruling, while specific to education, has prompted activists and politicians to challenge long standing corporate anti-discrimination policies. They argue that any categorising of people by race is pernicious and unlawful, citing Constitutional provisions meant to protect former slaves. ",[],{},{"nodeType":69,"data":1084,"content":1085},{},[1086],{"nodeType":68,"value":1087,"marks":1088,"data":1089},"Beyond the legal argument, it’s clear that the rhetoric of certain prominent US political figures reveals a deep-seated opposition to programs designed to increase minority representation and educate young people about America's history of white supremacy.",[],{},{"nodeType":69,"data":1091,"content":1092},{},[1093],{"nodeType":68,"value":1094,"marks":1095,"data":1100},"Legal Challenges and Threats",[1096,1098,1099],{"type":1097},"underline",{"type":948},{"type":684},{},{"nodeType":69,"data":1102,"content":1103},{},[1104,1108,1116],{"nodeType":68,"value":1105,"marks":1106,"data":1107},"Following the Supreme Court’s decision on college admissions, lawsuits have been brought against companies with internal diversity initiatives, such as Kellogg’s. ",[],{},{"nodeType":1004,"data":1109,"content":1111},{"uri":1110},"https:\u002F\u002Fwww.reuters.com\u002Flegal\u002Fus-black-women-owned-venture-capital-fund-mounts-defense-conservatives-race-2023-08-10\u002F",[1112],{"nodeType":68,"value":1113,"marks":1114,"data":1115},"A venture capital fund supporting businesses owned by black women has also been targeted",[],{},{"nodeType":68,"value":1117,"marks":1118,"data":1119},". ",[],{},{"nodeType":69,"data":1121,"content":1122},{},[1123],{"nodeType":68,"value":1124,"marks":1125,"data":1126},"Republican Senators have issued warnings to major corporations, threatening Congressional oversight and private lawsuits if diversity programs persist. ",[],{},{"nodeType":69,"data":1128,"content":1129},{},[1130],{"nodeType":68,"value":1131,"marks":1132,"data":1133},"Despite largely lacking legal merit, the challenges come at a time of febrile political and cultural division across the US. The looming potential for a second Trump administration only increases the sense of threat to long-standing corporate diversity initiatives.",[],{},{"nodeType":69,"data":1135,"content":1136},{},[1137],{"nodeType":68,"value":1138,"marks":1139,"data":1143},"Corporate Programs ",[1140,1141,1142],{"type":1097},{"type":948},{"type":684},{},{"nodeType":69,"data":1145,"content":1146},{},[1147],{"nodeType":68,"value":1148,"marks":1149,"data":1150},"Over 95% of top global enterprises report having formal diversity programs, and a third of the Fortune 500 have a diversity executive. ",[],{},{"nodeType":69,"data":1152,"content":1153},{},[1154],{"nodeType":68,"value":1155,"marks":1156,"data":1157},"To be clear – these programs were not outlawed by the Supreme Court decision, and the ruling acknowledged that race consideration is permissible with compelling reasons. ",[],{},{"nodeType":69,"data":1159,"content":1160},{},[1161],{"nodeType":68,"value":1162,"marks":1163,"data":1164},"However, the mounting pressure raises concerns that companies may backtrack on their commitments to diversity and inclusion.",[],{},{"nodeType":69,"data":1166,"content":1167},{},[1168],{"nodeType":68,"value":1169,"marks":1170,"data":1174},"Coca Cola",[1171,1172,1173],{"type":1097},{"type":948},{"type":684},{},{"nodeType":69,"data":1176,"content":1177},{},[1178,1181,1189],{"nodeType":68,"value":48,"marks":1179,"data":1180},[],{},{"nodeType":1004,"data":1182,"content":1184},{"uri":1183},"https:\u002F\u002Fabovethelaw.com\u002F2022\u002F03\u002Fcoca-cola-shook-up-diversity-efforts-racist-shareholders-gushed-out\u002F",[1185],{"nodeType":68,"value":1186,"marks":1187,"data":1188},"A notable example involving Coca-Cola's former general counsel, Bradley Gayton",[],{},{"nodeType":68,"value":1190,"marks":1191,"data":1192},", demonstrates the impact of this pressure. ",[],{},{"nodeType":69,"data":1194,"content":1195},{},[1196],{"nodeType":68,"value":1197,"marks":1198,"data":1199},"Despite initially introducing bold new diversity guidelines for law firms representing Coca Cola, the company faced a major backlash, threats of lawsuits and eventually withdrew the initiative. ",[],{},{"nodeType":69,"data":1201,"content":1202},{},[1203],{"nodeType":68,"value":1204,"marks":1205,"data":1209},"The View from the UK ",[1206,1207,1208],{"type":1097},{"type":948},{"type":684},{},{"nodeType":69,"data":1211,"content":1212},{},[1213],{"nodeType":68,"value":1214,"marks":1215,"data":1216},"All too often when the US sneezes, the UK catches a cold.",[],{},{"nodeType":69,"data":1218,"content":1219},{},[1220,1224,1232],{"nodeType":68,"value":1221,"marks":1222,"data":1223},"While D&I initiatives have become more mainstream, a ",[],{},{"nodeType":1004,"data":1225,"content":1227},{"uri":1226},"https:\u002F\u002Fforms.workday.com\u002Fcontent\u002Fdam\u002Fweb\u002Fuk\u002Fdocuments\u002Freports\u002Ffm-belonging-and-diversity-report-fy22-emea.pdf",[1228],{"nodeType":68,"value":1229,"marks":1230,"data":1231},"2021 Workday survey",[],{},{"nodeType":68,"value":1233,"marks":1234,"data":1235}," of more than 2000 HR professionals and business leaders found that 31% of UK respondents said their organisation did not take a strategic approach to inclusion and diversity, neither had they taken any steps toward implementing one.",[],{},{"nodeType":69,"data":1237,"content":1238},{},[1239],{"nodeType":68,"value":1240,"marks":1241,"data":1242},"Half of respondents said they viewed tracking ED&I as a significant \"challenge.\" One in ten said they did not recognise the importance of diversity at all, and 12% perceived it as a \"polarising” issue. ",[],{},{"nodeType":69,"data":1244,"content":1245},{},[1246],{"nodeType":68,"value":1247,"marks":1248,"data":1249},"These findings illustrate the fragile nature of diversity initiatives in the UK, and how susceptible they could be to a change in the political weather. It underscores the need for policies that are robust, fair, and effective enough to stand up to scrutiny. ",[],{},{"nodeType":334,"data":1251,"content":1252},{},[1253,1264,1275],{"nodeType":303,"data":1254,"content":1255},{},[1256],{"nodeType":69,"data":1257,"content":1258},{},[1259],{"nodeType":68,"value":1260,"marks":1261,"data":1263},"The Stephen James Partnership is a diversity centric legal recruitment and consultancy firm.",[1262],{"type":948},{},{"nodeType":303,"data":1265,"content":1266},{},[1267],{"nodeType":69,"data":1268,"content":1269},{},[1270],{"nodeType":68,"value":1271,"marks":1272,"data":1274},"We don’t believe it should be a choice between excellence and diversity. It’s always possible to achieve both.",[1273],{"type":948},{},{"nodeType":303,"data":1276,"content":1277},{},[1278],{"nodeType":69,"data":1279,"content":1280},{},[1281],{"nodeType":68,"value":1282,"marks":1283,"data":1285},"By partnering with the SJP, law firms can make a real impact on the diversity of their workplace.",[1284],{"type":948},{},{"nodeType":69,"data":1287,"content":1288},{},[1289],{"nodeType":68,"value":48,"marks":1290,"data":1291},[],{},{"metadata":1293,"sys":1296,"fields":1306},{"tags":1294,"concepts":1295},[],[],{"space":1297,"id":1299,"type":15,"createdAt":1300,"updatedAt":1301,"environment":1302,"publishedVersion":740,"revision":643,"contentType":1304,"locale":27},{"sys":1298},{"type":11,"linkType":12,"id":13},"15Zc9OeW00YiNIYZytSSdG","2024-03-31T17:35:37.575Z","2024-03-31T17:55:05.089Z",{"sys":1303},{"id":19,"type":11,"linkType":20},{"sys":1305},{"type":11,"linkType":25,"id":26},{"title":1307,"slug":1308,"description":1309,"headerImage":1310,"content":1323},"ED&I Fatigue? It's no wonder...","ed-and-i-fatigue-its-no-wonder","In his book ‘Capitalist Realism’ the political and cultural theorist Mark Fisher discusses the pervasive sense that in modern society, the representation of reality has become more important than reality itself. Or, as Fisher puts it, how “all that is solid melts into PR”. ",{"metadata":1311,"sys":1314,"fields":1319},{"tags":1312,"concepts":1313},[],[],{"space":1315,"id":1041,"type":41,"createdAt":1042,"updatedAt":1042,"environment":1317,"publishedVersion":45,"revision":22,"locale":27},{"sys":1316},{"type":11,"linkType":12,"id":13},{"sys":1318},{"id":19,"type":11,"linkType":20},{"title":1046,"description":48,"file":1320},{"url":1048,"details":1321,"fileName":1053,"contentType":57},{"size":1050,"image":1322},{"width":160,"height":1052},{"data":1324,"content":1325,"nodeType":70},{},[1326,1333,1340,1347,1354,1361,1418],{"data":1327,"content":1328,"nodeType":69},{},[1329],{"data":1330,"marks":1331,"value":1332,"nodeType":68},{},[],"We’ve seen frequent examples of this in both the private and public sector over the last few years. The promise of £350 million in extra funding for the NHS every week following Brexit. Ongoing greenwashing campaigns by legacy fossil fuel companies. The recent FTX & Theranos scandals.",{"data":1334,"content":1335,"nodeType":69},{},[1336],{"data":1337,"marks":1338,"value":1339,"nodeType":68},{},[],"It's in this wider social context, that cynicism about policy agendas like ED&I is easy to understand. It’s difficult to be enthusiastic about empty rhetoric or performative gestures made out of cynical self-interest. Corporate virtue signalling. There’s no merit in a box ticking exercise that adds to the administrative burden on already stretched internal teams but yields little tangible benefit or effect.",{"data":1341,"content":1342,"nodeType":69},{},[1343],{"data":1344,"marks":1345,"value":1346,"nodeType":68},{},[],"So how do we rescue enthusiasm for the principles of equality diversity and inclusion in the workplace? First, we need to talk about what diversity actually is, and the real transformative effect diversity can have on an organisation. The idea that it’s just a matter of ethnicity misses a bigger picture. 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",{"data":1376,"content":1377,"nodeType":303},{},[1378],{"data":1379,"content":1380,"nodeType":69},{},[1381],{"data":1382,"marks":1383,"value":1385,"nodeType":68},{},[1384],{"type":948},"We represent some of the best lawyers on the market from a plethora of backgrounds.",{"data":1387,"content":1388,"nodeType":303},{},[1389],{"data":1390,"content":1391,"nodeType":69},{},[1392],{"data":1393,"marks":1394,"value":1396,"nodeType":68},{},[1395],{"type":948},"Our lawyers are the kind of people that law firms and legal departments want and need in their business. 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