[{"data":1,"prerenderedAt":71},["ShallowReactive",2],{"blog-the-uk-interim-lawyer-market-april-2026":3},{"metadata":4,"sys":7,"fields":27},{"tags":5,"concepts":6},[],[],{"space":8,"id":13,"type":14,"createdAt":15,"updatedAt":15,"environment":16,"publishedVersion":20,"revision":21,"contentType":22,"locale":26},{"sys":9},{"type":10,"linkType":11,"id":12},"Link","Space","3kvxvlmz18o6","rTGq7l2VwXM4RGz4OrqeO","Entry","2026-05-03T08:20:58.978Z",{"sys":17},{"id":18,"type":10,"linkType":19},"master","Environment",7,1,{"sys":23},{"type":10,"linkType":24,"id":25},"ContentType","blog","en-US",{"title":28,"slug":29,"author":30,"description":31,"headerImage":32,"content":57,"customMarkup":70},"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":33,"sys":36,"fields":45},{"tags":34,"concepts":35},[],[],{"space":37,"id":39,"type":40,"createdAt":41,"updatedAt":41,"environment":42,"publishedVersion":44,"revision":21,"locale":26},{"sys":38},{"type":10,"linkType":11,"id":12},"2gtzURzs3IVpxL89JrEH2J","Asset","2026-05-03T08:13:09.363Z",{"sys":43},{"id":18,"type":10,"linkType":19},4,{"title":46,"description":47,"file":48},"Boardroom","",{"url":49,"details":50,"fileName":55,"contentType":56},"\u002F\u002Fimages.ctfassets.net\u002F3kvxvlmz18o6\u002F2gtzURzs3IVpxL89JrEH2J\u002F1845f4cf854b5b1185d100e04990d16d\u002Fsjpblog-001-000.jpg",{"size":51,"image":52},141652,{"width":53,"height":54},1000,613,"sjpblog-001-000.jpg","image\u002Fjpeg",{"data":58,"content":59,"nodeType":69},{},[60],{"data":61,"content":62,"nodeType":68},{},[63],{"data":64,"marks":65,"value":66,"nodeType":67},{},[],"NA","text","paragraph","document","\u003Cstyle>\n    .interim-april-2026 * {\n        margin: 0;\n        padding: 0;\n        box-sizing: border-box;\n    }\n\n    .interim-april-2026 {\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    .interim-april-2026 .page {\n        background-color: #0b3a55;\n        position: relative;\n        overflow: hidden;\n        padding: 60px 0;\n    }\n\n    .interim-april-2026 .page + .page {\n        padding-top: 0;\n    }\n\n    .interim-april-2026 .contentwrap {\n        max-width: 1200px;\n        margin: 0 auto;\n        padding: 0 32px;\n    }\n\n    .interim-april-2026 .hero-image {\n        width: 100%;\n        max-height: 360px;\n        overflow: hidden;\n        margin-bottom: 50px;\n    }\n\n    .interim-april-2026 .hero-image img {\n        width: 100%;\n        height: 100%;\n        object-fit: cover;\n        display: block;\n    }\n\n    .interim-april-2026 h2 {\n        color: #0eae92;\n        font-size: 32px;\n        font-weight: 700;\n        line-height: 1.2;\n        margin-bottom: 25px;\n    }\n\n    .interim-april-2026 h2 .section-number {\n        color: #0eae92;\n        font-weight: 300;\n    }\n\n    .interim-april-2026 h2 .section-title {\n        color: #ffffff;\n        display: block;\n        margin-top: 4px;\n    }\n\n    .interim-april-2026 h3 {\n        color: #0eae92;\n        font-size: 20px;\n        font-weight: 600;\n        margin-bottom: 16px;\n        margin-top: 36px;\n    }\n\n    .interim-april-2026 p {\n        font-size: 15px;\n        line-height: 1.8;\n        margin-bottom: 18px;\n        color: #e0e0e0;\n    }\n\n    .interim-april-2026 .lead {\n        font-size: 17px;\n        margin-bottom: 22px;\n        color: #ffffff;\n    }\n\n    \u002F* Two-column layout for Market Context *\u002F\n    .interim-april-2026 .two-col {\n        display: grid;\n        grid-template-columns: 1.4fr 1fr;\n        gap: 40px;\n        align-items: start;\n        margin-bottom: 30px;\n    }\n\n    .interim-april-2026 .stat-stack {\n        display: flex;\n        flex-direction: column;\n        gap: 18px;\n    }\n\n    .interim-april-2026 .stat-card {\n        background-color: #0eae92;\n        color: #ffffff;\n        padding: 24px 26px;\n        border-radius: 2px;\n    }\n\n    .interim-april-2026 .stat-card .figure {\n        font-size: 40px;\n        font-weight: 700;\n        line-height: 1.05;\n        margin-bottom: 10px;\n        color: #ffffff;\n    }\n\n    .interim-april-2026 .stat-card .label {\n        font-size: 14px;\n        font-weight: 600;\n        margin-bottom: 4px;\n        color: #ffffff;\n    }\n\n    .interim-april-2026 .stat-card .meta {\n        font-size: 13px;\n        color: #e9fff9;\n        opacity: 0.9;\n    }\n\n    \u002F* Pull quote *\u002F\n    .interim-april-2026 .pull-quote {\n        font-size: 19px;\n        line-height: 1.55;\n        font-style: italic;\n        color: #ffffff;\n        border-top: 1px solid rgba(255, 255, 255, 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",1782301047853]