Talent spotting

The legal profession stands at a crossroads. As we navigate an era of unprecedented change, from technological advancement to evolving client expectations, the firms that will thrive in the future are those that recognise their greatest asset isn’t their case law libraries or their prestigious client lists – it’s their people.

At FBC Manby Bowdler, 2025 has been an incredible year: we secured £30m of private equity investment to become the founding firm of the Adeptio Law Group, opened our first Birmingham city centre office and hit record turnover of more than £17m. But none of these achievements would have been possible without the brilliant team we’ve spent years building.

So, the burning question isn’t whether talent is important – that’s obvious. It’s how we attract, develop and retain this talent in a competitive marketplace, where the traditional pathways into law are being challenged and reimagined.

Changing face of legal talent

The legal profession has long had the problem of being seen as elitist and exclusive. Last year, when 2,000 teenagers from various backgrounds were surveyed, the results were sobering: nearly half thought university fees would be too expensive, almost one in five believed you needed family connections to succeed and more than a third had been actively discouraged from considering law as a career.

Such perceptions don’t just limit individual opportunities; they impoverish our entire profession. By restricting our talent pool, we miss out on exceptional individuals who can bring fresh perspectives, innovative thinking and a deeper understanding of the diverse communities we serve.

This is why FBC Manby Bowdler has become a founding partner in the Breaking Down Barriers to Law campaign, launched in parliament earlier this year. This collaborative initiative, working alongside the Purpose Coalition and other forward-thinking firms, addresses the four key areas where those from disadvantaged and under-represented backgrounds face the greatest obstacles: outreach, access, recruitment and progression.

Diversifying pathways into law

Many talented individuals don’t consider university their first choice – or indeed, an option at all – so providing alternative pathways allows us to nurture talent that our industry might otherwise miss out on. At FBC Manby Bowdler, we’ve had particular success in qualifying those applying later in life, including staff from legal secretary backgrounds.

A staggering 12% of our workforce is currently on an apprenticeship or flexible study route to qualification. We’ve established ourselves as an early adopter of alternative routes into the profession, having already qualified three individuals through legal apprenticeships, with more set to qualify over the next six years. Our commitment extends to qualifications through the Chartered Institute of Legal Executives, an approach that marries legal knowledge with practical skills without age restrictions, alongside apprenticeships at paralegal, solicitor and graduate levels. 

This isn’t just about corporate social responsibility; it’s about smart business. These alternative routes consistently deliver highly engaged individuals who bring practical skills alongside their legal knowledge.

Partnership and innovation in talent development

One of our most successful initiatives is partnering with Leadership Through Sport & Business, a social mobility charity that prepares young people from disadvantaged backgrounds for meaningful roles in major firms. We emphasise tailored support for all trainees, recognising that some individuals face additional challenges, such as caring responsibilities or learning differences. Our mentoring system, which pairs apprentices and trainees with mentors and buddies, has a real impact, providing a crucial additional support structure.

While we continue to offer traditional training contracts, we see much better engagement from individuals from diverse backgrounds through our wider training offering. Our track record is strong in this field, which benefits us as a firm by tapping into this under-resourced talent pool.

Creating a culture of growth and wellbeing

Building talented teams isn’t just about recruitment; it’s about creating an environment in which people can thrive. Our latest surveys show more than 80% of staff feel engaged and empowered, a figure built on our open and active approach to listening to our people.

We carry out two engagement surveys a year, alongside monthly welfare surveys, to ensure any issues or concerns are addressed promptly. Our chief executive officer, Neil Lloyd, and the operations board read every piece of feedback, and Neil personally responds to each comment – whether it’s a top-level strategic suggestion or something as practical as the condition of the dishwasher. 

The business has 20 mental health first aiders, a menopause policy and champion group, and staff have access to a comprehensive range of health and wellbeing benefits, including 24-hour GP access and free counselling. We also operate a medical expenses policy, covering specialist tests and dental and eye care. These aren’t just perks; they’re essential investments in our people’s wellbeing and, consequently, our firm’s success.

Investment in professional development

We remain committed to investing in our people, and key to this is identifying and training the next generation of legal talent. Creating opportunities for young lawyers is vital if we are to achieve our ambitious growth plans across the West Midlands.

This commitment extends beyond formal training programmes. We work with BPP University and In-Comm Training to champion access to the industry through alternative routes, and our Hub.Legal service is designed to help smaller independent firms across the region develop their capabilities at no extra cost. More than 70 law firms have already extended their specialisms through this collaborative network.

As one of just eight firms across the country taking part in a pioneering research project run by Lancaster University to assess how artificial intelligence (AI) might shape the future of the legal sector, we’re also already using AI in the initial preparation of commercial and residential property reports. But technology is only as good as the people who use it, which is why our investment in human development remains paramount.

Looking forward

The legal profession’s future depends on our ability to attract and retain the best talent from all backgrounds. This means challenging traditional assumptions about career pathways, creating inclusive cultures that value diverse perspectives and investing in continuous professional development.

The firms that recognise talent comes in many forms and from many places are the firms that will succeed. They’re the ones that create mentoring programmes, offer flexible career pathways, prioritise wellbeing and understand that investing in people isn’t just the right thing to do; it’s the smart thing to do.

At FBC Manby Bowdler, we see firsthand how this approach delivers results. Our record turnover, successful expansion and industry recognition are all testament to the power of building and retaining talented teams. But perhaps most importantly, we’re creating a legal profession that better reflects the society it serves.

As we continue to grow and evolve, our commitment remains unchanged: to identify, develop and nurture talent wherever we find it. Because in a profession built on expertise and trust, our people truly are our greatest asset.