Since starting our first few months at Michelmores, we have found that our placement year has been an excellent opportunity to develop transferable skills and gain insight into a legal career. We have been involved in important legal work, learning from experts in our teams and developing our understanding of specific areas of law.

Beyond gaining practical experience, we’ve also had the chance to connect with graduates and colleagues across the firm, which has been invaluable in shaping our understanding of the profession and developing future career aspirations.

Reflecting on our experience so far, we have put together our top tips for anyone thinking of applying for a placement year.

Research Firm

Thoroughly researching the firm will help you to really stand out. Moreover, it will help you to understand whether a firm is the right one for you. As a starting point, we recommend researching the firm’s sectors, practice areas, values, culture and goals for the future. You can use the firm’s website to find out more, for example Michelmores has a helpful insight and news article page. For a deeper understanding of the firm’s work, we highly recommend using other sources such as tuning into Michelmores’ podcasts.

Attending law fairs and events enable you to meet and talk to the Early Careers team and current placement students. They can give you more information about the programme and what it’s like to work at the firm so we recommend if you’re interested in applying to utilise these opportunities to help with your research.

Don’t worry about legal experience

Although any prior legal experience can be beneficial, it is not necessary nor expected when applying for a placement year. Instead, focus on the transferable skills you’ve gained through the experience you do have, whether this is from part-time work, volunteering, or extracurricular activities.

The more examples you can draw upon the better. Make sure you understand what is required of you for the role and explain why your experience has made you well-equipped for this opportunity.

Be commercially aware

Strong commercial awareness will help you in your applications as well as navigating work as a placement student. It’s important to understand how changes and events can influence how a law firm works and to demonstrate this in your application.

To keep up to date, using news article pages on a firm’s website can help you to stay commercially aware. You can also keep an eye on current affairs on your favourite news sites e.g. BBC, Financial Times. When reading about a new development, have a think about how this would affect a law firm, their areas of work and their clients.

Michelmores holds an informative commercial awareness workshop that provides a useful breakdown as to what this concept means and how it may be developed.

Keep an eye out for events

As we’ve shared, attending events can help with your research and they are good networking opportunities too. Michelmores host multiple events both in person and online throughout the year, which provide useful information on applications and the Firm itself so make sure you look out for these here: Events at Michelmores.

An event we found particularly helpful was an application and interview skills workshop run by Michelmores at our university so we would suggest seeing what opportunities are running that you can sign up to.

Additionally, universities will hold career events with networking opportunities. This can be a great way to build connections and gain insider tips on how to succeed in a legal career.

Be yourself

While it may be a cliché, expressing your personality throughout your application enables you to present yourself authentically and emphasise the distinctive qualities that differentiate you from other candidates. It is important to be confident in what you have to offer to successfully pitch yourself. Identify your main skills, how you’ve developed these and why these will help you to succeed in a placement role. Additionally, consider what values are important to you and whether these align with the firm.

Ultimately, being yourself will help you in the long term; if you are offered the role, you can feel assured that you were selected for your honest self and the skills you have.

Reach out/get help

Applying for placements on top of the pressures of the academic year can be challenging so it’s important to keep in mind the support that is available.

Using a firm’s website to help with any questions you may have is a good starting place but if you have any further queries, reach out to their Early Careers team. We found that the Early Careers team at Michelmores were keen to offer help when needed.

Furthermore, utilise the placement team/careers team at your university. They were immensely knowledgeable and helped to ease the stress of applications. They can help guide you to any online resources that can assist your preparation for any psychometric tests and interviews that you may be invited to.

Natural capital projects aim to restore ecosystems and deliver biodiversity benefits. They also generate carbon credits which can be sold or used for the benefit of the landowner, developer or initial project investors. These projects are vital for climate action and sustainability, but they involve long-term, complex, multi-party agreements and technical processes. This complexity often leads to disputes that can escalate into litigation. In this article, we explain where disputes can commonly arise during the lifecycle of a natural capital project.

Pre-project stage (contract formation)

The earliest stage of a natural capital project involves negotiating the contracts and defining responsibilities. Disputes often arise over land access and who owns the benefits provided by nature, such as carbon credits.

Carbon credits are tradable certificates representing one tonne of carbon dioxide that has been removed from the atmosphere or prevented from being emitted. Businesses purchase carbon credits to offset their own emissions, helping them improve their own sustainability credentials and potentially achieve “net zero”. If ownership of these credits is unclear, conflicts between landowners, developers, and investors are inevitable.

Misrepresentation is another risk: where environmental benefits or project feasibility are overstated. This can lead to greenwashing claims, where companies are accused of misleading stakeholders about sustainability, or to carbon credits being invalidated after they have been sold. Greenwashing and misrepresentation are major ESG concerns for businesses and will likely continue to be going forward.

Funding commitments also pose challenges; if investors fail to meet agreed milestones, it can trigger breach of contract claims.

It will not be a surprise that we consider clear contract drafting and early legal due diligence on the feasibility and sustainability benefits of projects to be essential to avoid these pitfalls.

Finally, community engagement is also important; failure to secure local support for projects can result in injunctions or reputational harm.

Baseline assessment

Once the project begins, a baseline assessment establishes the starting environmental conditions at the site. This step is critical to show the improvements provided by the project.

Disputes can occur if data accuracy is questioned or if valuation methods for natural capital assets differ. It is essential to use recognised, standard methodologies and transparent reporting from the outset to give clarity to all interested parties, including regulators where relevant. For example, this will reduce the likelihood of disputes over the increased value of the site attributable to the improvement in biodiversity.

Quality of work

Contractors exceeding (or failing to meet) the scope of agreed tasks or failing to deliver tasks to the appropriate standard can lead to claims for delays or defective work. Poor quality, such as planting unsuitable species, may result in a project failing or under-performing.

Successful projects require clear scopes of work and contracts; a clear understanding amongst all parties of the required quality of work and a regular assessment of that work as it progresses to ensure quality (including, for example, potentially prescribing an agreed list of species and age of trees to be planted at a site); and active dialogue with all parties, including contractors and the community to maintain trust and avoid disputes.

Financial model

Natural capital projects often generate revenue through carbon credits.

Disputes frequently arise over the ownership of credits and revenue sharing between landowners and investors. To mitigate these risks, contracts should define ownership clearly, include profit-sharing mechanisms, and address market fluctuations.

Governance and risk management

Breaches of environmental obligations, ESG objectives or misrepresentation in related statements (i.e. greenwashing) can lead to enforcement actions by regulators and civil claims by interested parties.

Another major risk is force majeure: unforeseen events like floods, climate change-related events or policy changes that disrupt projects but have not been caused by the conduct of any of the parties. For example, projects could foreseeably fail in the medium term due to the effects of climate change. If contracts lack clear force majeure clauses, disputes over obligations and termination rights can arise. These risks can be managed in the contract drafting stage and also through the purchase of appropriate insurance, which is essential.

Shareholders are also increasingly active in holding boards to account in relation to taking the environment into account (or complying with any express provisions in a shareholders’ agreement or the company’s Articles). In particular, by suggesting that nature considerations are now part of a director’s statutory duty to exercise due care and skill and promote the success of the company, which includes the long-term consequences of decisions and their impact on the environment.

Monitoring and reporting

Natural capital projects have to be actively monitored throughout their lifespan to ensure that they continue to deliver their intended outcomes, such as carbon capture or biodiversity gains. If they fail to deliver their objectives, carbon credits generated by the scheme and sold can be invalidated. In that case, claims can arise between any parties who have purchased the carbon credits (or who effectively funded the project to benefit from them), those who own or developed the natural capital asset and contractors or those deemed to be at fault for its failure.

Regular independent audits and the use of digital reporting platforms that transparently display the data and are readily accessible by interested parties can reduce the risk of disputes and build confidence in the performance and management of projects.

Long-term management

Long-term management of natural capital projects is a key risk area because they often span decades.

Arrangements must be unambiguously documented in contracts, otherwise disputes can arise over things like ongoing maintenance obligations: who is responsible for maintaining different aspects of a project after the initial investment and funding have ended. Lifecycle funding plans and contracts can cover what happens in different scenarios, like a landowner selling the land or a developer or investor selling its stake in a project, ensuring continuity over the life of a project.

Developing law and policy

This is a developing area of law and policy in England and Wales and that means the law has not always caught up with what is happening on the ground. In early natural capital projects, parties relied on published “guidance” and draft legislation. The fact that the law is developing means that it can change and those changes can impact projects that are already documented. These projects need to be kept under review to ensure they are compliant or are drafted in a way that protects them from such legal developments.

Summary

Natural capital projects offer immense environmental and financial benefits, but they also carry significant legal risks. By understanding these risks and implementing robust governance, transparent monitoring and reporting, and fair and comprehensive contractual arrangements, stakeholders can minimise the risk of disputes and build resilient projects that deliver long-term value.

If you have a dispute relating to ESG compliance, reporting or a natural capital project please contact Nick Roberts, a Managing Associate in Michelmores’ Commercial & Regulatory Disputes team.

Michelmores has advised the sellers of Ocean Fish Group, one of the South West’s oldest and most established fishing and processing businesses, on its sale to Falkland Islands-based Fortuna Ltd.

Ocean Fish Group, whose heritage dates back to 1740, has grown into a leading vertically integrated supplier to UK and European retail, wholesale and foodservice markets. Under the Lakeman family’s ownership, the Group has expanded significantly through targeted acquisitions and strategic partnerships, establishing itself as a key player in the sector.

Fortuna, the largest fishing company in the British Overseas Territories, enters the UK fishing market for the first time through this transaction. The acquisition is expected to support Ocean Fish Group’s ambitions for continued growth, strengthened supply-chain resilience and increased access to global markets.

Michelmores advised the sellers on all aspects of the transaction, drawing on its cross-disciplinary expertise and long-standing relationship with the Ocean Fish business. The Michelmores team was led by Partner Henry Taylor with assistance from Managing Associate Chris Smedley, and Associate Ben Adams, both from the Firm’s Corporate team, Corporate Tax Partner Cathy Bryant, Commercial Partner David Thompson and Real Estate Managing Associate Matt Jones.

Leigh Genge, CEO of Ocean Fish, comments:

“Henry and the wider Michelmores team’s support throughout this process has been invaluable. Their understanding of our business, our heritage and our goals helped ensure a smooth and successful transaction as we join forces with Fortuna.”

Henry Taylor added:

“We are proud to have supported Ocean Fish on this landmark transaction for a business with such deep roots and significance within the South West’s fishing industry. This deal marks an exciting chapter for Ocean Fish Group, and we wish the business all the very best as it moves forward.”

Other advisers to the transaction included FRP Advisory and HSBC.

Michelmores’ award-winning Corporate team of specialist lawyers advises clients across the UK, US and beyond – on capital markets, mergers and acquisitions, management buyouts, impact investing, energy projects, microfinance initiatives and more. Read more on our website.

Michelmores is pleased to announce that it has advised the shareholders of Evolve Commercial Limited, a specialist provider of commercial, procurement, and contract management services, in connection with the successful sale to the FourCentric Group.

Founded to deliver trusted and secure commercial support, Evolve Commercial has built a reputation for excellence, serving complex technology and defence programmes.

The combination with FourCentric, a leading provider of procurement, supply chain, and operational solutions, positions Evolve for continued growth, leveraging the wider group’s expertise while maintaining the values and strengths that have defined the business.

The Michelmores team advising on the deal was led by Partner Francesca Hubbard, alongside Senior Associate Ben Adams, from the Firm’s Corporate team, supported by Senior Associate Anthony Reeves (Tax), Partner Noel Beale (Commercial) and Senior Associate Matthew Warren (Employment).

Francesca Hubbard commented:

“It has been a pleasure supporting Evolve Commercial through this transaction. The team has built a strong, innovative business, and we are delighted to have helped them achieve this next stage of growth with FourCentric.”

Rob Fisher, Director of Evolve Commercial, commented:

“Francesca, Ben, and the wider Michelmores team got the balance right in helping us through this transaction – commercially astute, calm under pressure, and focused on what really mattered. Exactly the partners we needed to see this through.”

This transaction exemplifies Michelmores’ commitment to providing practical, commercially-focused legal advice that enables clients to achieve their strategic objectives. For more information on Michelmores’ Corporate offering, please visit our website.

Judgment in the long running case of CG Fry & Son Limited (Appellant) v (1) Secretary of State for Housing, Communities and Local Government and another (Respondents) was handed down by the Supreme Court this morning.

I have written previously about this case in the High Court decision Nutrient neutrality: Are developments with outline consent caught by the requirements? and the outing in the Court of Appeal CG Fry & Son Limited v (1) Secretary of State for Levelling Up, Housing and Communities (2) Somerset Council.

The issues for the Supreme Court

The issues to be determined by the Supreme Court were:

1. Does Regulation 63 of the Conservation of Habitats and Species Regulations 2017 (Habitats Regulations) require an “appropriate assessment” to be undertaken before a local planning authority decides to discharge conditions which require the approval of reserved matters in a grant of outline planning permission for that development?
2. What is the effect of a grant of outline planning permission, and what is the impact on that grant, of a policy adopted by the government, and a change of scientific advice affecting the application of that policy?

The good news for the developers is that, whilst the Supreme Court rejected the appeal in respect of issue 1, it allowed it on issue 2.

The granting of outline planning permission, subject to reserved matters being decided at a later date, is commonplace. The questions here were whether subsequent approval of those reserved matters is subject to the Habitats Regulations requirements and of the impact of policy change on an outline consent.

The Habitats Regulations issue

On the first issue, the Supreme Court agreed with the Court of Appeal that an appropriate assessment under the Habitats Regulations will be required, when the effect of approval of reserved matters, is to give authorisation for the project to proceed.

The effect on outline planning consents

On the second issue, the Supreme Court considered the nature of a grant of planning permission and concluded that the rights conferred cannot be diluted by government policy. Any conditions attached to a planning permission must be considered objectively and there is no general power for a planning authority to refuse consent on policy grounds (such as RAMSAR site protection), which are not fairly related to the subject matter of those conditions. The reasons for granting or refusing consent must be within the ambit of the reserved matters – revisiting the principles of the original outline grant is not permitted.

The site in this case was a RAMSAR site and not a European Site protected by the Habitat Regulations. The decision on issue 1 means that appropriate assessments under the Habitats Regulations will still need to be carried out in respect of European Sites but not RAMSAR sites.

Impact of the Planning and Infrastructure Bill

The Planning and Infrastructure Bill proposes an alternative route for developers to avoid the impact of the Habitats Regulations, by contributing to larger scale mitigation projects, so the effects of this case may well be limited by future legislation.

However, this litigation has been rumbling on for a few years now and some developers within RAMSAR sites may well have paid to purchase phosphate credits so as to unlock development. If such mitigation was required to secure reserved matters approval, then this judgment means that was a potentially unnecessary and significant expense.

Michelmores has acted for the shareholders of Ralston Enterprises Limited in the successful sale of the Solsoft Group to Ekco, a leading EU-based managed cloud and security services provider. Founded in 2011 by Mike and Louise Ralston, Michelmores has supported the Solsoft Group for nearly 15 years.

Solsoft Group is an established IT managed service provider based in Bristol. Known for its exceptional customer service and trusted managed service delivery, Solsoft Group has built a strong reputation within the industry.

The Michelmores Corporate team advising on the transaction comprised Partner Richard Cobb, Managing Associate Angharad Doyle, and Associate Emma Cheshire. They worked alongside Venture Corporate Finance, who acted as corporate finance advisors to the shareholders. Gateley provided legal advice to Ekco.

This deal marks a significant milestone for the Solsoft Group and its shareholders, enabling new growth opportunities under Ekco’s expanding European footprint.

Richard Cobb, Partner and Head of Corporate at Michelmores, commented:

“We are delighted to have supported the shareholders of Ralston Enterprises Limited on this important transaction. The sale of Solsoft Group to Ekco represents an exciting next chapter for the business, combining SSG’s strong service ethos with Ekco’s extensive European cloud and security expertise. It has been a pleasure working closely with the shareholders and our partners throughout the process.”

Mike Ralston, Co-founder of Solsoft Group, added:

“Since founding Solsoft in 2011, our focus has always been on delivering outstanding managed services to our clients. Partnering with Ekco opens up new horizons for the business and its people, and we’re excited about the opportunities this brings for continued growth and innovation.”

For more information on the Firm’s Corporate offering, please visit our website.

We’re pleased to announce that Michelmores is partnering with the Country Land and Business Association (CLA) South West for its upcoming Succession Roadshow, and will be presenting at two venues across the region on the 21 October.

The events, designed to support rural businesses and landowners in planning for the future, will be held at:

• Hartham Park, Wiltshire. Find out more.
• The White Barn, Somerset. Find out more.

Michelmores will be speaking during the ‘solicitor’ slot at both events, with Partners Iwan Williams and Anna Parker representing the Firm. The Roadshow will also feature insights from PKF Francis-Clark, who are taking the ‘accountant’ role during the sessions.

These informative events will explore key aspects of succession planning for landowners, including legal and financial considerations, and offer practical guidance from professionals with deep expertise in rural business matters.

The events are free to attend, and non-members are welcome to register via the CLA website using the links above.

We look forward to seeing you there and contributing to an important conversation around succession and the future of rural businesses.

Michelmores is pleased to announce the appointment of Jo Mackie as a Partner in the Employment team, further strengthening the Firm’s national employment law offering.

Jo brings with her over two decades of experience advising major UK and international businesses across sectors including media, pharmaceuticals, property management, marketing, and hospitality. Known for her pragmatic, strategic advice, Jo supports clients on the full range of employment law matters – from day-to-day advisory to high-stakes litigation and complex TUPE transfers.

Jo has particular expertise in contentious matters, having successfully defended clients in the Employment Tribunal, the Employment Appeal Tribunal (EAT), and the High Court. She regularly advises on restrictive covenants, performance management, redundancy, and all employment aspects of mergers and acquisitions.

She also acts as a trusted media commentator, regularly featuring as an in-house legal expert for Raconteur (part of The Times and The Sunday Times), and contributing to People Management, the UK’s leading HR publication. Jo has also provided employment law commentary on national platforms such as Sky News, LBC, and Talk Radio.

James Baker, Partner and Head of the Firm’s Employment practice, commented:

“Jo’s appointment is a fantastic addition to our team. Her experience advising high-profile and international clients, particularly in fast-moving and complex sectors, aligns perfectly with our strategic focus. Her media presence also reflects her ability to communicate complex legal issues in a clear, commercial way – something clients and colleagues greatly value.”

Jo Mackie said:

“I’m thrilled to be joining Michelmores – a firm with an excellent reputation for providing commercially focused legal advice. I’m looking forward to working with the team to help our clients navigate the evolving employment landscape with confidence.”

For more information about Michelmores’ Employment offering, visit the Firm’s website: Employment.

I am now in the third seat of my training contract and time really has flown by.

I am currently sitting in the Property Litigation department, and this is my first taste of contentious law. Although two years sounds like a long time, it’s really hard to squeeze in as much varied training as possible, but it is so important for your learning and development as a Trainee Solicitor.

One of the key advantages of a training contract is the opportunity to experience different areas of law before qualification. For me, being a massive property law enthusiast, that has meant building a strong foundation in property law, but from very different angles. Having completed seats in both the Planning and Transactional Real Estate departments, and now in Property Litigation, I’ve had the chance to experience the full lifecycle of property matters, from acquisition and development through to dispute resolution.

Each seat has brought its own challenges, but also its own perspective. In the Planning team, the focus was on resolving technically complex issues to unlock the potential of sites and navigate regulatory hurdles. In the Transactional Real Estate team, the spotlight was on progressing deals efficiently and managing commercial and statutory deadlines. Both felt like building something (quite literally in the case of development work).

Property Litigation, by contrast, has been about resolving what happens when things don’t go to plan. It’s been fast-paced, detail-driven, and often strategic. You’re frequently dealing with time-sensitive issues and working closely with clients to develop a position that protects their interests while keeping commercial outcomes in mind. It has also accentuated the importance of early settlement. Although we are a Property Litigation department, litigation is always the last resort, and it’s been eye-opening to see the work that litigators put in to avoid further dispute.

What I’ve found particularly valuable is how the knowledge and experience from my previous seats feeds directly into litigation work. Understanding how leases are structured gives vital context when advising on the fallout. You see the practical impact of the clauses you once drafted and the long-term consequences of negotiation points that may have seemed minor at the time.

For anyone interested in a specific area of law, I would highly recommend experiencing both the contentious and non-contentious sides. Together, they provide a far more complete picture and a stronger foundation as you move toward qualification. I’ve found that this rounded experience has not only made me a more confident trainee but also helped me understand the kind of lawyer I want to become.

Michelmores has advised Verdant Capital Hybrid Fund on its $3million investment in Bfree, a leading digital and ethical credit collection company operating across Africa.

The investment will support Bfree’s distressed loan portfolio financing model, enabling the company to purchase and recover distressed loans from inclusive financial institutions. Bfree’s technology-led approach helps improve repayment rates, restore borrowers’ credit scores, and return much-needed capital and liquidity to the financial sector.

The transaction is aligned with Verdant’s focus on financial inclusion and impact investing in emerging markets. In addition to financing, Bfree will benefit from capacity-building support via the Verdant’s technical assistance facility.

The Michelmores team advising on the deal was led by Partner in the Firm’s Banking, Restructuring & Insolvency team, Karen Williams, alongside Managing Associate Danielle Collett-Bruce and Trainee Solicitor Meg Heaney.

Karen Williams commented:

“We’re proud to have supported Verdant Capital on this investment, which aligns commercial innovation with genuine social impact. Bfree’s model is helping to transform distressed debt management in Africa by enabling inclusive financial institutions to recycle capital, while giving borrowers a pathway back to financial health. It’s a compelling example of how investment can drive both financial return and systemic change.”

Established in 2020, Bfree has supported over 6.6 million borrowers. Its ethical, data-driven model is reshaping the approach to non-performing loans across the SME and retail lending space in Africa. This investment marks another key step in Verdant Capital’s mission to build impactful, scalable financial solutions in frontier markets.

Michelmores’ Banking & Finance team’s strengths lie in understanding our clients’ greater commercial objectives and supporting them to achieve their goals, while keeping them ahead of the fast-moving regulatory landscape. Read more on our website.

Starting a training contract can feel like a significant leap from your previous experiences, with a new environment, new systems to learn and new teams to get to know. It can feel overwhelming at first but also very exciting! You have worked very hard to get to this point and so you want to make your mark as you take this next step in your legal career. To make a meaningful impact, you need to consider how you can establish yourself both internally and externally and I have outlined below what I have learnt during the course of my training contract.

Joining a local committee or professional group

You should do some research on what committees and/or groups are present in your area. Many are run by junior professionals that host networking events, fun activities and socials.

During my training contract, I have acted as the Bristol Junior Lawyers Division Committee’s (BJLD) Health & Wellbeing Officer. This role has presented me with the opportunity to not only attend these events but also the benefit of hosting them within the local community. For example, I recently organised our annual Summer Boat Party which enabled me to vastly expand my professional network across multiple law firms and professional sectors through organising and marketing the event. As I was relatively new to Bristol at the time, it also helped me to build a social group of new friends and gave me opportunities to explore the city.

Internal and external events

There are many networking opportunities that are present within your place of work. A good first step is to ask colleagues what events they are involved in and how you can take part. For example, in my Corporate seat, I became regularly involved in the monthly run club and Bristol NextGen networking events that Michelmores co-host with Deloitte. These were informal, fun and relaxed ways to meet professionals from different companies and sectors within the local area. It is important to cultivate the connections you make and build a network both internally and externally as those same people may end up acting on the same transaction as you, help create an introduction to a new client or help facilitate further connections to grow your network, enabling you to build a rapport that can benefit you for the rest of your career.

Extra-curricular activities

You can also expand your network outside of a professional setting. If you have a particular interest or hobby, you should see whether there are any local clubs or groups that you can join to meet new people. I play for Bristol Volleyball club, and I meet many working professionals in areas such as law, finance and architecture and we keep each other informed of various news and developments within our industries and invite each other to events that we host.

If you hold a committee position or host an event that aligns with such interest or hobby, you can also tap into that pool of contacts that you’ve built. For example, in my BJLD role, I organised a volleyball event in collaboration with Bristol Young Professionals, which enabled me to use the network I had established from my involvement in the Bristol Volleyball Club to expand the reach of our event, leading to a highly attended and successful event.

Be proactive

If there is a subject or activity that you are passionate about, don’t be afraid to be proactive and put on an event or start a new group within your firm. When I first joined Michelmores, I noticed that we didn’t have a Music club and so I decided to make one and the Michelmores Music Club has grown ever since. This has been a great way to network with people who are passionate about the topic of music and has even resulted in us going to gigs together and sharing song recommendations.

This proactivity presented an opportunity whereby a Partner of the firm recruited me to play in the Michelmores Band at our annual firm ball. This was an excellent opportunity for me to connect with colleagues over a shared passion and exponentially expand my internal network, particularly as I had only recently joined the firm at the time.

Article writing

Throughout a training contract, trainees are encouraged to get involved in writing articles and contribute towards the trainee blog. You can use various resources such as Practical Law and Lexis Nexis to keep informed of any developments within your practice area. Again, you can be proactive and write articles on these topics whilst also showing your personality. This helps develop your own technical knowledge of the practice area whilst also enabling you to create publicly available material for the firm’s website. This creates opportunities in which you can build a personal brand externally and reach an audience that you might not otherwise reach, potentially leading to opportunities to build your network even further.

Be yourself

It is important to identify your skills, strengths and values and know how to effectively convey them. Throughout my career, I have honed a personal brand of being enthusiastic, positive and reflective of my legal journey. Due to the reach of my content on platforms such as LinkedIn, I regularly receive messages and emails from aspiring solicitors seeking mentorship and advice on how they can navigate their own legal journey.

I have built a consistent brand from continuously sharing my experiences, milestones and highlights, including showing gratitude to all those that I networked with along the way, opening many opportunities. For example, I posted a reflective retrospective of my milestones this year on LinkedIn, including a summary of the events I attended during this time. One of these events was the Law Society Bicentenary Celebration event and the Law Society saw my post, congratulated me on my milestones and wished me all the best in my legal career. Later that day, the Law Society messaged me asking to collaborate on a media piece about my graduate solicitor apprenticeship journey.

Conclusion

There are many opportunities that you can utilise to put yourself out there throughout your training contract, both internally and externally. This period in your career is an excellent opportunity to learn from those around you and grow your professional network as much as you can. I have significantly benefitted from the networking and personal brand building that I have done so far during my training contract and would encourage others in a similar position to put themselves out there as it will greatly benefit you in both the short term and long term.

If you would like to build your own network, please feel free to connect with me on LinkedIn here and reach out if you have any questions on the contents of this blog or any networking opportunities at Michelmores.