The Deal Risk That Rarely Appears in the Heads of Terms

by | Mar 19, 2026 | Blog

 

Corporate transactions often look straightforward at the head of terms stage, but many major risks can be underestimated early on. By the time these issues appear, they can often delay completion, increase costs, or even derail deals altogether.

Experienced legal advisers, such as our team at Glaisyers ETL, can spot these problems early and can make sure your deal goes off without a hitch. 

Heads of Terms Rarely Capture All Material Risk

Heads of terms are commercial summaries, not detailed legal frameworks, they focus on price, structure, and timelines, and are usually non-binding agreements, so expectations can often diverge later on.

Finer details are often left out of the heads of terms. This can cause issues further down the line if deals aren’t looked over by experts who understand the areas that normally cause issues.

 

Common Issues That Cause Delay Later

There are many areas that if left undefined, can cause issues later on, it’s always best to have an experienced legal adviser check deals for areas that could cause issues.

Below, we’ve listed four areas that often cause transactional headaches unless resolved early-on:

Due diligence discoveries: This includes undisclosed liabilities, messy corporate structures, unclear intellectual property ownership, and historic compliance issues.Governance disputes: This covers board control, veto rights, and minority shareholder protections.Management incentives: These can cause issues if not properly defined, such as unclear share option plans and disagreements over vesting or performance targets.Transaction mechanics: For example, accounts disputes, differing earn-out calculations, and working capital adjustments.

The Commercial Cost of Inadequate Early Planning

If left unattended, then the consequences of subpar early planning can be detrimental to any deal you want to finalise. Costly disputes can end up in court, meaning legal fees and penalty costs become astronomical.

Even if courtroom disputes are avoided, if there are disagreements in vital factors of a deal then this can lead to delayed completions, renegotiated terms, and frustration for both parties. In the worst cases, the deal could completely collapse.

This may seem worlds away when you’re first negotiating a deal, but due to the tight timelines that businesses often operate on, small errors can cause huge costs to rapidly appear. If disagreements do arise, it can spell bad news for future deals too, as clients may be put off if you earn yourself a negative reputation.

How Experienced Legal Input Smooths Deal Execution

At Glaisyers ETL, our advisers have years of experience ensuring negotiations run smoothly, and that the terms of dela are completely thought through prior to any concrete negotiations taking place.

We can help with creating a realistic deal structure that covers all necessary areas, while ensuring the heads of terms are both appropriate and profitable for you and your business.

The assistance of competent legal professionals at this stage in the deal will benefit you in the long-term, as it ensures there are fewer surprises and allows the deal to be completed faster too.

The Earlier Risks Are Identified, The Easier They Are to Solve

While deals can take unpredictable turns and it’s never possible to completely guarantee a dispute won’t arise, at Glaisyers ETL, our experts ensure that we ask the difficult questions early on, so that we can stop difficult issues from arising further down the line.

Contact us to discuss how early legal input can protect deal outcomes.


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Women in Leadership: The Stories That Inspire Us This International Women’s Day

Women in Leadership: The Stories That Inspire Us This International Women’s Day

by | Mar 6, 2026 | Blog

 

International Women’s Day is a moment to recognise the success and achievements of women here, and around the world. At Glaisyers ETL, we’re celebrating the journeys of four women in leadership roles across our client base, delving into their careers to see how they ended up where they are now, and hearing the inspirations they want to share with young women looking to create standout careers in their industry. 

Jo Taylor, Founder & Director – BrandXYZ 

Can you share a bit about your career journey and how you’ve reached your current role?





After leaving uni in 2003, I put myself through a CIPR post grad certification in PR and from there started agencyside in 2004, in a small 4 man independent in a town called Bromosgrove near where I lived at the time. I then made the jump to a bigger networked agency, McCann Erickson at it’s Solihull base near Birmingham. I spent two years working on some brilliant brands like Mercerdes-Benz World and Arval BNP Paribas as well as Siemens Automation and Drives. Then in 2008 I made the decision to move to Manchester and joined the agency which would be my home for the next 13 years – Tangerine. I joined as an account manager when there were 12 staff and left as an associate director when there were close to 100. It was an incredible agency and I will always be grateful for my time and the skills I learned there.

In May 2021, Andy Burnham had announced in his manifesto that Greater Manchester would soon be the recipient of a new integrated transport network – The Bee Network. And that summer I applied and was successful in landing the role of Transport for Greater Manchester’s head of brand, marketing, design and digital, responsible for the development and delivery of the Bee Network brand, one of the biggest public transport transformations in decades. 

After a very rewarding three years in the role having successfully delivered the brand roll out and cementing the Bee Network as one of the fastest growing transport brands in the UK, I decided to launch my own agency BrandXYZ in 2024. The Government had given the mandate for all other local authorities to pursue the opportunity of bus franchising which gave us a unique USP and I wanted to work with brands that had always filled my cup in my previous agency life – purpose driven, strong values and those wanting to do some good in the world.  

But I didn’t want to follow a traditional agency model, the industry landscape was changing and so was what clients wanted from their agency partners. So, I decided to launch a superagency model, supported by freelancers, contactors and other small agencies, enabling us to build bespoke teams of senior brand, marketing, PR and comms specialists, scaling up quickly when clients need us and down when they don’t. 

What achievement in your career are you most proud of?





Professionally, leading the Bee Network brand strategy will always be a standout moment not only because of the complexity and scale, but because my kids see a Bee Network bus driving down the street and say, “Mummy it’s one of your buses”, what Transport for Greater Manchester has delivered will directly impact my children’s lives for the better and to be a part of that is something I will remain hugely proud of.  

Has there been a defining moment that shaped the direction of your career?





Moving to Manchester was without doubt a turning point in my career, had I have stayed in the Midlands, I wouldn’t have had the experiences and training from my time at Tangerine and ultimately wouldn’t have had the opportunity to secure such a pivotal senior role at Transport for Greater Manchester, the experience of which has now led me to set up my own agency. 

I would also say moving inhouse was a pretty pivotal moment too. It’s so hard to understand what life is like for clients if you’ve never walked in their shoes,  I realised very quickly how agencies often underestimate the pressure, complexity and pace inside client organisations. Understanding that firsthand reshaped my entire approach and has made BrandXYZ a more rounded agency with the ability to understand client needs on a completely different level.

What does leadership mean to you, and how do you apply it in your role?





Leadership, for me, is about empowerment, trust and getting out of people’s way. Our superagency model means everyone is senior, skilled and selfdriven, my job is to set direction, remove barriers and create an environment where they can do their best work. 

I am also a firm believer that anyone in a leadership position should always remember the ability you have to change the course of someone’s life at work and potentially their career. You have the ability to build them up, coach and mentor them and give them the skills to flourish as they move through the industry but too many forget that the negative impacts that poor leadership can have on an individual’s confidence, mental health and their future in the industry in which they’re currently working.  

As leaders it is our job to guide, support and create positive working environments and that’s something I take very seriously. What our partners say about working with BrandXYZ is equally as important as what our clients say about working with us.

What challenges have you faced as a woman in your sector, and how have you navigated them?





I have worked in many sectors over the years that are male dominated, particularly at senior levels, transport being just one of them. 

My approach to managing that has always been two-fold: 

Good stakeholder engagement – work hard at building senior relationships and prove why you’re in the room in the first place 

Always bring it back to the facts – if you’re going to make a case for something base it on facts and facts alone, nothing in the subjective.  

I also made it a point to build strong networks with other women. Now, through my volunteer role with Women in Transport, I’m committed to helping improve diversity and inclusion in the transport sector and support them to step into senior roles with confidence. 

What advice would you give to women starting out in your field?





Be brave earlier than you think you should. Back your instincts. Ask the questions no one else asks. And most importantly build a network, even if networking isn’t your thing, find ways to make contacts, learn from others in the industry, volunteer for industry or sector bodies that mean you’re giving back as well as learning. 

The network I’ve built over the last 20 years has been integral as I’ve set up my business and I’ve been so grateful for the support and advice, everything from coffees and accessing their co-working spaces to be able to bring old contacts into my business to support our clients.

What inspires you most — inside or outside of work?





I’m inspired by people who genuinely want to make things better whether that’s in my industry or my client’s industries, working with people and brands that are motivated by doing good fills my cup and everyone who works with BrandXYZ. Outside of work, my family are a huge driver, particularly my children, they definitely keep me grounded but I learn from them on a daily basis too!

Are there any books, podcasts or people who have influenced your outlook or career?





I take more from conversations than from books: speaking to leaders, agency founders, creatives and people who solve real problems in smart ways. The biggest influence has been the teams I’ve worked with. Great teams, collaborators and experiences shape you more than any business book ever will.

Claire Bunbury, Barrister, specialising in commercial litigation and insolvency – 23ES

Can you share a bit about your career journey and how you’ve reached your current role?





I always wanted to be a barrister. My family, who I am very close to, are based near Manchester and so it made sense for me to come back up North after university and try to get pupillage on the Northern Circuit. I did pupillage at St James’s Chambers in Manchester and remained there until 2015, when I joined 23ES as a founder member of the Business and Property team. 

What achievement in your career are you most proud of?





When we joined 23ES, we had to work very hard to establish a presence on Circuit. 23ES had a great reputation as a Criminal set, but it didn’t operate in the Business and Property sphere at all. We were only a small team with one commercial clerk, and looking back it was a risk that might not have paid off! We are now thriving and have recruited some fabulous clerks and absolutely top-class barristers, some of whom did pupillage with us. We also now have a silk in the team – hopefully the first of many. I’m very proud of how far we have come since 2015, and am very much looking forward to what is to come for our brilliant team. 

What does leadership mean to you, and how do you apply it in your role?





I try to lead by example, so I always try to show junior barristers how they should behave, rather than telling them. All of the barrister at 23ES are self-employed, so no one is the ‘boss’ as such. Those of us at the senior end try to promote an ethos of hard work, excellent client service and ambition by acting in accordance with those principles ourselves, and hoping that people coming up through the ranks will follow suit. 

What challenges have you faced as a woman in your sector, and how have you navigated them?





I have two daughters who are primary school age, and I have always been focussed on being the most ‘present’ mum possible. That means that sometimes I am unavailable for work because I have something planned with my girls, such as a half term or a sports day. I have always been very open and honest about that with my instructing solicitors, and I have found that it has never actually cost me any clients. I’m extremely fortunate to have a very loyal group of longstanding instructing solicitors, and they have always accommodated my sometimes tricky diary by working around my personal commitments as much as possible. Having such a brilliant group of instructing solicitors and the best senior clerk in the business have meant that I have always felt that I am fulfilling my role as a barrister and my role as a mum to the very best of my ability. 

What advice would you give to women starting out in your field?





Make friends – you will need them! I have no doubt that I would not have anywhere near the level of success I have achieved if I didn’t have a very strong network of supportive colleagues who have ended up becoming great friends. Life at the Bar is rewarding but tough and at times very stressful. I have found over the years that I have really relied upon the strong relationships I have been lucky enough to form through my job. Some of my closest friends are people who I originally met as colleagues in Chambers, clerks and professional clients and I know that without them, my career would have been a lot less enjoyable. I do not believe that you need to be competitive in order to succeed, and my advice to all women starting out now would be to look for like-minded people who you can rely on for support when you need it, and who you will enjoy spending time with.  

What inspires you most — inside or outside of work?





I have two young daughters, and what drives me is setting an example to them as to how far you can get through hard work, without sacrificing your home life or your relationships with the important people in your life.

Are there any books, podcasts or people who have influenced your outlook or career?





My dad, who instilled in me a high level of self-belief and a strong work ethic. 

Jaime Gee, Co-founder & MD – Jam

Can you share a bit about your career journey and how you’ve reached your current role?





I launched Jam when I was 25. At the time, the agency world was very different – large network agencies dominated and we were one of the first boutique independents. But I knew we could do things differently, offering  a more agile and personal approach. 

Twenty years later, we’ve built exactly that. We’ve stayed intentionally independent, grown through reputation and results, and proven that size doesn’t dictate impact.

What achievement in your career are you most proud of?





Without question, I’m most proud of the agency as a whole. Building something that we’ve sustained for 20 years in such a fast-moving industry is something I don’t take lightly. Clients come back to us time and again, which speaks volumes about the solid relationships we cultivate. Longevity, trust and repeat partnerships mean we’ve built something real. 

Has there been a defining moment that shaped the direction of your career?





Launching Jam at 25 was the defining moment. Backing myself early on shaped everything that followed. It hasn’t been plain sailing but I have learnt an awful lot and I live by the motto – fail forward.

What does leadership mean to you, and how do you apply it in your role?





Leadership, to me, is about clarity, courage and support. It’s setting standards, being honest, and creating an environment where people feel safe to do their best work. I definitely lead from the front and the Jammers know I am their safety net.

I am direct, but I believe clarity is a kindness. You can be clear and empathetic at the same time. That balance is something I consciously practise every day. 

What challenges have you faced as a woman in your sector, and how have you navigated them?





Marketing can be progressive on the surface, but leadership tables haven’t always reflected that. I’ve experienced moments where women were talked over, underestimated or expected to soften their opinions.

I was raised by an incredibly strong mother and so I’ve never been one to dilute myself to fit. And I’m on a mission to support other women however they need. We don’t move forward individually – we move forward together.

What advice would you give to women starting out in your field?





Speak up. Back yourself. Don’t wait for permission.

You will be called direct before you’re called decisive – don’t let that shrink you. Build your credibility through your work, support other women loudly, and remember that your voice is part of your value.

What inspires you most — inside or outside of work?





I’m inspired by women who refuse to make themselves smaller to make others comfortable. I’m inspired by resilience and by people who build things from scratch and stand by their standards.

I’m also deeply motivated by seeing other women step into their confidence – sometimes before they realise they’re ready.

Jennifer Iftakhar, Sales Manager – Northern Group

Can you share a bit about your career journey and how you’ve reached your current role?





I’ve worked in the property sector for 23 years, starting my career in 2003 as a sales negotiator for an independent estate agency in Manchester city centre, well before the skyline was filled with the high-rises you see today.

In 2004, I moved into the corporate estate agency world, where I became a property valuer and progressed into management. I spent 17 years in the corporate sector, working with Countrywide and LSL, gaining invaluable experience through some of the industry’s most challenging periods; including the 2008 financial crash, the impact of the Grenfell tragedy on the city centre market, and the COVID pandemic. Those years taught me resilience, adaptability, and the importance of strong leadership during uncertain times.

In 2021, I decided to take my career in a new direction and joined a nationwide property developer as a Business Development Manager before progressing to Head of Client Care. In that role, I oversaw a pipeline of over 150 units, guiding them from sale through to completion and ensuring clients were supported throughout the journey.

Following a period of change within the business, I joined a property investment consultancy as Head of Strategic Partnership. There, I was responsible for sourcing and onboarding off-plan and completed developments, conducting due diligence, and strengthening the company’s market position through strategic partnerships.

In 2023, I took the leap to establish my own business as a master agent, working with developers and portfolio landlords to distribute stock through a network of agents and property sourcers. While running my own business gave me invaluable insight into entrepreneurship and strengthened my industry network, I ultimately realised I thrive most in a collaborative environment.

In November last year, I joined Northern Group to establish and lead their new sales department — an opportunity that perfectly combines my experience, industry relationships, and passion for property. It’s incredibly rewarding to build something from the ground up within a supportive and forward-thinking business.

What achievement in your career are you most proud of?





Starting my own business in 2024 is without doubt the achievement I am most proud of. While it didn’t ultimately end in the way I had originally planned, the experience itself was incredibly valuable. Having the opportunity to work for myself, build something that was mine, do things how I wanted, and choose who I worked with was hugely empowering and something I will always be proud of. 

It also gave me the flexibility to be there more for my children — being able to drop them off and pick them up from school every day was priceless and, in many ways, defined success for me at that time.  It was something that I had rarely been able to do outside of maternity leave.

Running my own business strengthened my confidence, decision-making and judgement, particularly around where to invest my time and who to trust. I worked with some fantastic people, many of whom I now consider friends, and I’ve taken invaluable lessons from that period which I continue to apply in my current role. Ultimately, the experience made me more resilient, self-aware and decisive, qualities that I believe make me better at what I do today.

Has there been a defining moment that shaped the direction of your career?





A defining moment for me was getting over my fear of public speaking. This wasn’t just nerves — it was something I found genuinely difficult. Even speaking up in meetings earlier in my career used to fill me with dread. I hated having attention on me and once I started talking, I’d panic, get a dry throat, shaky voice, and had my own voice echoing loudly in my head. 

When I became Head of Partnerships at an investment consultancy, I joined a networking group where I had to speak for 60 seconds every week, the same group where I later met the team at Glaisyers. I was pretty bad at it to begin with, but I knew that if I wanted to be confident in a senior role, speaking in front of people was something I couldn’t keep avoiding. 

When the chapter president stepped down, I was asked if I wanted to step into the role. The idea of running a 90 minute meeting every week was terrifying, but a conversation with a business coach really stuck with me. She suggested that fears like public speaking often come from childhood experiences. 

That really resonated. I’d been bullied at school for my voice after moving from Oxford to Wrexham when I was nine and sounding different, and I was naturally quite shy. It made me question why I was allowing something from my childhood to hold me back as a woman in my forties with two children. 

So I said yes and became president. The first few meetings weren’t great, but I improved over time. I still get nervous speaking to larger groups, but it no longer stops me from  

putting myself forward, and that change has had a lasting impact on my career.

What does leadership mean to you, and how do you apply it in your role?





I can probably start by saying what leadership doesn’t mean. Earlier in my career I experienced some very poor leadership (alongside some good examples too), and belittling, shouting at or embarrassing people should never have a place in the workplace. I do think times have changed for the better, and this style of management is now far less acceptable. 

To me, good leadership is about adapting your approach to the individual and where they are in their career. For people in the early stages, that often means guidance, patience and, at times, a lot of support. As people grow in confidence and experience, they need more autonomy and trust, the space to make decisions using their own judgement, while knowing that support is there if they need it.

I’m a strong believer in allowing people to make mistakes and helping them work through those situations, rather than stepping in too quickly. That problem-solving is where real learning happens and leads to better outcomes next time. 

The one thing I see as essential at every level is regular check-ins. Taking the time to get to know people, understand what motivates them and what support they need makes a huge difference. Everyone is different, and leadership isn’t one size fits all.

What challenges have you faced as a woman in your sector, and how have you navigated them?





In all honesty, for much of my career I haven’t felt significantly held back because I’m a woman, beyond some of the more familiar, industry-wide challenges. That changed slightly when I set up on my own. The sectors I was working across; construction, high-net-worth clients, property sourcers and IP providers, were predominantly male.

I want to be clear that the vast majority of people I worked with were incredibly supportive, professional and trustworthy. However, there were a small number of situations where I felt that being a female business owner operating independently was seen as an opportunity to be tested. This showed itself through attempts to change agreed terms, move goalposts or bypass me on deals, which was both disappointing and challenging.

I navigated those situations by leaning on trusted people as sounding boards, keeping clear records of conversations and decisions, and ensuring I had strong legal support in place. Those experiences reinforced the importance of boundaries, due diligence and surrounding yourself with the right advisors, lessons that have stayed with me.

What advice would you give to women starting out in your field?





A few things stand out. Firstly, stay classy. There will be moments where things feel frustrating, unfair or emotionally charged, but keeping your composure and taking the long-term view really matters. Playing the long game often puts you in a stronger position than reacting in the moment.

If you’re considering starting your own business, I’m a big advocate of doing so. It isn’t easy, but if it’s something you want to pursue, I would encourage doing it earlier in your career where possible. In my experience, it becomes more challenging to balance the risks and demands once you’re also managing children, mortgages and other responsibilities, although this was just my experience and everyone’s circumstances are different. 

Earlier in my career, I sometimes found myself doing things that didn’t fully align with my values because they fitted the culture or narrative of the business at the time. With experience, I’ve learned the importance of operating with honesty and transparency, even when it feels uncomfortable. Ultimately, those are the qualities that lasting professional relationships are built on.  Essentially, always be yourself.

What inspires you most — inside or outside of work?





At home, my two children inspire me more than anything. My son is calm, measured and sensible, while my daughter is full of energy, strong, loving and an excellent baker. They are everything to me, and wanting to make them proud is a constant motivator. 

Outside of that, I don’t have one single source of inspiration, but I’ve found that investing time in understanding myself has made a real difference. Therapy has been particularly valuable in helping me understand how I think, what drives me and how I respond to challenge. 

I also love yoga it’s far harder than it looks, but it forces you to be completely present and switch off from whatever is in your head, which I find incredibly grounding. I love cooking and when time allows, reading, getting outside and fresh air all help me reset and keep perspective.

Are there any books, podcasts or people who have influenced your outlook or career?





I don’t have one specific book or podcast that I consistently follow, largely because time outside of work and family is limited.  

Both of my children love Taylor Swift, and through listening to her music, going to the Eras tour and learning more about her work ethic, I’ve come to really admire her. She comes across as grounded, extremely hardworking and genuinely kind, and I think she’s a positive role model, particularly given the influence she has on young people, especially my two! 

For myself, I enjoy reading fiction when I get the chance, and I’ll occasionally listen to a Joe Rogan podcast, depending on the guest. More than anything though, I’m influenced by the people around me, having good, successful friends who are supportive, honest and who show up consistently has probably had the biggest impact on how I approach both work and life.

Hopefully, these stories have resonated with you. Inspiring women are everywhere, and our aim is to empower women to celebrate their successes, not just today, but all year round.   

If you’re looking for a career that empowers you and provides a healthy, supportive, and stimulating working environment, then contact our team at Glaisyers ETL and see how you can begin your journey with one of the North West’s leading legal firms. 

Section 25 Notices and Lease Renewals – What Tenants Need to Know

Section 25 Notices and Lease Renewals – What Tenants Need to Know

by | Feb 24, 2026 | Blog

 

When a commercial lease is coming to an end, a landlord will likely seek to either lock in a new lease or to terminate it. Both of which can be done through them sending a Section 25 notice, which is a formal document issued under the Landlord and Tenant Act 1954, failing to respond to it can lead to serious consequences.  

As a tenant, a clear understanding of how these notices operate is essential to safeguarding your right to remain in occupation of your premises. 

Below are a few practical points that every tenant should make sure they’re aware of: 

1. Ignorance is Not Bliss

A Section 25 notice is a landlord’s formal notice to terminate your protected tenancy and, in most cases, to propose terms for a new lease. The notice includes a strict statutory deadline. Missing that deadline means the tenant loses both the right to renew their existing lease and, once the notice expires, the right to remain in occupation. The landlord may then seek to recover possession. 

To avoid this risk, secure legal advice early and ensure that any protective court application is prepared and issued well before the statutory deadline set out in the notice. Your legal advisers may also be able to negotiate extensions to the deadline, providing additional time for constructive discussions on renewal terms.

2.What Type of Section 25 Notice has Been Served? 
The Good Type: 

Most commonly, a tenant will receive an unopposed Section 25 notice, in which the landlord sets out proposed terms for the renewal lease. However, you should not assume that the terms of your existing lease will simply roll over: the landlord’s proposals may differ significantly from your current arrangements. 

Careful consideration should be given to the landlord’s suggested terms, particularly the proposed rent, the length of the new term, and any break options. It is essential to obtain expert valuation advice from an experienced commercial premises surveyor, as they will understand the local market and help you make an informed decision. 

A lease renewal is also an ideal opportunity to negotiate future‑proofed terms for your occupation. You may wish to secure a break clause, agree a service charge cap (especially in older buildings), or address gaps in the protections included in your original lease. While the landlord is not obliged to accept revised terms, it is important not to overlook the chance to seek improvements that could strengthen your long‑term position.

The Bad Type: 

An opposed Section 25 notice seeks to bring your tenancy to an end on the termination date specified in the notice without offering a new lease. If you wish to remain in occupation, you must issue a court application for a new tenancy before the deadline in the notice and be prepared to challenge the landlord’s grounds for opposition. A landlord may only resist renewal by relying on specific statutory grounds, the most common being an intention to redevelop the premises or an intention to occupy the premises themselves. 

If you receive a hostile Section 25 notice, you should seek legal advice immediately. These matters are highly time‑sensitive, and developing a strategy, gathering evidence, and preparing your case for continued occupation all require careful and early action. 

Conclusion: 

A Section 25 notice can be a daunting legal document to receive. You may be tempted to push it down the priority list or ignore it, but the best action to take is to prepare early and seek expert legal advice as soon as possible. This will give you the best chance of a positive outcome.  

If you require further guidance regarding Section 25 notices, or on commercial leases in general, please contact us to speak to a member of our Real Estate Team. 

If you require further guidance regarding Section 25 notices, or on commercial leases in general, please contact us to speak to a member of our Real Estate Team. 

Associate

Chino Osuji


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Let’s Start with Why: The Truth, The Whole Truth and Nothing But

Let’s Start with Why: The Truth, The Whole Truth and Nothing But

by | Feb 16, 2026 | Blog

 

What better way to start the week than with some light existentialism?

I’m talking about a simple question. One that underpins everything we do, yet baffles the likes of some professionals who have the privilege of working with agencies, brands and creatives… Why.

Why?

We’re a dedicated team wholly committed to enabling the success of Agencies, Brands, and Creatives by sharing our legal expertise, niche experience, and relentless focus on the commercial issues underlying every matter we advise on.

We’re creatives who serve creatives. I’m very much an amateur, in that I’ve still never finished a script, but I work on campaigns every day – in Pete’s case, though, he’s continuing to gig and release brand new music. We’re passionate about our clients as much as we are about the work we do, and every now and then, we get to be a very small part of creative alchemy in action.

How?

We’re here to help you grow, to balance complex legal and regulatory issues with enthusiasm, a sense of humour and a commitment to radical empathy as much as radical candour.

We share our clients’ ambition, and every time we get to that ambition fulfilled is a great day at the office.

In the rare instances where we can’t provide a fixed fee proposal for a stage or the whole of a project, we work on the basis of a fair price for value-added advice – including a subscription model where you’re in the position to know how much help you’re likely to need. While we’ve embraced artificial intelligence, you can expect authentic insight, responsibly delivered.

That goes for any issue. We’re backed by a law firm that does far more than advise on intellectual property, reputation management, marketing, AI and data protection law – much as a wider team is available to help you, we’re always in the background to manage your account.

What?

We help our clients to manage their risk and make the most of their opportunities without jargon and with a clear understanding that we’re not the most important voices in any conversation. We’re nothing without our clients, and seeing them thrive is a huge privilege.

If you’re an agency, we can help you pitch safely through the right kind of NDA, onboard clients safely whether or not you’re trading on their terms or your own, deal with problems when projects or campaigns don’t go according to plan, keep you on the right side of regulation, deal with tricky issues involving staff or founders, move into an office that better fits your culture, take in investment or even buy or sell a business.

If you’re a brand, we can help you manage your campaign and reputational risk, stay on the right side of regulators such as the ICO and ASA, and steer you through any third-party disputes you’re likely to encounter.

If you’re a creator, we can keep you on the right side of regulation, keep you out of disputes and make the most of your brand and content and set you up with the right kind of structure to keep you successful when you’re lending your following to a business or cause that needs it.

Of course, this is just a start. As the world changes, we’ll do our best to keep up. For now, we’re going to stay curious, hungry and grateful for any opportunity to hear about your own Why, What and How. A great place to have that kind of conversation with your peers and us is the Bulletproof 2026 Conference, so we very much hope to see you on 7 May at Voco.

Why not?

Partner, Head of Creative, Digital & Marketing

Steve Kuncewicz


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Looking ahead? So are we — let’s talk

Pursue Your Ambitions With Glaisyers’ Apprenticeship Schemes

by | Feb 12, 2026 | Blog

 

This National Apprenticeship Week (9-15 February), we’re celebrating the role these schemes play in broadening access to careers in law, allowing people to pursue their ambitions – wherever they are in life. 

 

Our team member Amber Killeen’s journey is a great example of exactly this. Starting out as a Business Administration Apprentice back in 2015, Amber is now completing her Level 7 Solicitor Apprenticeship while working full-time in personal injury law and preparing for the SQE, all alongside being a mum. From motivations to motherhood, we asked Amber about her journey to where she is today, and how an apprenticeship made it all possible.

What first inspired you to pursue a career in law, and how did that lead you to join the firm back in 2015?





I have had a keen interest in the law and a desire to advocate for justice from an early age. I also wanted a career which allows me to help others. When I left school, I wasn’t sure whether I wanted to pursue a career in criminal or civil justice sector therefore, I looked for apprenticeship schemes which would allow an introduction into these areas and have a clear progression route if I wanted to stay in the sector.  By accepting the position at Glaisyers as a Business Administration Apprentice in 2015, it allowed the introduction into the civil legal system and has enabled me to gain invaluable experience in tort law and contract law over the last 11 years (albeit a period of maternity leave).

What made you decide that the solicitor apprenticeship route was right for you at this stage of your career?





Having successfully worked at the firm for many years prior, I wanted to develop knowledge and professional career. The apprenticeship route was the best for me as I can work towards qualifying as well as working and being paid.

Can you tell us a bit about what your solicitor apprenticeship involves and what you’re currently studying at BPP?





The Level 7 Solicitor Apprenticeship offers a recognised LLB (Bachelor of Laws and Legal Practice) degree and the benefit of preparing for and sitting the Solicitors Qualifying Examinations. I’m currently studying the Level 4 Public Law module which covers the English Legal System and Constitutional Law.

How have you found balancing full time legal work with studying?





So far, I have been able to balance full time work, studying and being a mother relatively easy. This has been facilitated by my weekly study day and help from family, which has enabled me to have one day that is solely focused on studying. All other time outside of my working hours are spent with my son.

You’ve gained extensive experience across litigation, personal injury, debt recovery, landlord/tenant disputes, and costs work. Which areas have you enjoyed the most, and why?





I have enjoyed all the areas I have worked in so far, but I would say that I have found personal injury the most rewarding. This is because it has allowed me to help clients who have suffered significant and life changing injuries, or who have lost loved ones as a result of the negligence of others, seek justice in the form of compensation, funded medical care and rehabilitation.

What have you learned from working closely with clients—both individuals and businesses—over the years?





I have learnt the importance of strong interpersonal skills such as active listening, empathy, effective communication (providing clear advice and managing expectations) and emotional intelligence when engaging with clients, building trust and relationships.

What do you enjoy most about working here, and what keeps you motivated?





My desire to continue helping clients and develop my knowledge are a motivation factor. Also, being successful in my career and showing my son you can achieve anything you work hard for – at any age.

What are your goals for the next few years as you progress through the apprenticeship?





To achieve at least a 2.1 in my LLB law degree and pass the SQE resulting in my qualification. Also, to further develop my knowledge and skills by assisting colleagues and clients with new and complex cases.

What skills or mindset do you think are most important for success in this kind of programme?





Determination and confidence achieve success (have a ‘can do’ attitude), have good time management skills and be resilient to help you successfully complete the work required each week, during stressful and busy times at work or in life.

Determination and confidence achieve success (have a ‘can do’ attitude), have good time management skills and be resilient to help you successfully complete the work required each week, during stressful and busy times at work or in life. 

Could an apprenticeship be the right avenue for you? Head to our careers hub to explore our early careers programmes.  

Hutchinson and others v County Durham and Darlington NHS Foundation Trust

by | Jan 28, 2026 | Blog

 

Case Update

The recent decision in the case of Hutchinson and others v County Durham and Darlington NHS Foundation Trust, brings into focus the importance of balancing employee rights and careful consideration of policies applicable to the workforce. 

Background Facts 

In this case, the claimants were a group of female nurses employed by County Durham and Darlington NHS Foundation Trust, mainly working in the Day Surgery Unit at Darlington Memorial Hospital. Staff employed at the hospital, including the claimants, used a female staff changing room provided by the Trust to change into and out of their work uniform at the hospital. The Trust operated a “Transition in the Workplace” policy that permitted transgender staff to use the single-sex changing room corresponding to their affirmed gender.  In accordance with this policy, one transgender employee, Rose Henderson, a biological male who identifies as female, was permitted by the Trust to use the female staff changing room provided.   

The claimants objected to sharing the female changing room with their transgender colleague. They said this violated their privacy, dignity and made them feel uncomfortable when changing their clothing.  The claimants complained formally to the Trust, explaining the distress and discomfort they experienced by being required to change in the same space as a biological male. The Trust declined to change its policy, and the claimants brought claims against the Trust for harassment related to sex and gender reassignment and indirect sex discrimination. 

Decision of the Tribunal 

The Tribunal upheld the claimants claims under the Equality Act 2010, finding that:- 

the Trust had subjected the nurses to harassment by its actions and their policy, particularly by requiring them to share facilities without providing appropriate alternatives and not taking the claimants concerns seriously; and 
the Trust’s actions and policy met the threshold of harassment in so far as it had the effect of violating the dignity of the claimants and created a hostile, intimidating, humiliating and degrading environment.   

What does this mean for employers? 

Whilst this is only a first tier Employment Tribunal decision, which means that it may not be binding on other Tribunals, and may of course be subject to appeal, it does suggest that employers ought to carefully review any policies relating to gendered facilities such as changing rooms, showers and toilets. It seems there is a need for clear balanced policies on competing rights, particularly in respect of gender reassignment and sex, diversity and inclusion, which can be difficult for employers to get right, as demonstrated in this case.  

Policies therefore need to be carefully drafted and tailored to the particular workforce, and be proportionate and based on evidence so that they can be justified. Employers need to be ready to demonstrate that any policy or measure in place is a proportionate means of achieve a legitimate aim, and not just well-intended.   

Employers across sectors, especially in public services, healthcare, and any setting with gender-segregated facilities, would be well advised to audit existing policies, assess legal compliance, and consider whether current practices could lead to similar claims. HR, with legal support, can then ensure that policies and practices are both legally compliant but also promote an inclusive, respectful workplace. 

The employment team here at Glaisyers specialise in all such discrimination claims and can assist in preparing appropriate policies tailored to your business. If you need any support with this, or any other employment related matter, please contact the team. 


Contact the empolyment team