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Articles

Who cares?

What can the UK glean from how other ?cultures look after their ageing population? ?Colin Dutkiewicz looks at policies and ?products worldwide

Set the boundaries

Financial advisers must understand their role in wealth management as well as that of the discretionary fund manager and client, says Claire Bennison

Out with the old

The revision of the Hong Kong Trustee Ordinance sees it sailing into the modern world, says Philip Munro

True picture

A recent case about capacity proves the importance of disclosing all relevant medical evidence to the court, says Eddie Fardell

60-second interview: Fiona Smith

Fiona Smith tells Jennifer Palmer-Violet about her strategic aims ?as she takes the reins of Forsters' private client practice

Litigation | Managing near misses

The courts are yet to grapple fully with the move in the Jackson reforms to reverse Carver, says Simon Gibbs

Tackling lock-up syndrome

If you are in a high street firm battling with your bank to keep your payment facility so you can fund work in progress, her';s a new set of stats you could drop in the conversation next time. According to research by accountancy network MHA, profit per partner at two- to four-partner firms has grown by an astonishing 27 per cent last year to an average of £145,351. And the average net profit percentage rose from 24 to 28, an increase which appears to be result of their unique scale. These firms are more nimble, according to MHA's head of legal services Harmy Gill, and more able to “turn increased fee income streams into increased bottom line profitability”. At 60 per cent of fee income, their employment costs were also the lowest ones.

Adapt to survive

If consumers can be empowered to shop around for legal services we could reap the benefits, says Warren Smith. But the profession too must change