SJ Interview: Arif Kamal

Arif Kamal brings a wealth of experience to his role as Chief Finance and Operations Officer at Hunters Law LLP, blending financial expertise with a passion for modernisation. With a background in diverse sectors, including the NHS and international law, Kamal has been instrumental in driving change at Hunters, one of the UK’s oldest law firms. 

In this interview, Kamal shares insights on his journey at Hunters, detailing the pivotal changes he has witnessed and implemented, from advancing technological efficiency to fostering a client-first culture. His leadership is shaping the future of this historic firm, ensuring it remains innovative and impactful.
 

Tell us about your journey at Hunters and what changes have you witnessed or implemented since joining the firm? 
 

Established in 1715, Hunters is one of the UK’s oldest law firms, with a heritage spanning more than three centuries. Over that time, the firm has built enduring relationships with individuals, families, businesses, charities, and organisations—some of which span generations. Our legacy is a source of immense pride. We’ve been here for some of our clients’ most significant moments—family milestones, business successes, and even crises. That’s not something you see often, and it speaks volumes about our values.
 

This reputation for excellence is well-earned. Named among The Times’ Best Law Firms for five consecutive years (2020–2025), Hunters is celebrated for its expertise in private wealth, family law, and property, as well as niche areas like rural land and business, heritage assets, and charity law. 

I credit this success to the firm’s partner-led approach. Every client is different, but they all share one thing: they trust us to get it right. That trust is earned not just through legal expertise but by taking the time to understand their needs and delivering tailored solutions.
 

When I first joined Hunters, I quickly identified areas ripe for change, as it was clear to me that there was a lot of untapped energy in the firm. Hunters had already established itself as one of the best for private wealth, property, and family law, but its systems were outdated. Only a handful of lawyers had laptops, and many processes were unnecessarily manual.
 

Fast forward to today, and the transformation is remarkable. Hunters’ 115 staff members are now equipped with state-of-the-art technology, enabling them to work more efficiently and collaboratively. It’s not about jumping on every tech trend; it’s more about using tools that genuinely help us deliver better service. Efficiency saves time, and time is our most valuable resource—both for our lawyers and for our clients.
 

For me, the modernisation isn’t an end in itself but a means to enhance Hunters’ core values. Our clients trust us to provide robust advice, often during critical moments in their lives. Modernising our operations allows us to focus on what matters most: supporting our clients with precision and care.
 

How significant was the acquisition of Peachey & Co LLP for Hunters?
 

The 2024 acquisition of Peachey & Co LLP, a respected commercial law firm founded in 1793, was indeed a significant milestone and turning point for our firm. The merger, which brought Peachey’s expertise in corporate finance and commercial matters into Hunters’ fold, marked a strategic expansion into new sectors, including renewable energy and technology.
 

Peachey’s strengths in corporate law perfectly complement our existing practices. Together, we can offer a more comprehensive range of services to our clients.
 

The transition was seamless. Peachey’s team moved just a few doors down to Hunters’ headquarters at 9 New Square, Lincoln’s Inn, symbolising the unity of the two firms. Bringing everyone under one roof was a priority. It reinforces the sense that we’re one team, working towards a shared vision.
I am certainly optimistic about the future. Over the next five years, I want Hunters to be just as well-known for corporate law as we are for private wealth. The merger has given us a strong platform to build on, and I’m excited about what’s ahead.
 

Tell us about how your previous career background shaped your philosophy at Hunters
 

My career before joining Hunters included leadership roles in finance and operations across diverse sectors, including my tenure as Group Finance Director at GL Hearn and as a Non-Executive Director in the NHS. These experiences shaped my strong commitment to efficiency—a principle that now underpins my work at Hunters.
In the NHS, I saw what happens when systems fail. I once observed three people doing one job badly because processes weren’t clear. At Hunters, we make sure every role adds value. Efficiency isn’t just about cutting costs; it’s about working smarter so we can serve our clients better.
 

Shortly after joining Hunters, I spearheaded the firm’s conversion to an LLP within ten months—a move that streamlined governance and improved financial transparency. It was a big shift, but it positioned us for sustainable growth.
 

Efficiency also drives Hunters’ approach to hybrid working. It’s important to note that, as the pandemic accelerated remote working, we’ve embraced it at the firm. It’s not just about flexibility; it’s about trust. When you trust your team, they perform better.
 

While my position focuses on systems and strategy, I also never lose sight of the human side of legal work. At the end of the day, law is about people. Whether it’s a family going through a divorce or a business navigating a merger, our job is to provide clarity and support.
 

This client-first philosophy is central to Hunters’ identity. Our clients aren’t just cases—they’re individuals with unique needs. That’s why we invest time in understanding their situations. It’s not about cookie-cutter solutions; it’s about delivering advice that’s as unique as they are.
 

Hunters’ investment in technology reflects this philosophy. Every system we implement is designed to make our clients’ lives easier. From secure communication platforms to streamlined billing processes, the goal is to enhance their experience at every touchpoint.

How do your financial and operational plans help lawyers and staff work better and feel supported?
 

It is all about sound leadership. The job of a leader is to inspire people to believe in themselves. Each year, together with the Heads of Departments and my Operations Team including Marketing and Business Development, HR, IT, Facilities and Compliance, we conduct a three-year rolling business plan for each department and for the Firm as a whole. These plans include both financial and non-financial objectives and targets. It is critical that we establish a clear vision of the future – often the distant future – and strategies for producing the changes needed to achieve that vision. The worst thing that can happen to any business is ‘strategic drift,’ if you do not know where you are going, how are you going to get there! Our recent merger with Peachey is directly in line with the strategic objective we set ourselves a couple of years ago. It is also important to align the firm’s goals with any individual goals that people might have to get the optimum buy in and results. 
 

Communicating the vision and direction of travel is critical, and cooperation across the Firm is needed for achieving success and the agreed objectives. This is done both at departmental level and by providing a general overview at our periodic Town Hall meetings, which are now a regular feature at Hunters. 
 

I have stressed that Senior Management and Heads of Departments must ask the following four questions: do our people know what we want them to do?;  do they believe it is the right thing to do?; do they have the required skills/ability?; and are they energised / inspired to do it?
 

We need to continuously work on the will to win which hinges on motivation. Leaders must be motivated themselves to motivate others. This is done by establishing clear goals which require recognition. We must also remember that motivation, once established, never lasts and must be reinforced continuously. Effective leaders must not only set a vision and establish the culture, but also lead by example and make others feel capable, confident and strong. It is also important that a leader thrives on change and strategically handles adversity, and fosters teamwork.

How do you keep the firm running smoothly during challenges like the pandemic or market changes?
 

We continuously operate in an uncertain economic climate affected by various fiscal and monetary policies and international events that directly or indirectly impact us. I am of the view that the market is the same for everyone. By having well-established systems and proper investment in technology, we should never assume that we cannot grow in a downturn. It is a matter of identifying opportunities. Opportunities will present themselves. At Hunters, we have continued to invest in the growing areas of our business, and we have done that during the pandemic and during a period of high inflation and higher rates of interest, and we will continue to do so. 
 

I motivate myself by the objectives I want to achieve and imagining what success would look like. I am an optimist by nature.

How do you approach leading change in a historic firm like Hunters?
 

Change has been a constant in my career, but I approach it with empathy and pragmatism. To be clear, change is hard. When I joined Hunters, I knew modernising a 300-year-old firm wouldn’t be easy. But by involving people in the process and showing them the benefits, we’ve built a culture that embraces innovation.
 

For me, effective change management starts with listening. People need to feel heard. Whether it’s a junior associate or a senior partner, everyone’s perspective matters. That’s how you build buy-in and make change sustainable.
 

One of my proudest achievements has been fostering a culture of continuous improvement at Hunters. We’ve created an environment where people feel empowered to suggest new ideas. That openness has been key to our success.
 

On a personal note, my upbringing gave me a unique perspective. As the son of a United Nations official, I spent much of my childhood abroad before settling in the UK. Living in different countries taught me adaptability. It’s a skill I’ve carried into my professional life, whether managing international teams or navigating mergers.
 

This global outlook proved particularly valuable during my time at Thomas Cooper LLP, where I oversaw operations across five countries. You learn to appreciate different ways of working. It’s about finding common ground while respecting local nuances.
 

Now at Hunters, I have had the opportunity to bring this perspective to enrich the firm’s culture and decision-making. Different backgrounds bring different ideas. That’s how you innovate and stay ahead in a competitive industry.

How do your personal passions influence your leadership style?
 

Outside the office, I am a passionate cricket enthusiast, with a particular fondness for Test matches. There’s a beauty in the patience and strategy of Test cricket. It’s a reminder that some things take time to achieve, but the results are worth it.
 

This philosophy aligns closely with my approach to leadership. Whether it’s a merger or a new system rollout, success doesn’t happen overnight. It’s about laying the groundwork and staying the course.
 

Mentoring young professionals is another passion of mine. I’ve been fortunate to have great mentors throughout my career. Now, I try to pay it forward by supporting the next generation of leaders.
 

As Hunters approaches its 310th anniversary, we are firmly focused on the future. We’ve achieved a lot, but there’s always room to grow. For now, the key priorities include expanding the firm’s corporate practice, enhancing client services through technology, and maintaining its reputation for excellence.

Sustainable growth is key. It’s not about being the biggest; it’s about being the best at what we do.
I also envision Hunters making a broader impact. Whether it’s reducing our carbon footprint or supporting community initiatives, we want to be a responsible business. 

Ultimately, I must express gratitude for the opportunities I’ve had. I’m proud to be part of a firm that values tradition but isn’t afraid to evolve. At Hunters, we honour our past while building a future that’s innovative, inclusive, and client-focused.