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Lawrence Stephens Advises on Sale of Aspire Independent Financial Planners LLP Assets to HCF Partnership Ltd

Posted on: December 3rd, 2025 by Ella Darnell

Lawrence Stephens is delighted to have advised the owners of Aspire Independent Financial Planners LLP, Gary Plein and Jeff Maze, on the successful sale of their business to HCF Partnership Ltd.

This transaction forms part of our ongoing work in the consolidation of the Wealth management and Independent Financial Advisers (IFAs) sector, an area in which we have extensive experience and a proven track record.

This latest deal follows similar transactions we have advised on in the sector, including advising Fidelius on its investment in Vobis and advising HFMC Wealth on a series of strategic acquisitions further demonstrating our commitment to supporting clients through the entire lifecycle of their business be it sales or acquisitions.

The transaction presented unique challenges due to the structure of the deal and changes to the sale mechanism during the process.

Our team led by Jeff Rubenstein and assisted by Associate Isobel Moran, Solicitor, Avni Patel  and the employment team, adapted swiftly to these developments to ensure a successful outcome for all parties.

Jeff Rubenstein, Head of Corporate and Commercial and lead on the transaction, commented:

“This was a particularly intricate deal, with evolving requirements and structural changes that demanded flexibility and creative solutions. Our ability to adapt and deliver under these circumstances reflects the depth of knowledge and expertise we bring to IFA consolidation transactions.”

Jeff Maze, co-owner of Aspire Independent Financial Planners LLP added:

“We were delighted to have appointed Jeff and his team at Lawrence Stephens to guide us through this once in a lifetime sale. They gave us confidence throughout a complex process. Their proactive approach and ability to navigate unexpected changes ensured that the transaction was completed smoothly and efficiently and we would be delighted to recommend them to anyone in our sector who needs their expertise.”

Lawrence Stephens completes over £33 million worth of transactions in pre-budget sprint

Posted on: November 28th, 2025 by Alanah Lenten

November was an exceptional month for Lawrence Stephens, culminating in an intense surge of activity ahead of the Chancellor’s budget announcement. Pre-budget market speculation prompted many clients to accelerate their transactions to avoid potential negative impacts. This created significant pressure on our teams to complete deals within very tight timeframes.

In the days leading up to Rachel Reeves’ announcement, our teams successfully completed transactions worth over £33 million. Notably, our Corporate and Commercial team alone closed seven transactions the day before the budget, including five acquisitions, one sale, and a share restructure, totalling in excess of £15 million. Meanwhile, the Commercial Real Estate team responded to concerns about possible capital gains tax changes by completing £16.5 million worth of deals, including the sale of two industrial investment properties and the purchase of a mixed-use building.

Jeff Rubenstein, Head of Corporate and Commercial, commented:
“I am incredibly proud of how our team rose to the challenge. We have built a department designed to thrive under pressure, and this achievement shows the strength, resilience, and expertise we bring to every transaction.”

Stephen Messias, Director in Commercial Real Estate and a Lawrence Stephens founding partner, added:
“The scale and complexity of the work completed in such a short timeframe is a testament to the capability of our team. Delivering a number of challenging transactions under these circumstances required precision, collaboration, and unwavering commitment to client objectives.”

These achievements were made possible through exceptional collaboration with all stakeholders and a relentless focus on meeting client requirements under challenging circumstances. November’s success reflects not only the strength of our expertise but also our ability to deliver outstanding results when it matters most.

Leigh Sayliss Contributes to the Chartered Institute of Taxation on High Value Council Tax Surcharge

Posted on: November 27th, 2025 by Ella Darnell

Leigh Sayliss, Director and Head of Tax at Lawrence Stephens, is the chair of the Chartered Institute of Taxation’s Property Taxes Committee.

Following the budget announcement his comments were published here on the 26 November 2025.

Full text below:

New surcharge will add more complexity to property tax system

Commenting on today’s announcement of a high value council tax surcharge in England, Leigh Sayliss, chair of the Chartered Institute of Taxation’s Property Taxes Committee, said:

“This measure adds further complication to the current complex system of property taxation. There are already nine main taxes1 that you have to consider if you own property.

“Council tax is usually levied on the occupier whereas this tax will be payable by owners, including owners holding property indirectly through companies or trust structures, meaning that different people may taxed in relation to the same property.

“No tax is popular with those who have to pay it, and dry tax charges2 such as this tend to be especially unpopular.

“A key question is whether ownership of a valuable property is being treated as a proxy for ability to pay as some who will receive a bill will be ‘asset-rich, cash-poor’ pensioners.

“Just because a house has high value does not mean the owner has significant equity in the property. Longer mortgage terms have become more common. Asset-rich, cash-poor individuals who have built up a deferred mansion tax alongside a mortgage could find themselves stuck when they might have otherwise downsized.  Particular attention will need to be given to deferral arrangements and the interaction with mortgages and lenders’ willingness to lend.

“Using a banding system, similar to that used for the Annual Tax on Enveloped Dwellings (ATED), will reduce the numbers of arguments on the value of properties as there will only be sensitivity where property values are close to a rate boundary.  However, it should be noted that the proposal includes the same ‘double inflationary’ measure that is included in relation to the ATED – each year the rate of the tax will increase by CPI and, as property prices increase, properties will move up into higher rate bands.

“When ATED was introduced, it only affected properties valued in excess of £2m – but then the threshold was reduced to £500k. This raises the question as to whether there is a risk of a similar “scope creep” in relation to this tax, once the principle has been adopted.

“It is welcome that the government has decided to delay the implementation of the charge until 2028, and that there will be consultation on the charge early in 2026 on the details of the reliefs and exemptions, the design of an appeals system, and the deferral and support mechanisms available. From an administrative perspective, a new tax, even if notionally tagged on to council tax, needs time and resource to set up in terms of guidance, collection, appeals process, etc.”

Notes

  1. Council tax, stamp duty land tax (land transaction tax in Wales and land and building transaction tax in Scotland), annual tax on enveloped dwellings, income tax, corporation tax, capital gains tax, inheritance tax, VAT and national insurance.
  2. A tax liability that is payable without any money generated to pay for it.

Upward-Only Rent Reviews Banned: What Business Owners Need to Know

Posted on: November 26th, 2025 by Alanah Lenten

The UK Government is shaking up commercial leasing. As part of the English Devolution and Community Empowerment Bill, Upward-Only Rent Review (UORR) clauses will be banned in new commercial leases, a move designed to support small businesses and revitalise high streets.

If you’re a business owner negotiating a lease, here’s what you need to know.

What’s Changing?

From the moment this legislation takes effect, any clause in a new or renewal lease that prevents rent from decreasing will be unenforceable. This applies whether or not the lease is contracted out of the Landlord and Tenant Act 1954.

Existing leases won’t be affected, but going forward, landlords won’t be able to lock tenants into rent levels that only go up where, at the start of the lease, that level of rent is not known and cannot be determined.

Why It Matters to You

If you’re running a business from leased premises, this is a significant shift. UORRs have long been a thorn in the side of tenants, especially independents and SMEs, who’ve found themselves stuck paying above-market rents during downturns.

This reform transfers risk from tenant to landlord, meaning landlords are likely to follow the approach outlined below. You may however have more flexibility to negotiate rent based on market conditions when agreeing a new or renewal lease.

What Landlords Might Do Next

Landlords won’t take this lying down. Expect to see:

  • More aggressive initial rent negotiations to offset future uncertainty.
  • Shorter lease terms, often contracted out of the 1954 Act, which could mean more frequent relocations or renegotiations for tenants.
  • Pre-agreed stepped rents, where rent increases are fixed from the outset, as these won’t be caught by the ban.
  • Index-linked reviews replacing upwards only open market reviews, offering predictability but potentially less room for negotiation.

Also, don’t be surprised if tenant-friendly perks like break clauses or rent-free periods become harder to secure.

What You Should Do

If you’re entering into a new lease or renewing an existing one:

  • Review the rent review clause carefully, make sure it allows for downward adjustments.
  • Consider stepped or indexed rent structures if they offer better predictability.
  • Negotiate hard at the outset, landlords may front-load rent to hedge against future drops.
  • Get advice, a good commercial property solicitor can help you navigate the new landscape.

Final Thought

This reform is a win for business owners, but it’s not without trade-offs. As the market adjusts, lease negotiations may become more complex. The key is to stay informed, negotiate smart, and structure leases that support your business’s long-term viability.

If you’d like to talk through how this change might affect your next lease negotiation, our Commercial Real Estate team is here to help.

Taylor Swift’s Engagement and Why Business Owners Need a Pre-nup Too

Posted on: November 20th, 2025 by Alanah Lenten

Taylor Swift’s engagement to Travis Kelce might be dominating headlines, but behind the romance is a legal reality every business owner should pay attention to: the prenuptial agreement.

With a billion-dollar empire built on music, branding, and intellectual property, Swift’s lawyers are almost certainly drafting a pre-nup. But here’s the thing ,  you don’t need to be a global superstar to need one. If you own a business, have family wealth, or simply want clarity in your financial future, a pre-nup isn’t just smart,  it’s essential.

What’s a Pre-nup, Really?

A prenuptial agreement is a legal contract signed before marriage or civil partnership. It sets out how assets will be divided if the relationship ends.

In England and Wales, pre-nups aren’t automatically binding,  but since the landmark case Radmacher v Granatino, courts will usually uphold them if:

  • Both parties sign freely
  • There’s full financial disclosure
  • Each person gets independent legal advice
  • The agreement is fair and doesn’t leave anyone in hardship

In short: when done properly, a pre-nup carries serious weight.

Why Founders and Business Owners Should Care

Whether you’re scaling a tech startup or running a family-owned business, a pre-nup can protect what you’ve built. Here’s how:

  • Protecting pre-acquired assets: Like your business, property, or investments.
  • Safeguarding family wealth: Including gifts, inheritances, or shares in a family firm.
  • Providing for children from previous relationships: Ensuring their financial future is secure.
  • Reducing conflict and legal costs: If separation happens, clarity helps everyone move forward.

This isn’t about mistrust. It’s about planning responsibly,  just like you would with shareholder agreements or succession planning.

Common Pre-nup Myths, Debunked

“Pre-nups are only for celebrities.”
Not true. If you own property, have savings, or run a business, you have something worth protecting.

“Signing a pre-nup means you expect divorce.”
No more than writing a Will means you expect to die tomorrow. It’s about being prepared.

“Courts ignore them.”
Not anymore. Properly drafted pre-nups are taken seriously.

Lessons from Taylor Swift’s Engagement

Swift’s assets include royalties, trademarks, and ongoing income from her tours. But the principle applies to any business owner: protect your intellectual property, your equity, and your future.

A pre-nup isn’t about predicting failure. It’s about protecting success.

Practical Tips for Business Owners

  • Start early: Sign at least 28 days before the wedding to avoid pressure.
  • Be transparent: Full financial disclosure is non-negotiable.
  • Get independent legal advice: Each party should have their own solicitor.
  • Plan for change: Include review clauses for children or major life events.

Final Thought

If you’re engaged and you own a business, a pre-nup isn’t just a legal formality, it acts as a strategic move. It protects your legacy, your team, and your future.

At Lawrence Stephens, we help founders and business owners create pre-nups that reflect their values and protect what matters most. If you’d like to explore your options, contact Annabel Andreou today.

Because whether you’re planning a wedding or building a business, clarity is the best foundation.

Off-Duty, On Your Radar: Why Employee Misconduct Outside Work Still Matters

Posted on: November 20th, 2025 by Alanah Lenten

The Festival Fallout: What Happens When Staff Misbehave Off the Clock

During the summer and festival season, your team may have swapped spreadsheets for sound systems at Glastonbury, Reading or Download. For most, it’s harmless fun. For others, it’s a cocktail of excess, alcohol, drugs, and behaviour that’s anything but brand-safe.

And here’s the truth: what happens off-site doesn’t always stay off your radar. If misconduct is witnessed by clients, colleagues, or even caught on camera, it can quickly become your problem. This year, Glastonbury made headlines for all the wrong reasons, with antisemitic chanting aired by the BBC sparking public outrage and we all saw what happened on the Coldplay kiss cam when the CEO and Chief People Officer of the tech company Astronomer, were caught having an affair.

The reputational ripple effect was swift and severe.

When Private Behaviour Becomes a Public Problem

Not every out-of-hours misstep warrants disciplinary action. But if the behaviour is criminal, breaches your company policies, or risks reputational damage, you may need to act, and fast.

Here’s the usual playbook:

  • Investigate: Establish the facts and assess whether there’s a case to answer.
  • Hearings: If warranted, hold a disciplinary hearing and weigh up the evidence.
  • Decide: Take proportionate action based on the severity and impact.

But tread carefully. If there’s no clear link between the misconduct and the business, disciplinary action could backfire, think unfair dismissal claims or constructive dismissal risks.

Reputation Is Everything—But It’s Not Always Enough

Reputational damage is often cited as the reason for disciplinary action. But it’s a slippery concept. What counts as reputational harm? And how do you prove it?

Case law is full of surprises. Employees have been dismissed for behaviour most would consider outrageous, only for tribunals to rule the dismissal unfair. The key? Employers must genuinely believe the misconduct could harm the business and must assess the risk with care.

Drawing the Line: Policy, Culture, and Clarity

Entrepreneurs and owner-managed businesses often operate in close-knit teams where culture is king. That’s why clarity matters. Your people need to know what’s expected of them , on and off the clock.

Here’s what you can do:

  • Create conduct policies: Spell out what’s acceptable outside work.
  • Update your social media policy: Online behaviour is public behaviour.
  • Train your team: Regular sessions on professionalism and reputational risk.
  • Act consistently: Fair and prompt responses build trust and protect your brand.

Final Thought: Prevention Beats Cure

Managing off-duty misconduct isn’t just about damage control, it’s about setting standards that reflect your company’s values. In a world where personal and professional lives blur, your reputation is only as strong as your team’s behaviour, on and off the job.

Need help navigating this terrain? Contact Emma Cocker to see how we can support you. 

The Business of Sweat: How HYROX Built a Global Fitness Phenomenon

Posted on: November 20th, 2025 by Alanah Lenten

HYROX is the latest global phenomenon, with over 650,000 participants in 11 countries and over $140 million in revenue this year alone. Starting as an idealistic concept between two fitness gurus, it quickly snowballed into one of the most meticulously engineered, mass participation events in the world. But behind the sweat-drenched finish lines and roaring crowds lies a web of legal, logistical, and commercial strategy that has moved this fitness phenomenon into a league of its own.

The Rise of HYROX: From Concept to Cult Following

HYROX was born from the minds of Christian Toetzke, a veteran of mass participation events, and Moritz Fürste, a three-time world champion and Olympic medalist. Unlike CrossFit, which focuses on varied functional movements, or Spartan races and Ironmans, which emphasize endurance and obstacle challenges, this fitness event offers a consistent race format that combines running with functional fitness exercises. This model not only filled a niche in the market but also provided a structured, repeatable challenge that participants could train for and improve upon over time.

Community First: The Power Behind the Growth

The key to their success, it appears, is its emphasis on both community and consistency. A key part of their success is rooted in its community. With a race format that never changes, 1km runs interspersed with functional workouts, it offers predictability that fosters routine and progress. This consistency has helped build a loyal base of athletes who train year-round for the same challenge. Such organisation has inspired gyms, coaches, social media influencers, content creators and other athlete ambassadors to embrace the movement, which in turn has encouraged record numbers of participants across the globe and helped build the HYROX brand.

Operational Muscle: How to Run a Global Machine

Running standardised events across multiple countries presents significant logistical challenges. HYROX navigates these complexities by employing full time employees based at their headquarters in Hamburg, Germany with regional partners in countries hosting events.

Robust contracts for both full time workers and those working in the gig economy will help to ensure consistency and quality. This, in turn, has led to smoothly run events which competitors and staff alike can enjoy.

For example, volunteers at the London event get free entry to spectate, food, drinks, snacks, meet new people, patch & a ticket with priority access to upcoming UK competitions. Meaning that the brand not only gets almost ‘free help’, those volunteering get experience in a sporting event, they also have a unique opportunity to get “inside” knowledge into how specific events work with improved knowledge of the rules and potential tips and tricks for the next time they compete themselves.

However, HYROX may face some challenges in the near future in the UK, with the Labour government seemingly committed to reforming the employment law landscape through the Employment Rights Bill.

Intellectual property considerations, such as branding, also play a crucial role in maintaining the integrity of the HYROX experience worldwide. One key way they protect their brand is with trade marks. HYROX World GmbH owns the trade mark over the word “HYROX” granting them the exclusive right to use the mark for the registered goods and services.

The ownership of this right means they retain control over the use of the word. This enables them to create and maintain a strong brand identity, ensuring consistently high standards and enabling the brand to take enforcement action against counterfeiters or free riders wishing to benefit from their success without consent.

A strong trade mark can also become a valuable business asset as the brand grows and gains recognition, adding significant value for entrepreneurs looking to exit.

Scaling Sports: What’s Next for HYROX?

As the business continues to expand, the question arises: how can it be scaled even further, if at all? Can it match the likes of CrossFit?

The potential for growth lies in exploring licensing, franchising, and digital products. Entry into emerging fitness markets (e.g., Asia, South America) or collaborating with wellness brands could unlock new revenue streams. Should they wish to partner with other brands however, the company must carefully navigate the legal landscape surrounding licensing with carefully drafted license agreements, among other legal documents, to protect the brand and ensure HYROX retains ultimate ownership of its Intellectual Property.

Lessons for Entrepreneurs: What Can We Learn From HYROX?

HYROX’s journey offers valuable insights for entrepreneurs. The importance of identifying a niche, maintaining consistency, and fostering a strong community cannot be overstated. Operational precision is a core brand value that has enabled HYROX to deliver a reliable and high-quality experience.

The hybrid model of combining physical experiences with scalable commercial partnerships serves as a blueprint for success in the fitness industry and beyond. Entrepreneurs can learn from HYROX’s ability to innovate, adapt, and grow while staying true to its foundational principles.

Contact the sports team to see how Lawrence Stephens supports athletes and sport brands. 

Cyberattacks Are Coming. Is Your Business Ready? What Jaguar Land Rover Can Teach Founders About Resilience

Posted on: November 20th, 2025 by Alanah Lenten

When Jaguar Land Rover had their production lines ground to a halt in August it wasn’t a supply chain issue or a strike, it was a cyberattack, the company revealed this month that they took a £485m loss following the attacks. And it’s a wake-up call for every founder, entrepreneur, and owner-managed business in the UK.

Because here’s the truth: cyber threats aren’t just a big business problem. They’re a modern business reality. And if a global brand like JLR can be brought to its knees, what does that mean for the rest of us?

Let’s break down what happened, what it means, and how you can protect your business – before it’s too late.

Cybersecurity: Not Just for the IT Team

Cybersecurity isn’t just a technical issue. It’s a boardroom issue. It’s about protecting your operations, your reputation, and your bottom line.

A single breach can:

  • Freeze your systems
  • Erode customer trust
  • Trigger regulatory investigations
  • Cost you millions

And for founder-led businesses, the stakes are even higher. You’ve built this. You’ve scaled it. You’ve poured your energy into it. So protecting it isn’t a ‘nice to have’, it should be considered an essential element of your risk protection.

Preparation Is Power

The best defence? Preparation. Here’s what smart founders are doing now:

  1. Build a Crisis Plan

Know what happens in the first 72 hours. Who leads? Who communicates? Who isolates systems? Rehearse it. Simulate it. Make it muscle memory.

  1. Backups That Actually Work

It’s not enough to have backups. You need to know they’ll restore quickly. Jaguar Land Rover  shutdown shows how costly downtime can be.

  1. Train Your Team

Your people are your first line of defence. Teach them to spot phishing emails, suspicious activity, and the importance of software updates.

  1. Get Insured

Cyber insurance is a strategic tool. It can highlight vulnerabilities and give you access to breach response experts when it matters most.

The First 72 Hours: What Founders Must Know

If you’re hit, speed matters. Here’s your checklist:

  • Notify the ICO within 72 hours if personal data is at risk.
  • Alert customers and suppliers transparently.
  • Engage law enforcement and Action Fraud.
  • Call your insurer immediately to activate breach support.
  • Bring in forensic experts to contain the damage and preserve evidence.
  • Work with breach lawyers to manage regulatory fallout and potential claims. Compliance becomes survival!

Should you pay the ransom in a cyber-attack?

To pay or not to pay? That is the ransom dilemma.

Ransomware attacks often come with a demand: pay up or stay locked out.

The National Crime Agency advises against paying. But in reality, some businesses feel they have no choice. If you’re considering it:

  • Check your insurance policy- some cover ransom payments.
  • Consult a crypto recovery lawyer- recovery may be possible even after payment.

This is a high-stakes decision. Don’t make it alone.

Lessons from Jaguar Land Rover: Cyber Is a Leadership Issue

The JLR incident proves one thing: cybersecurity belongs in the boardroom.

Founders must:

  • Demand robust planning
  • Allocate real resources
  • Rehearse response strategies

Because when the attack comes, and if recent high-profile cyber attacks (JLR, M&S) are anything to go by, they can be on the horizon for any business. It’s not just your systems on the line, it’s your reputation, your team, and everything you’ve built.

Final Thought

Cyber resilience isn’t about paranoia. It’s about preparation. And for founder-led businesses, it’s about protecting the legacy you’re building.

If you want to stress-test your cyber strategy or build a response plan that actually works, get in touch with Dominic Holden. At Lawrence Stephens, we help founders stay secure, stay compliant, and stay in control, even when the worst happens.

UK SME Growth Strategy: What Founders and Business Leaders Need to Know

Posted on: November 20th, 2025 by Alanah Lenten

The UK government’s strategy published in August, Backing Your Business: Our Plan for Small and Medium-Sized Businesses, sets out reforms to drive growth and innovation across the SME sector, recognising their vital role in driving innovation, employment and economic growth within the UK.

With SMEs representing 99.8% of the UK businesses and generating over £2.8 trillion annually, the strategy places small and growing businesses – from start-ups to owner-managed enterprises – at the heart of the UK’s economic future.

But what does this mean for your business? Below, we highlight the key pillars of the strategy, and what founders, SMEs, and business leaders should consider to prepare.

  1. Fixing the Fundamentals

The government aims to cut late payments, reduce regulatory burdens by 25%, and modernise tax and customs systems. They also plan reforms to support small developers and support the net zero transition including support with energy efficiency.

For SMEs, founders and business leaders, this means:

  • Cash flow protection
    Late payment remains a top cause of small business failure. Strong contract and invoicing processes are essential, including ensuring your commercial contracts are drafted and reviewed to ensure compliance with new late payment legislation and interest clauses.
  • Regulation simplification
    All business owners dream of a world with less admin and corporate reporting, but it is essential to stay ahead of new compliance requirements that come with new licensing reforms and SaMBAs (Small and Micro Business Assessments).
  • Planning reforms
    Growth-focused businesses may gain easier access to sites and infrastructure opportunities.
  • Net Zero readiness
    Sustainability is becoming a competitive advantage with customers, investors and lenders. Ensuring a review of green leases, energy contracts, and sustainability-linked financing aids the transition to environmentally-conscious business practices.

 

  1. Unlocking Access to Finance

Reforms will expand start-up loans, British Business Bank programmes, introducing mandatory Code of Conduct for personal guarantees, and improve access to finance for underrepresented founders.

Why this matters for SMEs and owner-managed businesses:

  • Funding choices
    The wrong loan or equity structure can add unnecessary risk if compliance with lender codes and guarantee terms aren’t considered.
  • Investor Readiness
    Businesses with robust governance, shareholder agreements and IP protections are more attractive to investors.
  • Inclusive funding
     New regional and diversity-focused schemes could unlock finance that was previously out of reach.

 

  1. Backing the Everyday Economy

Plans include licensing reforms for hospitality and night-time economies, High Street Rental Auctions and Community ‘Right to Buy’, transforming business rates, banning upward-only rent review clauses and introducing crime prevention initiatives.

Implications for business leaders:

  • Rental flexibility
    Property reforms may lower overheads or open up high street opportunities.
  • Licensing changes
    Retail and hospitality businesses need to stay compliant to avoid costly disruption.
  • Crime prevention
    Measures could help reduce theft and loss such as shoplifting and tool crime, protecting already tight margins.

 

  1. Future-Proofing Business Skills

Supporting digital adoption programmes and AI integration, leadership and mentoring initiatives, apprenticeship and skills system reforms and enterprise education and youth entrepreneurship awards form a key part of the strategy.

Why founders should take note:

  • Workforce development
    Apprenticeships and training can tackle skills shortages while building loyalty.
  • Digital & AI adoption
    Early adopters gain efficiency, but compliance (e.g. data protection) must be built in.
  • Leadership growth
    Governance and mentoring initiatives help scale businesses sustainably. Supporting leadership development through governance frameworks and mentoring agreements assist this.

 

  1. Opening Up Opportunities

The government is launching the Business Growth Service, providing export support and trade finance expansion, SME-friendly procurement reforms, IP protection and secure innovation reviews.

For SMEs and growing businesses:

  • Public Procurement
    More opportunities to supply government contracts, but preparation is key.
  • Export readiness
    Strong contracts and customs compliance are vital to avoid delays and penalties.
  • IP Strategy
    Innovations need to be protected and commercialised to maintain competitive advantage from registering and enforcing IP rights to licensing, and IP-backed financing.
  • Cybersecurity and Innovation
    Strong protections build customer trust and secure growth..

 

The UK’s SME growth strategy is wide-reaching, with reforms that could reduce risks, open new opportunities, and make it easier to scale. For founders, owner-managed businesses and SMEs, the challenge is translating policy into action: tightening up contracts, reviewing finance options, investing in digital tools and skills, and safeguarding innovation. We play a critical role in helping our clients and their businesses interpret and implement these reforms, ensuring they remain compliant, protected and well positioned to seize new opportunities.

Those who prepare now will be best positioned to thrive as the strategy unfolds.

View our checklist to see what you can do to prepare

If you are a small or medium-sized business who wants to understand how you can utilise any of the points mentioned above or understand the effect these changes may have on your operations or growth plans get in contact with Harshita Samani.

Lawrence Stephens announces the launch of LS Private

Posted on: November 11th, 2025 by Alanah Lenten

Lawrence Stephens is proud to announce the launch of LS Private, a new multi-family office platform established to provide professional services that enhance and complement the firm’s tailored legal advice.

Designed for entrepreneurs, first-generation wealth creators, and family principals with complex or cross-border interests, LS Private delivers independent governance, oversight, and operational support to protect family capital, simplify decision-making, and strengthen control. Acting as a single point of accountability, LS Private coordinates the full ecosystem of legal, financial, and personal affairs ensuring that every adviser, asset, and decision is aligned.

The venture is led by John Russo, who brings more than fifteen years of experience advising and managing ultra-high-net-worth families and businesses. Before founding LS Private, John created and led the single-family office for one of the UK’s most prominent families, overseeing legal, financial, operational, philanthropic, and reputational matters across a portfolio exceeding £1 billion. Clients value John as a discreet and decisive operator who combines legal precision with real-world execution. His focus is on delivering three outcomes for principals and their offices: stronger governance, structures that work in practice, and the swift resolution of complex issues. John also serves on the Board of Directors of the Royal Philharmonic Orchestra and as a Trustee for The Diana Award.

Steven Bernstein, CEO of Lawrence Stephens, commented:

“Our clients are entrepreneurial and often managing growing personal and family complexity. LS Private extends our ability to help them beyond legal advice – providing the independent governance and trusted oversight needed to safeguard family capital and reputation. With John’s expertise, we can support both newly formed and established family offices in navigating the strategic and operational challenges that accompany wealth.”

John Russo, Managing Director of LS Private, added:

“I’m delighted to build LS Private with the backing of Lawrence Stephens. Having led single-family offices from inception, I know the difference that disciplined governance and effective coordination can make. LS Private brings that experience to others. Helping families, founders, and their advisers turn complexity into clarity.”

Visit LS Private

LS Private is a wholly owned subsidiary of Lawrence Stephens Ltd. and is not regulated by the Solicitors Regulation Authority.

For further information, please contact: Daryl Atkinson.

Lawrence Stephens Advises Fashion Retailer GARAGE on Their First UK and Flagship Store on Oxford Street, London

Posted on: November 11th, 2025 by Ella Darnell

Lawrence Stephens has advised fashion retailer GARAGE on their first UK and flagship store on the world-renowned Oxford Street, London.

Founded in 1975, GARAGE is a Canadian fashion retailer with a strong presence across Canada and the United States, operating over 230 worldwide store locations. The brand is known for its youthful, trend-driven collections that cater primarily to younger women.

GARAGE’s expansion into the UK marks a significant milestone in the brand’s international growth strategy. The Oxford Street store is not only GARAGE’s first and flagship store location in Europe, but also a strategic move that places the brand at the heart of London’s retail scene. Oxford Street is one of Europe’s premier shopping destinations and London’s busiest street, thus the flagship location will allow the brand to quickly build brand visibility and connect with a diverse, high-footfall audience.

The deal is indicative of renewed confidence in brick-and-mortar retail, particularly in prime shopping destinations. It may serve as a signal for other North American fashion retailers to test the UK market, suggesting the potential of a wider trend of cross-Atlantic retail expansion.

The Oxford Street letting was led by Director and Head of Retail Nickhil Mandora and supported by Sophie Levitt. This adds to Lawrence Stephens’ growing portfolio of high-profile retail clients, which includes brands such as Carolina Herrera, Arc’teryx and Salomon. We are delighted to support GARAGE in this new chapter and look forward to seeing the brand thrive in the UK.

Nickhil Mandora added:

“We are delighted to have acted for GARAGE on their introduction to the UK market. The female fashion market in the UK is particularly strong and is no doubt strengthened by the entry of such a well-established North American brand, who already have a cult following here. Oxford Street, London, is the perfect home for GARAGE and we look forward to strengthening our partnership with them on their expansion within the UK.”

You can read more about the Retail team and their services here.

Daniel Baker Joins Lawrence Stephens‘ Sports and Entertainment Team

Posted on: November 3rd, 2025 by Ella Darnell

We’re pleased to announce that Daniel Baker has joined Lawrence Stephens as a Senior Associate in our Sports and Entertainment team.

Daniel joins us from Guildford-based law firm Moore Barlow where he was co-founder and co-head of their Sports Law group. He has developed a reputation for handling complex sports-related commercial dispute resolution, sporting governing body disciplinary and regulatory proceedings, advising in respect of employment / safeguarding issues and general commercial advice and support to clients within the sports sector both in the UK and overseas.

He is experienced in handling all types of sports litigation matters and has represented elite-level coaches, high-profile clubs and organisations in the sports sector. In acknowledgement of his expertise, he is recognised as a “Leading Associate” in the Sports Law category of the latest edition of the Legal 500 directory.

Mohit Pasricha, Head of the Sports and Entertainment team, commented: “We’re delighted that Daniel has agreed to join us. He has an excellent reputation, brings with him significant specialist knowledge and a wide network of relationships. His industry focused dispute resolution expertise helps deepen and widen our bench, enabling us to take on the more complex and challenging work for which we are becoming known”.    

For more information on the Sports and Entertainment team, please click here.