Archive for the ‘Uncategorized’ Category

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%, 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 this includes 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.

Building a Digital Economy: Matt Green’s Contribution to techUK’s Vision

Posted on: November 3rd, 2025 by Ella Darnell

Matt Green, Head of the Blockchain and Digital Assets sector at Lawrence Stephens and Chair of the techUK Digital Assets Group, has been instrumental in developing their “2030 Vision- A roadmap for Building a Digital Assets Economy”, which launched on 16 October.

Designed to share insights on current and anticipated use of distributed ledger technologies, the Vision 2030 draws on perspectives from across the Blockchain and Digital Assets ecosystem – from across Layer-1 chains, professional advisors, to financial houses, blockchain forensic software providers and beyond – identifying the opportunities that will help strengthen UK’s position as a global financial hub, a centre of innovation and a market where technology is used for good.

In recent years, regulators, policymakers, and governments have each mapped their digital ambitions. The UK Digital Strategy 2017 highlighted the economic benefits of digital skills, while the 2022 update focused on establishing the UK as a leading technology hub. More recently, the UK International Development’s Digital Development Strategy 2024–2030 signalled a broader digital transformation of society. This was reinforced in the Chancellor’s Mansion House speech earlier this year, which committed to “drive forward developments in blockchain technology… so that UK financial services can be at the forefront of digital asset innovation.”

The 2030 Vision brings together industry views on where we are today, where we are heading, and what is needed to ensure that by 2030 the UK is not just adapting to change – but leading it.

To read the report, please follow this link.

You can read more about our Blockchain and Digital Assets services here.

Modernising Wills: Is This a New Era for Contentious Probate Practitioners in England and Wales?

Posted on: October 31st, 2025 by Ella Darnell

The Law Commission’s 2025 report, Modernising Wills Law, proposes transformative changes to the legal framework governing wills in England and Wales. For contentious probate practitioners, these reforms are more than theoretical – they could redefine how we approach disputes, especially in areas such as testamentary capacity and undue influence.

Whilst the Law Commission’s report sets out 31 recommendations, this article intends to comment on some of the key ones.

Testamentary Capacity: A Shift to the Mental Capacity Act 2005

One of the most significant recommendations is the replacement of the historic Banks v Goodfellow test with the more modern and widely applied test set out in the Mental Capacity Act 2005 (“MCA”). It has been recommended that with the MCA Code of Practice, reference to and an explanation of the Banks v Goodfellow test should be included in the guidance on testamentary capacity.

This recommendation is likely to bring changes in everyday practice where practitioners are used to the current test so there will naturally be a period of adjustment and education required. This may however increase the number of disputes if there are inconsistencies with the way in which assessments of capacity are carried out.

Undue Influence: A More Accessible Route for Challenges

The evidential burden is notoriously high, often requiring proof of coercion that overtakes the testator’s free will, which is seen as an almost impossible standard once the testator has passed away. Currently the burden of proof is required to be discharged by the individual who is challenging the will. The proposed reforms aim to change this. Courts would be empowered to infer undue influence from the circumstantial evidence that raises reasonable suspicion, including amongst other matters: the conduct of the individual who is suspected of exerting undue influence, whether there was a relationship of influence between this individual and the testator, and the circumstances under which the will was made. The burden will also be placed on the persons upholding the will to prove it was made freely and consciously.

Children making wills

In England and Wales, the age at which an individual is eligible to make a will is 18 years old, the same age as testamentary capacity. It has been recommended that this age should be reduced to 16 years old and that the court also has the power to authorise a child that is under 16 to make a will. It has been recommended that the test set out in the MCA for testamentary capacity should be adopted.

Concerns were raised that children may be vulnerable to undue influence, but the committee generally were of the view that whilst this is a risk it alone should not prevent the recommendation that the age should be reduced to 16 to make a will.

Revocation by Marriage: Protecting against predatory unions

The proposed abolition of automatic will revocation upon marriage is designed to protect vulnerable individuals from “predatory marriages”. However, it introduces new risks. If a testator fails to update their will post-marriage, surviving spouses and civil partners may resort to claims under the Inheritance (Provision for Family and Dependants) Act 1975 (“the 1975 Act”), especially in blended families or second marriages. The report highlighted that currently with the revocation of a will upon marriage or civil partnership, the intestacy rules would apply and as such favouring spouses and civil partners over other beneficiaries. With the current proposal, whilst spouses and civil partners are not automatically favoured under the intestacy rules, they remain protected by being within a class of those that can bring a claim under the 1975 Act.

Rectification of a will

Unfortunately, the courts are currently limited in their powers to correct mistakes such as drafting errors in a will. The report recommends that courts should be able to correct wills where there is clearly a failure to reflect what was intended by the testator.  

Electronic wills

It has been recommended that electronic wills should be permitted. This was considered in an earlier consultation in 2017 where it was provisionally concluded electronic wills should not be permitted. However, since then and owing significantly to the COVID-19 pandemic, there has been more of an acceptance that electronic wills should be permitted. It also assists that there are significant advancements in technology over the recent years.

Formality requirements

The current law sets out certain requirements for a will to be valid. Unfortunately, however, with the strict rules regarding the signing of wills by testators and the requirements of witnesses, the recommendation is that even where all the formality requirements have not been fully met, the courts should still have the power to validate wills where the testator’s wishes are clear (in appropriate cases). This would ensure that wills are not deemed invalid due to a technical error which is the current position and estates having to be administered in accordance with intestacy rules.

Conclusion

These reforms signal a clear intent to provide the much-needed modernisation of private client law; this could be the biggest reform in over 150 years. The intention is to make will-making easier and most importantly to reflect modern life.

For contentious probate practitioners, this could mean potentially more probate disputes due to the lowering of thresholds and allowing for broader judicial discretion.

For more information on our Private Wealth and Succession Planning services, click here.

Can You Exclude an Adult Child From Your Will? Howe v Howe and the Inheritance Act 1975

Posted on: October 24th, 2025 by Ella Darnell

The case of Howe -v- Howe saw an adult child bring a claim pursuant to the Inheritance (Provision for Family and Dependants) Act 1975 (“1975 Act”) against her late father’s estate.

Background

Mr Roger Howe (“the Deceased”), died on 27th March 2020, he had made a will dated 4th July 2017 in which he had entirely cut out his only daughter Jenna Howe. The Deceased had made clear the reasons for excluding his daughter, he described her as “lazy” “lying” and “useless”. Instead, he left his estate to his mother, sister and two nephews.

Miss Howe initially issued a claim to have the will set aside on the basis that the signature of one of the attesting witnesses had been forged. Unfortunately for Miss Howe, this claim failed due to the death of the witness and as such she withdrew her claim and it was ordered that she would pay towards the executor’s costs, the sum of £42,000.

Miss Howe then pursed a claim under the 1975 Act for reasonable financial provision for her maintenance as she had been excluded by her father from his will, she was claiming the sum of £450,000.

Miss Howe’s position was that it was owing to her father’s poor treatment of her when she was a child/teenager which is what directly contributed towards her health issues which made her unable to work and which now gave her the need to bring a claim under the 1975 Act for reasonable financial provision for her maintenance.

Judgement

The court found that despite the lengthy estrangement, that Miss Howe’s health needs were a significant factor for making a financial provision for her from the estate. Miss Howe’s health issues prevented her from working and were because of the treatment she received from the Deceased during her upbringing.

The court also ordered the estate to pay for Miss Howe’s white goods, car, income shortfall for 10 years, provision for her health needs which included therapy and new breast implants (she had claimed that they were essential to improve her confidence), and the costs order in respect of the initial claim Miss Howe brought to set aside the will.

In total Miss Howe was awarded £125,000 which was to be held on a discretionary trust so not to interfere with her entitlement to state benefits, it would also prevent her from spending the money unwisely.

Conclusion

There has clearly been a shift in the way in which courts are dealing with claims under the 1975 Act for reasonable financial provision from estranged adult children. This is certainly a landmark case which demonstrates what is a very complex balance that courts must find in being able to respect the wishes of the deceased but also ensuring that vulnerable claimants receive what would be considered an adequate financial provision. Whilst previously a claim by an estranged adult child may have appeared to be prima facie weak, this is clearly not the case.

This is yet another example of that when preparing your will, you need to take into consideration that adult children can successfully challenge your decision to exclude them entirely from your estate if they can provide a legitimate need.

For more information on our Private Wealth and Succession Planning services, click here.

Shaping the Future of Cannabis Regulation

Posted on: October 17th, 2025 by Ella Darnell

At this year’s Global Cannabis Regulatory Summit, Ricardo Geada, Director at Lawrence Stephens, played a central role as moderator of the high-profile panel “From Policy Idea to Program Implementation: Overcoming Legal, Financial, and Political Barriers to Unlock Global Cannabis Reform.”

Joined by leading voices in the sector, including Andy Cutbill (CEO, Cutbill Jacoby Communications), Sir Mike Penning (former UK MP and Minister of State), Shawn Hauser (Partner, Vicente LLP, USA), and Nick Morland (CEO, Tenacious Labs), Ricardo steered a focused and candid conversation on the structural barriers facing global cannabis reform.

Following the discussion, Ricardo and Andy collaborated on a white paper summarising the key insights. These takeaways highlight the urgent need for clarity, coordination and targeted reform.

  1. Legislative Lag: When Legalisation Falls Short
    Although medical cannabis has been legal in the UK since 2018, the reality is far from functional. Sir Mike Penning highlighted how patients, including children with severe epilepsy, are still struggling to access treatment on the NHS due to outdated regulation. One critical example is the failure to exempt government-issued licences from the ‘proceeds of crime’ provisions in POCA. This oversight puts compliant operators at risk of criminal penalties.

    In the US, state-level legalisation is undermined by federal prohibition. Despite guidance from FinCEN, banks are hesitant to serve cannabis businesses due to regulatory uncertainty, as Shawn Hauser explained. Nick Morland also pointed out that a simple legislative fix to POCA in the UK could unlock investment and operational growth.

    Ricardo identified that legalisation is not the end goal. Without practical legislative support, the industry will continue to stall.

  2. Interdepartmental Incoherence: A Fragmented System

The panel revealed a fundamental disconnect between UK government departments. While the Department of Health and Social Care regulates cannabis-based medicinal products, the Home Office and police still treat cannabis under legacy drug policies. This creates confusion and harm. For instance, some patients have had their prescribed medication confiscated or faced arrest.

Nick Morland summed up the issue neatly, stating that you only get “seven lines” to make your case to a policymaker. Clarity and alignment across departments is essential.

Ricardo and Andy concluded that true progress will only happen when government departments share the same goals, processes, and language.

  1. Missed Opportunity: Global Capital Blocked by Local Barriers

There is no shortage of capital ready to enter the cannabis market, but both UK and US systems present unnecessary obstacles. In the UK, banks have closed accounts for licensed cannabis businesses, fearing POCA penalties. This forces operators to run cash-only businesses, raising costs and reducing transparency.

Ricardo noted that other jurisdictions, such as Jersey, have introduced sensible exemptions that protect both compliance and access to finance. In the US, businesses face a federal tax rate of over 70%, while banking restrictions push many into the informal economy.

Rather than sweeping change, Ricardo argued that precise, well-targeted regulatory adjustments could have a powerful impact. Investment is ready, the system just needs to catch up.

  1. The Way Forward: Practical Recommendations
    The white paper also outlines a clear set of recommendations aimed at turning regulatory intent into commercial and public health reality. Highlights include:
  • Amending POCA in the UK to exempt government-issued licences from criminal liability.
  • Passing the SAFER Banking Act in the US to protect financial institutions that work with state-legal cannabis companies.
  • Developing standardised quality benchmarks for medical cannabis, drawing on the European Pharmacopoeia monograph.
  • Introducing harmonised compliance protocols and KYC checklists to help financial institutions confidently support the sector.
  • Creating a UK Medical Cannabis Fund to subsidise NHS prescriptions and collect clinical data on cannabis treatments.
  • Encouraging regulatory pilots that bring together banks, businesses and policymakers to trial compliance solutions in controlled environments.

    All recommendations are deliberately concise, designed to give policymakers the “seven-line” answers they need.

Conclusion: A New Framework for THC

As Ricardo concluded during the panel, the cannabis sector needs a new kind of THC—Transparency, Harmonisation and Collaboration. A genuine framework for progress.

The key message from Ricardo and Andy’s white paper is that the cannabis sector doesn’t need to wait for perfect reform. It needs practical, coordinated steps that unlock access, encourage innovation and attract investment. If regulators, financiers and the industry can work in sync, the cannabis market can finally deliver on its promise to patients, entrepreneurs and the wider economy.

For access to the full white paper or guidance on navigating the cannabis regulatory landscape, contact Ricardo.