Law.com’s newly rebranded Leadership in Law conference took place on 4 December 2025 at the elegant InterContinental Park Lane, right in the heart of London. The event was an outstanding success, drawing a full house of in-house counsel and private practice lawyers for a dynamic day of keynote addresses, thought-provoking panel sessions, and interactive roundtables.

This year’s agenda featured two distinct tracks, each exploring critical themes: fostering inclusion and driving growth while leading teams in an ever-evolving legal landscape. The conference was proudly presented in association with Global Leaders in Law (GLL) and Diversity Lab.

Lesley Wan, CEO of Eagle Club and Nicki Schroeder, group general counsel at Reach, brilliantly chaired the conference, setting the tone and keeping the audience engaged throughout the day.

The event opened with two powerful calls for action. First, Simmons & Simmons senior partner, Julian Taylor, urged the legal profession to rethink its profit-driven focus and reflect on its moral purpose. Then, keynote speaker Dr Charlotte Proudman delivered her address, “Rewriting the Rulebook: Leadership Beyond the Legal Status Quo”, challenging legal professionals to confront entrenched gender bias within the justice system and use their influence to drive meaningful reform.

The morning sessions kicked off with “Winning the Talent Race: Strategies for Building an Inclusive Workforce”, moderated by Lisa Shuchman, executive editor at Law.com International. She was joined by Rani Wynn, general counsel and board member at LiveScore Group; Vanessa Cowling, head of legal at EasyJet; and David Jackson, general counsel at Vitruvian Partners.

Winning the Talent Race: Strategies for Building an Inclusive Workforce - Takeaways:

  • Diversity is essential for organisational success, driving better performance, innovation, and employee engagement.
  • Leadership commitment and inclusive workplace culture - including visible role models and psychological safety - are critical to attracting and retaining diverse talent.
  • True inclusion requires both compliance with external mandates and genuine, ongoing internal efforts to remove barriers and foster belonging.


Moderated by Paul Hodkinson, editor-in-chief at Law.com International, the session on “Succession Planning: How to Prepare the Next Generation of Legal Leaders?”, featured Timo Matthias Spitzer, head of legal Germany, Austria, Switzerland and Nordic countries at Santander Corporate and Investment Banking; Dave Hart, legal affairs at Ericsson; and Brenda Albert, legal director Great Britain, Ireland and Netherlands at Kone.

Succession Planning: How to Prepare the Next Generation of Legal Leaders? - Takeaways:

  • Future legal leaders must master not just technical law but also emotional intelligence, commercial judgment, communication, and adaptability - skills crucial for translating complex legal issues into business value.
  • Leaders should create stretch opportunities for team members, encourage them to take risks, handle challenging assignments, and learn from mistakes - while providing support and mentorship to help them grow.
  • Empowering every team member to take ownership, step up, and model ethical decision-making not only builds confidence but also prepares future leaders - ensuring leadership development is shared rather than reserved for a select few.

 

Supported by Slaughter and May, and moderated by partner Lorna Nsoatabe, the session, “The Power of Allyship: Can Inclusion Exist Without Active Allies?”, sparked an engaging and interactive discussion among Simon White, general counsel EMEA LATAM at IQVIA; Lisa Ardley-Price, managing legal counsel at NatWest; Harpreet Thandi, general counsel at Ferrero; and Ama Ocansey, UK head of diversity and inclusion at BNP Paribas.

The Power of Allyship: Can Inclusion Exist Without Active Allies? - Takeaways:

  • Active allyship matters: true inclusion requires allies who take actions - speaking up, advocating, and driving change - not just passive support or networks.
  • Leadership and culture enable allyship: leaders must model authenticity and vulnerability, embedding allyship into policies, talent development, and everyday practices.
  • Allyship is for everyone and thrives through consistent, genuine actions that support diverse identities and avoid performative gestures.

 

The session, “Ethics and Whistleblowing: How Do We Balance Duty to the Court vs. Client Obligations?”, explored the complex ethical landscape lawyers navigate daily, balancing duty to the court with the expectations of clients and employers. Supported by Kingsley Napley and moderated by partner Julie Norris, the panel featured Leah Brown, founder and CEO of The WayFinders Group; Vivianne Gordon-Pullar, group chief compliance officer at SAP; Fraser Simpson, associate GC, ethics, governance and compliance at Wellcome Trust; and Vivienne Inmoger, associate general counsel at Ameresco.

Ethics and Whistleblowing: How Do We Balance Duty to the Court vs. Client Obligations? - Takeaways:

  • Speak-up culture requires more than policy: creating a genuine environment for speaking up needs intentional leadership, ongoing dialogue, and human-centred solutions - not just processes.
  • For lawyers, the license to operate depends on public trust, making ethical culture and accountability non-negotiable.
  • Building trust means fostering workplaces where people feel safe to speak up, supported to act, and empowered to uphold professional values.

After a refreshing networking lunch, where attendees exchanged perspectives on earlier discussions and forged new connections, the event continued with another set of impactful sessions.

Supported by Goodwin, “The Impact of AI on Equality: Is Technology Truly Inclusive?”, was an interactive session moderated by Patricia Alexander, former general counsel at Tradeteq, who kept the audience engaged through live polling. The panel featured Gretchen Scott, partner at Goodwin; James Morgan, managing director and co-general counsel EMEA at MUFG; and Vivienne Artz, CEO at FTSE Women Leaders Review.

The Impact of AI on Equality: Is Technology Truly Inclusive? - Takeaways:

  • Inclusivity in AI requires deliberate effort: achieving true equality and inclusivity in AI is not automatic - diverse perspectives, transparent use of data, and cultural, legal, and social considerations are essential to prevent bias and partial outcomes.
  • All stakeholders - including developers, deployers, and regulators - share responsibility for ensuring AI is non-discriminatory. Ethical principles and cross-governmental collaboration are needed, recognising that legislation may lag behind fast-evolving technology.
  • Human judgment and critical engagement remain crucial: while AI offers significant opportunities to increase access and reduce inequality, it must be used critically and sceptically, with humans maintaining oversight and accountability for outcomes.


The Leaders of Change track continued with “Reputation on the Line: Crisis Management Strategies for a Transforming World”, supported by BakerBotts and moderated by partner David Turner. The panel - Lara Oyesanya, board director at PensionBee Group; Daniel Toner, chief legal, people and privacy officer at Acacium Group; Fergus Speight, general counsel at Zilo; and Laura Farris, head of litigation communications EMEA at FGS global - delivered actional insights, reminding attendees that reputation is shaped more by how we respond than by the crisis itself.

Reputation on the Line: Crisis Management Strategies for a Transforming World - Takeaways:

  • Inclusive stakeholder management is critical: in a crisis, quickly identify and engage both internal and external stakeholders, maintain clear objectives, and ensure effective communication and alignment throughout.
  • A general counsel’s influence depends on credibility and relationships established in advance, positioning them as a pragmatic, solution-oriented advisor.
  • Legal oversight of communications is essential: while collaboration with comms is key, the legal team - supported by the CEO - must retain authority over messaging to manage reputational and legal risks.

The afternoon continued with two sessions that reinforced the conference’s commitment to inclusion and wellbeing.

Headline sponsors Simmons & Simmons led the discussion “Law for All: How Can Social Mobility Break Down Barriers to Legal Access?” , moderated by senior partner Julian Taylor. He was joined by Kate Tyers, global director of law and operations at Ricardo; Katy Hampshire, director of programmes at Sutton Trust; and Barry Matthews, group deputy general counsel at Pennon Group. The session actively engaged attendees through live polling and Q&A, driving home the importance of creating pathways that make the legal profession accessible to all.

Law for All: How Can Social Mobility Break Down Barriers to Legal Access? - Takeaways:

  • Social mobility requires broad, intentional effort: increasing access to legal careers and breaking down socio-economic barriers needs a combination of outreach, transparent recruitment, contextual hiring, and targeted support at every stage - from school through progression in legal careers.
  • It’s not enough to bring diverse candidates into organisations; genuine inclusion, mentoring, supportive workplace culture, and removing hidden barriers are essential to enable underrepresented groups to thrive and progress.
  • Using data (e.g., on socio-economic background), collaborating across organisations and sectors, and adopting innovations such as blind CVs or the “Rooney Rule” drive real, measurable progress in both access and inclusion.

 

The Leaders of Change track then shifted focus to Mental Health and Wellbeing: Supporting Employees in a 24/7 World. Moderated by conference partner Dr Steven MacGregor, founder and CEO of the General Counsel Wellbeing Network, the panel featured Richard Martin, CEO at Mindful Business Charter; Elizabeth Rimmer, CEO at LawCare; and Lida Khanverdi, head of legal at EG Group. The discussion urged attendees to look beyond surface-level wellbeing initiatives and address deeper issues of culture, behaviour and expectations.

Mental Health and Wellbeing: Supporting Employees in a 24/7 World - Takeaways:

  • Mental health in the legal profession requires structural change - addressing workload, reward systems, and embedding wellbeing into core priorities, not just surface-level initiatives.
  • Creating environments where lawyers feel safe to speak up and seek support - through peer networks, accessible resources, and leadership-led vulnerability - is essential to reduce stigma and isolation.
  • Managers and leaders must be equipped and incentivised to prioritise wellbeing, with training, clear communication, and accountability for human outcomes alongside financial performance.

The day continued with interactive roundtable discussions, giving attendees the chance to dive deeper into key themes and share practical insights. Topics included:

  • Championing inclusion: leveraging unique strengths and advancing legal protections for diverse communities
  • Budget constraints: doing more with less or reimagining what’s possible?
  • How can we measure the value of diversity initiatives? — supported by Diversity Lab and moderated by Lisa Kirby, president and inclusive talent system and Alyssa Jarvis, director of Mansfield and strategic innovation.
  • How can legal departments best quantify their impact and demonstrate value?
  • How can women navigate and overcome gender bias in boardrooms?
  • How can legal professionals land their first board-role?
  • Key strategies for promoting racial and ethnic inclusion in your organisation
  • How can leaders accelerate growth by cultivating high-performing teams?


Throughout these sessions, participants networked, exchanged perspectives, and engaged in meaningful dialogue - deepening their understanding of the challenges and opportunities shaping the legal sector and exploring the future of inclusion.

Attendees then split into two concurrent sessions: “Age and Inclusion – What Do Different Generations Bring to the Table?” and “Navigating Geopolitical Uncertainty: Strategies for Cross-Border Legal Teams”.

The first session, moderated by Alyssa Jarvis, Director of Mansfield and Strategic Innovation at Diversity Lab, featured Jemma Shorten, Group Legal Director at WSH; Adam Baldwin, Head of Legal at Modulr; and Alan Evans, General Counsel and Director General at HM Revenue & Customs.

Age and Inclusion – What Do Different Generations Bring to the Table? - Takeaways:

  • Leveraging the strengths of all generations helps organisations adapt and thrive by emphasising openness, regular communication, and an understanding of the unique experiences each generation brings - from digital natives to seasoned professionals.
  • Accountability and knowledge sharing foster inclusion: creating systems for structured knowledge-sharing (like reverse mentoring or skills audits) and holding leaders and teams accountable ensures everyone feels valued and diversity delivers real business benefits.
  • Consultation and engagement are critical during change: successful adaptation to workplace changes, such as “back to office” policies, requires genuine consultation and engagement across all generations to build buy-in and address diverse needs.

The second session, supported by Sullivan & Cromwell and moderated by Partner Jeremy Kutner, brought together Jessica Winter, general counsel at Wise; Sapan Gupta, croup general counsel at ArcelorMittal; Matthew Wilson, chief legal officer at Fremantle; and David Johnson, general counsel at First Quantum Minerals.

Navigating Geopolitical Uncertainty: Strategies for Cross-Border Legal Teams - Takeaways:

  • Geopolitical volatility creates opportunity as well as risk - legal teams must move beyond crisis management to proactively spot openings from regulatory shifts, market disruptions, and black-swan events.
  • Balance global governance with strong local expertise - combining central frameworks with on-the-ground counsel enables credibility, agility, and smarter decision-making across jurisdictions.
  • Use technology and adaptive governance to stay ahead - tech-enabled horizon scanning, AI tools, and flexible structures allow legal teams to anticipate change and guide strategy, not just react to it.

 

To close the day, all attendees reconvened for the final plenary session, “2026 Success Formula: Your Ultimate Guide to Future-Proofing Your Legal Strategy,” sponsored by Luminance and moderated by Harry Borovick, general counsel. The panel included Jon Bartman, director at The Law Tech Consultancy; Elisabeth Sullivan, general counsel at Efficio; Ehsan Haque, general counsel EMEA at Laser Digital; and Uwais Iqbal, founder of Simplexico.

2026 Success Formula: Your Ultimate Guide to Future-Proofing Your Legal Strategy - Takeaways:

  • AI is the defining driver of legal strategy for 2026 - not just conceptually, but in practical terms: cutting external spend, accelerating research, reshaping workflows, and demanding clearer education on how to use tools responsibly.
  • Resource-strained legal teams must future-proof differently, with small teams needing creative resourcing, smarter prioritisation, and tech-enabled efficiency to keep pace with regulatory change, new markets, and growing cross-border obligations.
  • Horizon scanning and tech evaluation are now core GC skills - with thousands of legal tech tools emerging, expanding into new jurisdictions, and rising client pressure on value, legal leaders must rigorously assess what works, where costs should fall, and how to build a resilient, scalable legal function for 2026.

 

The day concluded with closing remarks from Sarah Rapson, Chief Executive at the Solicitors Regulation Authority, who shared her perspective on stepping into her new role and the importance of driving trust and accountability within the profession.

After such a brilliant and insightful set of sessions, attendees moved to a networking reception sponsored by Goodwin - a perfect opportunity to continue conversations, forge new connections, and reconnect with familiar faces.

The Leadership in Law conference 2025 was a resounding success. We want to thank our sponsors - Simmons & Simmons, Baker Botts, Goodwin, Kingsley Napley, Luminance, Slaughter and May, Sullivan & Cromwell, LRN and Marsden - for making this event possible. We look forward to returning in 2026 and continuing to foster stronger relationships with the legal community across Europe.

Testimonials:

“A fantastic event with though-provoking content, engaging speakers and great networking opportunities.”

— Attendee at Leadership in Law 2025

“I thought the event was well organised and the venue was excellent. The roundtables were diverse and covered a wide and interesting range of topics with valuable insights from attendees. The networking opportunities were also excellent. I particularly enjoyed the diversity and range of panel discussions and topics, quality of content and the diversity of great attendees from different industries and organisations.”

— Speaker at Leadership in Law 2025

“I did not know what to expect before I turned up and I was so impressed with the content on the day. Interesting speakers and even more interesting topics led to every panel being a great watch.”

— Attendees at Leadership in Law 2025