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One Profession One Region One Voice Birmingham Law Society's New Leadership



Guy Barnett has been sworn in as the 134th President of Birmingham Law Society, pledging to strengthen Council, connect Birmingham’s legal community and ensure the Society provides a strong voice for the profession across the region.


Barnett formally took office at the Society’s AGM on Thursday 24 September, becoming the latest custodian of a Presidency stretching back more than two centuries to 1818.


Barnett brings a wealth of legal experience and an unusually detailed understanding of BLS, having served on both its Board and Council and, most recently, as Interim Chief Executive. With Calum Nisbet now appointed Chief Executive, Barnett said his Presidential focus will be on representing members, and ensuring BLS speaks up on the issues that matter to Birmingham’s legal community.


Guy Barnett, new President of Birmingham Law Society, said:

“Birmingham Law Society must be a voice for the legal community it represents. That means being prepared to stand up and speak when it is needed, but it also means listening. We need to understand what our members are experiencing, the pressures and opportunities facing the profession and where their Society can make a difference."

“I bring decades of experience to the Presidency and hope that can provide a steady hand as we enter this next chapter. I want to strengthen Council and our committees, and ensure Birmingham Law Society is in an even stronger position when I hand over the Presidential chain next year to Sabina Kauser – the new Vice President."

“This isn't about one person or one Presidential year. It is about building on more than two centuries of history while ensuring the Society continues to evolve for the profession it represents today and tomorrow. My ambition is simple: one profession, one region, one voice.”

Four priorities for the Presidential year

Barnett has set out four pillars for his 2026–27 Presidency: Advance, Connect, Engage and Make a Difference. His approach will be to concentrate on fewer priorities capable of delivering lasting value.


Council

The first priority will be strengthening BLS Council and its relationship with the Society's Professional Committees and wider membership. Interest in joining Council has risen sharply. Last year's election attracted one applicant for four vacant seats; this year, 28 people initially applied for six vacancies.


Following the AGM, six newly elected members and four Presidential co-options will see 10 new people join Council, bringing additional experience and perspectives.


Barnett wants Council to focus on the questions that directly affect members: what does the profession need, what challenges does it face and where should BLS use its collective voice? Deputy Vice President Sam Ingram will lead work to strengthen relationships with the Society's Professional Committees.


Connecting Birmingham's legal community

A second priority will be making greater use of BLS's extensive professional network, spanning managing partners, CEOs and general counsel through to barristers, academics, solicitors and the next generation entering the profession.


Plans include developing greater engagement with managing partners and business leaders, exploring a proposed Geneva Conference and considering whether there is an appetite to revive Advised in Birmingham.


Barnett also wants stronger links between generations within the profession, including the continued development of the Birmingham Law Society Junior Lawyers Division and greater use of mentoring, introductions and shared events to connect established leaders with emerging legal talent.


Making membership matter

The third strand will focus on making BLS membership matter, providing greater value through representation, connections, professional development and a stronger sense of belonging to Birmingham's legal community.


Among the initiatives planned is LAWSTOCK, a proposed informal and inclusive family friendly event with an outdoor festival feel bringing together solicitors, barristers, junior lawyers, senior leaders and the wider professional community.


The proposed Golden Paper Clip Challenge will use friendly competition to encourage entrepreneurship, mentoring and new relationships across the profession.


Barnett summarised his approach simply: “Do fewer things, but do them well.”


Making a difference beyond the profession

Barnett's fourth pillar will focus on the Society's wider contribution to Birmingham, with Carter the Brave, supporting Birmingham Children's Hospital, chosen as his Presidential cause.


In January, he will exchange the Presidential chain for walking boots to climb Mount Kilimanjaro, using the challenge as the catalyst for a wider fundraising campaign involving firms, chambers, business leaders, committees, junior lawyers, sponsors and members.


Throughout his year, Barnett intends to visit firms and organisations across the region, meeting members at every stage of their careers and listening to what they need from their Society.


He added:

“I want people to talk to us. Tell us what BLS does well and where we could be better. Tell us about the issues affecting your firm, your organisation, your career or your part of the profession."

“Birmingham Law Society has extraordinary experience, expertise and energy within its membership. Our job is to listen to it, connect it and, when necessary, give it a voice."


“If Council is stronger, our committees are better connected, junior lawyers have a meaningful voice and new relationships have been created across the profession when I hand over the Presidential chain, we will have made genuine progress.”


Guy Barnett was sworn in as the 134th President of Birmingham Law Society on Thursday 24 September and will serve until September 2027.


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One of the first major recruitment companies to offer apprenticeships has urged careers officers in schools to push youngsters towards the industry.


Lee Gamble, managing director of Berry Recruitment, said taking on trainee consultants is difficult because young people are often unaware of the opportunities.


Recruitment is well paid with swift career progression and yet it is hard to attract the younger generations – which was why the company introduced apprenticeships in 2023. Berry Recruitment has branches across England and it covers the entire country with its app.


The company – part of the Berry Recruitment Group - has a dozen apprentices across its branches at the moment with others from its first intake now trainees. Lee said:

“Recruitment does seem to be a lost option within our education system; I’d love more careers officers to identify potential recruitment consultants. Because there are no real formal tertiary qualifications, careers officers often don’t give it the same focus they do with other types of career."

“Recruitment adds £40bn a year to the UK economy and it can be lucrative for those who have the right personalities. Recruits need to be good with people, confident on the phone and persistent. One bonus we have found and which other businesses might also find, is the ease with which youngsters take to new technology."


“We have introduced a great deal of tech recently including our app, and the younger generations can get up to speed with it all in minutes. They have been immersed in tech their whole lives, they were educated using smartboards and iPads and seem to instinctively understand it."


“For some other established staff it can take months to move them from a more analogue way of operating to a digital way. There can be issues with youngsters too; some have verbal communication reticence which we have to overcome, and others aren’t keen on working from an office five days a week."

“But being in a working environment is crucial for new starters to be able to learn from more experienced staff – and our successful apprentices do realise this. Another issue is helping students find work experience; you have to go through so many hoops now that often it is just not worth it for employers."

“There was a time when a work experience teenager would come into a branch and we’d identify their potential and offer them a job after they finished school. But that route to get youngsters into the industry has become narrower."


“Hiring youngsters can be expensive and risky for employers but I’d urge them to look at the positives as we have – and I’d like school leavers to be told about a possible future in recruitment.”

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