In a recent episode of But Is It Legal? hosted by Simon Marshall of TBD Marketing, we explored how the future of professional services is changing. The message is simple, but it challenges long-standing assumptions. As knowledge becomes more accessible, it is no longer enough on its own. What matters now is how we deliver it. Experience, relationships and execution will define success.
Heritage still matters, but it is not enough
We have been part of our clients’ lives and businesses for generations. Our roots go back to 1913, with strong ties to the agricultural community. That history still matters. It builds trust and gives context to the advice we provide. But heritage alone is not a strategy. Firms that rely only on longevity risk standing still. The real opportunity is to build on those foundations and keep moving forward. That means adapting how we work, how we communicate and how we support clients as their needs change.
The real disruption is expectations
A lot of attention is placed on AI as the main disruptor. We see it differently. AI is not just changing how work is done. It is changing what clients expect from us. Clients no longer compare us only with other law firms. They compare us with the best service they receive anywhere. That might be online retail, banking or hospitality. The standard is set elsewhere, and it is rising. That shift changes expectations in practical ways:
- Clients expect clear and timely updates
- They want transparency from the outset
- They have little patience for slow or unclear processes
Put simply, the benchmark for service has moved. We need to respond to that.
What “Amazon thinking” means for legal services
One way to think about this shift is through the lens of customer experience. Businesses like Amazon have set a new standard for clarity and communication. For legal services, that is not about speed alone. It is about giving clients confidence and control throughout their matter. In practice, that means:
- setting out what will happen and when
- keeping clients informed, even when there is no major update
- removing points of uncertainty
- designing processes around the client journey, not our internal structure.
This is not about adding complexity. It is about reducing stress. For many clients, legal matters are high stakes. Clear communication makes a real difference to how they experience the process.
Relationships are the real long-term asset
As access to knowledge increases, relationships become more important, not less. This applies to how we work with clients and how we work with each other. Strong relationships across teams allow us to deliver a more joined-up service. They make it easier to share insight, spot opportunities and support clients in a more holistic way. We focus on:
- encouraging collaboration between teams
- building trust across the firm
- investing in a culture that supports connection and shared success.
Clients who work with us across multiple areas tend to stay with us for longer. They also become advocates for the firm. That is not accidental. It is built through consistent experience and strong relationships.
Growth is not just about geography
There is often an assumption that growth means expanding into new locations, particularly London. Tees has taken a different approach. Our focus is on strengthening what we already do well. That includes deepening our regional presence, building a national reputation through our expertise and making better use of the infrastructure we have in place.
Growth does not have to mean spreading ourselves more thinly. It can mean being more effective, more consistent and more focused.
From “big little firm” to “little big firm”
One of the challenges we see in many growing firms is how they evolve as they scale.
We have described this as the move from a “big little firm” to a “little big firm”.
It is not just about size. It is about how the business operates. That includes structure, processes and mindset.
As firms grow, they need to operate with more consistency and clarity, while still retaining the culture and relationships that made them successful in the first place. Getting that balance right is critical.
What this means for professional services
Looking ahead, the firms that succeed are unlikely to be defined by knowledge alone.
They will stand out because they:
- deliver a consistent and high-quality client experience
- build strong and lasting relationships
- adapt their operations as expectations change
- learn from outside their own sector
- focus on execution as much as strategy.
We see this in our own work every day. Small improvements in communication, structure and collaboration can have a significant impact on outcomes. “It is a simple model. High-performing teams, strong culture and excellent execution.” Ashton Hunt, CEO Tees Law.
Watch the full conversation
For more on leadership, growth and how we are approaching these challenges, you can watch Ashton’s full episode on ‘History, Transformation and the Future of Law’ here.
