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Nigel Tomlinson

Director

Nigel Tomlinson is a founding director of Dominic Regan Training Limited and holds an extensive non-executive director portfolio. A former chamber of commerce CEO with a background in multi-national corporations, Nigel also works as a consultant and trainer with the EU, World Bank and UN and has over 35 years’ experience in international business.

Director

Nigel Tomlinson is a founding director of Dominic Regan Training Limited and holds an extensive non-executive director portfolio. A former chamber of commerce CEO with a background in multi-national corporations, Nigel also works as a consultant and trainer with the EU, World Bank and UN and has over 35 years’ experience in international business.

ARTICLES BY THIS AUTHOR

Nigel Tomlinson explains why law firms need to rewrite their professional development & training programmes

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Results
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Results

MOVERS & SHAKERS

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley strengthens family law team

Ward Hadaway—Barnaby Rosenthall

Ward Hadaway—Barnaby Rosenthall

Construction lawyer returns to Ward Hadaway in Teesside role

Bird & Bird—Shahin Baghaei

Bird & Bird—Shahin Baghaei

Bird Bird hires leading legal transformation expert

NEWS
Legal aid deserts leave almost one in four without adequate access to justice
The Solicitors Regulation Authority (SRA) has warned solicitors and law firms that using artificial intelligence does not alter their professional obligations, amid concerns over inaccurate legal material and client confidentiality
From forgotten interest claims to case-management appeals, a string of procedural developments offers useful—and occasionally cautionary—lessons for practitioners

Jonathan Fisher KC highlights that it now accounts for around 40% of criminal offences, with roughly 70% involving technology, and argues that the UK cannot simply prosecute its way out of the problem. Detection, investigation and prosecution all require improvement, while different fraud types demand tailored responses.

How forcefully can a litigant criticise a public authority before robust advocacy crosses the line into unreasonable conduct? 
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