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Peter Ambrose

Peter Ambrose, CEO of The Partnership (thepartnershiplimited.com) & Legalito (legalito.co.uk). Newlawjournal.co.uk
Peter Ambrose, CEO of The Partnership (thepartnershiplimited.com) & Legalito (legalito.co.uk). Newlawjournal.co.uk
ARTICLES BY THIS AUTHOR

The AI chickens are coming home to roost: Peter Ambrose reports on an unforeseen development ruffling the feathers of the profession

Residential property law isn’t exactly leading tech innovation. Why not, & how can it change? Peter Ambrose investigates

Succeeding in today’s market requires expertise, investment & a touch of excellence, says Peter Ambrose

HIPs—will they finally provide benefits? asks Peter Ambrose

Doing nothing about HIPs is not an option, says Peter Ambrose

Rumours of the death of HIPs have been greatly exaggerated, explains Peter Ambrose

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Results
Results
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Results

MOVERS & SHAKERS

NLJ Career Profile: Maryam Syed KC, Church Court Chambers

NLJ Career Profile: Maryam Syed KC, Church Court Chambers

From childhood dreams of the Bar to some of the country's most challenging cases, Maryam Syed KC explains why she has never stopped standing up for others

DAC Beachcroft—Richard Breavington, Rachel Ford & Daniel Guilfoyle

DAC Beachcroft—Richard Breavington, Rachel Ford & Daniel Guilfoyle

DAC Beachcroft significantly expands Cyber team, hiring three Cyber partners

Browne Jacobson—Professor Clive Kay

Browne Jacobson—Professor Clive Kay

Browne Jacobson appoints senior healthcare leader Professor Clive Kay as strategic adviser

NEWS
As family justice moves further away from the courtroom, collaborative law is emerging as an increasingly important route to resolving separation disputes
A busy period for employment law is producing important lessons for employers, employees and tribunals alike
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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