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16 August 2018
Issue: 7806 / Categories: Legal News , Legal services , Profession
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EY & Riverview Law: clients will determine success of new venture

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The purchase of legal services ‘disruptor’ Riverview Law by business behemoth EY may not be as big a deal as suggested, according to John Gould, partner at Russell-Cooke. The purchase was widely reported as significant in terms of the global accountancy firm’s advance into legal services territory. Writing in NLJ online, however, Gould suggests the transaction may be ‘better understood as an off-the-shelf purchase of backoffice functions’ and questions whether it will ‘make EY more competitive than the in-house innovations of existing large law firms. Perhaps the real story here is that what really matters is who holds and can sustain an overall relationship with each client,’ he says. 

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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