PR Dec 21 to February 7

Firm boosts team with next generation of lawyers hlw Keeble Hawson’s ongoing commitment to train and develop a pipeline of talent in 2018 is reflected in newly qualified solicitors being appointed across its commercial and private client teams. Sherelle O’Brien , based in the firm’s private client department in Sheffield, has gained experience in wide- ranging areas including charities , court of protection and commercial property issues. Emily King , who works with the litigation and dispute resolution team at the firm’s Sheffield office, has amassed expertise in residential property , construction, litigation and employment . Both Sherelle and Emily have played key roles in hlw Keeble Hawson’s charity drive which raised almost £11k in fundraising and donations across the past 12 months for a raft of local charities including St Luke’s Hospice, Changing Lives and the Multiple Sclerosis Society. The firm has also taken on five trainee solicitors across its offices in Leeds , Sheffield and Doncaster - bringing the total number of trainees appointed to 17 in the last two years. Paul Trudgill , hlw Keeble Hawson's managing partner, said: “Developing and supporting the next generation of lawyers in 2018 remains among our top priorities. Sherelle and Emily will further enhance our wide-ranging expertise and reputation as a leading, award-winning firm.”

Pitch fee reviews on fully residential park homes explained and relevant case law

By Cassandra Zanelli and Ibraheem Dulmeer

A pitch agreement or written statement is essentially a contract which sets out a number of obligations and responsibilities between a site owner and a park home resident. The terms of this agreement state the amount of the pitch fee and when it is to be paid to the site owner. If the pitch fee includes utilities, this should be outlined clearly in the agreement.

Is there a certain way a pitch fee review has to be undertaken?

Since 26th July 2013, the government introduced a prescribed procedure that a site owner must follow in order to increase a pitch fee. 1. The site owner serving a notice to inform the park home resident of the change/increase (commonly referred to as the pitch fee review notice); and

2. The site owner simultaneously serving a pitch fee review form.

The pitch fee review notice and pitch fee review form must be served together.

What is a pitch review form?

There is a prescribed form to use when reviewing pitch fees – it is eight pages long and it includes a formula which is used to calculate the fee. The explanatory notes provide guidance on how it should be calculated.

How often does a pitch fee review take place?

The pitch fee can be reviewed or changed annually - on or after the review date stated in the contract. This means it cannot take place more than once a year.

When must the pitch fee review notice and pitch fee review form be served?

Both the pitch fee review notice and the pitch fee review form must be served at least 28 days before the review. For example, if the review date is 1st April 2018, the documents should be served by 4th March 2018.

What happens if the pitch fee review form is not served?

Very importantly, if the pitch fee review form is not served, it will not be possible for the site owner to increase the pitch fee.

Can the pitch fee be reduced in any one year?

It is possible for a reduction in the pitch fee to take place. In these circumstances there is no obligation for the site owner to use the pitch fee review form, but it may be best practice for them to do so.

Can the review notice be sent late?

A late review may take place at any time after the review date but it is still necessary to give 28 days’ notice before the review. For example if the review date is 1st April 2018, the review could instead occur on 1st July 2018 - provided notice is served by 4th June 2018.

Does a late review change the review date for next year?

The date of the review the following year will not be changed. In the example above, if the review is on 1st July 2018 due to the pitch fee review form being served late, the next review will remain as being on 1st April 2019.

How is the pitch fee review calculated?

As above, the pitch fee review form outlines a formula by which the pitch fee can be calculated. The calculation of the fee takes into account the following: current pitch fee adjusted by the Retail Prices Index (“RPI”), any recoverable costs and any relevant deductions.

hlw Keeble Hawson debt recovery team out in force The debt recovery department of law firm hlw Keeble Hawson has posted growth of more than 90% across the first half of its financial year.

The firm also consistently achieved recovery for clients in more than 80% of cases in which it is instructed.

Based at the firm’s Leeds city centre offices of hlw Keeble Hawson, the six-strong team includes manager Charise Marsden and department head Rachel Crookes. The team has been shortlisted for a number of awards. Crookes, who is a partner at hlw Keeble Hawson, said: “2017 has undoubtedly been a formative year. The awards shortlistings validate our strong track record and recognise how our investment in cutting edge IT enables us to turnaround instructions very quickly and minimise costs for our clients who span owner-managed businesses to large plcs.” Handling all elements of debt recovery work from pre-action to enforcement, the team is experienced in representing stockholders and clients from the manufacturing, steel, engineering and automotive sectors. Paul Trudgill, managing partner of hlw Keeble Hawson, commented: “Validation from legal guides, clients and the CICM reinforce our debt recovery team as leaders in their field who are regularly invited to present on key industry issues at national conferences.”

2018 in preview: Paul Trudgill, Managing Partner, hlw Keeble Hawson Continuing our series, in which Business Link Magazine invites business leaders to offer up their predictions for the year ahead. We catch up with Paul Trudgill, Managing Partner at hlw Keeble Hawson, who offers his take on the year ahead. Deals momentum set to continue throughout 2018 – Paul Trudgill, Managing Partner at hlw Keeble Hawson says the deal market at the moment shows no sign of slowing. He says: That could be because of a number of reasons – the weakness of sterling making companies cheaper for foreign buyers, a desire to get on with things before Brexit creates a hiatus/lack of confidence, strong performance caused by a good exchange rate for exporters. “Realistically as we approach Brexit, I think it’s inevitable that the market will slow as the uncertainty increases, early visibility on the final outcome will help to ease that uncertainty as will a lengthy transition period. Better still let’s forget the whole Brexit thing and carry on as we were.”

How to choose the right agreement when buying land to develop a new care home

By Charlotte Harris, senior associate in hlw Keeble Hawson’s commercial property team

If you are looking to expand your care home business but cannot find a suitable existing building, you may be considering the purchase of a plot of land to construct one from scratch. The purchase of a development site often justifies a departure from a straightforward sale and purchase contract. There are many types of agreements, which can be entered into with a seller of a development site catering for widely differing circumstances. Before entering into negotiations, it is important to know two of the main types of agreement to consider. An option to purchase, commonly known as a call option, is an agreement in which a landowner grants you the right to buy land within a specified timeframe. During this period, you can decide whether or not you want to commit to buying the plot. If you decide to purchase, you can 'call' on the landowner to proceed with the sale. If however, you decide against buying the land, you will not be obliged to do so at any point - and the landowner would then be free to sell it to another party when the agreed timeframe ends. Option agreements are particularly useful where the proposed development site is sub-divided amongst landowners and there is no guarantee that all of them will sell. The development site can be assembled gradually by acquiring options over each parcel of land. Once the entire site is under option, you can apply for planning permission, and then once permission has been obtained, you can exercise each option. The other route is a conditional contract. This is similar to an option to purchase, in that you are not bound to buy a piece of land until certain conditions are satisfied. Typically, one of these might entail you obtaining satisfactory planning permission for your proposed development. Once this is secured, the land sale can proceed on the terms set out in the conditional contract. If it is refused, you are not obliged to buy it. Care must be taken when defining the conditions of such an agreement, otherwise you might find yourself stuck with a property and planning permission that would make either the construction or the operation of the new care home economically unviable or impracticable. The terms of the agreement need to be certain to avoid the risk of the entire contract being declared void by a court. Both types of agreement are advantageous to a developer as they both provide a degree of flexibility when considering the purchase of a piece of land. The important distinction is that under an option to purchase, you have absolute discretion over whether to go ahead with buying the land, whereas under a conditional contract, you are bound to complete a purchase once the conditions of the contract are met. It is crucial to secure the arrangement that suits you and your commercial objectives best – because once a contract is signed, you must fulfil all your obligations. When considering developing land, it is a wise precaution to take the advice of a legal practice with an acknowledged expertise in property law.

Take care to get your business partnerships right

By Michael Peacock, partner, hlw Keeble Hawson’s litigation and dispute resolution team

Many dental practice partnerships start to trade without formal arrangements - often initially founded on no more than verbal agreements and assumed understandings. Sharing a common purpose and the first flush of enthusiasm for a new commercial venture, partners can understandably often imagine they will never fall out. Subsequently, long hours and managing and running a demanding business can take precedence over attending to legal administration. Unfortunately, disagreements can, and do, arise - even among the closest of partners. And when they do, our experience is that it’s far easier to resolve when the parties have agreed in advance just what will happen in such an event. While it’s true to say that the law will generally step in to provide a limited level of governance in circumstances when parties have no formal Partnership Agreement (courtesy of the provisions of the Partnership Act 1890, it is important to recognise that the Act applies a broad brush approach which is not suitable for all partnerships. The precise terms of any Partnership Agreement will of course depend very much on the nature of the practice and the individual circumstances of its partners. However, there are a number of important considerations that, in our extensive experience, are usually relevant. The first is to decide at the outset what will happen if a party wishes to leave the partnership. This is something that’s often overlooked, but it is far better to put in place a mechanism for dealing with it at the start (at a point where the partners are on good terms), rather than waiting until somebody wants to go - particularly as it may be contrary to the wishes of the other partners, or as a result of a dispute with them. The Partnership Agreement should clearly spell out whether or not the practice will continue with the remaining partner(s). How much will the departing partner be paid for their share? When will they be paid it? Without the protection of a Partnership Agreement, the Partnership may be forced to dissolve, which could potentially lead to the loss of important lucrative contracts. The second is to set out any circumstances in which a partner can be forced by the other parties to leave the partnership. For example, if his or her performance falls below a certain level. Thirdly, it is important to set out how the business will be run and managed. Many dental practices, for example, will have partners of varying experience and seniority and each individual is likely to want to take a difference approach to the day-to-day running of the business. It will help to identify early what is expected of each partner, such as how much capital is to be contributed and what happens financially if one partner is required to devote more time to the business than the others. Our advice – particularly with primary care in such a state of flux – is to seek help early and set firm foundations in place that will serve all parties in the event of a partnership coming to an end. So how should partners operating a dental practice go about ensuring they get off on the right foot?

Further expansion for family professionals group which champions collaboration Family lawyers and collaborative professionals from firms including hlw Keeble Hawson are expanding a group which is committed to help separating couples keep divorce proceedings out of court. The firm’s head of family law, Vanessa Fox, is a member of Dovetail which was launched in 2015 by IFA Robert Cresswell and divorce coach, Clare Walters, and comprises collaborative lawyers, mediators, arbitrators, financial advisers, relationship coaches and counsellors. Operating across Sheffield, Doncaster, Leeds, Wakefield, Harrogate and Bradford, the not for profit organisation – which helps couples seeking to end a relationship to explore the alternatives to court and decide which suits them best – is further increasing its membership and geographical reach. Hailing from Harrogate, Huddersfield and York, new members are likewise highly experienced in supporting couples to part amicably after negotiating fair agreements on sharing assets and child care access. They also assist them to cope with the emotional fallout of a split. Commended for its: “High-quality, practical family law advice with a good range of alternative dispute resolution options” in the latest Legal 500 guide, hlw Keeble Hawson’s family law department encourages its clients to consider mediation and other collaborative methods to resolve their differences. Both Vanessa Fox and senior associate, Antony Ball, who heads the Doncaster family law team, have trained as mediators. Said Vanessa: “It’s tremendous to witness Dovetail Divorce go from strength to strength as more family law professionals with a shared ethos of promoting the collaborative model come on board. “Collaboration means each partner still has legal advisors and other professionals working to ensure their best interests and outline realistic expectations so they can understand what a reasonable settlement will be. Expanding the group’s reach enables us to help even more couples to work towards a solution and focus on the future, which is vital, particularly if children are involved.”

Ten key considerations for tenants entering into a new commercial lease Committing to a commercial lease is a major step for most businesses to embark on – bringing with it a number of obligations. hlw Keeble Hawson commercial property team solicitor, Thomas Milner, has compiled a check list of what the lease should contain to help ensure tenants’ interests are protected: Break clause: a tenant may wish to terminate the lease early if their business circumstances change. Any break clause must be drafted correctly so the landlord cannot argue that the tenant has to remain in the property due to a technicality. Rent: ensure the document confirms the length of the lease so the tenant knows the exact amount of rent to pay. For example, will the rent be reviewed on a certain date and will the basis of that review be an open market valuation or be based on increases in the Retail Price Index? The tenant is advised to take specialist advice from a valuer before agreeing the rent and any rent reviews. Repair obligations: be certain of the costs of complying with the lease’s repair obligations. For instance, if the lease is drafted to make the tenant responsible for keeping the property in good repair and condition, this implies that the tenant may have to undertake full repairs to the premises, notwithstanding its condition at the start of the lease. If the tenant does not comply with the repair obligations, the landlord may serve a Schedule of Dilapidations, which sets out the repairs they believe the tenant is responsible for. It also imposes a timetable for the repairs to be carried out. The lease often contains a clause that enables the landlord to carry out repairs itself, then recover the cost from the tenant. User clause: the tenant must know exactly what the property can be used for. Does the user clause align with their commercial needs – and can they carry out the purposes of its business in accordance with this clause? Insurance: the landlord usually insures the property and recovers the cost from the tenant. The lease should be checked to ensure it includes appropriate insurance obligations to cover any potential loss and/or damage to the premises. Services: A service charge often applies to units on a larger estate, where the landlord agrees to provide a number of services relating to its common parts. The tenant needs to check, and budget for, the potential service charge costs before entering into the lease. Alterations: it is key for the tenant to check if the lease permits them to undertake any alterations. In many commercial leases, external alterations are prohibited but non-structural alterations are allowed with the landlord’s consent which should not be unreasonably withheld. Selling the property: lease terms should be examined to confirm if they allow the property to be sold to another party – and if so, what the implications would be for the tenant. Term of the lease: the tenant is also advised to ensure the length of the lease adequately meets their business needs. They will be legally obliged to comply with all terms throughout its life, once they have signed it, so it must be commercially worthwhile for them. Access: it is vital to ensure the lease enables the tenant sufficient access to all the property’s services.

High profile speaker line up for conference

Doncaster based PM Legal Services has lined up a host of industry experts to equip property managers with a toolkit of best working practices at a conference. Cassandra Zanelli, partner and head of the award-winning team at PM Legal Services, a division of hlw Keeble Hawson, has spearheaded, and will present at the January 25 event at The Workstation in Sheffield which is free to attend. The vibrant line-up of speakers at the conference entitled ‘The New Year’s resolutions that every property manager should have made’ include Andrew Bulmer from the Institute of Residential Property Management, which aims to raise standards in the residential property management sector and Nicolette Granite, expert for Ombudsman Services which seeks to resolve disputes outside of the courts. Also taking part is Paul Robertson, MD of Midway Insurance Services, Julian Davies, MD of chartered building surveyors, Earl Kendrick Associates, Anna Bollinger from digital agency appt, hlw Keeble Hawson partner and head of employment law, Barry Warne - and Bernard Savage, director of business development agency, Tenandahalf. Cassandra Zanelli said: “The theme of our conference reinforces our deep-rooted commitment to driving up industry standards. Each speaker will present on one vital resolution they think property managers should have made - with topics spanning complaint handling, planning for major works and staff employment contracts.” The conference is the second in a series - the first one on January 11 at the Churchill War Rooms in London was full to capacity. Both events are raising funds via attendee donations for YMCA Training - a national charity which seeks to transform the lives of young people and adults through work related training and employment support. The PM Legal Services team has taken on two students from the organisation in the past 12 months. Richard Smith, head of hlw Keeble Hawson’s commercial property department, said: “The presenters’ depth and breadth of expertise will give attendees valuable insights into best practice across key areas, motivating and inspiring them to implement what they have learnt into their day-to-day practices. Feedback from the first conference was excellent and we’re looking forward to hosting another dynamic and informative event.”

Starting Again – Four Steps to Help Separating Couples Move On January can be a time for new beginnings, new resolutions – and a new life which can entail stepping into the unknown. As a family lawyer, I am often asked if January is a busy time for clients seeking a divorce. In my extensive experience it isn’t as busy as September, which is also symbolic of starting over as the new school term gets underway. I personally don’t find a focus on “Divorce Day” (a label given by the media for the first working Monday after New Year) helpful or appropriate as such phrases make light of the hurt and heartache caused by relationship breakdowns. January can, however, be a good time to look at our lives more objectively and to draw up a list of resolutions. These often entail spending more time with spouses and family before spouses and family decide to spend time with someone else – and sadly these resolutions can come too late.

If you are in the upsetting position of considering a separation, then it is useful to look at the following options:

Consider couples counselling or counselling just for you.

This is useful as it helps focus the mind on any issues there may be, and whether the problems can be resolved to prevent a separation. If your partner isn’t willing to undertake counselling with you, it is often very useful to attend counselling yourself. This can really help you look at the issues with trained help; consider what can be done about them, and how you would feel if a separation occurred.

Obtain financial advice from a financial advisor.

This can help you examine all the options if you do separate, and the affordability of each option. It will also equip you with information so that you can consider with your partner what would happen if the relationship came to an end. A good financial advisor can look at mortgage options for each of you along with what to do with pensions and other assets.

Go and see a family lawyer.

There is no need to start any process at this point. You will simply be acquiring information about your rights and the legal options available to you. At a first meeting, family lawyers can offer helpful suggestions that can make a radical difference to clients’ incomes at least. As well as discussing all the different ways in which an agreement on all issues could be reached on separation, we can look at any medical evidence we might need to progress your case along with mortgage advice and financial advice on pensions and how to obtain documents that might help.

Consider all options for a process if you feel that separation is the only way forward.

I much prefer the collaborative family process which enables my clients to finalise all their issues with their lawyers in the same room – advising and assisting both of them to reach an agreed outcome. My clients have control of the process and what and when steps are taken.

I work with many family lawyers, financial advisors and life coaches across the UK in making life easier during what can be a difficult time. I have been through a marital breakdown myself, worked full time as a single parent, and understand the stresses that this lifestyle can bring. The important thing is that each of us going through this time put the welfare of our children first and make sure they are affected as little as possible by a family breakdown. The end of a relationship does not have to be a disaster for children, who with the support of loving parents, are very resilient to change.

How manufacturers can maximise their desirability to investors to fuel growth

By Matt Ainsworth, partner in hlw Keeble Hawson’s corporate department

Manufacturers requiring funding for organic growth - or seeking to be acquired by a larger corporates or venture capitalists - are urged to maximise and protect the technology that makes their production processes attractive to investors and specialist lenders. Whilst recent data has suggested that the global mergers & acquisitions (M&A) market has remained relatively largely flat during 2017, the UK remains a prime location for overseas investment - notwithstanding Brexit. This is reflected by our corporate team acting on an unprecedented number of disposals over the last 12 months to corporate buyers from continental Europe (particularly France and Germany), US and China. The strong investment in manufacturing businesses looks set to persist despite political uncertainty. In fact, the favourable exchange rates over the recent period has been good for many manufacturers – boosting overseas sales and making UK assets keenly priced and attractive acquisition targets for overseas companies. These predictions align with new developments in technologies, processes and materials being high on the agenda for industrial corporates across the manufacturing sector. These businesses are increasingly looking to M&A to further enhance their automated operations and/or their tech portfolios. Interestingly, these IT-driven opportunities are often found in SMEs, start-ups and early stage companies. This upbeat backdrop gives manufacturing and tech entrepreneurs - who may have been posting modest financial performances up to now - a wealth of opportunities to maximise valuations for funding. This does not mean there will be an indiscriminate ‘feeding frenzy’ any time soon. While there is a strong appetite to secure advancing technologies and tomorrow’s breakthroughs, investors and buyers are cautious. They will research potential targets thoroughly before committing – and there is no shortage of innovative companies setting out their stalls. Below are some key steps that ambitious owners and managers of fast-evolving operations can take to act as a magnet for investors: Protect and maximise your data, intellectual property and know-how and ensure that there are proper processes in place to do so. Ensure that key people are incentivised to remain with the business and deliver an M&A deal both before and after the transaction. The skills base is everything and the people who hold your company’s knowledge are invariably what the purchaser/investor will seek to secure. Lock key employees in with loyalty incentives, including share options and highly attractive reward packages coupled with robust employment contracts with stringent covenants to deter competitors. Financial hygiene is also vital - in particular, being able to demonstrate the growth from new automation processes and what the growth potential is, as this will deliver the value. Plan meticulously by systemising due diligence. Doing so makes it easier to validate compliance – enabling you to inform potential buyers and build a post integration plan. An investor attracted to a manufacturer’s automated capabilities will expect high tech systems - including reporting and regulatory adherence processes - that facilitate a smooth and successful integration into the new operation. Putting these measures in place is a very complex and time-consuming process. The support and guidance of a legal practice with a proven track record in corporate transactions, IP and key employee incentive engagement is crucial when attracting interest from funding sources and handling approaches from investors to enable manufacturers to fulfil their growth ambitions.

Lessons small businesses can learn from the Carillion collapse The liquidation of construction giant Carillion has sent shockwaves across the business community. For many it appears to have come out of the blue. But, as hlw Keeble Hawson debt recovery manager Charise Marsden explains, some of the common signs of a business in trouble were visible to the expert eye. “Carillion’s collapse has hit the headlines around the world, with commentators expressing shock at the demise of a business that was considered ‘too big to fail’. Some of the classic warning signs are already coming to light, with reports that Carillion were taking up to 120 days to pay suppliers. With 30 days usually being the standard and payment terms of 60 and 90 days considered special exceptions, this should have set alarm bells ringing. Another red flag should have been that some firms in the supply chain have been quoted as saying that their invoices were routinely being questioned on the grounds of the quality of the work or goods provided. These are classic hints that a company might be in trouble – and that the unwanted side effects could be heading your way in the form of cash flow problems within your own business. As a debt recovery specialist who has seen the effects of insolvency first hand, I would always recommend rigorous checks of every new customer. These should, at the very least, include checking their name and legal status, carrying out credit checks and demanding references from their existing suppliers. You might also want to look at their historic trading and payment patterns to establish potential problems in their own supply chain. Alarms should sound if there are sudden unjustified complaints about your goods or services, or if you receive a multitude of invoice queries. As looks likely in the case of Carillion, this can often be an excuse to buy time. It also pays to keep on top of industry trends and developments so that you can spot issues on the horizon before they start to impact on your bottom line. If you do get into a situation where the difficulties of a client are affecting your profitability or even potentially threatening your own solvency, it is vital to get the right advice as early as you can. Souring a relationship that you might need further down the line is rarely the best tactic, and publicly embarrassing someone in your sector could ultimately reflect badly on you in the eyes of future customers. Court action can be expensive and has the potential to damage your own reputation as well as those you are taking action against. Much of the time, the difference between resolution and rancor when it comes to money owed is effective communication. Professionals will examine the options with the debtor, seeking to find a discreet solution on your behalf, without the need for costly court action. Of course, there will be times when negotiation alone can’t break the impasse, and that’s when you need your advisors on hand to help you weigh up your options.

As well as guiding you to keep scrupulous records of all transactions and correspondence – something that will be crucial if you end up in court – they can, for example, help you work out whether writing off a debt would ultimately by more expensive than the cost of recovering it via the courts. Legal action should always be a last resort for resolving an outstanding debt and it’s important to understand that even if you are successful you might be behind other creditors in the queue. However, if you carry out effective due diligence and get the right professional advice, you can reduce the chances of getting into difficulties.”

BBC Radio Sheffield

Barry Warne live interview on bereavement leave for parents whose children die. There is a Private Member’s Bill going through parliament proposing two weeks’ paid leave.

Bid to raise standards in property industry

A pledge to drive up industry standards was made by property managers who came together recently. Almost 200 property managers across Sheffield and London made the resolution to improve standards, at two conferences that were hosted by PM Legal Services – a division of hlw Keeble Hawson. Experts from leading organisations including the Institute of Residential Property Management and the Ombudsman Services shared the latest best practice at the events, which took place at The Workstation in Sheffield and the Churchill War Rooms in London. Award-winning Cassandra Zanelli, head of PM Legal Services, outlined how the impending General Data Protection Regulation, which comes into force on May 25th, will affect how property managers handle their information. She also covered how they deal with leaseholders and occupiers. Other speakers included hlw Keeble Hawson’s head of employment law, Barry Warne. Each presenter equipped property managers with one vital ,continuous improvement resolution to be put in place within their day-to-day working practices. Topics spanned legislation, employment contracts, delivering lease requirements to high standards, managing complaints, planning for major works, thinking digitally – and maximising new business opportunities. Ms Zanelli said: “It was tremendous to see attendees leave the sessions motivated and upbeat about putting their resolutions into practice. “This reinforces our commitment as a continuous improvement champion. “The conferences put the spotlight on sharing knowledge in the truest sense of best practice.” The expertise of PM Legal Services spans across many areas including arrears recovery, First Tier Tribunal cases, and leasehold disputes. Richard Smith, head of hlw Keeble Hawson’s commercial property department, said: “Feedback and success from the events is testimony to the high regard in which PM Legal Services is held in the industry. “We wish Cass and the team continued success as they continue to go from strength to strength.” PM Legal Services’ involvement in a number of events across 2018 includes presenting on the impact of GDPR at the Association of Residential Managing Agents’ regional events. Cassandra Zanelli and Barry Warne are pictured (right) withother presenters who attended the conferences.

PM Legal Services was launched a year ago, to promote excellence in legal practice in the property industry.

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