
Andrew Radford
The legal sector continued to demonstrate resilience throughout 2025, despite persistent macroeconomic headwinds in the UK and around the world. Firms are pressing ahead with investment in systems, offices and global infrastructure as they look to optimise their competitive advantage for the future, or at the very least, remain competitive.
As a result, many law firms are facing a difficult dilemma - how to balance increasing cash pressures and wider market uncertainty with the need to fund essential future focused capabilities. These dynamics underscore the critical importance of strong cash management, disciplined capex planning and forecasting, and embedding cash considerations as a core principle in both strategic and operational decision making.
At the same time, external facilities are being used more routinely to fund investment, rather than as a tool for managing short‑term cash pressures. Many firms have also undertaken capital calls, or plan to do so over the next year, to fund tax changes and larger‑scale investment programmes. Despite some recent improvements, lock‑up remains an under‑utilised source of low-cost finance. While it remains a key topic of focus for most firms, translating discussion into sustained behavioural and operational change remains challenging.
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