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Cyberattacks Are Coming. Is Your Business Ready? What Jaguar Land Rover Can Teach Founders About Resilience

Posted on: November 20th, 2025 by Alanah Lenten

When Jaguar Land Rover had their production lines ground to a halt in August it wasn’t a supply chain issue or a strike, it was a cyberattack, the company revealed this month that they took a £485m loss following the attacks. And it’s a wake-up call for every founder, entrepreneur, and owner-managed business in the UK.

Because here’s the truth: cyber threats aren’t just a big business problem. They’re a modern business reality. And if a global brand like JLR can be brought to its knees, what does that mean for the rest of us?

Let’s break down what happened, what it means, and how you can protect your business – before it’s too late.

Cybersecurity: Not Just for the IT Team

Cybersecurity isn’t just a technical issue. It’s a boardroom issue. It’s about protecting your operations, your reputation, and your bottom line.

A single breach can:

  • Freeze your systems
  • Erode customer trust
  • Trigger regulatory investigations
  • Cost you millions

And for founder-led businesses, the stakes are even higher. You’ve built this. You’ve scaled it. You’ve poured your energy into it. So protecting it isn’t a ‘nice to have’, it should be considered an essential element of your risk protection.

Preparation Is Power

The best defence? Preparation. Here’s what smart founders are doing now:

  1. Build a Crisis Plan

Know what happens in the first 72 hours. Who leads? Who communicates? Who isolates systems? Rehearse it. Simulate it. Make it muscle memory.

  1. Backups That Actually Work

It’s not enough to have backups. You need to know they’ll restore quickly. Jaguar Land Rover  shutdown shows how costly downtime can be.

  1. Train Your Team

Your people are your first line of defence. Teach them to spot phishing emails, suspicious activity, and the importance of software updates.

  1. Get Insured

Cyber insurance is a strategic tool. It can highlight vulnerabilities and give you access to breach response experts when it matters most.

The First 72 Hours: What Founders Must Know

If you’re hit, speed matters. Here’s your checklist:

  • Notify the ICO within 72 hours if personal data is at risk.
  • Alert customers and suppliers transparently.
  • Engage law enforcement and Action Fraud.
  • Call your insurer immediately to activate breach support.
  • Bring in forensic experts to contain the damage and preserve evidence.
  • Work with breach lawyers to manage regulatory fallout and potential claims. Compliance becomes survival!

Should you pay the ransom in a cyber-attack?

To pay or not to pay? That is the ransom dilemma.

Ransomware attacks often come with a demand: pay up or stay locked out.

The National Crime Agency advises against paying. But in reality, some businesses feel they have no choice. If you’re considering it:

  • Check your insurance policy- some cover ransom payments.
  • Consult a crypto recovery lawyer- recovery may be possible even after payment.

This is a high-stakes decision. Don’t make it alone.

Lessons from Jaguar Land Rover: Cyber Is a Leadership Issue

The JLR incident proves one thing: cybersecurity belongs in the boardroom.

Founders must:

  • Demand robust planning
  • Allocate real resources
  • Rehearse response strategies

Because when the attack comes, and if recent high-profile cyber attacks (JLR, M&S) are anything to go by, they can be on the horizon for any business. It’s not just your systems on the line, it’s your reputation, your team, and everything you’ve built.

Final Thought

Cyber resilience isn’t about paranoia. It’s about preparation. And for founder-led businesses, it’s about protecting the legacy you’re building.

If you want to stress-test your cyber strategy or build a response plan that actually works, get in touch with Dominic Holden. At Lawrence Stephens, we help founders stay secure, stay compliant, and stay in control, even when the worst happens.

Read the rest of The Fineprint edition 2 here. 

UK SME Growth Strategy: What Founders and Business Leaders Need to Know

Posted on: November 20th, 2025 by Alanah Lenten

The UK government’s strategy published in August, Backing Your Business: Our Plan for Small and Medium-Sized Businesses, sets out reforms to drive growth and innovation across the SME sector, recognising their vital role in driving innovation, employment and economic growth within the UK.

With SMEs representing 99.8% of the UK businesses and generating over £2.8 trillion annually, the strategy places small and growing businesses – from start-ups to owner-managed enterprises – at the heart of the UK’s economic future.

But what does this mean for your business? Below, we highlight the key pillars of the strategy, and what founders, SMEs, and business leaders should consider to prepare.

  1. Fixing the Fundamentals

The government aims to cut late payments, reduce regulatory burdens by 25%, and modernise tax and customs systems. They also plan reforms to support small developers and support the net zero transition including support with energy efficiency.

For SMEs, founders and business leaders, this means:

  • Cash flow protection
    Late payment remains a top cause of small business failure. Strong contract and invoicing processes are essential, including ensuring your commercial contracts are drafted and reviewed to ensure compliance with new late payment legislation and interest clauses.
  • Regulation simplification
    All business owners dream of a world with less admin and corporate reporting, but it is essential to stay ahead of new compliance requirements that come with new licensing reforms and SaMBAs (Small and Micro Business Assessments).
  • Planning reforms
    Growth-focused businesses may gain easier access to sites and infrastructure opportunities.
  • Net Zero readiness
    Sustainability is becoming a competitive advantage with customers, investors and lenders. Ensuring a review of green leases, energy contracts, and sustainability-linked financing aids the transition to environmentally-conscious business practices.

 

  1. Unlocking Access to Finance

Reforms will expand start-up loans, British Business Bank programmes, introducing mandatory Code of Conduct for personal guarantees, and improve access to finance for underrepresented founders.

Why this matters for SMEs and owner-managed businesses:

  • Funding choices
    The wrong loan or equity structure can add unnecessary risk if compliance with lender codes and guarantee terms aren’t considered.
  • Investor Readiness
    Businesses with robust governance, shareholder agreements and IP protections are more attractive to investors.
  • Inclusive funding
     New regional and diversity-focused schemes could unlock finance that was previously out of reach.

 

  1. Backing the Everyday Economy

Plans include licensing reforms for hospitality and night-time economies, High Street Rental Auctions and Community ‘Right to Buy’, transforming business rates, banning upward-only rent review clauses and introducing crime prevention initiatives.

Implications for business leaders:

  • Rental flexibility
    Property reforms may lower overheads or open up high street opportunities.
  • Licensing changes
    Retail and hospitality businesses need to stay compliant to avoid costly disruption.
  • Crime prevention
    Measures could help reduce theft and loss such as shoplifting and tool crime, protecting already tight margins.

 

  1. Future-Proofing Business Skills

Supporting digital adoption programmes and AI integration, leadership and mentoring initiatives, apprenticeship and skills system reforms and enterprise education and youth entrepreneurship awards form a key part of the strategy.

Why founders should take note:

  • Workforce development
    Apprenticeships and training can tackle skills shortages while building loyalty.
  • Digital & AI adoption
    Early adopters gain efficiency, but compliance (e.g. data protection) must be built in.
  • Leadership growth
    Governance and mentoring initiatives help scale businesses sustainably. Supporting leadership development through governance frameworks and mentoring agreements assist this.

 

  1. Opening Up Opportunities

The government is launching the Business Growth Service, providing export support and trade finance expansion, SME-friendly procurement reforms, IP protection and secure innovation reviews.

For SMEs and growing businesses:

  • Public Procurement
    More opportunities to supply government contracts, but preparation is key.
  • Export readiness
    Strong contracts and customs compliance are vital to avoid delays and penalties.
  • IP Strategy
    Innovations need to be protected and commercialised to maintain competitive advantage from registering and enforcing IP rights to licensing, and IP-backed financing.
  • Cybersecurity and Innovation
    Strong protections build customer trust and secure growth..

 

The UK’s SME growth strategy is wide-reaching, with reforms that could reduce risks, open new opportunities, and make it easier to scale. For founders, owner-managed businesses and SMEs, the challenge is translating policy into action: tightening up contracts, reviewing finance options, investing in digital tools and skills, and safeguarding innovation. We play a critical role in helping our clients and their businesses interpret and implement these reforms, ensuring they remain compliant, protected and well positioned to seize new opportunities.

Those who prepare now will be best positioned to thrive as the strategy unfolds.

View our checklist to see what you can do to prepare

If you are a small or medium-sized business who wants to understand how you can utilise any of the points mentioned above or understand the effect these changes may have on your operations or growth plans get in contact with Harshita Samani.

Read the rest of The Fineprint edition 2 here. 

Lawrence Stephens announces the launch of LS Private

Posted on: November 11th, 2025 by Alanah Lenten

Lawrence Stephens is proud to announce the launch of LS Private, a new multi-family office platform established to provide professional services that enhance and complement the firm’s tailored legal advice.

Designed for entrepreneurs, first-generation wealth creators, and family principals with complex or cross-border interests, LS Private delivers independent governance, oversight, and operational support to protect family capital, simplify decision-making, and strengthen control. Acting as a single point of accountability, LS Private coordinates the full ecosystem of legal, financial, and personal affairs ensuring that every adviser, asset, and decision is aligned.

The venture is led by John Russo, who brings more than fifteen years of experience advising and managing ultra-high-net-worth families and businesses. Before founding LS Private, John created and led the single-family office for one of the UK’s most prominent families, overseeing legal, financial, operational, philanthropic, and reputational matters across a portfolio exceeding £1 billion. Clients value John as a discreet and decisive operator who combines legal precision with real-world execution. His focus is on delivering three outcomes for principals and their offices: stronger governance, structures that work in practice, and the swift resolution of complex issues. John also serves on the Board of Directors of the Royal Philharmonic Orchestra and as a Trustee for The Diana Award.

Steven Bernstein, CEO of Lawrence Stephens, commented:

“Our clients are entrepreneurial and often managing growing personal and family complexity. LS Private extends our ability to help them beyond legal advice – providing the independent governance and trusted oversight needed to safeguard family capital and reputation. With John’s expertise, we can support both newly formed and established family offices in navigating the strategic and operational challenges that accompany wealth.”

John Russo, Managing Director of LS Private, added:

“I’m delighted to build LS Private with the backing of Lawrence Stephens. Having led single-family offices from inception, I know the difference that disciplined governance and effective coordination can make. LS Private brings that experience to others. Helping families, founders, and their advisers turn complexity into clarity.”

Visit LS Private

LS Private is a wholly owned subsidiary of Lawrence Stephens Ltd. and is not regulated by the Solicitors Regulation Authority.

For further information, please contact: Daryl Atkinson.

Lawrence Stephens Advises Fashion Retailer GARAGE on Their First UK and Flagship Store on Oxford Street, London

Posted on: November 11th, 2025 by Ella Darnell

Lawrence Stephens has advised fashion retailer GARAGE on their first UK and flagship store on the world-renowned Oxford Street, London.

Founded in 1975, GARAGE is a Canadian fashion retailer with a strong presence across Canada and the United States, operating over 230 worldwide store locations. The brand is known for its youthful, trend-driven collections that cater primarily to younger women.

GARAGE’s expansion into the UK marks a significant milestone in the brand’s international growth strategy. The Oxford Street store is not only GARAGE’s first and flagship store location in Europe, but also a strategic move that places the brand at the heart of London’s retail scene. Oxford Street is one of Europe’s premier shopping destinations and London’s busiest street, thus the flagship location will allow the brand to quickly build brand visibility and connect with a diverse, high-footfall audience.

The deal is indicative of renewed confidence in brick-and-mortar retail, particularly in prime shopping destinations. It may serve as a signal for other North American fashion retailers to test the UK market, suggesting the potential of a wider trend of cross-Atlantic retail expansion.

The Oxford Street letting was led by Director and Head of Retail Nickhil Mandora and supported by Sophie Levitt. This adds to Lawrence Stephens’ growing portfolio of high-profile retail clients, which includes brands such as Carolina Herrera, Arc’teryx and Salomon. We are delighted to support GARAGE in this new chapter and look forward to seeing the brand thrive in the UK.

Nickhil Mandora added:

“We are delighted to have acted for GARAGE on their introduction to the UK market. The female fashion market in the UK is particularly strong and is no doubt strengthened by the entry of such a well-established North American brand, who already have a cult following here. Oxford Street, London, is the perfect home for GARAGE and we look forward to strengthening our partnership with them on their expansion within the UK.”

You can read more about the Retail team and their services here.

Daniel Baker Joins Lawrence Stephens‘ Sports and Entertainment Team

Posted on: November 3rd, 2025 by Ella Darnell

We’re pleased to announce that Daniel Baker has joined Lawrence Stephens as a Senior Associate in our Sports and Entertainment team.

Daniel joins us from Guildford-based law firm Moore Barlow where he was co-founder and co-head of their Sports Law group. He has developed a reputation for handling complex sports-related commercial dispute resolution, sporting governing body disciplinary and regulatory proceedings, advising in respect of employment / safeguarding issues and general commercial advice and support to clients within the sports sector both in the UK and overseas.

He is experienced in handling all types of sports litigation matters and has represented elite-level coaches, high-profile clubs and organisations in the sports sector. In acknowledgement of his expertise, he is recognised as a “Leading Associate” in the Sports Law category of the latest edition of the Legal 500 directory.

Mohit Pasricha, Head of the Sports and Entertainment team, commented: “We’re delighted that Daniel has agreed to join us. He has an excellent reputation, brings with him significant specialist knowledge and a wide network of relationships. His industry focused dispute resolution expertise helps deepen and widen our bench, enabling us to take on the more complex and challenging work for which we are becoming known”.    

For more information on the Sports and Entertainment team, please click here.

Building a Digital Economy: Matt Green’s Contribution to techUK’s Vision

Posted on: November 3rd, 2025 by Ella Darnell

Matt Green, Head of the Blockchain and Digital Assets sector at Lawrence Stephens and Chair of the techUK Digital Assets Group, has been instrumental in developing their “2030 Vision- A roadmap for Building a Digital Assets Economy”, which launched on 16 October.

Designed to share insights on current and anticipated use of distributed ledger technologies, the Vision 2030 draws on perspectives from across the Blockchain and Digital Assets ecosystem – from across Layer-1 chains, professional advisors, to financial houses, blockchain forensic software providers and beyond – identifying the opportunities that will help strengthen UK’s position as a global financial hub, a centre of innovation and a market where technology is used for good.

In recent years, regulators, policymakers, and governments have each mapped their digital ambitions. The UK Digital Strategy 2017 highlighted the economic benefits of digital skills, while the 2022 update focused on establishing the UK as a leading technology hub. More recently, the UK International Development’s Digital Development Strategy 2024–2030 signalled a broader digital transformation of society. This was reinforced in the Chancellor’s Mansion House speech earlier this year, which committed to “drive forward developments in blockchain technology… so that UK financial services can be at the forefront of digital asset innovation.”

The 2030 Vision brings together industry views on where we are today, where we are heading, and what is needed to ensure that by 2030 the UK is not just adapting to change – but leading it.

To read the report, please follow this link.

You can read more about our Blockchain and Digital Assets services here.

Modernising Wills: Is This a New Era for Contentious Probate Practitioners in England and Wales?

Posted on: October 31st, 2025 by Ella Darnell

The Law Commission’s 2025 report, Modernising Wills Law, proposes transformative changes to the legal framework governing wills in England and Wales. For contentious probate practitioners, these reforms are more than theoretical – they could redefine how we approach disputes, especially in areas such as testamentary capacity and undue influence.

Whilst the Law Commission’s report sets out 31 recommendations, this article intends to comment on some of the key ones.

Testamentary Capacity: A Shift to the Mental Capacity Act 2005

One of the most significant recommendations is the replacement of the historic Banks v Goodfellow test with the more modern and widely applied test set out in the Mental Capacity Act 2005 (“MCA”). It has been recommended that with the MCA Code of Practice, reference to and an explanation of the Banks v Goodfellow test should be included in the guidance on testamentary capacity.

This recommendation is likely to bring changes in everyday practice where practitioners are used to the current test so there will naturally be a period of adjustment and education required. This may however increase the number of disputes if there are inconsistencies with the way in which assessments of capacity are carried out.

Undue Influence: A More Accessible Route for Challenges

The evidential burden is notoriously high, often requiring proof of coercion that overtakes the testator’s free will, which is seen as an almost impossible standard once the testator has passed away. Currently the burden of proof is required to be discharged by the individual who is challenging the will. The proposed reforms aim to change this. Courts would be empowered to infer undue influence from the circumstantial evidence that raises reasonable suspicion, including amongst other matters: the conduct of the individual who is suspected of exerting undue influence, whether there was a relationship of influence between this individual and the testator, and the circumstances under which the will was made. The burden will also be placed on the persons upholding the will to prove it was made freely and consciously.

Children making wills

In England and Wales, the age at which an individual is eligible to make a will is 18 years old, the same age as testamentary capacity. It has been recommended that this age should be reduced to 16 years old and that the court also has the power to authorise a child that is under 16 to make a will. It has been recommended that the test set out in the MCA for testamentary capacity should be adopted.

Concerns were raised that children may be vulnerable to undue influence, but the committee generally were of the view that whilst this is a risk it alone should not prevent the recommendation that the age should be reduced to 16 to make a will.

Revocation by Marriage: Protecting against predatory unions

The proposed abolition of automatic will revocation upon marriage is designed to protect vulnerable individuals from “predatory marriages”. However, it introduces new risks. If a testator fails to update their will post-marriage, surviving spouses and civil partners may resort to claims under the Inheritance (Provision for Family and Dependants) Act 1975 (“the 1975 Act”), especially in blended families or second marriages. The report highlighted that currently with the revocation of a will upon marriage or civil partnership, the intestacy rules would apply and as such favouring spouses and civil partners over other beneficiaries. With the current proposal, whilst spouses and civil partners are not automatically favoured under the intestacy rules, they remain protected by being within a class of those that can bring a claim under the 1975 Act.

Rectification of a will

Unfortunately, the courts are currently limited in their powers to correct mistakes such as drafting errors in a will. The report recommends that courts should be able to correct wills where there is clearly a failure to reflect what was intended by the testator.  

Electronic wills

It has been recommended that electronic wills should be permitted. This was considered in an earlier consultation in 2017 where it was provisionally concluded electronic wills should not be permitted. However, since then and owing significantly to the COVID-19 pandemic, there has been more of an acceptance that electronic wills should be permitted. It also assists that there are significant advancements in technology over the recent years.

Formality requirements

The current law sets out certain requirements for a will to be valid. Unfortunately, however, with the strict rules regarding the signing of wills by testators and the requirements of witnesses, the recommendation is that even where all the formality requirements have not been fully met, the courts should still have the power to validate wills where the testator’s wishes are clear (in appropriate cases). This would ensure that wills are not deemed invalid due to a technical error which is the current position and estates having to be administered in accordance with intestacy rules.

Conclusion

These reforms signal a clear intent to provide the much-needed modernisation of private client law; this could be the biggest reform in over 150 years. The intention is to make will-making easier and most importantly to reflect modern life.

For contentious probate practitioners, this could mean potentially more probate disputes due to the lowering of thresholds and allowing for broader judicial discretion.

For more information on our Private Wealth and Succession Planning services, click here.

Can You Exclude an Adult Child From Your Will? Howe v Howe and the Inheritance Act 1975

Posted on: October 24th, 2025 by Ella Darnell

The case of Howe -v- Howe saw an adult child bring a claim pursuant to the Inheritance (Provision for Family and Dependants) Act 1975 (“1975 Act”) against her late father’s estate.

Background

Mr Roger Howe (“the Deceased”), died on 27th March 2020, he had made a will dated 4th July 2017 in which he had entirely cut out his only daughter Jenna Howe. The Deceased had made clear the reasons for excluding his daughter, he described her as “lazy” “lying” and “useless”. Instead, he left his estate to his mother, sister and two nephews.

Miss Howe initially issued a claim to have the will set aside on the basis that the signature of one of the attesting witnesses had been forged. Unfortunately for Miss Howe, this claim failed due to the death of the witness and as such she withdrew her claim and it was ordered that she would pay towards the executor’s costs, the sum of £42,000.

Miss Howe then pursed a claim under the 1975 Act for reasonable financial provision for her maintenance as she had been excluded by her father from his will, she was claiming the sum of £450,000.

Miss Howe’s position was that it was owing to her father’s poor treatment of her when she was a child/teenager which is what directly contributed towards her health issues which made her unable to work and which now gave her the need to bring a claim under the 1975 Act for reasonable financial provision for her maintenance.

Judgement

The court found that despite the lengthy estrangement, that Miss Howe’s health needs were a significant factor for making a financial provision for her from the estate. Miss Howe’s health issues prevented her from working and were because of the treatment she received from the Deceased during her upbringing.

The court also ordered the estate to pay for Miss Howe’s white goods, car, income shortfall for 10 years, provision for her health needs which included therapy and new breast implants (she had claimed that they were essential to improve her confidence), and the costs order in respect of the initial claim Miss Howe brought to set aside the will.

In total Miss Howe was awarded £125,000 which was to be held on a discretionary trust so not to interfere with her entitlement to state benefits, it would also prevent her from spending the money unwisely.

Conclusion

There has clearly been a shift in the way in which courts are dealing with claims under the 1975 Act for reasonable financial provision from estranged adult children. This is certainly a landmark case which demonstrates what is a very complex balance that courts must find in being able to respect the wishes of the deceased but also ensuring that vulnerable claimants receive what would be considered an adequate financial provision. Whilst previously a claim by an estranged adult child may have appeared to be prima facie weak, this is clearly not the case.

This is yet another example of that when preparing your will, you need to take into consideration that adult children can successfully challenge your decision to exclude them entirely from your estate if they can provide a legitimate need.

For more information on our Private Wealth and Succession Planning services, click here.

Lawrence Stephens Ranked Band 1 in Chambers UK 2026 SME Guide

Posted on: October 16th, 2025 by Ella Darnell

Lawrence Stephens is proud to announce its ranking in Band 1 in Chambers UK 2026 SME-focused Firms category. This ranking illustrates our commitment to and excellence in the owner-managed business (OMB), founder-led and SME sector.

This recognition builds on our appearance in last year’s guide and is yet another milestone in the firm’s strategic focus in supporting fast-growth businesses and entrepreneurial clients.

Chambers describes us as being “deeply involved in the SME and entrepreneurial ecosystem”,  a reflection of the work we do every day. We advise clients across a broad range of sectors on incorporation, commercial contracts, commercial property, employment, funding rounds, and M&A transactions.

Jeff Rubenstein, Head of Corporate & Commercial, commented:

“This ranking is a fantastic endorsement of the work we do every day with ambitious SMEs and founders. It reflects our deep understanding of the challenges and opportunities in this space, and our commitment to delivering commercially astute, founder-friendly advice.”

Steven Bernstein, Managing Director, added:

“Being recognised in Band 1 by Chambers UK is not just a win for our firm but confirms our position as the go-to firm for SMEs and OMBs, and builds on our work with FEBE and FOUNDXRS Club to shape a bold, founder-first narrative for Lawrence Stephens.”

Our clients said:

“Lawrence Stephens have a very pragmatic and solutions-driven approach. They are great at keeping the client’s interests at heart and have the ability to distil and simplify complex matters.”

Supporting the SME community

Our SME-focused initiatives and partnerships are designed to empower founders, entrepreneurs, and owner-managed businesses at every stage of their journey:

  • Championing SME growth

    We are proud partners of FEBE, where we collaborate with some of the UK’s fastest-growing businesses to foster innovation and growth. We also regularly work with the Foundxrs Club, helping visionary founders turn bold ideas into thriving enterprises.

  • Tailored Resources for Entrepreneurs

    Our quarterly newsletter, The Fineprint, is crafted specifically for OMBs, founders, and entrepreneurs offering insights, legal updates, and practical guidance to help businesses stay ahead.

    We also created Flourish, our dedicated offering for start-ups, designed to support founders from day one through scale-up and eventual exit.

  • Trusted Legal Advisers to Leading SMEs

    We’re proud to advise a range of dynamic businesses, including:

    • Activate Group Limited, in its acquisition by Elysian Capital.
    • Ansor LLP, where we are the go-to firm for mid-market portfolio transactions, supporting their strategy of acquiring and combining profitable SMEs in high-growth sectors.
    • Genuine Dining, on its acquisition by WSH.
    • FMS Foils limited on its sale after we did the company formation over 25 years ago.
    • HFMC Wealth on various acquisitions.
    • M&A Coachworks, on its sale to The Steer Group.
    • Scutum Group UK in connection with the purchase of a number of alarm maintenance and monitoring SME businesses in the UK.

Whether you’re launching a start-up, scaling a growing business, or preparing for a strategic exit, Lawrence Stephens is here to help you navigate every step with confidence.

Learn more about how we can support entrepreneurial businesses here.

Lawrence Stephens Advises on Sale of FMS Foils Group to WZ Packaging

Posted on: October 15th, 2025 by Ella Darnell

We are proud to have advised on the sale of the entire issued share capital of FMS Foils Group Limited to WZ Packaging Limited, marking not just a successful transaction, but a significant milestone in a client relationship that has spanned more than 25 years.

FMS Foils Group has been a valued client of Lawrence Stephens since 1998, when Jeff Rubenstein, Head of Corporate and Commercial, first began advising the business shortly after joining the firm. Over the decades we’ve had the privilege of supporting the Group and its shareholders through every chapter of their journey, from formation and growth to this successful exit. This enduring partnership is a testament to the trust our clients place in us and the strength of the relationships we build.

The acquisition by WZ Packaging brings together two leaders in aluminium flexible packaging, positioning the combined group for continued innovation and global expansion.

Our Corporate and Commercial team provided end-to-end legal support throughout the transaction.

Jeff Rubenstein, Head of Corporate and Commercial, commented:

“It has been an honour and a privilege to work alongside and support FMS Foils Group for over 25 years. This transaction reflects the value of long-term client relationships and the importance of consistent, trusted legal guidance. I’m incredibly proud of the trust David and Paul have placed in us over the years, it’s been a true partnership.”

David Watson, FMS Foils Group, added:

“Jeff and the team at Lawrence Stephens have been with us since day one. Their advice has always been clear, commercial, and deeply supportive. We couldn’t have asked for better legal partners on this journey.”

Read more about our Corporate and Commercial services.

Lawrence Stephens Advises Maidenhead Aquatics on Acquisition of New Nottingham Store

Posted on: October 15th, 2025 by Ella Darnell

Lawrence Stephens has advised fishkeeping and aquatics supplier Maidenhead Aquatics on the acquisition of their new store at 66 Castle Boulevard, Nottingham. This strategic move marks a consolidation of the company’s presence in the city and reinforces its position as an industry leader. 

Founded in 1984, Maidenhead Aquatics has evolved into the UK’s premier destination for fishkeeping and aquatic supplies. With over 130 stores nationwide and a well-established online platform, the company is continuing to expand its footprint. With the acquisition of the new store in Nottingham, Maidenhead Aquatics is further strengthening its presence in the region and displaying their commitment to growth in the aquatics sector. 

Supervising Partner in the Commercial Real Estate team, Matt Hind added:

“We are delighted to have acted for Maidenhead Aquatics on this transaction.  From start to finish my colleague Mo has been instrumental in driving this deal for Maidenhead Aquatics. He has done a terrific job at delivering a successful result for the client and supporting them in their expansion.”

Solicitor Mohammad Hammoud commented:

“Maidenhead Aquatics now have a large new location where they can continue their excellent work and growth in the historic city of Nottingham. Their growth is a testament to their commitment to being the best in the aquatics business and I look forward to seeing them thrive in their new store.”

Sam Kent, a Partner at Maidenhead Aquatics commented:

“Working with Mohammad Hammoud at Lawrence Stephens to get this acquisition completed has been so efficient. Complex issues were dealt with, explained fully and communication was outstanding throughout. I wouldn’t hesitate to use Mo in the future.”

This deal was handled by Mohammad Hammoud and assisted by James Parker. To read more about the Commercial Real Estate team and their services, please click here.

Kaur -v- Estate of Karnail Singh & Others [2023] EWHC

Posted on: October 14th, 2025 by Ella Darnell

This was an interesting case which attracted a lot of media attention. Whilst it was not an unusual case, many called the actions of the deceased an injustice which required the court to put right.

Background

Mr Karnail Singh (the “Deceased”) died on 21st August 2021. He made a will dated 25th June 2005 in which he left his entire estate to two of his 6 surviving children, both were sons.

The Deceased made no provisions for his four daughters nor his wife. The Deceased’s intention was to leave his estate to the “male line” of his family.

The Deceased married his wife Harbans Kaur in 1955, a long marriage spanning 66 years, they had 7 children together although only six survived the Deceased.

The Deceased and his wife both worked in the family clothing business although she did not have a direct stake within it and nor did she receive a salary. She remained fully dependent on the Deceased, and he met all her financial needs throughout their long marriage.

Given that the Deceased left no provision in his will for his wife, she issued a claim under the Inheritance (Provision for Family and Dependant’s) Act 1975 (the “1975 Act”), seeking an order that she should receive half of the estate, whatever the value may be. She made it clear that her intention was to be able to purchase a property for herself which was close to her daughter, and she was unable to do this given her only income was £12,000pa from state benefits and she had very modest assets.

Judgement

Mr Justice Peel found that the Deceased’s estate did not provide reasonable financial provision for the claimant and as such she was awarded 50% of the net value of the Deceased’s estate, she would also receive £20,000 forthwith on account of the final distribution due to her.

Further, the claimant’s costs were to be paid out of the gross value of the estate before any distribution was made to her, therefore her costs were treated as an administration expense.

Mr Justice Peel commented that:

“It is hard to see how any other conclusion can be reached. After a marriage of 66 years, to which she made a full and equal contribution, and during which all the assets accrued, she is left with next to nothing.”

It is worth noting that in this case there was discussion over what the value of the estate was. The claimant’s claim was 50% of the estate and this is what was awarded. The court did not specify exactly what the amount was as it was clear that even at the lower end of the values, it would still be sufficient to provide for the claimant.

Conclusion

The judgement did not necessarily come as surprise to many practitioners, however the key takeaway from this case must be that whilst testators do enjoy the freedom to leave their estate as they wish, the courts are looking at cases with the view to stand against injustice and equality.