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How the UK Can Back Crypto Innovation with Action

Posted on: June 27th, 2025 by Alanah Lenten

We now find ourselves at a critical crossroads in the evolution of financial technology. While the UK once made bold proclamations about becoming a global crypto asset hub, real progress has stalled, and the lack of regulatory clarity is beginning to weigh on investment, innovation, and job creation. In an era where blockchain, artificial intelligence, and quantum computing are converging to reshape global economies, the UK must act decisively or risk falling behind forward-thinking jurisdictions such as the US, Singapore, and the UAE.

While recent developments from the Financial Conduct Authority (FCA) – including the publication of a crypto roadmap and the UK Treasury preparing draft legislation to provide clarity on qualifying crypto assets, including stablecoins, which will fall under the remit of the Financial Services and Markets Act 2000 –  indicate progress, the pace of change remains too slow.

The UK has a golden opportunity to define a forward-looking, globally competitive framework for digital assets, but this demands bold leadership, joined-up policymaking, and a clear national strategy that puts emerging technologies at the centre of economic growth. In a joint letter to government, Matt Green, Head of Blockchain and Digital Assets and Technology Disputes at Lawrence Stephens, together with leading industry bodies, outlined a series of proposals to help the UK realise this potential. The article below explores their key recommendations in more detail.

Laying the groundwork for growth

According to the FCA, around 12% of UK adults, approximately seven million people, now own digital assets. Despite this, only 8% of global venture capital funding in the space went to UK-based firms in the past year. The US, by comparison, attracted a staggering 76%. If the UK is serious about becoming a leading force in the digital economy, it must close this investment gap with urgency.

At present, a fragmented approach to digital asset regulation is inhibiting progress. A new wave of global strategies led by national governments eager to capture the economic benefits of blockchain and Web3 is leaving the UK at risk of playing catch-up. From Dubai to Washington, governments are launching clear action plans, appointing envoys, and rolling out incentive programs to attract high-potential digital firms.

A clear path to digital leadership

That’s why a coalition of leading trade bodies, including the UK Cryptoasset Business Council, Global Digital Finance, The Payments Association, techUK and Lawrence Stephens has come together to call on the Government to implement a clear digital asset strategy. Representing both pioneering start-ups and established multinational firms, we believe the UK can and should be at the forefront of responsible innovation.

There are four key steps the UK can take to realise this ambition:

1. Appoint a blockchain special envoy

Just as the US government has appointed a high-profile blockchain envoy to spearhead policy alignment and investment attraction, so too must the UK. A dedicated envoy would serve as a strategic bridge between government, regulators, and industry, driving consistency, championing innovation, and positioning the UK as a premier destination for blockchain-related investment. The envoy would also play a crucial global role, representing the UK on the international stage and securing collaboration opportunities with leading digital nations.

2. Launch a government-led Digital Asset Action Plan

Like the coordinated approach seen in artificial intelligence, the UK should implement a comprehensive strategy for digital assets and blockchain technology. This could include a white-glove concierge service to support scale-ups, integration of blockchain into public services, and the development of a globally competitive tax and investment landscape. Targeted incentives would enable the UK to attract and retain the world’s most promising digital firms, ensuring job creation and long-term economic benefit.

3. Recognise the convergence of emerging technologies

Emerging technologies rarely operate in silos. Blockchain, quantum computing, and AI are increasingly interdependent, and together they promise to redefine industries from finance and defence to supply chains and public healthcare. For example, blockchain can add transparency and trust to AI systems, while AI can optimise blockchain functionality. These technologies working in harmony offer the potential to deliver transformative public services, from decentralised property registries to secure NHS data transfers. The UK must actively foster collaboration across these disciplines to maximise impact and support innovation at scale.

4. Create an industry-government engagement forum

Effective policymaking must be informed by those at the forefront of innovation. To that end, we propose the creation of a high-level industry-government-regulator taskforce, designed to ensure close collaboration and continuous dialogue across sectors. This would enable agile policymaking that reflects the rapidly evolving nature of digital technologies and ensures the UK remains ahead of the curve.

Unlocking long-term economic value

The potential economic impact of digital assets and blockchain is immense. A recent PwC report projects that blockchain could add £57 billion to the UK economy over the next decade. Globally, it could boost GDP by £1.39 trillion by 2030. Sectors like logistics, finance, health, and public services stand to gain the most, particularly through improved transparency, faster data transfers, and streamlined transactions.

Meanwhile, the UK’s legal infrastructure is increasingly ready to support these developments. The Law Commission’s recent endorsement of a new ‘third category’ of property to account for digital assets is a significant step forward, strengthening the legal foundation for cryptoassets, tokenised securities, and carbon credits. In doing so, the UK is proving it has both the legal and technological credibility to lead on digital assets.

Now is the time to act

The UK’s digital asset economy is already the largest in Europe, with £172 billion in on-chain transactions last year. Yet without bold, strategic intervention, we risk being eclipsed by more proactive nations. As innovation accelerates and geopolitical dynamics shift, the UK must seize its moment.

With the right leadership, a coherent regulatory environment, and an ambitious vision for innovation, we believe the UK can cement its status as a global hub for digital assets and blockchain technology.

Now is the time to move from ambition to action.

If you have queries on the above, please contact Matt Green. 

Read the other articles in this edition here : The Fineprint – Edition 1 – July 2025 – Lawrence Stephens

Why Founder-Led Businesses Are Reshaping the UK Economy

Posted on: June 27th, 2025 by Alanah Lenten

The FEBE Growth 100 2025 list is out, and it’s every bit as inspiring as we hoped. Packed with the UK’s fastest-growing, founder-led businesses, this year’s line-up is a celebration of bold ambition, fresh thinking and real entrepreneurial grit.

At Lawrence Stephens, we couldn’t be prouder to be part of the FEBE story. As a founder-led law firm ourselves, we know exactly what it takes to build something from the ground up. It’s messy, energising, terrifying and brilliant all at once. That’s why the FEBE Growth 100 resonates with us, it’s a badge of honour for those who’ve pushed boundaries and made things happen.

What Is FEBE and Why It’s Transforming the UK Founder Community?

If you haven’t come across FEBE yet (For Entrepreneurs, By Entrepreneurs) it’s the brainchild of John Maffioli, Ex-EY and the most enthusiastic man you’ll ever meet; and his wife and co-founder Charlotte Quince. FEBE exists to celebrate and support founders, not just in business, but in all the behind-the-scenes moments that come with growing something meaningful.

John often describes a FEBE event like being ‘A night out with your mates’. FEBE is built on community, honesty and camaraderie.  It’s about learning from the highs and the not-so-pretty lows.

Lawrence Stephens x FEBE: A Shared Vision for Supporting UK Founders

So why does our relationship with FEBE work so well? Because we get it. We’re also founder-led. We’ve lived the long days, the hard choices, the growing pains. And just like the businesses in the Growth 100, we’ve worked hard to scale up without losing our identity. In fact, if we weren’t a partner, rumour has it, we might have made the list!

Many of our clients are privately owned, founder-led businesses too, so we have a natural empathy for the pressures and possibilities that come with that territory. Whether it’s legal support on a new funding round, navigating a tricky people issue, or just being a sounding board, we back founders with the same drive and energy we see in ourselves.

Like FEBE’s ethos we pride ourselves on celebrating progress, embracing imperfection and connecting founders.

Turning the Spotlight on John Maffioli

Usually the one asking the questions, we recently flipped the script on FEBE founder John Maffioli who let us ask him a few.

Alanah: What inspired you to start FEBE?

John: We wanted to create the UK’s best founders club – a place where Britain’s top founders could come together, support one another, and build genuine friendships. Being a founder can be incredibly hard and lonely. FEBE was born out of shared experience. We knew there were so many brilliant founders across the country doing amazing things, but often in isolation. So we set out to build something that not only celebrates them but also helps them by creating a community where they can connect, share, and grow together. It’s not just about business, it’s about building real relationships with people who get it. That’s what inspired us, and that’s what keeps driving us: creating a space that’s meaningful, supportive, and rooted in the realness of entrepreneurship.

Alanah: What’s the hardest part of being an entrepreneur?

John: It is impossible to switch off. When you’re growing a business it is everything and all consuming.

Even if you’re supposed to be spending time with family, or trying to sleep, there’s a constant mental to-do list ticking away, and it’s impossible to create real separation between work and life. It’s not just about long hours; it’s the emotional investment. As a founder you carry the weight of every decision, every setback, and every missed opportunity. Even when things are going well, there’s always the next challenge to think about. The pressure to keep everything moving means you rarely give yourself permission to properly rest. And when your identity is so tied to the business, switching off can feel almost irresponsible – even though you know it’s exactly what’s needed sometimes!

Alanah: What’s your favourite part of being an entrepreneur?

John: The highs are unlike anything else. The good news and the successes are incredible and mean so much because it’s so personal. When something goes well it hits differently because you know exactly what went into getting there. The late nights, the risks, the doubts – all of that makes the successes feel so much more meaningful. There’s no safety net, so when it works, it’s not just business success, it’s personal. Those moments of progress or recognition feel huge. They remind you why you started in the first place.

Thanks John! Spoken like a true entrepreneur  and a reminder of why FEBE matters so much.

What’s next for UK founder-led businesses? 

Founder-led businesses are doing more than just scaling, they’re redefining what success looks like in the UK economy. The calibre of companies featured in the FEBE Growth 100 2025 list speaks volumes: these are businesses that are disrupting sectors and building brands with purpose and agility. From tech innovators and e-commerce disruptors to creative powerhouses and wellness challengers, these founders are not only growing fast, they’re leading with vision, values, and a deep connection to their customers and teams. It’s this blend of emotional commitment and commercial clarity that’s fuelling a new wave of economic dynamism across the UK.

At Lawrence Stephens, we’re proud to stand shoulder to shoulder with FEBE and the incredible community it champions. As a founder-led law firm, we understand the grit and graft it takes to build something from the ground up – and we see that same spirit reflected in our clients every day. Our partnership with FEBE is about more than just sponsorship; it’s a shared ethos. Together, we’re backing founders with the support, insight and authenticity they need to thrive and we’re excited to play a part in shaping a future economy powered by people who genuinely get it.

If you’d like to find out how else we are supporting founders please get in touch with Alanah Lenten.

Read the other articles in this edition here : The Fineprint – Edition 1 – July 2025 – Lawrence Stephens

Selling Your Business? Why Your Exit Might Not Be a Fairytale—and How to Fix It

Posted on: June 27th, 2025 by Alanah Lenten

Founders often fantasise about their exit moment. The final deal. The payout. The celebratory glass of champagne. But for many, that long-anticipated milestone can feel more like shouting, “I’m an owner – get me out of here!” than stepping into happily ever after.

At Lawrence Stephens, we’ve worked with enough founders to know that for them, this  moment is rarely as clean or triumphant as we make it look on paper. The due diligence process alone can feel like a mental obstacle course, one where founders are asked to revisit every decision, every contract, every risk, while simultaneously letting go of the business they’ve poured their soul into.

And it’s not just the paperwork that makes selling-up challenging, there’s a deeply human side to it that often goes unspoken. We spoke with Lucy Scarlett, founder and coach at Lumini, who specialises in helping entrepreneurs prepare emotionally and mentally for what comes next. She shared insights into the 3 most common feelings her clients experience and how they can navigate them.

The Invisible Side of the Exit

1. Loss of identity
“This business has been my baby.”
We hear it all the time. Your company has been more than just your job – it’s been your title, your purpose, your structure, your story. So what happens when it’s no longer yours? Without that title to define you, the age-old question “Who am I now?” can creep in, bringing emptiness, anxiety and the dread of facing that void again.

2. Survivor’s guilt
Once the deal is done, it’s natural to worry about the people left behind.
“Did I abandon my team?” or “Are they really okay under new leadership?”
These kinds of thoughts are more common than you might think. Lucy explains that some founders even find themselves quietly checking in long after they’ve left, leading to sleepless nights or a temptation to micromanage post-exit.

3. The exit that isn’t quite the dream
Even the smoothest sales come with unexpected twists: tax surprises, legal constraints, new leadership culture clashes. The version of the exit you told yourself in your head doesn’t always match reality. That doesn’t mean it wasn’t the right move but it does mean you may need space to process and recalibrate.

So, how can founders prepare?

Lucy’s advice to clients is simple but powerful: You are not your business.
It’s a mindset shift that can take months to accept. After all, when your daily purpose, income and impact are all wrapped up in something you created from scratch, it’s hard to imagine life without it. But the earlier you start to separate who you are from what you’ve built, the smoother your exit will feel.

That means:

  • Getting clear on your values and what truly drives you.
  • Giving yourself permission to grieve the business (yes, really).
  • Planning your post-exit chapter with as much energy and vision as you did your first pitch deck.

She recommends creating a clear transition checklist of everything you can control to remind you you’ve set the business up for success, and remind yourself that part of building something great is knowing when to step away.

Whether your next step is launching something new, stepping into advisory work or simply taking a well-earned pause, it’s important to remember: you get to choose the shape of your next chapter and that’s where Lucy can support.

What We See That Works

At Lawrence Stephens, we’re big believers in the full exit picture. We’re here to handle the legal details, the negotiation curveballs, and the structural finesse that gets deals over the line. But more than that, we’re human. We know how big this is for you.

We’ve helped founders manage complex exits, protect what they’ve built, and move on with clarity and confidence. We’ll support you through the parts you dread and make sure the deal reflects your value.

A Final Thought

If you’re thinking of selling, or even just entertaining the idea, take a moment to reflect. Not just on your share price or growth curve – but on you. How do you want to feel once it’s done? What do you need in place, practically and emotionally, to make that happen?

Selling a business isn’t just a transaction. It’s a transformation. And with the right people by your side, it can be a powerful one.

If you want to find clarity on what your next step looks like, feel free to drop Lucy an email at Lucy@luminicoaching.com— or if you’d like support navigating the legal process, contact Charlotte Hamilton. 

Read the other articles in this edition here : The Fineprint – Edition 1 – July 2025 – Lawrence Stephens

Lawrence Stephens contributes to The Law Society Gazette’s clients and technology roundtable

Posted on: June 25th, 2025 by Ella Darnell

The Law Society is the professional body for solicitors in England and Wales. It plays a central role in representing, supporting, and promoting the legal profession, while also advocating for access to justice and the rule of law. The Law Society has for some years run a series of Gazette round table discussions. These are curated, invitation-only events that bring together legal professionals, thought leaders, and stakeholders to discuss pressing issues in the legal sector. These sessions are typically thematic, focusing on issues of the day.

Head of Financial Institutions Greg Palos was invited to attend the most recent of these, the clients and technology roundtable. Greg attended alongside representatives from organisations such as Dexter Montague, Foot Anstey and Thomson Reuters. The group explored how firms manage their technology investments and attract and maintain teams that combine the technology and people skills needed to win and retain business. The group was particularly keen to examine how firms were able to compete on speed and responsiveness while managing the ever-increasing burden of regulatory obligations.

It’s clear from the discussions that today’s lawyer is under pressure to do things quickly while still maintaining a high level service. Artificial intelligence and other technology tools are naturally an answer to some of this, but the panel concluded that there is still the need for the human touch. 

Read the full report here. 

Lawrence Stephens Partners with Churchill’s Boxing Gym to Launch Free Boxing Law Clinic

Posted on: June 24th, 2025 by Ella Darnell

Lawrence Stephens are proud to announce a collaboration with Churchill’s Boxing Gym to launch a dedicated Boxing Law Clinic, providing pro-bono legal support tailored specifically for athletes in the fight game.

Hosted at the heart of the gym, the Boxing Law Clinic will offer fighters direct access to free legal appointments with our experienced professionals. Whether it’s reviewing promotional contracts, understanding a bout agreement, resolving a dispute, or discussing career moves, the clinic is designed to deliver efficient and accessible legal advice when fighters need it most.

This initiative is part of Lawrence Stephens’ ongoing commitment to empowering athletes with the knowledge and confidence to navigate the business side of boxing, and to take control of their careers, both inside and outside of the ring.

Commenting on the Boxing Law Clinic, Sports and Entertainment associate Angelique Richardson adds:

”Fighters shouldn’t have to step inside the ring without knowing their rights outside of it. Together with Churchill’s Boxing Gym, we’re creating a space where fighters can get the advice they need to take control of their careers.”

Samm Mullins, the owner of Churchill’s Boxing Gym, says:

”We’re really proud to be partnering with Lawrence Stephens on this Boxing Law Clinic. They work with a number of fighters already and really understand the boxing world — not just from a legal perspective, but from a fighter’s point of view too. This clinic is a great opportunity for our boxing community to get proper advice from people who genuinely know their stuff.”

The first clinic will take place on Monday 30 June, with 45-minute appointments available from 10am. Appointments are free, but limited — clients will be asked to book an appointment and complete a short questionnaire in advance. For prospective clients, please email sportsandentertainment@lawstep.co.uk or text/call 07510 931301 to request your questionnaire and confirm your appointment.

Lawrence Stephens Advises Kaleidex Group on its Acquisition of OxDevice Ltd

Posted on: June 18th, 2025 by Ella Darnell

Lucy Cadley led a cross-disciplinary team from Lawrence Stephens alongside overseeing director Katherine Zangana and was closely supported by Avni Patel, Becci Collins, Leigh Sayliss and Craig Mullen in advising Kaleidex Group, an Ansor portfolio company, on its acquisition of OxDevice Ltd.

Kaleidex, backed by private equity firm Ansor, acquires and integrates high-performing medical manufacturing companies, building a network of expertise and innovation to drive industry advancements. This strategic acquisition of OxDevice, a precision engineering and manufacturing company based in Abingdon, Oxfordshire, is Kaleidex’s third acquisition and expansion into the rapidly growing neurovascular and endovascular device sectors.

The transaction demonstrates our collaborative and commercial approach, bringing together expertise from our Corporate & Commercial, Real Estate, Employment and Tax teams to deliver a seamless service tailored to the need for an integrated approach towards complex corporate matters.

Commenting on the deal, Lucy said:
“Delivering this transaction was a fantastic example of what Lawrence Stephens does best, working closely across departments and alongside our client’s leadership team to deliver pragmatic, forward-thinking advice that helps clients scale their businesses with confidence”

Lawrence Stephens advises Kaleidex Group on its acquisition of Denis Limited and Oracle Precision Limited

Posted on: June 18th, 2025 by Ella Darnell

Isobel Moran led a cross-functional team from Lawrence Stephens, along with overseeing director Katherine Zangana, supported by Avni Patel, Ewan Ooi and Craig Mullen, to advise Kaleidex Group (an Ansor portfolio company) on its acquisition of Densis Limited and its wholly owned trading subsidiary, Oracle Precision Limited.

The transaction highlights our commercial and collaborative ethos, with expertise drawn from our Corporate & Commercial and Commercial Real Estate teams to deliver a seamless and integrated service tailored to the fast-paced demands of SME acquisitions in the medical manufacturing sector.

This was Kaleidex Group’s second successful acquisition, completed within just three months of instruction. The swift execution of the deal further strengthens our client’s strategic growth trajectory in the precision engineering space—supporting the development of critical components for the medical industry.

Commenting on the deal, Katherine said:
“This was a great example of how our team brings together technical expertise and insight to help our client’s complete transactions quickly and decisively. It’s always a pleasure to support their growth journeys with another successful acquisition.”

How toxic masculinity can be harmful for businesses

Posted on: June 11th, 2025 by Natasha Cox

Senior Associate Emma Cocker discusses how toxic masculinity is increasingly infiltrating the workplace, with legal and cultural consequences for both employees and employers, in People Management. 

Emma’s article was published in People Management, 10 June 2025.

Toxic masculinity: a hidden cost to employers?

Following the huge success of recent Netflix drama Adolescence, the issue of toxic masculinity has been the subject of much debate. The prime minister has admitted to being worried about toxic behaviour on social media influencing young men, telling the BBC that the UK “may have a problem with boys and young men that we need to address”. Former England football manager Sir Gareth Southgate also recently aired his thoughts in a BBC lecture in which he said “toxic influencers… tricky young men”.

While discussions on this topic have so far focused on the impact of toxic masculinity generally, it is important to recognise the specific workplace challenges that are becoming more prevalent as a result of the corrosive impact of social media and misogynist influencers such as Andrew Tate.

Workplaces are increasingly reporting a subculture of negative behaviours rooted in out-of-date, and often harmful, masculine values. An overabundance of these traditional masculine norms can lead to behaviours including excessive aggression, emotional repression and a constant need to prove dominance. These behaviours can manifest in negative workplace practices; for example, a long-hours, ‘work first’ culture that prioritises work over personal or family life and individual wellbeing. Equally, overly competitive behaviour – such as a focus on winning at all costs, often at the expense of others – can have a negative impact on teamwork, collaboration and innovation. Diversity, inclusion, a healthy work-life balance and employee wellbeing also invariably tend to suffer. Instances of bullying may also increase in workplaces particularly prone to toxic masculinity.

These negative effects are being fuelled by the mandated scrapping of EDI programmes through a series of executive orders issued by President Trump. Across corporate America, EDI is now in sharp retreat with companies as diverse as IBM, Warner Bros, Coca-Cola, Goldman Sachs, McDonald’s and Amazon having scrapped, scaled back or renamed their EDI programmes.

Given that these are large, multinational companies, and many others like them have taken similar steps, the threat to EDI programmes in the UK is significant. While according to a recent survey by the Institute of Directors, 71 per cent of business leaders have no plans to alter their organisation’s approach to EDI following the scaling back of programmes in the US, that still leaves 29 per cent that might.

There are clearly other factors beyond Trump’s anti-EDI agenda affecting the UK’s position, not least the gender pay gap, which has remained stubbornly high. However, the negative effects of toxic masculinity on workplace culture should not be underestimated. As a consequence of the growth of toxic masculinity, businesses face increasing levels of risk, including the risk of legal claims by employees who have been subject to discrimination or harassment because of their sex. Fostering, or even just tolerating, a work environment that is hostile to women can violate employment law. Where successful, legal action against employers can result in costly settlements or awards of damages, as well as reputational damage to the organisation and a knock-on effect on employee morale.

Sensible organisations will heed warnings about toxic masculinity and take steps to mitigate these risks. These steps mostly come down to common sense and include having robust EDI policies, comprehensive training on appropriate workplace behaviours and a resolute commitment to challenging harmful workplace behaviours whenever they appear. However, where a workplace is already seeing significant negative consequences of allowing a toxic culture to persist, more drastic actions, such as disciplinary investigations, may be necessary. 

For further information on our employment services, please click here.

Lawrence Stephens Advises on Landmark Cotswolds Pub Acquisition for Redevelopment

Posted on: June 11th, 2025 by Alanah Lenten

Bradley Lee and Charlotte Hamilton from our Corporate team, alongside Angela McCarthy and Nick Marshall from the Commercial Real Estate team, have advised Rafic Said on the acquisition of the entire issued share capital of The Cotswold Cock Inn Ltd, a corporate structure used to acquire the company’s principal asset: a characterful pub in the Cotswolds.

With planning permission already in place, Rafic intends to redevelop and re-open the pub, breathing new life into the site and bringing a new hospitality offering to the area.

The transaction highlights the strength of Lawrence Stephens’ collaborative, cross-disciplinary approach. By structuring the deal through a corporate acquisition, the team was able to deliver an efficient solution that balanced both commercial and legal priorities, while unlocking real value for the client.

Bradley Lee commented:
“This is an example of where Lawrence Stephens flourishes, combining our Corporate and Commercial Real Estate expertise to work seamlessly as a team and help our clients realise their ambitions.”

Rafic Said added:
“Lawrence Stephens were exceptional throughout, commercially astute, approachable, and solutions-focused. Their expertise gave me real confidence at every stage of the process.”

For more information on our Corporate and Commercial services, click here

Lawrence Stephens welcomes Director, Laura Brown as a key addition to Real Estate Finance team

Posted on: June 3rd, 2025 by zhewison

Laura brings over 11 years of experience as a finance lawyer, specialising in real estate finance. She advises lenders on a broad range of transactions, including senior and mezzanine financing for commercial and residential property development, investment acquisitions, refinancing, and portfolio financing.

Her deep sector knowledge, commercial insight, and strong client relationships significantly enhance our finance capabilities and expand our reach in the market.

Laura Brown said: “I am thrilled to join Lawrence Stephens at an exciting time in the firm’s growth. It is an honour to work alongside such a talented team, including my long-standing colleague and friend, Steve Clinning. I am passionate about the delivery of excellence and exceptional client service, and I am eager to build upon the firm’s legacy.”

Ann Ebberson, Director and Head of Real Estate Finance as Lawrence Stephens said: “I’m delighted to welcome Laura to Lawrence Stephens and our Real Estate Finance team. She brings a wealth of industry expertise and a portfolio of exceptional clients, significantly strengthening our real estate finance capabilities and commercial reach. These are exciting times for the firm, and Laura’s arrival marks another step forward in our continued growth.”

Lawrence Stephens advises Salomon on store at Battersea Power Station

Posted on: June 3rd, 2025 by zhewison

Nickhil Mandora, Director at Lawrence Stephens, has advised Salomon on their latest UK store at Battersea Power Station. This is the third UK store Salomon has opened in the past year, with Nickhil advising on all lettings.

Founded in 1947 in the French Alps, Salomon is an outdoor brand creating high-performance gear for running, hiking, skiing, and adventure. The Battersea Power Station store will be focused on footwear, offering a collection of sport-style, running, and hiking shoes.

This letting solidifies Battersea Power Station’s status as an iconic and desirable shopping destination, home to lifestyle brands favoured by consumers.

Nickhil Mandora: “We are delighted to assist Salomon on their latest UK retail space in the iconic Battersea Power Station, marking a hat trick of stores in the capital for the brand. Salomon have been consistently innovating not only the products they offer but the services provided in-store and we are excited to continue our partnership with them”.

For more information on our services and expertise in the commercial real estate sector, please click here.

How to protect your crypto assets

Posted on: May 30th, 2025 by Natasha Cox

Director and Head of Blockchain and Digital Assets, Matt Green, comments on the recent series of attempted kidnappings of crypto entrepreneurs and discusses how to best protect assets stored on the blockchain, in The Next Web.

Matt’s comments were published in The Next Web, 29 May 2025, and can be found here.

“Despite the industry pining for decentralisation, much of the data points towards identifiable individuals with either massive wealth or access to third parties’ wealth. Simple blockchain analytics openly identifies addresses holding fortunes, and once those addresses are associated with named individuals (data triaging and clustering can unmask a pseudonymised  address), then criminals can see very clearly that a person holds significant wealth. Imagine your bank balances are posted online and through analysing open source data, the world can see it’s your account.

“In terms of crypto holders, the only thing stopping criminals gaining access is human error or force so kidnapping aims to break down the integrity of that human led security.

“The nature of blockchains means balances and addresses are public. In the same way van stickers read “no tools are kept in this vehicle”, it might be worth making a conscious effort to show a single person under duress is incapable of giving access to crypto holdings. Having clear statements about Multi-Sigs (Multi-Signature wallets) would likely deter kidnappers, who would have to pursue multiple individuals to make gains.”  

To out more about our work on blockchain, crypto and digital assets, please click here