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Lawrence Stephens advises UHNW Client on £22.5 Million Funding

Posted on: August 19th, 2026 by zhewison

Lawrence Stephens is pleased to have advised the Borrower, a UHNW Client on the provision of £22.5 million of funding from HSBC UK at 50% LTV, to finance the share acquisition of the real estate holding company of a Royal Borough of Kensington and Chelsea property.

The financing provides a five-year interest-only facility, giving the group long-term funding certainty while supporting its investment and refurbishment strategy for the property.

This transaction highlights Lawrence Stephens integrated, cross-practice approach, with our Banking, Corporate, Commercial Real Estate and Construction teams working closely together to navigate a complex cross-border transaction and achieve a successful outcome for the client.

Ajoy-Bose Mallick, Partner and Head of Banking commented:
“We are delighted to have advised our client on this significant financing and acquisition. The transaction involved multiple workstreams across several jurisdictions, requiring close collaboration between our Banking, Corporate, Commercial Real Estate and Construction teams. By working seamlessly together, we were able to deliver a successful financial close that supports the client’s long-term investment and refurbishment strategy for this prime Kensington and Chelsea asset.”

The Lawrence Stephens team was led by Ajoy Bose-Mallick from the Banking team, James Lyons from the Corporate team, with Sam Silverman and Mohammad Hammoud from the Commercial Real Estate team. They were supported by Tom Pemberton in Construction, alongside Banking associate Joel Wish and solicitor Alex Ruder.

What’s in a Name? And How to Protect Yours

Posted on: June 25th, 2026 by Alanah Lenten

For many founders, particularly in creative industries, there is no cleaner way to build a brand than to build it around yourself. Your name, your reputation, your story. The business grows because of who you are. But what happens when you sell that business — or leave it — and the name you built it on goes with it?

This is not a hypothetical question. It is one that has played out in some of the most striking commercial disputes of recent years, and it carries real lessons for any founder considering a sale, an employment arrangement or a partnership where your personal identity is part of the commercial offering.

When you sell the name, you sell more than a word

Jo Malone sold her fragrance business to The Estée Lauder Companies in 1999, transferring not just the brand but the contractual rights to her name in commercial contexts. She left in 2006, launched Jo Loves in 2011, and began a fragrance collaboration with Zara in 2019. In early 2026, Estée Lauder filed legal action against her for breach of contract, trademark infringement and passing off — a concept in English law referring to misleading consumers into believing goods or services are connected to another business — all centred on the words “in collaboration with perfume Ms Jo Malone CBE, founder of Jo Loves” appearing on Zara’s promotional material.

When the clock runs slowly

When Bobbi Brown sold her cosmetics brand to Estée Lauder in 1995, she signed a 25-year non-compete. She left the company in 2016, spent years waiting out the remainder of her restriction — reportedly wearing a charm necklace engraved with its expiration date — and launched Jones Road Beauty the day it expired in October 2020. The brand has since grown to approach a $1 billion valuation.

This was a US dispute, and a 25-year restriction would face serious challenge under English law. UK courts will not simply enforce whatever the parties agreed;

When your name is licensed, not sold

Bridal designer Hayley Paige signed an employment contract in 2011 that gave her employer, JLM Couture, the rights to her name and her designs. When she sought to renegotiate in 2019, she was sued for using her own name and lost the right to design wedding dresses under it during the litigation. In 2024, following a settlement, she paid $263,000 to reacquire her name, her intellectual property and her social media accounts. She released a comeback collection in 2025.

Again, a US case — but the underlying issue resonates in any jurisdiction: signing away your name rights early in your career, without fully understanding the long-term implications, can cost you far more than you bargained for.

What this means for UK founders

These cases share a common thread: founders who built businesses around their personal identity, and later found that identity contractually constrained in ways they had not anticipated. For UK founders — whether selling a business, entering an employment arrangement or taking on investment involving any assignment of IP or brand rights.

These are the questions worth asking before you sign:

What are you licensing or transferring?

Name rights, trademarks and goodwill can be transferred independently of the business itself. Be precise about what you are giving up and in which contexts.

What restrictions apply after exit?

Non-compete and non-solicitation clauses in UK sale agreements are enforceable where reasonable. Courts look at time, geography and the scope of restricted activities.

Does the restriction apply to you personally?

There is an important distinction between a company selling a brand and an individual agreeing to restrict their own future conduct. Both are possible in the same transaction — but they need to be understood separately.

What happens to your name in a commercial context post-completion?

If your name is being transferred or licensed as a trademark, understand precisely what you can and cannot do with it going forward — including on social media, in collaborations and in any new ventures.

Are there protections built in for you as an individual?

The right to use your own name for non-commercial purposes, to reference your professional history, or to be identified as a founder are all capable of being preserved — but only if negotiated and documented properly.

Founders who build businesses around who they are should take as much care over the legal architecture of their name as they do over the commercial architecture of the business itself. Once those rights are transferred, reclaiming them is rarely straightforward — and can, as these cases show, take years.

A note on jurisdiction: the Bobbi Brown and Hayley Paige cases arose under US law. The legal frameworks — particularly around non-compete enforceability — differ materially from the position in England and Wales. The commercial lessons, however, translate universally.

Lawrence Stephens Advises on the Sale of Agility Fleet to Driveway Vehicle Solutions

Posted on: May 18th, 2026 by Ella Darnell

Lawrence Stephens is pleased to have advised the shareholders of Agility Fleet Holdings and its subsidiary companies on the successful sale of Agility Fleet Holdings to Driveway Vehicle Solutions, part of Lithia UK.

Agility Fleet, a Bromsgrove based fleet management, contract hire and leasing business, has built a strong reputation for delivering responsive and customer focused services over more than two decades. The transaction sees Driveway Vehicle Solutions acquire Agility Fleet’s managed vehicle portfolio, FCA registration and operational expertise, adding more than 1,200 vehicles to its fleet and strengthening its position as a leading UK provider.

Lawrence Stephens advised the shareholders of Agility Fleet, throughout the transaction, supporting them through the sale process and helping to deliver a smooth and successful outcome.

Commenting on the transaction, Jeff Rubenstein, Head of Corporate and Commercial at Lawrence Stephens, said:

“This transaction represents a fantastic outcome for the Agility Fleet shareholders following many years of dedication to building a high quality, customer focused business. It has been a pleasure to support them through this important milestone and to help secure a future for the business with Driveway Vehicle Solutions, which is well positioned to drive the next phase of growth. This deal reflects the continued strength of the market for well run, service led businesses and the strategic appetite for acquisitions that deliver immediate scale and capability.”

Keith Townsend, Chairman of Agility Fleet, added:

“Lawrence Stephens provided invaluable support throughout the transaction, guiding us carefully through each stage of the process. Their pragmatic advice and deep understanding of our objectives helped ensure a smooth and successful outcome. We are incredibly grateful for their support as we complete this important chapter for the business and move into its next phase with Driveway Vehicle Solutions.”

Driveway Vehicle Solutions, which has experienced strong growth over the past year, continues to pursue an ambitious strategy to expand its fleet and capabilities, with a focus on delivering enhanced choice, service and value to customers. The acquisition of Agility Fleet marks a further step in that journey.

The Lawrence Stephens team was led by Jeff Rubenstein, supported by Harshita Samani, Avni Patel and Sophia Dixon.

This transaction reflects Lawrence Stephens’ continued strength in advising founders, owner managed businesses and shareholders on strategic exits, particularly where businesses are transitioning into larger platforms positioned for further growth.

 

Lawrence Stephens Advises Videx Electronics on UK Acquisition

Posted on: May 11th, 2026 by Ella Darnell

Lawrence Stephens is pleased to have advised Videx Electronics S.p.A., a leading Italian manufacturer of advanced intercom and video intercom systems, on the acquisition of its sole and exclusive UK distributor.

The transaction represents a significant milestone for Videx, strengthening its direct presence in the UK market and supporting the continued expansion of its international operations.

Lawrence Stephens acted on the UK legal aspects of the transaction, working closely with Videx and its advisers across jurisdictions to deliver a seamless cross border deal.

The matter was led by Jeff Rubenstein, supported by Harshita Samani, Krysha Hunt, Emma Cocker, Isobel Moran and Avni Patel, drawing on the firm’s experience in cross border M&A and international corporate transactions.

Jeff Rubenstein commented:

“We were delighted to support Videx on this strategically important acquisition. Bringing the UK distribution business in house is a clear statement of Videx’s long term commitment to the UK market, and it was a pleasure to work alongside such a collaborative and well aligned group of advisers to achieve a successful outcome.”

Edoardo Marcantoni, Executive Manager of Videx.it, added:

“This acquisition marks an important step in strengthening our presence in the UK and further developing our international footprint. We greatly appreciated the clear, commercial and responsive support from the Lawrence Stephens team, who worked closely and seamlessly with our advisers in Italy and the UK to guide us through the UK legal aspects of the transaction.”

A number of advisers supported the transaction across jurisdictions, including:

  • M&A Financial Advisory (valuation, acquisition finance and financial due diligence):

Bernoni Grant Thornton (Italy) – Sante Maiolica and Giovanni Marino

  • UK Tax Advisory (including tax due diligence):

Grant Thornton UK – James Moore

  • Italian Legal Advisory:

Lexalia Law Firm – Domenico Mastrangelo and Andrea Lino

Lawrence Stephens would like to thank Videx and all advisers involved for their collaboration and commitment in delivering this successful cross border transaction.

Lawrence Stephens Completes 10 Transactions for Ansor Portfolio Companies

Posted on: April 15th, 2026 by Ella Darnell

In the week before Easter Lawrence Stephens completed 10 corporate transactions for portfolio companies backed by buy‑and‑build private equity firm Ansor, marking a particularly active period in the run‑up to the end of the financial year.

The transactions were completed across multiple Ansor portfolio companies, including ALS Dental, Fourcentric,  Ecology Group, MSK Clinics and Owlis Technology operating across sectors such as fire and security, compliance services, healthcare and dental, and facilities management.

The acquisitions reflect continued growth and strategic momentum across the portfolios.

Lawrence Stephens advised on all of the transactions, working closely with Ansor and its portfolio company management teams to deliver matters efficiently within a compressed timeframe. The work was led by the firm’s Corporate & Commercial team, with support from Commercial Real Estate and Employment, providing coordinated, joined‑up advice.

Ryan D’Souza, Partner, Corporate and Commercial at Lawrence Stephens, commented:

“Completing 10 transactions in such a short period underlines both the strength of our relationship with Ansor and the quality of the businesses within its portfolio.  It also reflects the ability of our teams at Lawrence Stephens to deliver against demanding deadlines. We are proud to support Ansor as it continues to execute on its growth strategy”.

Edward Ainsworth, Managing Partner of Ansor LLP commented:

“Lawrence Stephens has advised Ansor and its portfolio companies on more than 116  acquisitions  to date, providing a safe pair of hands and long‑term support across the full deal lifecycle, from initial investment through to bolt‑on acquisitions and group development.”

Ansor is a specialist buy‑and‑build private equity firm, with over £500 million of assets under management, backing high‑quality management teams in fragmented, growing sectors and supporting them through disciplined acquisition‑led growth strategies.

Lawrence Stephens acts as a trusted adviser to Ansor and its portfolio companies, across the full deal lifecycle, from initial investment through acquisitions to long‑term portfolio growth. The firm’s deep familiarity with Ansor’s portfolio enables transactions to be executed efficiently and at pace.

If you are considering selling your business, or would like an introduction to a buyer operating a proven buy‑and‑build strategy, please get in touch with Ryan D’Souza.

Lawrence Stephens Strengthens Corporate and Commercial Team with Senior Associate Andrea Covolan

Posted on: February 24th, 2026 by Ella Darnell

Lawrence Stephens is pleased to announce the appointment of Senior Associate, Andrea Covolan, who joins the firm to further strengthen its Corporate and Commercial practice. 

Andrea brings with him significant experience in the corporate M&A sector, with a strong track record on advising on private mergers and acquisitions, as well as venture capital and private equity transactions. 

In addition to his transactional expertise, Andrea’s advises on a wide range of corporate matters, including shareholder agreements, share option schemes, joint ventures, growth share arrangements, and commercial agreements. He regularly supports clients across a diverse range of sectors, including food and beverage, fashion, entertainment, manufacturing, financial advisory, and technology, offering tailored, commercially minded advice and an ability to anticipate evolving client needs. 

Andrea is dual-qualified in both the UK and Italy, and has extensive experience supporting clients on cross-border transactions. His in-depth knowledge of UK-Italy investments, combined with other foreign jurisdictions, enables him to guide clients through complex, high-value and high-stakes international matters with confidence and clarity. Andrea will play a key role in growing the firm’s Corporate and Commercial offering and supporting the team in dealing with complex, multi-jurisdictional deals and supporting businesses with international ambitions. 

Commenting on his appointment, Andrea added: 

“I am excited to be joining Lawrence Stephens at such an exciting period of growth. The firm has established a strong reputation for high-quality advice to entrepreneurial and corporate clients and I look forward to the continued expansion of the Corporate and Commercial team.” 
 
Jeff Rubenstein, Head of the Corporate team at Lawrence Stephens, commented: 

“We are very pleased to welcome Andrea to the Corporate and Commercial team. His impressive track record across private M&A, venture capital, and private equity transactions aligns perfectly with the strategic direction of our practice. Andrea’s expertise in cross-border and multi-jurisdictional matters, particularly in relation to his UK-Italy work, significantly enhances our capability to support clients pursuing international opportunities. He will be a valuable asset to the team as we grow in this space.” 

You can read more about the Corporate and Commercial team here. 

Lashes, Lipstick, Legal: The Business Considerations Behind Beauty Trends

Posted on: December 16th, 2025 by Alanah Lenten

No, we haven’t lost the plot, beauty is big business, £30.4 billion big. And few know that better than Jonathan Grubin, founder of SoPost, the UK leader in digital campaigns for product sampling. SoPost helps brands reach the right people in the right places with sampling experiences that drive awareness, conversion, and high-quality engagement. They work with household names, so when Jonny talks trends, we listen.

The beauty and wellness industry is evolving and scaling fast, think sleep-focused campaigns, TikTok Shop dominance, and cross-border acquisitions. But behind the glitter and gloss lies a legal layer every entrepreneur in this space needs to understand to keep this billion-pound industry thriving.

Jonathan Grubin shared what is trending, and Charlotte Hamilton, Associate in Corporate and Commercial, explained what it means for your business along with the legal position that we advise our clients in this space not to ignore.

 Trend 1: Leaning into Sleep

Today, the elevation of sleep has moved from a basic necessity to the “ultimate luxury” and a status symbol. This is driven by an increasing understanding of sleep’s vital role in physical appearance and overall well-being and brands are ‘waking-up’ to this market opportunity for example, Estée Lauder’s “Beauty Sleep Dupe” campaign for Advanced Night Repair Serum or Kourtney Kardashian’s wellness brand releasing ‘Lemme Sleep’.

Legal Insight: Whilst we’d all love a miracle product to grant us more sleep, health-related claims must be substantiated under UK ASA guidelines and EU advertising law. Where the Americans may get away with it, Misleading claims in the UK and EU can lead to fines and reputational damage.

Tip: Businesses must always keep evidence for any wellness or performance claims and navigate the use of the language they use to either avoid claiming what they can’t prove or have the receipts to back it up.

Trend 2: TikTok Shop Outpaces Sephora

TikTok Shop goes beyond selling, it’s starting to rewrite the beauty playbook. Its social-first shopping experience blends content and commerce so seamlessly that viral trends turn into instant sales. Lower-cost marketing gives small brands a fighting chance, while “motion creators” showcase products in ways that make you feel the texture, the glow, the result, right through your screen.

Meanwhile, Sephora leans on tradition: brand loyalty and in-store experiences. But TikTok’s impulse-driven model is winning, especially with younger shoppers who want discovery, not routine.

Legal Insight: Selling through social platforms brings its own challenges. It often means navigating consumer protection laws designed to ensure fair treatment, prevent misleading advertising, ban aggressive sales tactics, and guarantee that products are safe and services meet acceptable standards. The Competition and Markets Authority (CMA) continues to update and refine these rules. On top of that, GDPR compliance is critical, and Tik Tok makes it clear  that sellers are responsible for ensuring they meet all requirements.

Tip: Ensure data handling meets the ever evolving UK/EU standards.

Trend 3: US Powerhouses Enter UK Market

US beauty powerhouses like Ulta Beauty and Sephora have entered the UK market by acquiring established local retailers, including Ulta’s acquisition of Space NK and Sephora’s acquisition of Feelunique. This strategy allows them to bypass the challenges of building from scratch and gain immediate access to a loyal customer base, a strong retail presence, and crucial market knowledge.

Legal Insight: This means fierce competition in the UK as these US powerhouses are now backing existing UK businesses, circumventing any set up challenges. We think this gives our clients all the more reason to make sure that they are set up properly. Consider the status of your IP, contracts, employment and regulatory compliance.

Tip: Make sure your IP, workforce, practices and contracts are in order early so that litigation is not what holds you back.

Trend 4: The consumer no longer trusts you

Consumer trust is at an all-time low, and it’s important that beauty businesses weave authenticity, community and trial into their marketing to gain trust and create a loyal consumer base.

Legal Insight: Consumer trust is fragile, the Advertising Standards Authority (ASA) are cracking down on misleading ads and influencer non-disclosure to combat this. Influencer disclosure rules are increasingly important to consider, they require that content creators clearly and conspicuously disclose any “material connection” to a brand – Grace Beverly of TALA was hit pretty hard by this one.

Tip: Authenticity wins. Get your influencer agreements drafted with clear disclosure obligations,  build authenticity through compliant campaigns and community-driven engagement. It’s good ethics and good business.

Bottom line :

Legal foresight can act as a competitive advantage. Whether you’re launching a product, scaling via social commerce, or eyeing acquisitions, understanding the legal landscape keeps your brand thriving and out of costly trouble.

Contact Jonathan Grubin to see how SoPost can ensure your campaign success and if you want more detail on what considerations your business should consider contact Charlotte Hamilton.

Read the rest of The Fineprint edition 2 here. 

Lawrence Stephens Advises on Cross-Border Sale of IBL Lighting to Inovara Group

Posted on: December 15th, 2025 by Ella Darnell

Lawrence Stephens’ Corporate team is pleased to announce the successful completion of the sale by the shareholders of IBL Lighting (UK) and the businesses in Hong Kong and China to Inovara Group, a platform company of Ambienta SGR. 

This transaction demonstrates Lawrence Stephens’ expertise in managing complex, multi-jurisdictional deals.  

IBL Lighting, a UK-originated specialist in architectural LED lighting, has established a strong global presence with regional offices in Hong Kong and distribution capabilities in China. Renowned for delivering innovative lighting solutions, the company serves prestigious projects across Asia, the Middle East, Europe, Australia, and beyond. 

The acquisition by Inovara Group strengthens IBL Lighting’s international reach and positions the business for continued growth in the global lighting market.  

The deal was led by Jeff Rubenstein and supported by James Lyons, Harshita Samani, Lucy Cadley and Avni Patel.  The transaction involved our liaising with stakeholders across Australia, Hong Kong, China, the Philippines, the UK, and the USA, with Lawrence Stephens coordinating closely with overseas counsel in Hong Kong and China to ensure a seamless process. 

Commenting on the transaction, Simon Weller, who represented the sellers, said: 

“Working with Lawrence Stephens was an exceptional experience. From the outset, their team demonstrated a deep understanding of the complexities involved in an international transaction. Their ability and flexibility in coordinating across multiple jurisdictions and managing diverse stakeholders was invaluable in bringing this deal to a successful close. I would highly recommend Lawrence Stephens to anyone seeking expert legal advice on cross-border transactions.” 

Jeff Rubenstein, Head of Corporate and Commercial at Lawrence Stephens, added: 

“This transaction truly showcased the strength of our team in managing cross-border complexities. With parties and advisors spread across five countries, seamless communication and collaboration were critical. We are proud to have delivered a successful outcome for our client and look forward to supporting more businesses with international ambitions.” 

Lawrence Stephens is proud to have supported the shareholders of IBL Lighting in this significant milestone and remains committed to helping clients achieve their strategic goals across borders. 

Selling-Up and Scaling-Up: What investors look for in SMEs

Posted on: December 8th, 2025 by Alanah Lenten

Thinking about what’s next for your fast-growth business? For many founders, “selling up” sounds like throwing in the towel. But in the right hands, it’s the start of something bigger.

We’ve teamed up with our long-standing client, Ansor, a professional investment business that has a proven track record of successfully buying ambitious SMEs in the UK (and overseas) to develop them into market-leading businesses through their buy-and-build strategy.

We asked Ansor what they look for when choosing SMEs to join their growth journey. They came back with five key characteristics that make a business stand-out to them and what you could consider as you grow your business.

  1. SMEs Operating in Fragmented Sectors with Strong Tailwinds

Ansor’s sweet spot is focusing on sectors where the market is fragmented and ripe for consolidation. They look for room to scale through organic growth and acquire the best of the existing businesses to bring together a true market leader. Their sector coverage is across but not limited to healthcare, business services, specialist manufacturing and technical services to the built environment – all sectors supported by demand trends and persistent, macro-level forces that support growth for the long-term.

Therefore, if you’re in a niche with lots of small players and strong demand, you could be sitting on a goldmine. Scale is the name of the game.

  1. Excellent Culture and Values

Businesses with a clear sense of purpose and strong internal culture stand out. Ansor looks for companies whose values align with theirs; businesses that are committed to building something enduring. Ansor recognises that culture and values help build and maintain high performing teams.

Your culture isn’t just an HR buzzword. It’s a growth asset. Document it, live it, and make sure it shines through.

  1. Ambitious Management Teams with Clear Succession Pathways

People are at the heart of every successful business. Whether it’s a founder-led company with leadership ready to continue the journey, or a business where the owners are preparing for succession, Ansor partner with teams that are open to collaboration and growth. For those retiring, Ansor bring the support and structure needed to build out leadership, promote from within and ensure continuity. For those who are just getting started, Ansor are supportive and encouraging to help scale the business. It’s a team sport. What is good for the leadership team is good for everyone.

If you’re thinking about stepping back, plan early. If you’re gearing up for growth, show you’ve got the right team and the right mindset.

  1. Strong Underlying Profitability and Growth Potential

Ansor have discovered that there are desirable financial characteristics indicating strong fundamentals and competitive positions. These include stable and high-quality revenue streams, attractive margins, and reliable, repeatable cash flows. Beyond fundamental financial stability, they seek signs of growth –  whether organic or through identifiable levers that can be unlocked together post-acquisition.  

Healthy numbers matter. But so does a story about where you’re headed. Can you show both?

  1. Value Creation Potential

Ansor’s model is to combine SMEs together to create exciting high growth, market leading businesses of the future. They are experienced in creating and executing phased integration strategies to improve and join up the thinking on key business areas such as sales and marketing, procurement, service delivery, geographic expansion and systems to provide the highest quality of data to scale up.

If you’ve got room to improve and scale, that’s opportunity knocking. Think beyond today, what could your business look like in five years with the right backing?

Ready to explore what’s next?

If you are thinking about next steps and any of the above business attributes seem familiar, why not take a look at Ansor’s current portfolio companies here: https://www.ansor.co.uk/our-companies/

Read more about the work we do with Ansor to facilitate fast-growth, scalable businesses here or to understand how we can support you please contact Ryan D’Souza.

Read the rest of The Fineprint edition 2 here. 

Lawrence Stephens Advises on Sale of Aspire Independent Financial Planners LLP Assets to HCF Partnership Ltd

Posted on: December 3rd, 2025 by Ella Darnell

Lawrence Stephens is delighted to have advised the owners of Aspire Independent Financial Planners LLP, Gary Plein and Jeff Maze, on the successful sale of their business to HCF Partnership Ltd.

This transaction forms part of our ongoing work in the consolidation of the Wealth management and Independent Financial Advisers (IFAs) sector, an area in which we have extensive experience and a proven track record.

This latest deal follows similar transactions we have advised on in the sector, including advising Fidelius on its investment in Vobis and advising HFMC Wealth on a series of strategic acquisitions further demonstrating our commitment to supporting clients through the entire lifecycle of their business be it sales or acquisitions.

The transaction presented unique challenges due to the structure of the deal and changes to the sale mechanism during the process.

Our team led by Jeff Rubenstein and assisted by Associate Isobel Moran, Solicitor, Avni Patel  and the employment team, adapted swiftly to these developments to ensure a successful outcome for all parties.

Jeff Rubenstein, Head of Corporate and Commercial and lead on the transaction, commented:

“This was a particularly intricate deal, with evolving requirements and structural changes that demanded flexibility and creative solutions. Our ability to adapt and deliver under these circumstances reflects the depth of knowledge and expertise we bring to IFA consolidation transactions.”

Jeff Maze, co-owner of Aspire Independent Financial Planners LLP added:

“We were delighted to have appointed Jeff and his team at Lawrence Stephens to guide us through this once in a lifetime sale. They gave us confidence throughout a complex process. Their proactive approach and ability to navigate unexpected changes ensured that the transaction was completed smoothly and efficiently and we would be delighted to recommend them to anyone in our sector who needs their expertise.”

Lawrence Stephens completes over £33 million worth of transactions in pre-budget sprint

Posted on: November 28th, 2025 by Alanah Lenten

November was an exceptional month for Lawrence Stephens, culminating in an intense surge of activity ahead of the Chancellor’s budget announcement. Pre-budget market speculation prompted many clients to accelerate their transactions to avoid potential negative impacts. This created significant pressure on our teams to complete deals within very tight timeframes.

In the days leading up to Rachel Reeves’ announcement, our teams successfully completed transactions worth over £33 million. Notably, our Corporate and Commercial team alone closed seven transactions the day before the budget, including five acquisitions, one sale, and a share restructure, totalling in excess of £15 million. Meanwhile, the Commercial Real Estate team responded to concerns about possible capital gains tax changes by completing £16.5 million worth of deals, including the sale of two industrial investment properties and the purchase of a mixed-use building.

Jeff Rubenstein, Head of Corporate and Commercial, commented:
“I am incredibly proud of how our team rose to the challenge. We have built a department designed to thrive under pressure, and this achievement shows the strength, resilience, and expertise we bring to every transaction.”

Stephen Messias, Director in Commercial Real Estate and a Lawrence Stephens founding partner, added:
“The scale and complexity of the work completed in such a short timeframe is a testament to the capability of our team. Delivering a number of challenging transactions under these circumstances required precision, collaboration, and unwavering commitment to client objectives.”

These achievements were made possible through exceptional collaboration with all stakeholders and a relentless focus on meeting client requirements under challenging circumstances. November’s success reflects not only the strength of our expertise but also our ability to deliver outstanding results when it matters most.

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.