Indre brings extensive experience advising banks, alternative lenders, and funders on a wide range of domestic and cross-border financing transactions.
Her experience spans real estate investment and acquisition finance, lender participations, and co-funding arrangements across a wide range of asset classes, including residential and commercial developments, student accommodation, retail, office spaces, and mixed-use schemes.
With a deep understanding of lender priorities and a highly commercial approach, Indre is recognised as a trusted advisor in the real estate finance sector. At Lawrence Stephens, Indre will play a key role in supporting the continued growth of our rapidly expanding Real Estate Finance team and will strengthen our capabilities across complex funding structures.
Ann Ebberson, Director and Head of Real Estate Finance, commented:
“We are thrilled to welcome Indre to the team. It is an exciting time for our team as we continue to grow through strategic appointments such as this. Indre brings an impressive track record that will allow us to continue to progress matters swiftly and provide lenders with commercial advice and recommendations. We look forward to the impact that her insight and sector expertise will have for our valued clients.”
You can read more about the Real Estate Finance team here.
Lawrence Stephens is a London based firm but has many international clients and a large number of our assignments have an international component.
To support our growth in this area, we are pleased to announce that Gregory Palos has been appointed as Head of International, alongside his existing role as Head of Financial Institutions.
In this role, Gregory will assist and provide direction to our International Desk Heads in their roles, and to help guide the evolution of our international strategy over time.
We established six regional desks in early 2025, coordinated though Desk Heads who have language skills and an understanding of the cultural, social and business environment in these jurisdictions. Read an overview of our International services here.
Gregory was also recently elected as President of the European Lawyers Group, a formal network of 17 European law firms. Gregory has Cypriot heritage and his extensive business and legal experience enables provides the network with effective leadership, guidance and support.
Lawrence Stephens has been a member of this network for some years and Gregory has been tasked with developing the relationship and professional development programme between these firms, as well as recruiting new members in new jurisdictions. Please see their website for more details: https://european-lawyers-group.eu/
You can read the full article as published on Thomson Reuters below.
As traditional finance houses seek to diversify and enter the decentralised world (bitcoin’s value increased by 132% over the last five years), the obvious risks are less technical and more human.
Senior boards are hiring staff whose job specifications are sometimes not fully understood or wildly unfamiliar. Crypto traders often possess specific knowledge that is not widely shared across an organisation, posing a significant risk to business operations.
Little exemplifies this pattern more than a recent UK High Court case (held in private) brought by a London hedge fund that found more than 1.9 million USDC (a stablecoin called Circle, whose value is pegged to the U.S. dollar) drained from their trading account. They had no idea how this happened, no clear leads and no technical vulnerabilities.
This article deals with how lawyers, investigators and blockchain forensic firms helped recover most of the funds within nine working days from being instructed through to recovery, and how the most “nuclear” of legal tools can be used to secure fast and substantial results.
Tracing stablecoins and the smoking gun
The approximately 1.9 million USDC drained was traced by Token Recovery, a blockchain forensics firm that confirmed the funds were consolidated into a single address and remained there for several days. From experience, in the event of a theft, funds are quickly laundered via tumblers and put out of reach by a process known as “smurfing,” whereby large sums of money are broken down into smaller transactions to remain undetected by anti-money laundering protocols and to frustrate tracing. The fact that this money remained in one place for several days indicated that the threat actor was likely unsophisticated and opportunistic.
It was suggested that the hedge fund conduct an internal investigation to determine whether any suspicious staff or activity indicated that the theft was an inside job.
The hedge fund found that one employee, a software engineer (“Mark”), had recently resigned, and according to access logs, took a particular interest in the targeted wallets on the day of the theft.
In response to certain behaviours during employment, the hedge fund had implemented human-resources-led monitoring software on his profile, which took a screenshot of his computer every few seconds, creating a video of his activities. The software had largely been forgotten, but was now vital evidence, given the direction of blockchain forensics.
The video showed that Mark:
Reviewed the balances of the hedge fund’s crypto trading accounts.
Logged into the relevant servers which ran the trading engines.
Initiated memory dumps of those engines and copied them to his local system.
Loaded the files into a debugger and immediately navigated to the relevant private keys, which gave any holder the ability to withdraw funds from the relevant account.
Then, moments later, searched Google for “Metamask” (cryptocurrency wallet management software) and “what is a Polygon wallet,” suggesting he intended to trade the funds on the Polygon market.
In all, this was key evidence, given there was no genuine reason for Mark to navigate to the private keys. It may have taken longer to consider this evidence without the forensics and laundering patterns.
Law enforcement
The incident was reported to police on several occasions, and a crime reference number was provided, to be handled by Action Fraud, a triaging service for law enforcement.
From the pace and manner following reporting, the hedge fund instructed its lawyers, law firm Lawrence Stephens Limited, of which the author is a partner, to make a move more quickly, given the evidence at hand. This is the timeline’s first working day.
Urgent injunctions, nuclear options
On the second working day, the hedge fund and its legal team appeared in the High Court on an urgent basis, seeking highly intrusive court orders.
The first was a proprietary injunction (an order to do or not do something with specific property or its traceable proceeds) over the approximately 1.9 million USDC, which in the meantime had started moving and was being laundered more professionally.
The second was a worldwide freezing injunction over Mark’s assets over £1,000 in value and up to $1.9 million (approximately £1.5 million) in total, preventing him from moving assets or money, except for his capped living expenses, without being in contempt of court.
The third was a search and imaging order (also known as an “Anton Piller”[1] order), which allowed the legal team to search Mark’s premises for relevant documents and electronic devices, gain access to relevant accounts, compel the delivery of information and hardware and image the contents of those devices.
This would ensure that critical evidence could be searched for, seized, recorded and preserved for future use. In short, it prevented Mark from destroying evidence that could potentially prove his liability and reveal to the hedge fund what happened to its stolen USDC.
Anton Piller orders are rare, granted by the courts in limited circumstances and widely viewed as the civil court’s “nuclear option.”There must be an extremely strong prima facie case to persuade the court to make such an order, and the court appoints a supervising solicitor to safeguard a defendant’s interests during the search.
The hearing was on an “ex parte” (without notice) basis, meaning Mark had no knowledge that this was happening. The court issued the orders that night. A private investigator was then hired to follow Mark’s movements and monitor his home.
Working day three was spent preparing documents for service and instructing forensic imaging experts (JS Held) who would image devices, and the supervising solicitors.
Home entry
Execution of the search was planned for working day four, a Friday. Service of documents was limited to between 0930 and 1400. There was always a risk that Mark might not be at home, that he (or any cohabitant) might refuse to open the door, or that he might jump out of the window and run away. In any of those cases, a new court order would likely be required. Had he wilfully refused to open the door, he would have been in contempt of court.
The investigator confirmed that Mark was seen entering the house the night before, and there was no evidence that he had left. The supervising solicitors knocked just after 0930 and woke the house. A relative opened the front door, shortly followed by Mark, who thought it was an Amazon delivery.
Mark was immediately served with the Anton Piller order. He had two hours to seek legal advice before the search party entered and was immediately required to hand over his mobile phone and other relevant electronic devices. He was not to be left out of sight for the day.
Search party
Two hours later, the legal team search party was allowed in. There was no protestation or outward denial of wrongdoing, and Mark granted access to the search party. The incumbents’ movements were monitored carefully to mitigate the risk of Mark destroying key documents or dissipating his assets. As the funds are digital, any internet access is high-risk, and 30 seconds locked in a toilet is enough time to put the USDC or other assets out of reach. As ordered by the judge, his phone was imaged on site and returned without delay.
All relevant electronic items were secured, including mobile phones, a PlayStation5, USB sticks, memory cards and a gaming computer. Physical reviews of paper, including receipts and pages of old cheque books, might reveal seed phrases (a collection of innocuous words, which, when input, give access to a crypto wallet) or private keys.
Mark was required to give the forensic imaging team access to all relevant accounts, including financial and crypto trading accounts. He maintained various cryptocurrency accounts with several providers and also held an account for Monero, a privacy-focused cryptocurrency designed to make tracing difficult.
The search lasted until around 1730, a time deemed reasonable to avoid unnecessary intrusion. The next two days were a weekend.
Freezing order
Mark was also served with the worldwide freezing and proprietary orders on the search day. Although he could technically move funds and dissipate assets, if it were found that he had done so after service, he would have been in contempt of court (a criminal offence). The power of that deterrent may have been reinforced by his mother, who happened to be a lawyer. Non-compliance, in his mind, may be outweighed by the value of the assets.
The freezing order also required him to detail all worldwide assets worth more than £1,000 on working day nine. This is vital. If he had the stolen funds or any proceeds, he must disclose them — unless, in limited circumstances, they are incriminating — or face contempt of court.
Settlement negotiations
Settlement offers yield quick results, especially when court hearings are imminent and pressure is greatest. As the first hearing was ex parte, the process required a further hearing two weeks later to allow Mark, the respondent, to seek to amend, discharge or agree to continue the orders. This is called a “return date” and is for the benefit of the respondent following ex parte hearings.
Mark’s lawyers made various attempts to settle. However, on working day nine, no agreement had been reached, and Mark was required to disclose his assets by 1730.
This was the overwhelming pressure point for settlement, because without a deal, Mark would now have to disclose his assets.
Eventually, Mark offered to agree to stay proceedings and discharge the orders, after which he would send more than 1.5 million USDC to the hedge fund directly, on a peer-to-peer basis.
Since trust was low, the preferred mechanism was inverse, such that the parties would agree that, upon receipt of Mark’s funds, the hedge fund’s lawyers irrevocably undertook to file a consent order (agreed by the parties) to stay proceedings and discharge the orders, subject to a short contract detailing terms. Mark was to send the funds in two stages, one dollar first, then the balance, to ensure transaction integrity.
The hedge fund made a take-it-or-leave-it offer: recover the money first, or Mark discloses and the parties proceed to litigation, knowing he had more than 1.5 million USDC that could be paid into the court as security during the proceedings. Mark took the deal.
Peer-to-peer settlement
This was a pure peer-to-peer settlement. The respective lawyers did not hold nor were they in any way in control of the flow of funds. On a call, Mark sent the first dollar, which the hedge fund received. Notably, the sending address was now identifiable, given that the transaction took place, and the hedge fund conducted a cursory review of the address.
Mark then paid the balance directly to the hedge fund.
Upon receipt, the consent order was filed, and proceedings were stayed. This was working day nine.
Decisive action
Understanding blockchain analytics helped to identify Mark, where there were no other obvious targets in the aftermath of an emergency. Convincing evidence of wrongdoing led to draconian injunctions and the Anton Piller order, which put enormous pressure on Mark. The settlement offer resulted in Mark’s disclosure of approximately 1.5 million USDC, which was the determining factor.
Within nine business days, the hedge fund’s team had changed the position from a complete unknown to obtaining more than 80% of the value of lost USDC, the hedge fund being satisfied that the balance had been dissipated and/or not worth the cost to pursue.
Often, published court proceedings involving lost cryptocurrency have yielded less-than-satisfactory results for victims. Accordingly, it is important to share success stories and show that recovery is real when the facts align and the analytics are well understood.
[1] Anton Piller KG v Manufacturing Processes Ltd [1976] Ch. 55
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.
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.
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.”
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.
Leigh Sayliss, Director and Head of Tax at Lawrence Stephens, is the chair of the Chartered Institute of Taxation’s Property Taxes Committee.
Following the budget announcement his comments were published here on the 26 November 2025.
Full text below:
New surcharge will add more complexity to property tax system
Commenting on today’s announcement of a high value council tax surcharge in England, Leigh Sayliss, chair of the Chartered Institute of Taxation’s Property Taxes Committee, said:
“This measure adds further complication to the current complex system of property taxation. There are already nine main taxes1 that you have to consider if you own property.
“Council tax is usually levied on the occupier whereas this tax will be payable by owners, including owners holding property indirectly through companies or trust structures, meaning that different people may taxed in relation to the same property.
“No tax is popular with those who have to pay it, and dry tax charges2 such as this tend to be especially unpopular.
“A key question is whether ownership of a valuable property is being treated as a proxy for ability to pay as some who will receive a bill will be ‘asset-rich, cash-poor’ pensioners.
“Just because a house has high value does not mean the owner has significant equity in the property. Longer mortgage terms have become more common. Asset-rich, cash-poor individuals who have built up a deferred mansion tax alongside a mortgage could find themselves stuck when they might have otherwise downsized. Particular attention will need to be given to deferral arrangements and the interaction with mortgages and lenders’ willingness to lend.
“Using a banding system, similar to that used for the Annual Tax on Enveloped Dwellings (ATED), will reduce the numbers of arguments on the value of properties as there will only be sensitivity where property values are close to a rate boundary. However, it should be noted that the proposal includes the same ‘double inflationary’ measure that is included in relation to the ATED – each year the rate of the tax will increase by CPI and, as property prices increase, properties will move up into higher rate bands.
“When ATED was introduced, it only affected properties valued in excess of £2m – but then the threshold was reduced to £500k. This raises the question as to whether there is a risk of a similar “scope creep” in relation to this tax, once the principle has been adopted.
“It is welcome that the government has decided to delay the implementation of the charge until 2028, and that there will be consultation on the charge early in 2026 on the details of the reliefs and exemptions, the design of an appeals system, and the deferral and support mechanisms available. From an administrative perspective, a new tax, even if notionally tagged on to council tax, needs time and resource to set up in terms of guidance, collection, appeals process, etc.”
Notes
Council tax, stamp duty land tax (land transaction tax in Wales and land and building transaction tax in Scotland), annual tax on enveloped dwellings, income tax, corporation tax, capital gains tax, inheritance tax, VAT and national insurance.
A tax liability that is payable without any money generated to pay for it.
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.
“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.”
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.
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.
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.
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.
“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.”
“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:
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.
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.
