In this episode, Amardeep Gill and Professor Catherine Staite explore the human dimensions of local government reorganisation and the leadership challenges that emerge when organisations are preparing to close rather than grow. While statutory structural change orders and shadow authority arrangements provide the legal framework for transition, the episode examines how councillors, chief executives, officers, partners and communities experience the reality of organisational change, and what good governance looks like under pressure.

They discuss the relational and cultural aspects of effective endings, including how leaders navigate identity loss, institutional ambiguity and competing political incentives while remaining accountable and effective throughout the transition process. They also consider how organisational culture, behaviours and priorities are carried into successor arrangements, often shaping outcomes long after reorganisation has formally concluded.

In this three-part podcast series, Amardeep Gill and Professor Catherine Staite explore the governance dimensions of local government reorganisation through the lens of 'ending well'. Drawing on research, policy insight and lived experience, the series examines what it means for dissolving councils to discharge their final governance obligations with the same care and rigour as their founding ones, and why the quality of an ending directly shapes the effectiveness of what follows.

In the first episode, the discussion focuses on the paradox of ending and the complex reality that local government reorganisation is rarely just an administrative process. As councils are restructured through statutory structural change orders, shadow authorities, TUPE transfers and service continuity arrangements, longstanding institutions with decades of democratic history are deliberately wound down. The episode explores the governance risks that arise during this period of transition, particularly the danger that urgency and delivery pressures crowd out reflection, leading to rushed decisions, embedded assumptions and lost organisational learning. It considers how the way one institution ends can ultimately strengthen or undermine the foundations of the next.

Partner Charlotte Clayson is joined by Shelley Langan-Newton, CEO of SQR, to discuss her journey into the tech sector and the path to her leadership role.

They explore what inspired Shelley to pursue a career in technology, alongside the challenges she has faced as a woman in a still underrepresented area of leadership, and how the industry can create more inclusive opportunities. Shelley shares the realities of scaling a tech business, including how to balance rapid growth with innovation while maintaining strong values.

Looking ahead, Shelley shares her perspective on the skills future leaders will need and the trends shaping the sector, offering practical insights for those navigating an increasingly fast-moving and competitive tech landscape.

In this second episode of a two-part podcast, Rebecca Rees, Head of Public Procurement at Trowers & Hamlins, is joined by Antony Silk, Director of Procurement at Southern Housing, to continue their reflections on the first year of the Procurement Act 2023.

Moving from process into practice, they explore what happens after final tenders are submitted, including how contracts are structured to deliver long-term value and how feedback, notices and award stages operate under the new regime. Drawing on Southern Housing’s experience, the discussion highlights bidder reactions, the realities of contract delivery and the importance of clear communication throughout.

The episode also focuses on key lessons learned, from managing feedback and avoiding challenges to refining procurement strategy, with practical tips for both contracting authorities and suppliers navigating the competitive flexible procedure.

In this first episode of a two-part podcast, Rebecca Rees, Head of Public Procurement at Trowers & Hamlins, is joined by Antony Silk, Director of Procurement at Southern Housing, to reflect on the first year of the Procurement Act 2023.

Focusing on the competitive flexible procedure, they discuss how organisations are adapting to the new regime, alongside practical insights from Southern Housing’s experience of delivering a major asset management procurement. The conversation highlights the opportunities, challenges and key lessons learned in applying the new rules in practice.

In the next episode in our series where we shine a spotlight on the growth of Black-owned businesses across the UK and the many factors involved in running and scaling a business, Yetunde Dania, Partner and Head of Trowers & Hamlins’ Birmingham office, speaks with Kwame Boateng, founder of Ingrained Oil and winner of the Birmingham Black Business Show Launchpad in Birmingham 2024.

Kwame shares the story behind starting Ingrained Oil and the inspiration that led him into entrepreneurship. He reflects on some of the challenges he has faced along the way, and discusses the wider barriers that can make entrepreneurship less accessible for many founders, particularly within the Black business community.

Kwame also talks about the impact of winning the UKBBS Launchpad and the support package that followed, including the role Trowers & Hamlins played at an important stage in his business journey.

The conversation also explores Kwame’s involvement with the Greater Birmingham Chambers of Commerce’s Black Business Collective and the role that networks, partnerships and community support can play in helping businesses grow.

In the second podcast from issue 17 of Thinking Business, Senior Partner Sara Bailey is joined by Sahar Hashemi OBE, Founder of Buy Women Built and Co-Founder of Coffee Republic, to discuss how effective leadership can drive and sustain transformative change.

Sahar reflects on her journey from launching Coffee Republic to founding Buy Women Built, and shares her perspective on authentic, empathetic leadership. The discussion examines why understanding what clients and customers truly want is central to effective leadership, how leaders can learn from mistakes, and how to balance commercial growth with staying true to your values. Sahar also highlights the work of Buy Women Built in championing female entrepreneurs and addressing the funding and visibility gap faced by women founders.

In this episode of GC Chronicles, recorded as part of our Safe and Ethical AI Month, Matt Whelan interviews Magdalena Koenig, General Counsel at Sirius International Holdings, to discuss the intersection of law and artificial intelligence. They explore the importance of ethical and safe use of AI, the challenges of implementing these principles in business, and the evolving regulatory landscape. Magda shares her journey in AI governance, the significance of human oversight in AI systems, and practical strategies for addressing algorithmic bias and ensuring compliance with data protection laws.

In the first podcast from issue 17 of Thinking Business, Partner Charlotte Clayson is joined by Rupert Small, Founder and CEO of Egregious, to explore the growing cyber risks associated with the rapid adoption of artificial intelligence in business.

Rupert shares his perspective on the key cyber security, data protection and ethical challenges organisations face when implementing AI tools, from managing employee use of third party AI systems to safeguarding sensitive commercial and personal data. The discussion also looks at how businesses can reduce bias and discrimination risks, put practical protections in place, and strike the right balance between innovation, legal compliance and responsible AI use.

In this episode of our GC Chronicles podcast series, Matt Whelan, Senior Associate, is joined by Rupinder Phull, Director of Legal at HomeServe, the British multinational home emergency repairs and improvements business. Together, they discuss Rupinder’s career journey and how he came to join the organisation, diving into the challenges, opportunities and insights that come with leading the legal function of a dynamic business environment.

Their conversation covers the transition from private practice to in-house, the realities of providing day-to-day strategic advice, and Rupinder’s approach to building a high-performing legal team.