More than 10% of the UK’s GDP is derived from professional services. Such firms support the primacy of the UK’s financial services sector in London, whilst driving regional development in Birmingham, Manchester, Leeds and Edinburgh.
Professional services support over 1.5 million UK jobs, with over two thirds of those outside London.
In raw numbers legal services alone contributes £60bn to the economy and supports over 500,000 full time employees. (Law Society)
The UK is the world’s second biggest consulting market with revenues doubling to £20.4bn in the five years to 2023. (MCA)
Nearly a third of all European mergers and acquisitions are handled in the UK, with UK law firms also dealing with around 40% of all worldwide financial services disputes.
UK engineering consultancies and property services firms anchor infrastructure and development projects worldwide.
Yet even success so deeply embedded is not protecting professional services firms from headwinds;
TALENT & NEW TECHNOLOGY
The challenge of skills shortages now extends beyond core professionals, encompassing a rising demand for highly skilled and specialised support roles.
Addressing the UK’s enduring productivity puzzle may hinge on organizations’ willingness to invest in and fully harness digital innovation. While the transformative potential of generative AI is widely recognized, firms are still navigating how best to translate this promise into practical productivity gains and client outcomes.
Yet, professional services firms often find themselves outcompeted by financial services institutions with greater financial resources when vying for specialist technology talent.
This raises the spectre that some may become the disrupted rather than the disruptor.
As AI continues to augment technical expertise, automating a growing array of routine professional tasks, firms are increasingly seeking fee earners who combine complex problem-solving prowess with empathy and excellence in client management to retain a competitive advantage.
SUCCESSION & CONSOLIDATION
Shifting career aspirations, mounting regulatory pressures, and diminishing fiscal incentives have made equity partnership a less enticing prospect for many junior fee earners.
With fewer emerging leaders, the sector—especially in accountancy and legal services—has witnessed a wave of rapid consolidation.
New organisational models, often fuelled by agile private equity investment, are reshaping the landscape. Strategic acquisitions now take various forms:
- Expanding the reach of established brands into new geographies
- Maintaining a portfolio of diverse brands across regions or practice areas
- Diversifying or concentrating market focus within particular sectors or practice areas
With the increasing demand for AI within the sector, certain mid-market and smaller firms may determine that integration with a larger firm is the only viable strategy to achieve the scale of investment required, so merger activity is likely to continue.
CLIENT EXPECTATIONS
Since Covid, client expectations have risen rapidly. By 2025, 65% of client interactions will be virtual, and by 2027, 45% of professional services are expected to be delivered digitally via platforms.
Annual technology spending will exceed £3 billion for digital onboarding, data analytics, open banking, and essential cybersecurity.
Firms will also focus on ESG primarily for regulatory compliance, but also by using measurable outcomes to attract environmentally conscious clients and talent.
IMPACT ON MARGINS
It is evident that firms seeking to remain competitive require substantial investment, a challenge heightened by already squeezed profit margins.
As inflation spiked in the post-Covid period ERA Group predicted that an elevated level of supplier price increases would become a pernicious new-norm. That has proved to be the case.
For most professional services organizations, employment costs represent the largest proportion of total expenditure, typically accounting for 30% to 50% of the overall cost base. The increase in employer’s National Insurance to 15% from April 2025 has considerably impacted these costs.
Following the wage inflation of recent years this additional cost is directly affecting firms’ profit and should encourage them to look at different strategies to protect their margins.
Those businesses that have been able to recover increased costs through their charges may have limited headroom to further pass on charge rate increases.
Lower rates of interest on Client Accounts amplified by the SRA’s consultation into the same are a specific threat to law firm cash flow and margins.
WHAT CAN FIRMS DO?
When faced with persistent pressure on margins – whether that be from salaries, investment demands or a reduction / potential elimination of interest on client account balances -firms must reflect on the underlying cost base to identify savings.
Spend analytics can highlight opportunities to make changes; many back office costs have not been reviewed for years, so services and contracts may no longer be fit for purpose or in some cases actively harm a firms’ best interests.
Technology costs are a growing proportion of firms’ spending. These costs often increase incrementally with the adoption new hardware, software and services. If often pays to draw breath and take a deep dive of what is being paid for, and as importantly – how it is being procured. This can reveal duplication of functionality or issues around the pricing scheme your firm may be subject to. In some cases you may unearth price increases above and beyond those provided for in the contract, and very often automatic renewals that lock in the unprepared.
With the increasing digitisation of services firms may not be getting the best bang for their buck from consumer facing banking services. There could be an argument to transition to open banking and away from traditional card payments.
Alterations in work patterns since Covid have led to a renewed focus on optimising office floorspace, but many firms have not changed cleaning and maintenance regimes or addressed device fleet management for managed print services.
Moreover, the digitisation of document management will have drastically reduced the need for physical records management, but it’s clear that a large majority of firms are ignorant of the huge and growing liabilities lurking in legacy closed file archives.
In some markets, such as insurance and employee benefits, year to year volatility since Covid dictates that firms ought to take much more than a cursory glance a renewal premiums – particularly sizeable professional indemnity premiums.
