Partnership SDLT Exemptions and GP Surgery Property: Understanding the Real Risks
There appears to be increased interest from HMRC and the Land Registry in partnership-related SDLT claims. While the underlying law has not changed, practices are now commonly receiving requisitions asking for further detail on why a property transaction qualifies for SDLT exemption.
Many GP partners are familiar with the concept of the partnership Stamp Duty Land Tax (SDLT) exemption and often assume that transfers involving GP surgery premises are automatically free from SDLT. In practice, this is a complex and frequently misunderstood area of tax law. This briefing explains how the exemption works, why it is not always available, and where GP practices are most at risk.
Because SDLT is a self-assessed tax, the responsibility rests with GP partners to identify when a chargeable event has occurred and ensure the correct return is filed. For practices undergoing structural change—such as mergers, retirements or incorporations—the financial and governance implications can be significant.
The critical starting point is establishing whether a surgery building is genuinely a partnership asset. Partnerships cannot be registered owners of land, so properties are held in the names of individual partners as nominees. Under general property law, there is a presumption that those named individuals own the property personally. That presumption must be clearly rebutted for the partnership SDLT exemption to apply.
Crucially, it is not enough that:
- the partners operate from the building;
- the building is used exclusively for NHS services; or
- property capital appears in the partnership accounts.
To qualify as a partnership asset, there must be clear, explicit and properly executed documentation—typically within the partnership deed—confirming that the property is held as a partnership asset. This is a high evidential threshold because it has to rebut the public record at the Land Registry where only individuals are named.
Where a building is genuinely a partnership asset, routine partner buy-ins and buy-outs are treated as changes in partnership interests rather than land transactions, and they therefore fall outside the scope of SDLT. From a Land Registry perspective this is ‘unusual’ and has been the trigger for an increasing number of requisitions checking the true status of the building.
In this context however, it is important to understand that several common events do give rise to SDLT charges, even though no change may appear on the Land Registry title
These include:
- Practice mergers, where assets move from two or more partnerships into one.
- Bringing a property into the partnership, which is itself a chargeable event and restricts further changes for three years.
- Partner retirements, where retained property interests may convert partnership property into a personal investment.
- Practice incorporations, where property transfers to a company or the partnership becomes a property-investment vehicle.
- Practice closure, which ends the trading partnership and can crystallise a chargeable event.
There are some practical steps that practices can take to mitigate their risks:
- Review partnership documentation to confirm whether surgery premises are clearly documented as partnership assets. Obtain legal advice if necessary as changing the status can have significant consequences
- Do not rely on assumptions based on usage, accounting treatment or historical practice.
- Flag SDLT risk early when mergers, retirements, incorporations or restructures are proposed.
- Seek specialist tax and legal advice before any transaction involving premises or changes to structure (eg. mergers, incorporation, retirements without full buy-outs).
Partnership SDLT is a highly specialist and frequently misunderstood area. With likely increased scrutiny, GP practices should adopt a precautionary approach. Clear documentation, early advice and robust governance are essential to avoid costly and unexpected SDLT liabilities at times of organisational change. If you would like assistance with any of the issues raised in this blog, contact DR Solicitors.
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Should I explore a merger? Things to consider
With financial pressures mounting, workforce challenges deepening, and the drive toward integrated neighbourhood models intensifying, many GP practices are asking the same question: should we explore a merger?
Mergers between practices — whether through full partnership consolidation, joint ventures, or federated working — can unlock economies of scale, resilience, and access to capital investment. However, they also carry significant legal, and operational implications that must be carefully evaluated before proceeding.
For GP practices, a merger is one of the most far-reaching strategic decisions partners can make. It affects partnership structures, property ownership, contracts, staffing, and patient lists. The partnership deed becomes the foundation for the merged entity, so understanding liabilities and governance arrangements is essential.
From an ICB perspective, supporting sustainable configurations of primary care is key to delivering integrated care and maintaining service continuity. Mergers can align with ICB estate strategies and workforce planning, but they also need to be lawful, compliant with GMS/PMS regulations, and properly authorised by NHS England where required.
Key considerations for 2026
The 2025/26 NHS planning framework places renewed emphasis on primary care sustainability and estates optimisation, both of which make mergers an increasingly practical option.
Recent guidance highlights:
- ICB discretion to approve merger proposals locally, replacing the more centralised approval model of previous years.
- Digital integration and estate rationalisation as key enablers for successful mergers, with funding potentially available through the Utilisation and Modernisation Fund, applying for which we discussed in another blog here!
- A push toward larger, multi-site partnerships or neighbourhood-scale practices to improve access, workforce flexibility, and business continuity.
These policy signals suggest that merger discussions are likely to become more common — but they should be underpinned by sound legal and governance preparation.
What does this mean?
For practice partners, this means assessing whether a merger aligns with long-term goals and values, not just short-term financial relief. You must be clear on what kind of merger you’re exploring — a full partnership amalgamation, a joint venture for specific services, or a shared administrative model — as the legal and tax consequences differ substantially.
For ICBs, it means developing transparent frameworks for assessing merger proposals, ensuring that patient safety, continuity, and value for money are preserved. A legally compliant and well-structured merger can help reduce duplication and improve care delivery — but rushed or poorly documented arrangements can expose both the new entity and commissioners to risk.
Below are some practical steps to take when one is considering a merger
- Start with due diligence – Review partnership deeds, property ownership, leases, NHS contracts, and outstanding liabilities.
- Engage early legal and financial advisers – Independent advice helps prevent disputes later and ensures proper structuring.
- Develop a shared vision – Align on culture, leadership, and service priorities before drafting the merger agreement.
- Consult stakeholders – Involve staff, patients, and ICB representatives early to maintain transparency and confidence.
- Plan governance carefully – Design robust decision-making and profit-sharing arrangements in the new partnership deed.
- Secure approvals – Obtain ICB and NHS England consent where required, ensuring compliance with GMS/PMS contractual terms.
A merger can be transformative when properly planned, offering stability, scale, and strategic opportunity. However, it remains a complex legal transaction — one that demands preparation, clear objectives, and professional advice to ensure that the promise of integration becomes a sustainable reality.
If you are considering a merger and would like expert legal advice to help you navigate what can often be a complex process, speak to DR Solicitors and find out how we can help you.
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Top tips for Dental Practice Buyers: What should you look out for?
Buying a dental practice can be an intimidating process — whether it’s your first acquisition or another step in building your dental group. There are countless factors that can influence the outcome of a purchase, but we have compiled a list of a few key things to bear in mind.
Assets or Shares?
Is the practice you’re buying incorporated?
If so, the seller will often prefer to sell their company shares rather than the business assets themselves.
This approach can make certain elements — such as the transfer of an NHS contract — more straightforward. However, purchasing shares also means you’ll be taking on all of the company’s existing debts and liabilities along with its assets.
We’ll work closely with your accountant to ensure the seller accounts for any such liabilities and that you’re fully protected against unforeseen issues after completion.
NHS Practices
It’s important to carefully review the NHS performance levels at the practice, particularly in relation to UDAs. Typically, the seller should compensate the buyer for any underperformance at completion.
While you might still have time to make up the shortfall before the contract year ends, responsibility for any clawback ultimately rests with you as the new contractor — even if the seller received the original payment from the BSA.
Additionally, you may need to pay associates to deliver those underperformed UDAs, usually 45–50% of the UDA value — despite the fact that the seller has already been paid in full but hasn’t completed the work. This effectively means you could be paying twice for the same units of activity.
Defective Treatment
You’ll also need to satisfy yourself that the clinical standards at the practice meet expectations. We’ll help by obtaining information on patient complaints, capitation schemes, and treatment history. Where appropriate, we may recommend seeking extra protection through indemnities — or even retaining part of the purchase price for a period of time.
This safeguard helps protect you from financial loss if issues surface after completion. However, if there are serious concerns about the practice’s clinical quality, it might be wiser to look elsewhere. We have strong relationships with leading dental brokers and can introduce you to alternative opportunities if needed.
Bank Loan
When arranging your funding, think carefully about the loan term and whether it aligns with both your personal and business plans. Check how long the bank’s offer will remain valid — some have short expiry periods, and missing the deadline could mean losing access to a preferential rate.
We work alongside a number of banks and specialist brokers who focus on dental practice finance, so get in touch if you’d like details or introductions.
CQC
If you’re purchasing an NHS practice in England, begin your CQC registration process as early as possible.
To transfer a GDS contract via the partnership route, both parties will need a CQC partnership registration, even if there’s no plan to run the practice as a partnership long-term. The CQC process can be lengthy — typically taking 16–20 weeks — and applications can’t be submitted until all parties have obtained a clear DBS check (which itself can take around 8 weeks).
Delaying your CQC application could set your transaction back by six months or more, so early preparation is key.
If you would like any advice or guidance about any of the topics raised int his blog, please feel free to get in touch here!
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Dental Disputes: what are the most common and how do we solve them?
Every business faces the potential for conflict — and dental practices are no exception. In fact, some types of disputes are especially common within the dental sector. Below, we explore a few of the situations that most frequently give rise to disagreement and how they can be managed or avoided.
Disputes Between Business Owners
Whether you operate as a partnership, through a limited company, or simply share costs with another dentist or dental business, disputes between co-owners are not unusual.
When the relationship began, things likely looked positive and you may never have imagined disagreeing about the practice’s direction. However, over time, differing views or a breakdown in trust can lead to significant tension. Sometimes this means simply agreeing to part ways and untangling your shared interests — but in other cases, matters become much more complex.
The best protection against a costly and unpleasant dispute is having clear, well-drafted agreements in place from the outset. These should set out each party’s rights, responsibilities, and what happens if someone wishes to leave or the relationship deteriorates. While a formal agreement won’t necessarily prevent a disagreement, it will set out how any dispute should be resolved — potentially saving everyone involved thousands of pounds in legal fees.
If you are experiencing difficulties with a business partner or co-owner, contact our Healthcare Disputes team for a free initial consultation to see how we can assist.
Disputes Between Associates and Principals
When asked what the most common type of dental dispute is, the answer is clear — associate versus principal.
For practice owners, one of the best ways to prevent such disputes is to have comprehensive written associate agreements and clear internal policies. These should outline what’s expected of each associate and what they can expect in return. It’s also important to ensure that payment schedules are accurate — for example, capitation schemes are sometimes overlooked — and to clarify what happens to patient lists when an associate leaves.
Even with solid contracts in place, disagreements can still arise as circumstances change. Many issues can be resolved through open communication, but in other cases a solicitor’s letter can be an effective way to move things forward.
When resolution isn’t possible, legal action may become unavoidable. Engaging a solicitor experienced in dental disputes at an early stage can make all the difference — increasing your chances of settling the matter outside court or strengthening your position if proceedings do go ahead.
Post-Completion (Post-Sale) Disputes
If you’ve recently bought a practice and things aren’t as expected, you might have grounds to bring a claim against the seller for breach of the sale agreement.
Ideally, your purchase will have been handled by a specialist dental solicitor, meaning you should already have protections in place through warranties and, where appropriate, indemnities. We can review your agreement, explain your options, and take steps to recover any losses you may have suffered.
Of course, disputes work both ways. Sometimes sellers are unfairly accused of breaches that don’t exist — often conveniently timed to offset deferred payments or further consideration due under the sale.
If you sold your practice to a corporate buyer and are now being denied deferred consideration because the buyer has mismanaged the practice, that’s not acceptable — and there may be a strong legal basis to challenge it.
Contact us for a free consultation before matters escalate and while there’s still time to act.
Contract Tendering Disputes
Are you bidding for a new NHS contract?
Errors during the procurement or scoring process are not uncommon — but the deadlines for challenging them are extremely tight.
Typically, the NHS will notify bidders within 10 days of its intention to award the contract to the preferred bidder. Once that award is made, it’s final. While you might still be able to seek damages, you’ll have only 30 days from the date of notification to issue a claim in court — after that, you’ll be time-barred.
Procurement disputes are complex and fast-moving, and recent case law has made them even more challenging. In fact, there have been cases where claimants proved that marking errors cost them millions in lost contracts — yet the courts still ruled the mistakes were not “sufficiently serious” to justify damages.
If you believe there’s been an issue with the procurement process for a Dental or Orthodontic contract, contact us immediately for a free consultation — time is of the essence.
Other Commercial Disputes
Disagreements can also arise with suppliers, service providers, or other third parties involved in running your practice. Our Dispute Resolution team works hand in hand with the wider DR Solicitors Commercial team to handle these matters efficiently and strategically — taking the pressure off you so you can stay focused on patient care.
If you’re dealing with a business dispute, or suspect one may be developing, speak with our team for a free initial consultation to find out how we can help you achieve a successful resolution.
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Do PCN companies need to register with the CQC?
When advising PCNs on a possible PCN incorporation, a common misconception which we encounter is that the PCN company must register with the CQC. In practice, however, this is rarely the case.
A PCN, as created by the PCN DES, is a contractual ‘sharing’ relationship between its core network practices. These sharing arrangements create well-documented problems in relation to employment, VAT, shared liability and more.
How an incorporated PCN works around these issues
An ‘incorporated’ PCN gets round these problems by creating a structure which sits alongside the PCN in the form of a company owned and controlled by the core network practices. That company is generally used in two different ways:
- As a ‘classic’ PCN company which employs PCN staff and supplies their services to the core network practices. These staff are reimbursed either directly or indirectly from PCN DES monies.
- As a contract holder for non-DES services, which services are then subcontracted to, and delivered by, the core network practices. This second use is less common but is likely to increase with the NHS’ new 10-year plan and the introduction of single-neighbourhood contracts.
What does the CQC actually regulate?
The first critical thing to note is that the CQC only regulates entities which provide regulated services. Clearly a PCN company is an entity, but so is a partnership, or a person. The only ‘thing’ which is not an entity is the PCN itself, since that is a contract (which is why the CQC cannot regulate PCNs).
Since the PCN company is an entity, it COULD be regulated by the CQC, but whether it SHOULD be regulated will depend on whether it ‘provides regulated services.’ The fact that the company employs staff who are involved in delivering regulated services is irrelevant. The question is whether the entity itself is responsible for the delivery of the regulated services, regardless of who actually employs the staff doing the work.
The Key Regulatory Principle
The underlying rule is explained in some helpful CQC guidance from 2023:
https://www.cqc.org.uk/guidance-providers/gps/gp-mythbusters/gp-mythbuster-106-primary-care-first-contact-practitioners-fcps
The critical sentence in that guidance explains that “the meaning of ‘employed’ in the [Health and Social Care Act 2008 (Regulated Activities) 2014 Regulations] is wider than staff employed on an employment contract. It means anyone who works for the provider, under their ongoing direction and control.” That phrase “under their ongoing direction and control” is critical.
Essentially, where ARRS staff are employed by a PCN company, but are under the ongoing direction and control of an entity which is providing the regulated service and has a CQC registration (as is usually the case in the classic usage (1) detailed above), the PCN company doesn’t need its own CQC registration in respect of those employees. This is because, for the purposes of the regulations, such staff will be operating under the clinical supervision of the CQC-registered entity.
This principle may not be as novel to GPs as it might initially sound. Locums and locum agencies, just like PCN companies, provide sub-contracted clinical services to GP practices. The reason that locums and agencies don’t have their own CQC registrations is because the services they provide are always under the ongoing direction and control of a CQC-registered GP practice. The same principle applies when the services are being supplied to practices by a PCN company.
Application to contract-holding PCN companies
When it comes to the more recent usage of PCN companies for neighbourhood and other contracts (usage (2) detailed above), the same principle applies. Although the PCN company might hold the relevant single-neighbourhood contract, so long as the PCN company isn’t itself taking clinical responsibility for supplying the relevant service but is instead sub-contracting delivery of the regulated services to one or more of the member practices, then any staff delivering the clinical service will be under the ongoing direction and control of a CQC-registered entity, namely the responsible GP practice.
It’s important to understand that the principles detailed above aren’t an exhaustive exposition of all the rules and scenarios involved, though they are enough to demonstrate the principles of why PCN companies don’t generally need their own CQC registration. Beyond those principles, the fact of the CQC-registered entity having ongoing direction and control needs to be properly documented, in a way that doesn’t result in the CQC-registered entity taking on employment responsibility for the staff. There are also requirements for the CQC-registered entity to ensure that the staff whose services are supplied to it by the PCN company are suitably qualified and trained, with it being prudent to have documentation in place evidencing that this requirement has been met.
There are also practical issues with how to ensure that the clinical service is under the ongoing direction and control of a CQC-registered entity in practice. It’s easy enough to achieve where the clinical service is being delivered at a GP practice’s premises solely to the patients of that practice, but becomes more complex when patients from multiple practices are seen in the location of a single practice. It becomes even more difficult to achieve when patients from multiple practices are seen in a separate hub location which is not the premises of any of the practices.
It is also important to understand that this problem is not one which applies just to incorporated PCNs. An unincorporated PCN which operates in a way that patients from multiple practices are seen in a single location, whether it be a practice’s location or a remote hub, still needs to be able to demonstrate to the CQC who has ongoing direction and control of clinical staff at all times. “We’re all CQC-registered, so between us we’ve got it covered” is not sufficient, either in an incorporated PCN or an unincorporated one. While incorporation of a PCN often forces the practices to focus on clarifying who should have direction and control at all times, it doesn’t of itself create the requirement, which exists but is often overlooked in unincorporated PCNs too. With that in mind, the CQC requirements don’t create obligations or burdens in respect of PCN incorporations so much as force PCNs to address CQC compliance issues which they often overlooked.
How DR Solicitors can help
Clearly, PCNs (and now neighbourhoods) have made CQC compliance more complicated, but it is wrong to conclude that just because you have a PCN company, it needs to CQC register. In reality, what you need to do is understand and document your PCN-wide processes for clinical governance and then draw the right conclusions from that. If you would like expert support or guidance with your CQC registration requirements, contact DR Solicitors.
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Buying or Selling a Dental Practice
Whether you’re purchasing or selling a dental practice, it’s likely to be one of the most significant financial decisions you’ll ever make.
That’s why it’s essential to appoint a solicitor with the right expertise who can make sure that both you and your business effectively manage every potential risk, and that all formalities surrounding the transfer are properly completed on time.
Key Considerations When Buying or Selling a Dental Practice
1. Heads of Terms
This document sets out the main points of the proposed deal — essentially an “agreement to agree.” It’s not always essential in dental transactions, and the sale remains subject to contract until all details are finalised. Until then, either party may still walk away.
If a holding deposit is involved, it’s wise to have clear documentation outlining the conditions for payment and repayment. Heads of Terms can also include an exclusivity period during which only the buyer may proceed with the purchase.
2. Due Diligence
It’s crucial to fully understand what you’re buying — and the risks that come with it. This process should include a detailed review of the seller’s responses to due diligence enquiries and a report on the findings. Any concerns should be followed up on to ensure there are no unwelcome surprises post-completion, and where risks can’t be avoided, appropriate legal protections (such as warranties and indemnities) should be secured.
For sellers, buyer’s enquiries should be answered swiftly, thoroughly, and accurately. As due diligence can take several months, managing the process carefully to prevent unnecessary delays is key— especially where exclusivity periods or loan drawdown deadlines are involved.
Your legal expert should work alongside your accountant to analyse the practice’s income — including any capitation schemes, NHS contract targets, and fee-per-item private income.
3. Clinical Risk
For buyers, it is important to identify and minimise any specific risks revealed during due diligence, as well as those typically associated with practices of a similar type.
For sellers, negotiating to reduce your exposure to these risks as much as possible is key, while still ensuring the transaction progresses smoothly and without delay.
4. NHS Contracts
For individual or partnership-held NHS contracts, the partnership route can be used to transfer the contract to the buyer, making sure all required notices are served correctly, within the proper timeframes, and to the right recipients.
When the NHS contract is held by a company, it transfers automatically with a share sale, since the company remains the contract holder. However, the GDS contract terms should be carefully reviewed to confirm compliance with any obligations to notify NHS England of a change in control — or to seek approval beforehand, if required.
For buyers, your solicitor should also advise you on UDA/UOA performance levels and ensure they’re protected against any clawback connected to the GDS/PDS contract.
5. Employees and Clinicians
In share sales, all staff and associates are typically employed by the company, meaning there’s no change in employment relationships after completion. It is important that the relevant contracts during due diligence are reviewed to confirm this.
For individual or partnership sales, staff and associates are usually engaged by the sellers directly and must be transferred to the buyer. Employed staff transfer automatically under TUPE (unless they opt out). Your solicitor should provide clear advice to ensure all employees are treated fairly and lawfully during the transition.
The position with self-employed clinicians is more complex — and advice on this when the sale agreement is being prepared is key.
If confidentiality is a concern, it is important to consider discreet communication, often limited to private email addresses and outside of practice hours.
Some buyers also prefer the seller to remain as an associate temporarily — helping with a smooth handover or protecting goodwill. Here you can consider arranging for part of the purchase price to be deferred based on performance and assist with drafting the associate terms.
6. CQC
Every dental provider in England must hold a valid Care Quality Commission (CQC) registration. It’s a criminal offence to operate without one.
Additional CQC applications are often required to transfer NHS contracts. For example, using the partnership route may require a corresponding CQC partnership registration to temporarily hold the NHS contract during the transition.
Because CQC applications can take time, it’s crucial to start the process as early as possible. DR Solicitors works with several specialist CQC service providers and can assist with any registration issues, whether you’re buying or selling.
7. Property
Every dental practice needs premises — which means there’s almost always a property component to the transaction, from buying or selling a freehold, assigning a lease, to taking on a new lease. Sometimes sellers retain ownership of the property and instead grant a lease to the buyer, keeping it as an investment. In other cases, the property may be held in a SIPP, requiring specialist handling. Your solicitor should coordinate all aspects of the property transfer to align with the business sale.
It is also important to ensure the premises meet the high regulatory standards expected of a dental practice.
DR Solicitors collaborates with trusted professionals across the dental sector — including accountants, IFAs, finance brokers, valuers, architects, and business advisers — and we can connect you with the right experts for your specific needs.
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DR Solicitors strengthens corporate healthcare offering with appointment of new partner
Specialist healthcare law firm DR Solicitors has announced the appointment of Paul Edels as a Partner, further enhancing its national corporate healthcare practice and expanding its expertise across the dental, pharmacy, and care home sectors.
With more than 15 years’ experience as a corporate healthcare lawyer, Paul joins from Bermans and acts for both buyers and sellers in a wide range of corporate and asset transactions. His work spans dental practice sales and acquisitions, pharmacy and care home transactions, and corporate restructures, as well as associate dentist contracts, partnership and shareholder disputes, and procurement matters.
Paul’s experience extends beyond healthcare into advising corporate purchasers and sellers across multiple industries, including construction, care homes, opticians and nurseries. He also represents healthcare providers in complex dispute matters, such as procurement challenges and claims against the NHS Business Services Authority.
Drawing on his background in investment and product development, Paul takes a commercially pragmatic approach to legal advice – combining technical precision with real-world understanding.
Paul will lead the firm’s Corporate Healthcare Team, supported by senior corporate paralegal Paul Rabbette, to further strengthen the firm’s capabilities in handling complex transactions and strategic advisory work across all healthcare disciplines.
Daphne Robertson, Founder and Partner at DR Solicitors, said: “Paul’s deep sector knowledge and extensive experience in corporate healthcare make him an exceptional addition to our firm. His appointment reinforces our commitment to providing the highest level of specialist legal advice to healthcare professionals and organisations nationwide. With his expertise across dentistry, pharmacy, and care homes, Paul will play a pivotal role in supporting our clients and expanding our national reach.”
Paul Edels, Partner at DR Solicitors, added: DR Solicitors is a firm recognised for its exceptional focus and reputation in healthcare law. The opportunity to work alongside such a highly respected team allows me to continue supporting clients across the healthcare sector with the commercial insight and legal rigour they need to thrive.”
Headquartered in Guildford, DR Solicitors advises healthcare professionals across the UK. The firm acts for more than 2,500 clinical practices, over 250 Primary Care Networks and numerous healthcare institutions and LMCs nationally.
Paul’s appointment comes after DR Solicitors recently reported its average annual growth of consultants at more than 40 per cent year-on-year, taking the total to 26. DR Solicitors was one of the first legal firms to develop a consultant-based operating model and has also been on of the first to integrate into a multi-disciplinary business advisory group.
DR Solicitors is part of the Dow Schofield Watts Group, following its acquisition in November 2024. The Group supports ambitious owner-managed businesses with deal advisory, tax, investment, business recovery, and legal services.
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Why I chose to replace big law with consultancy work
Elizabeth Duan, director of legal services at DR Solicitors, shares how stepping away from a career in large law firms and becoming a consultant has enabled her to shape her career with both ambition and flexibility.
After qualifying as a solicitor in 2014 I practiced in commercial real estate for a decade. I trained and worked at a few large corporate firms, advising on everything from care home developments to restaurant chain administrations and film studio deals. The work was complex and rewarding and taught me what it means to be a solicitor.
Despite the experience that came with working in a large corporate, it wasn’t without challenges. At any moment, I was expected to be an expert across multiple sectors which, despite giving me a breadth of knowledge, left me feeling that I was lacking the opportunity to carve out my own specialisms.
The ceiling of big law
When I started my career, I made a goal to reach senior associate. Making partner wasn’t something that particularly appealed to me – it’s no secret that in these firms your work can very quickly take over your life, with early starts, late finishes into the early hours and constant targets all leaving very little time outside of work for anything else.
I made senior associate in between having two children. After returning from maternity leave with my second child and at the end of 2023, I left private practice as I knew that I needed something different, and after doing some research, I found out more about the consultancy model and, subsequently, DR Solicitors. The opportunities this model presented felt like the perfect fit for me and the lifestyle I wanted to shape.
Benefits of consultancy work
I joined DR Solicitors in January 2024 and haven’t looked back since. For the first time in my legal career, I had true flexibility to structure my work. The cases I work on at DR Solicitors are still challenging and nuanced, and as legally complex as the corporate deals that I worked on at the big firms, but they also come with the opportunity to focus on the areas that interest me and hone my specialisms.
The consultancy model gives me stimulating work that I am passionate about, without the rigid structures and sacrifices that come with big law. With two children, this flexibility is invaluable to me, and I no longer feel that I must choose between career progression and quality time with my family.
Progression that you can shape
After starting at DR Solicitors as a consultant solicitor, I am now the director of legal services at the firm and get to oversee the day-to-day operations of the firm with the responsibilities of managing our team of consultant solicitors, client relations, risk and compliance, implementing effective processes and driving new business generation.
Leaving the traditional route sharpened my ambition and made me more determined to create a career that challenged me professionally, while giving me the flexibility to carve out time for other aspects of my life that I value – my family and advocacy work for women’s rights.
I now get to harness the entrepreneurial drive that I’ve always had, channelling it into the running of the business, from management of a team to strategic decisions. In a big firm, these opportunities are traditionally only reserved for partners.
And unlike a large city firm, DR Solicitors provides consultants with a steady workflow and trusts us to focus on delivering expert advice to clients, without the pressures of billable hour targets or bringing in new clients.
Why the consultancy model works
Being a consultant allows experienced lawyers to work independently, shape their working days and have control over their careers. At DR Solicitors, we recruit experienced lawyers and provide a platform for those seeking more autonomy, while still being technically challenged. Most of our consultants don’t join us with experience as a contractor, but the model and framework ensure that they get the support they need to run their own business as a consultant. All of this means that it’s rare our consultants go back to big law after joining us.
Deciding to step away from big law and into consultancy isn’t a step back, but a route to a sustainable, successful and rewarding legal career.
How DR Solicitors can help
For more information or a free, no obligation call with one of the DR Solicitors team, please contact us.
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Freedom and flexibility attract top legal talent to DR Solicitors
Healthcare legal specialist DR Solicitors has announced significant growth in its consultant network, underlining the popularity of its consultancy-led model.
The firm has reported the average annual growth of consultants at more than 40 per cent year-on-year, with a jump of a quarter in the last two months, bringing the total number to 26.
According to the Atlas report by Codex Edge, just 17 per cent of individuals joining UK-based platform firms were hired from UK Top 100 law firms last year. DR Solicitors is bucking that trend and consistently attracting top talent from these prestigious City firms, now making up 85 per cent of its team. Other consultants have often held partner or department-head roles, bringing deep sector expertise and experience.
Founded in 2003 as one of the UK’s first consultancy-led legal practices, DR Solicitors guides healthcare professionals through legal and regulatory complexity. Its pioneering platform model provides all the projects and support consultants need to thrive, while removing administrative burdens, enabling them to focus on delivering high-quality work with the freedom and autonomy to work the way they want.
The firm’s growth has accelerated since its acquisition by business advisory platform Dow Schofield Watts (DSW) in November 2024. Bringing together additional scale and resources, the partnership combines two pioneering platform-based models, providing consultants at DR with enhanced opportunities while strengthening DSW’s multidisciplinary offer.
Daphne Roberston, Founder of DR Solicitors, said: “We have been consulting-led from day one. Our model is unique in that we don’t expect our consultants to generate any of their own leads, nor be responsible for billing, compliance or admin. With 85 per cent of our solicitors having previously worked at Magic, Silver Circle and top-tier law firms, we truly are home to the brightest and best legal minds in the country.
“The rapid growth in our consultant base reflects the enduring appeal of this model and the strength of our reputation in the healthcare legal sector. With the backing of DSW, we are well placed to continue this trajectory.”
Elizabeth Duan joined as a consultant in 2024 before being appointed as DR Solicitors’ Director of Legal Services. She commented: “Having spent over a decade practising in the City as a commercial real estate specialist, I initially joined DR Solicitors as a consultant solicitor. This unique model gave me the chance to deliver the work I enjoy without the distractions of traditional practice.
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News
The Leng Review: Implications for Primary Care
The role of Physician Associates (PAs) has drawn significant attention in both medical and national press over the summer following the review undertaken by Professor Gillian Leng, the final version of which, along with its recommendations, was published in July 2025.
This article examines the review, paying particular attention to the implications for Physician Associates working in a primary care setting. It covers the main aspects of the review, the professional responses it evoked, and the implications going forward.
Overview of the Review
The aims and scope of the review were succinctly stated, yet necessitated a wide-ranging and lengthy review. As per the report’s introductory remarks,
“The principal aim of the review was to determine whether the roles of PA and AA were safe and effective as members of an MDT.”
To summarise the main conclusions of the review, Professor Leng stated there was no compelling evidence found either supporting or opposing the safety and outcomes associated with PA intervention; however, it was noted that they did tend to have longer consultations, tender more advice and were associated with fewer hospital admissions than GPs. Overall, Patient feedback was positive, but concerns were raised in 3 areas:
- Lack of clarity about the PA role, including identification and confusion with a doctor
- Barriers to care, for example, if a prescription was required
- Lack of confidence in whether they were seeing an appropriate medical professional
Doctors had their own separate concerns, particularly about supervision in practice, and differing understandings between PAs and doctors regarding appropriate clinical activities and boundaries. Issues relating to the regulation and training of PAs were also identified, among other matters. The results of an RCGP survey cited in the review found that 81% of respondents believed PAs had a negative effect on patient safety.
Key Recommendations
Ultimately, Professor Leng concluded there was no clear justification for abolishing the PA role, but recommended changes to address the identified issues and “effectively embed the PA and AA roles into the NHS workforce.” Key recommendations relevant to PAs in primary care included:
- PAs should be renamed Physician Assistants and have a certification route to prescribing and ordering non-ionising radiation tests.
- PAs should not see undifferentiated patients except as defined in national protocols.
- PAs should have two years’ experience in secondary care first, and should have a named doctor appointed as their supervisor.
- Doctors should receive training in line management and leadership, with allocated time for supervisory duties and effective service management.
Responses and Implications
The review has generated considerable debate amongst professionals, with Dr Tom Dolphin, chair of the BMA, stating the report, “laid bare the catastrophic failures in NHS leadership that have put patients at serious risk of harm… The blurring of lines between doctors and non-doctors, aided and abetted by the GMC, has been an unfolding disaster for all to see, and many doctors today will be relieved to see that they were right to raise the alarm”
On the PA side, the United Medical Associate Professionals (UMAP) stated in response, “We want to make it explicitly clear, that we DO NOT accept the recommendations of the Leng Review. The review is unable to substantiate a legitimate patient safety concern and relies on conjecture to fill this void without referencing any of the real-world data submitted by UMAPs and CMAPs which demonstrated MAPs’ track record of safety.”
Implementation of the recommendations is complicated, as the report represents proposals rather than binding legislation or regulatory guidance. Responsibility for delivery rests with the Department of Health and Social Care, with some aspects delegated to organisations such as NHSE, GMC, Royal Colleges, and Unions. Recent communications from NHSE to practices have reportedly confused previous guidance, further contributing to uncertainty.
The current position of NHSE in terms of implementing changes is to leave decisions regarding changes to local policy and HR advice, although there is no definition of who might provide this, risking inconsistency in advice across the UK. In response UMAP has advised its members not to sign any new or varied contracts and instead lodge a “letter of protest” with their manager or HR representative if asked to do so as a result of the review.
Conclusion
This is a very brief overview of some of the issues, but like much of NHS reform, it appears that whilst the aims may be admirable, it is in the detail and practicality of execution that matters fall down.
Practices should navigate these waters with care, as not only may there be matters of patient safety or provision of services to contend with, attracting regulatory attention, but any proposed variations to employee contracts or working conditions need appropriate consideration and advice, as contravention of employees’ rights could ultimately result in claims or legal action.
How DR Solicitors can help
For support navigating the implications of the Leng Review and its recommendations for your practice, contact DR Solicitors for expert guidance and planning.
Sources
- The Leng Review
- RCGP PA Survey
- BMA statement by Dr Tom Dolphin, chair of the BMA council
- UMAPS statement