Just over two years ago my colleague Rachel Rothwell, now editor of Litigation Funding magazine, wrote a blog with the same title as this one.

Rothwell shopped around a bit, asked questions about referral fees, and eventually settled on a licensed conveyancer above a couple of more expensive solicitors. She had a fairly poor experience as a client, but the deal got done. A fair number of comments were along the lines of ‘well, what do you expect?’.

I had a good experience of my lawyer this time round. We’ve not always been so lucky. Last time a local firm, referred by the estate agent, seemed fairly good, and responded to emails promptly. He did though miss the lack of planning permission for a key part of the property (the owner put in an application for planning permission the day before we exchanged).

It took eight months, even though the property was empty. The seller was disorganised, and used a licensed conveyancer in Billericay.

The time before we used a firm on the recommendation of the editor of one of the leading legal directories. The firm’s paperwork was always well ordered and clear, and my lawyer was nice to deal with. I did, though, think she could have shown a bit more chutzpah in getting the seller’s lawyer to respond to basic yet important queries.

It took 10 months, even though the property was vacant and unlet for the last six months of that time. I have now purchased two freeholds too, managing the process for us and other leaseholders. The first time took six months from the freeholder agreeing to the price. Second time it took about the same, though the lawyer omitted to extend the lease lengths on completion (later corrected at the firm’s expense).

In each case, till this last transaction, the length and complexity of what looked initially like straightforward purchases and sales must have challenged or eliminated the firms’ profit margin on the deal. Sure they finished the job, but seemed to lose pace and drive.

This time it took us just under a year to move. The sale of our property fell through once (licensed conveyancer on the other side), when the buyers suddenly dropped their offer on the eve of sale after months of slow progress on basic things.

But our lawyer was great this time. With another buyer on board, he kept things moving, kept costs down by assiduously reusing as much of the first lot of paperwork he could. I also felt that on both sales he ‘carried’ the shortcomings of the other side.

How did I find him? I did an internet search for a conveyancing solicitor in a bit of south London that was more salubrious than our area, and when I called the person who answered the phone talked with total confidence about the job the solicitor would do, the terms, and asked sensible questions. A clear, friendly, straightforward email followed.

The website was basic, but noted that one of the partners had been on the Law Society’s mental health panel, before changing direction. Mental health, and the capacity issues that go with it, I find interesting.

The firm cost about £300-£400 more than the last sale and purchase we had done - but they just felt right. Two partners, I’m guessing both in their 50s. (Our seller used a similar firm, two streets away from our lawyer).

In telephone calls, ‘opening your file’ involved him going to the nearest shelf. His correspondence was clear, and he was easy to get hold of. We almost needed some probate advice from his colleague, when, eve of exchange, it looked like the person at the top of the chain might die between exchange and completion.

On the face of it then, a ringing endorsement of a very traditional model.

I have a few observations though. I’ve dealt with lawyers in my day job for 15 years now, and this was the fourth firm I’d instructed. If it takes me that long to find the ideal firm, I’d have thought there is even more ‘luck’ involved for the average client.

As I noted, it felt our solicitor was ‘carrying’ less engaged professionals who were acting for other parties - including proposing wording for contract amendments that they should have done. I minded that we were subsidising other professionals’ lack of focus and care - and there seemed no sanction for slower, more stretched professionals. I’m not sure what could or should be done about that.

I think our solicitor, if looking to grow his business, should be finding slightly better ways to convey the trust I’m sure his other clients also feel in him. And while marketing doesn’t need to be too slick, remember my interest in mental health and capacity is a minority one among conveyancing clients.

In common with some who read Rothwell’s blog, I’m also struck by the fact that other ‘profesionals’ in the chain probably worked less hard than our solicitor did for equivalent or greater return. I wonder how they do that - certainly there is no shortage of competition among estate agents in our area. One removal company quoted us half the cost of what had been almost a year’s worth of legal advice. It certainly felt something was awry there.

And finally I’m worried about my ideal solicitor’s succession planning. What if he and his colleague retire? The idea of looking for a new firm from scratch makes me feel distinctly down.

Eduardo Reyes is Gazette features editor

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