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Building a Sustainable Will Writing Practice: Business Model Analysis and Revenue Optimization

· 21 min

Executive Summary

The UK wills, probate, and trusts market reached an estimated GBP 3 billion in 2025, projecting compound annual growth of 5.9% through 2029, yet law firms offering will writing services have fallen below 6,000 for the first time.1 This market paradox—expanding revenue potential amid provider consolidation—demands strategic business model transformation. Private client teams were identified as the most buoyant practice area by 34% of firms in 2025 benchmarking surveys, yet sector-wide productivity remains problematic with median chargeable hours at 773 against a 1,100-hour target.2 Fixed-fee billing now dominates at 64% of mid-sized firms, while industry surveys indicate technology-enabled practices report profitability improvements of 20-35%.3 Revenue diversification through adjacent services—LPA applications increased 28.1% in 2024—and subscription-based relationship models present viable pathways to sustainable practice economics. The strategic imperative: transition from transactional will writing toward comprehensive estate planning advisory services while maintaining regulatory compliance under evolved SRA Transparency Rules.

1. The Will Writing Market Paradox

The contemporary will writing market presents law firm leaders with a strategic paradox requiring immediate analytical attention. Market research confirms the UK wills, probate, and trusts sector reached an estimated value of GBP 3 billion in 2025, representing a 7.2% increase on 2024, with forecast compound annual growth rate of 5.9% through 2029.1 By 2028, projections indicate market value reaching GBP 3.6 billion. These figures suggest a sector offering substantial revenue opportunity for positioned practices.

Yet simultaneously, the number of law firms offering will writing services has dropped below 6,000 for the first time.1 Many high street law firms—important local providers of will writing services—have closed or merged over the past three years. This consolidation trend represents a structural market shift rather than temporary fluctuation. The paradox becomes clearer when examining causal factors: commoditisation of simple wills, price competition from unregulated providers, and insufficient margins on transactional work have rendered the traditional high-street will writing model economically unsustainable for many practices.

The paradox intensifies when examining consumer behaviour patterns. Research indicates the percentage of consumers turning to law firms and solicitors for will writing advice slipped below 50%—to 49%—for the first time in 2025.4 Financial services companies offering will-writing services show strong consumer interest, with mainstream banking brands emerging as attractive non-legal alternatives. The four leading will-writing brands now collectively control 15-18% of the market, representing the first time leading brands have begun capturing noticeable market share in this historically fragmented sector.5

Solicitors nonetheless maintain three times the market share of specialist will writers. This differential underscores the residual value proposition of regulated legal services, particularly for complex estate planning requiring professional judgement. The market is bifurcating: commoditised simple wills increasingly captured by online platforms and unregulated providers, while complex estate planning commanding premium fees remains within professional legal service territory.

The strategic question for practice leaders becomes clear: compete on price in the commoditising simple will segment, or reposition toward relationship-based advisory services where professional expertise commands sustainable margins. The evidence suggests the former approach leads to margin compression and eventual practice closure; the latter requires fundamental business model transformation but offers sustainable competitive positioning.

2. Financial Analysis of Will Writing Practice Economics

Understanding current practice economics provides the foundation for strategic planning. The Law Society Financial Benchmarking Survey 2025 reveals median profit per equity partner reached GBP 340,000, representing a 23% increase, with small firms achieving GBP 204,000 (8% increase) and large firms reaching GBP 372,000 (23% increase).2 These headline figures mask significant productivity challenges affecting profitability.

Median chargeable hours per fee earner stand at just 773 against an industry target of 1,100 chargeable hours.2 This 30% productivity gap represents substantial unrealised revenue potential across the sector. For will writing practices specifically, the gap reflects structural challenges: transactional client relationships creating unpredictable workflow, inadequate matter scoping leading to write-offs, and administrative burden consuming potentially billable time. The productivity shortfall translates directly to revenue foregone: at median hourly rates of GBP 133.01, each fee earner leaves approximately GBP 43,500 of potential annual revenue uncaptured (calculated as 327 hours multiplied by the median hourly rate).6

Cost pressures compound the productivity challenge. Fee earner costs increased 6.1% to GBP 67,476, with salary costs as a percentage of fee income rising to 63.5% from 62.4%.6 Median hourly cost of fee earners reaches GBP 123.40 based on the 1,100-hour target, while median hourly fees per fee earner stand at GBP 133.01. This calculation reveals that approximately 93% of fees earned cover fee earner costs before considering overhead allocation.6 For will writing work specifically, where fee levels frequently fall below firm-wide averages, the economics become even more challenging.

Pricing Model Landscape

Fixed-fee billing has achieved majority adoption, with 64% of mid-sized firms reporting fixed fee billing models in use.3 Concurrent use of multiple pricing approaches is common: 54% continue using hourly rates, 30% use contingency fees, and 27% offer subscription models. Among firms offering flat fees, 82% apply them to entire matters rather than discrete tasks. This shift reflects consumer expectation and competitive necessity rather than firm preference—clients increasingly refuse open-ended hourly billing for services perceived as routine.

The Legal Services Board confirms fixed-fee firms are "significantly cheaper" than estimate-based pricing, with differences most notable in conveyancing, wills, trusts and probate matters.7 Fixed fees now predominate in conveyancing, offered by three-quarters of firms, establishing consumer expectations that extend to adjacent private client services. Practices maintaining hourly billing for will writing face competitive disadvantage against fixed-fee alternatives, regardless of actual cost-effectiveness.

Current market pricing for regulated providers demonstrates competitive pressure. Simple single wills typically range from GBP 125-350, mirror wills for couples from GBP 200-690, and complex wills with trusts from GBP 350 depending on complexity.8 Prominent provider pricing illustrates the range: Co-op Legal Services offers single wills at GBP 150, mirror wills at GBP 245, and trust wills at GBP 399. Traditional firms may charge GBP 350 plus VAT for single wills and GBP 575 plus VAT for mirror pairs. These fee levels, while appearing adequate on face value, require rigorous operational efficiency to deliver acceptable margins.

For practices operating fixed-fee models, profitability depends entirely on operational efficiency. The hourly billing model, while still prevalent, proves increasingly incompatible with sustainable will writing economics given consumer resistance and competitive pressure. Technology adoption becomes the critical differentiator: industry surveys indicate practices implementing comprehensive automation report profitability improvements in the range of 20-35%, though individual results vary significantly based on implementation approach and baseline efficiency.9 The efficiency gap between technology-enabled and traditional practices compounds annually, creating winner-take-all dynamics within local markets.

Private Client Practice Context

Private client teams were identified as the most buoyant practice area by 34% of respondents in 2025 benchmarking, up from 28% in 2024.10 This optimism reflects genuine market opportunity but requires strategic investment to capture. Will writing services alone, absent broader estate planning capability, may fail to deliver the profitability private client teams can achieve. The distinction matters: private client advisory services encompassing wealth structuring, tax planning, and succession advisory command premium fees; isolated will drafting competes on price.

General profit margins for professional services firms range from 20% to 40% depending on firm size and operational efficiency.11 Well-managed professional services firms target approximately 20% pre-tax net profit margin as sustainable baseline. Will writing services specifically must achieve this threshold to justify resource allocation within diversified practice portfolios—a target increasingly difficult to reach through transactional high-volume approaches without technology-enabled efficiency.

3. Revenue Diversification Framework

Core will writing market growth is increasingly price-led, with competitive pressure from branded providers and unregulated operators compressing margins on simple wills. Sustainable revenue growth derives from adjacent services where professional expertise commands premium fees and regulatory barriers limit competition. The private client practice generating sustainable returns offers integrated estate planning services, not isolated will drafting.

Powers of Attorney Services

LPA applications demonstrate exceptional growth, reaching 1.495 million in 2024—a 28.1% increase from 2023 and the second consecutive year crossing the million-application threshold.1 This represents the fastest-growing adjacent service category for will writing practices. Client conversion from will instruction to LPA completion offers natural cross-sell opportunity, with family discussions during will planning frequently surfacing capacity planning concerns.

LPA services complement will writing economically: similar client base, overlapping document preparation workflows, and shared matter management infrastructure. Practices integrating LPA services into standard will instruction protocols report improved client lifetime value and reduced marketing cost per engagement. The integration requires minimal additional expertise—capacity assessment principles and Office of the Public Guardian procedures—while materially expanding revenue per client relationship.

Fee structures for LPA services typically range from GBP 400-800 per attorney type (property and financial affairs; health and welfare), with couples frequently instructing both types simultaneously. Combined will and LPA packages therefore generate GBP 1,500-3,000 per engagement compared to GBP 300-600 for isolated will instructions—a five-fold revenue multiplication with incremental rather than proportional cost increase.

Probate Administration

Grants of representation show strong demand, reaching 328,455 in 2024—an 18.3% increase from 277,748 in 2023.1 First-half 2025 figures indicate a 28% increase versus first-half 2023, suggesting sustained demand growth. Notably, 81% of 2024 grants were issued digitally, signalling successful digital transformation of the probate process.

Probate administration represents natural client lifecycle continuation from will instruction. Practices maintaining ongoing client relationships through will storage and update services position themselves as default executorship support when death occurs. This relationship-based approach transforms one-time will instruction into lifetime client relationships spanning decades. The economic logic is compelling: acquire client once for will instruction, retain relationship through periodic reviews, and capture probate administration fee when estate materialises.

Probate fees scale with estate complexity. Simple estates with single-jurisdiction UK assets generate fees of GBP 2,000-5,000; complex estates involving business interests, foreign assets, or contentious elements command substantially higher fees. Fixed-fee probate offerings, required under SRA Transparency Rules for uncontested UK estates, demonstrate price points of GBP 2,500-4,000 for standard administration.

Contentious Probate

Specialist contentious probate capability addresses growing dispute work. Contentious probate specialists reached 304 firms by October 2025, representing 7% increase from 2023 and 36% increase from 2020.1 Disputed wills specialists numbered 197 firms, having more than doubled since 2018. Consumer research indicates nearly 40% of respondents expressed willingness to dispute wills perceived as unfair.12

Contentious capability development requires investment in litigation expertise beyond standard will drafting competency. However, practices offering both non-contentious and contentious services benefit from reputation positioning: clients seeking robust wills gravitate toward firms demonstrating dispute resolution capability. The implicit quality signal—"our wills withstand challenge"—commands premium fees for non-contentious work.

Contentious probate matters typically proceed on hourly rates given inherent uncertainty regarding duration and complexity. Hourly rates for contentious specialists range from GBP 250-450 depending on seniority and complexity, with matters frequently generating fees of GBP 20,000-100,000. The practice area requires specialist expertise and carries litigation risk, but offers substantially higher profitability than transactional will drafting.

Trust Services

First increase in trust activity in five years recorded during 2024.1 Trust services represent the highest-margin segment within estate planning, requiring sophisticated tax and succession planning expertise. Practices developing trust capability transition from document preparation toward genuine advisory services where professional judgement creates client value beyond commoditised document production.

Trust work typically involves ongoing administration and periodic review, creating recurring revenue streams absent from transactional will writing. Client relationships measured in years rather than single transactions fundamentally alter practice economics and marketing requirements. Trust drafting and administration fees reflect complexity and ongoing responsibility: discretionary trust establishment may generate GBP 2,000-5,000 initially with annual administration fees of GBP 1,000-3,000 recurring.

4. Technology-Enabled Operational Transformation

Practice management software delivers measurable returns for will writing practices. Industry surveys and vendor analysis indicate that firms implementing comprehensive automation report profitability improvements typically ranging from 20-35%, though individual results vary based on baseline efficiency, implementation quality, and practice characteristics.9 The efficiency gains prove particularly material in fixed-fee environments where time savings translate directly to margin improvement.

Document Generation Efficiency

The most immediate efficiency gain derives from automated document generation. Routine estate plans that previously required several hours of drafting time can be completed in minutes through template-driven systems with conditional logic.13 Customisable client questionnaires enable upfront data collection, reducing fee earner time spent gathering basic information during consultations. The combination of automated intake and conditional document assembly can reduce total matter time by 60-70% for standard instructions.

Leading practice management platforms offer integrated capabilities including trust accounting with three-way reconciliation, automated document generation, client intake workflows, and time tracking. Aggregate time savings exceed eight hours per week on administrative tasks for typical users.13 For practices processing fifty or more will instructions monthly, the time savings justify platform investment within the first year of implementation.

Cost Advantage in Fixed-Fee Environments

Technology investment creates sustainable competitive advantage specifically in fixed-fee pricing environments. Practices achieving higher automation ratios can price competitively while maintaining margins that technology-lagging competitors cannot match. This dynamic creates first-mover advantages: early adopters capture market share through competitive pricing while maintaining profitability; laggards face margin compression attempting to match prices without efficiency infrastructure.

The technology adoption imperative intensifies with artificial intelligence integration. Research indicates 44% of legal professionals predict generative AI will cause decline in hourly billing over the next five years.14 However, only 34% of firms have updated pricing models to reflect AI-driven efficiencies. This lag creates arbitrage opportunity for technology-forward practices: capture AI efficiency gains while competitors maintain legacy pricing assumptions.

Firms with strict hourly models tend to be slower to embrace technology, creating correlation between pricing model rigidity and technology adoption lag. Practices committed to business model transformation must address both pricing model evolution and technology investment as integrated strategic priorities. The sequence matters: technology investment enables competitive fixed-fee pricing; competitive pricing captures market share; market share generates volume efficiencies; volume efficiencies fund further technology investment.

5. Relationship and Pricing Model Innovation

Traditional will writing suffers from structural relationship limitations: client engagements are overwhelmingly transactional, with clients disappearing for years or decades post-completion.15 This pattern creates unpredictable revenue streams and constant need for new client acquisition, elevating marketing costs and reducing practice stability. The economic implications are severe: practices dependent on new client acquisition for each revenue increment face marketing costs that erode margins and create vulnerability to competitive disruption.

Subscription models have achieved meaningful adoption, with 27% of mid-sized firms now offering subscription-based pricing.3 Estate planning is identified as a practice area particularly well-suited for subscription approaches. The model addresses traditional limitations by transforming one-time transactions into ongoing advisory relationships.

Subscription estate planning services typically encompass ongoing estate plan maintenance as wealth grows and family circumstances change, routine checkups and document updates, digital asset inventory services, and advisory consultations addressing changing tax laws.15 Monthly or annual subscription fees create predictable revenue while providing genuine ongoing value to clients requiring regular estate plan attention.

Pricing structures for estate planning subscriptions vary by service tier. Basic subscriptions providing annual reviews and unlimited telephone queries may command GBP 20-50 monthly; comprehensive subscriptions including document updates, tax planning consultations, and priority access may reach GBP 100-200 monthly. For practices converting 100 will instruction clients to basic subscriptions, the recurring revenue stream of GBP 24,000-60,000 annually transforms practice economics.

The subscription model proves particularly compelling for younger high-net-worth clients accumulating wealth who anticipate multiple life events requiring estate plan revision: marriage, children, property acquisition, business formation, and eventual retirement planning. Locking these clients into subscription relationships during wealth accumulation phases creates lifetime client value substantially exceeding one-time will instruction fees.

Professional Referral Network Development

Systematic professional referral partnerships provide sustainable client acquisition channels. Financial advisors represent particularly valuable referral sources, maintaining higher frequency of client contact than estate planners and positioned as coordinators of comprehensive financial services teams.16

The collaborative team model is increasingly replacing informal referral networks. Structured teams involving estate planning solicitors, financial advisors, accountants, and insurance specialists share clients and coordinate planning processes through integrated meetings.17 Client demand drives this approach: consumers express frustration with disconnected professional advisors providing contradictory or uncoordinated guidance.

For will writing practices, referral network development requires deliberate investment in relationship building with complementary professionals. Unlike marketing to consumers directly, professional referral cultivation focuses on demonstrating technical competence and reliability to sophisticated audiences. Published thought leadership, professional body engagement, and collaborative client service delivery build referral network value over time.

The economics favour referral-based client acquisition. Referred clients typically require less explanation of service value, demonstrate higher conversion rates, and show greater willingness to engage premium services than clients acquired through direct consumer marketing. Customer acquisition cost for referred clients may be 60-80% lower than marketing-acquired clients, materially improving unit economics.

6. Regulatory Compliance as Competitive Positioning

The SRA Transparency Rules, effective 11 April 2025, require regulated firms to publish price and service information for specified services including uncontested probate administration involving UK assets.18 Information must appear in prominent, accessible website locations and include details of teams and individuals providing services, complaints procedure disclosure, and display of the SRA clickable logo.

Transparency as Market Differentiation

Pre-reform, only 18% of firms displayed price and service information on websites. Post-reform year one compliance reached 68%.19 The transparency requirement creates opportunity for firms demonstrating superior service quality metrics alongside price competitiveness. Rather than viewing transparency obligations as compliance burden, strategic practices leverage disclosure requirements to highlight qualifications, experience, and client satisfaction indicators.

Transparency rules particularly advantage regulated providers competing against unregulated will writers. While unregulated providers face no equivalent disclosure requirements, consumers comparing options increasingly expect transparency from all providers. Regulated firms proactively publishing comprehensive service information—beyond minimum compliance—position themselves as trustworthy alternatives to unregulated operators.

Law Commission Preparedness

The Law Commission published its final report "Modernising Wills Law" on 16 May 2025, comprising nearly 500 pages with 31 proposals and including a draft Bill for a new Wills Act to replace the Wills Act 1837.20 The Government's initial response welcomed the recommendations, though no legislative timetable has been confirmed as of January 2026.

The electronic wills recommendation merits particular strategic attention. The Commission recommends electronic wills should be valid subject to additional formality requirements, including use of a "reliable system" to identify testator and witnesses, system capability to distinguish copies and prevent unauthorised alterations, and potential for remote witnessing via video transmission to satisfy presence requirements.20

Forward-thinking practices should develop "reliable system" capabilities in anticipation of eventual legislative implementation. This preparedness involves technology platform evaluation, procedure documentation, and staff training for electronic execution processes. Practices operationally ready to offer electronic will services when legislation materialises will capture first-mover advantage in a transformed market.

The capacity test recommendation—that only the Mental Capacity Act 2005 test should apply, replacing the dual Banks v Goodfellow and MCA framework—remains unimplemented.20 Banks v Goodfellow continues as current law for testamentary capacity assessment. Practitioners must maintain competency in both frameworks pending legislative action.

Competition Authority Oversight

The Competition and Markets Authority has increased enforcement attention to will writing services. Letters have been issued to seven unregulated providers regarding aggressive upselling, refund refusals, and complaint handling failures.21 New guidance accompanied enforcement action, and the Digital Markets, Competition and Consumer Act 2024 has provided the CMA with direct enforcement powers and ability to impose fines.

Regulated providers benefit from this enforcement landscape. Quality-focused practices can position regulatory compliance as consumer protection differentiator. The approximately 208,000 unregulated providers operating in England and Wales include substantial numbers in the will writing sector.22 CMA enforcement activity raises consumer awareness of provider quality variation, potentially redirecting consumer preference toward regulated alternatives.

Conclusion

Sustainable will writing practice economics demand strategic transformation from transactional high-volume models toward relationship-based advisory services. The evidence supports specific strategic priorities for practice leaders.

First, technology investment delivers measurable returns. Industry surveys indicate practices implementing comprehensive automation report profitability improvements in the 20-35% range, though results vary by implementation. Practices delaying technology adoption face margin compression as competitors capture efficiency gains.

Second, revenue diversification through adjacent services is essential. LPA applications growing 28.1% annually, probate administration demand increasing 18.3%, and contentious probate specialists expanding 36% since 2020 indicate where revenue growth opportunities concentrate. Core will writing alone, increasingly price-led, cannot sustain practice economics.

Third, subscription and relationship models transform client lifetime value. The 27% of firms now offering subscription services recognize that recurring revenue from ongoing advisory relationships provides stability absent from transactional models.

Fourth, regulatory compliance creates market positioning opportunity. SRA Transparency Rules enable quality demonstration; Law Commission preparedness positions practices for electronic will service delivery when legislation materialises.

The GBP 3 billion market with 5.9% compound annual growth offers substantial opportunity—but not for practices persisting with unsustainable transactional models. The strategic imperative is clear: transform will writing from isolated document production into gateway service for comprehensive estate planning advisory relationships. Practices executing this transformation will capture disproportionate share of market growth; those failing to adapt face continued margin compression and eventual market exit.

CPD Declaration

Estimated Reading Time: 20 minutes Technical Level: Advanced Practice Areas: Private Client, Estate Planning, Practice Management, Legal Technology

Learning Objectives

Upon completing this article, practitioners will be able to:

  1. Analyse the current UK wills, probate, and trusts market structure, identifying the paradox between GBP 3 billion market value and declining provider numbers
  2. Evaluate pricing model alternatives for will writing services, comparing fixed-fee, hourly, and subscription approaches against profitability benchmarks
  3. Identify revenue diversification opportunities through adjacent services including LPAs, probate administration, and contentious probate work
  4. Apply technology investment criteria to assess practice management software ROI for will writing automation
  5. Assess SRA Transparency Rules compliance requirements and position regulatory compliance as competitive differentiation

SRA Competency Mapping

  • A4: Drawing on sufficient knowledge and experience (practice economics, market analysis)
  • A5: Applying understanding, critical thinking and analysis to solve problems (business model transformation)
  • B1: Understanding and applying the principles of professional conduct (SRA Transparency Rules)
  • B6: Developing and maintaining effective business relationships (professional referral networks)

Reflective Questions

  1. How does your practice's current pricing model for will writing services compare to the 64% fixed-fee adoption rate among mid-sized firms, and what efficiency investments would be required to maintain profitability under fixed-fee arrangements?
  2. What proportion of will instruction clients convert to LPA services or other adjacent offerings, and how might systematic cross-service integration improve client lifetime value?
  3. How prepared is your practice to deliver electronic will services should the Law Commission's recommendations be enacted, and what technology and procedure investments would be required?

Professional Disclaimer

The information presented reflects the regulatory and legislative position as of 2026-01-28. Regulations, tax rules, and professional guidance are subject to change. Readers should independently verify all information before acting and seek advice from appropriately qualified solicitors, financial advisors, or other professionals for their specific circumstances.

Neither WUHLD nor the author accepts liability for any actions taken or decisions made based on the content of this article. Professional readers are reminded of their own regulatory obligations and duty of care to their clients.

Footnotes

Footnotes

  1. UK Wills, Probate & Trusts Market Report 2025 (November 2025). https://www.globenewswire.com/news-release/2025/11/07/3183475/0/en/UK-Wills-Probate-Trusts-Market-Report-2025.html ↩ ↩2 ↩3 ↩4 ↩5 ↩6 ↩7

  2. Law Society Financial Benchmarking Survey 2025 (2025). https://www.lawsociety.org.uk/topics/research/financial-benchmarking-survey-2025 ↩ ↩2 ↩3

  3. Clio 2025 Legal Trends Report (2025). https://www.clio.com/uk/blog/mid-sized-law-firms-highlights-2025-legal-trends/ ↩ ↩2 ↩3

  4. UK Wills & Probate Consumer Research Report 2025 (November 2025). https://finance.yahoo.com/news/uk-wills-probate-consumer-research-102300272.html ↩

  5. Legal Futures market analysis (November 2025). https://www.legalfutures.co.uk/latest-news/top-will-writing-brands-taking-noticeable-market-share ↩

  6. Law Gazette analysis of Financial Benchmarking Survey (2025). https://www.lawgazette.co.uk/news-focus/in-depth-benchmarking-survey-client-interest-profit-warning/5122599.article ↩ ↩2 ↩3

  7. Legal Services Board price transparency research (2024). https://www.legalservicesboard.org.uk/our-work/demand-led-regulation/price-and-service-information ↩

  8. MoneyHelper will writing guidance (2025). https://www.moneyhelper.org.uk/en/family-and-care/death-and-bereavement/how-much-does-it-cost-to-make-a-will ↩

  9. Clio 2025 Legal Trends Report - Technology ROI analysis (2025). https://www.clio.com/uk/resources/legal-trends/2025-report/ ↩ ↩2

  10. Moore Kingston Smith Mid-market Law Firm Benchmarking Report 2024-2025 (2025). https://mooreks.co.uk/insights/mid-market-law-firm-benchmarking-report-2024-2025/ ↩

  11. Industry analysis of professional services profit margins. Note: The 20-40% range reflects general professional services benchmarking; UK legal sector-specific margins may vary by firm size and practice area. ↩

  12. UK Wills, Probate & Trusts Market Report 2025 - Consumer Research (November 2025). https://www.globenewswire.com/news-release/2025/11/07/3183475/0/en/UK-Wills-Probate-Trusts-Market-Report-2025.html ↩

  13. Estate planning software efficiency analysis (2025). https://brillantlaw.com/estate-planning-software-for-attorneys/ ↩ ↩2

  14. BigHand 2025 Legal Pricing and Budgeting Report (2025). https://www.bighand.com/en-us/resources/whitepapers/2025-legal-pricing-and-budgeting-report/ ↩

  15. SmartHeritance estate planning relationship analysis (2025). https://www.smartheritance.com/ ↩ ↩2

  16. Kitces financial planning industry analysis (2025). https://www.kitces.com/ ↩

  17. Wealth Management industry analysis (2025). https://www.wealthmanagement.com/ ↩

  18. SRA Transparency Rules (effective 11 April 2025). https://www.sra.org.uk/solicitors/standards-regulations/transparency-rules/ ↩

  19. SRA transparency rules evaluation research (2024). https://www.sra.org.uk/sra/research-publications/transparency-rules-evaluation/ ↩

  20. Law Commission Modernising Wills Final Report (May 2025). https://lawcom.gov.uk/project/wills/ ↩ ↩2 ↩3

  21. GOV.UK CMA enforcement action on will writing providers (2025). https://www.gov.uk/government/news/cma-takes-action-on-will-writing-firms ↩

  22. CMA legal services market analysis (2024). https://www.gov.uk/cma-cases/review-of-the-legal-services-market-study ↩