Why? Because women see a 27% decrease in their standard of living after divorce, while men see a 10% increase in theirs. That’s a huge gap! And you can see that any money mistake by a woman in divorce can impact her more heavily.

Understanding the most common money mistakes that are made during divorce can hopefully help you avoid them.

Money Mistake #1: Not fully understanding your financial situation.

You need a clear picture of your assets, liabilities and income so that you can make informed decisions during the divorce process. Even if you haven’t been involved in the family’s finances up until now, it’s never to late to start learning about what has been going on with the money.

Mistake #2: Not hiring a financial advisor.

Many women going through divorce assume that they can handle their finances on their own and sometimes are too ashamed to ask for help. Divorce is a very complex financial process that requires specialized knowledge and expertise. A financial advisor who is well-versed in the divorce process can help you understand where you stand financially and help you plan for hte future.

Mistake #3: Letting emotions guide your decisions.

Divorce is an emotional process and it’s okay to have feelings and acknowledge them. But when it comes time to make financial decisions in the divorce, those decisions need to be based on facts and sound financial principles.

Mistake #4: Not considering the long-term consequences of your decisions.

During divorce it’s easy to focus on the short-term and forget about how this will affect you in the long-term. You might consider taking a lump sum payment in lieu of spousal support because it sounds like a good idea at the time. But it is important to analyze how you will fare 10 or 20 years from now with the financial decisions you’re making now.

Mistake #5: Not updating your financial plan after divorce.

Among the other updates you make after divorce, updating your financial plan to reflect your new reality is critical. You need to consider revising your budget, updating your estate plan, and revisiting your investment strategy. Make sure these things are aligned with your changing goals and aspirations.

Divorce is really hard when you are in the thick of it, but if you can avoid these 5 money mistakes, you will end up with a better divorce outcome and financial life after divorce. The Divorce Money Guide has the tools and guidance you need to take control of your situation and come out of your divorce on solid financial ground.

The Divorce Money Guide helps you secure your future.

Follow the easy-to-use Guide and find the money you’re entitled to. The Divorce Money Guide includes:

• 10 video tutorials
• Step-by-step worksheets
• 10-step framework to locate and organize all statements
• Template to gather account statements and previous tax returns
• Tools to uncover secret accounts legally
• Budgeting strategies to move your life forward
• Steps to take after catching a cheater
• Post-divorce checklist
• Resources to find information on people, companies, and real estate
• Lifetime access to all materials

Take the first step to reclaim your life.

Get the Guide

Like this article? Check out: “Do You Suspect Your Spouse is Hiding Money?”

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For many people, their dog is not “just a pet.” Their dog is family, emotional support, routine, comfort, stability, and unconditional love during one of the hardest times of their life.

I understand this personally, too. I have been divorced, and I know how emotionally overwhelming divorce can feel. When you add the fear of losing your dog on top of everything else, it can become absolutely devastating. That is why I believe pet custody deserves thoughtful conversations, practical planning, and honest reflection, both for the humans involved and for the dog.

Before You Agree to 50-50 Dog Custody, Think Carefully

One of the most common things divorcing couples say is:

“We both love the dog, so we’ll just share custody.”

On the surface, that sounds fair and loving. But I encourage people to pause and think beyond the immediate fear of losing the dog. Why? Because sharing custody of a dog also means remaining connected to your ex for the rest of the dog’s life.

You are still coordinating schedules. Still communicating regularly. Still seeing each other. Still emotionally involved in each other’s lives to some degree.While that may feel manageable in the beginning, many people later realize it keeps them emotionally stuck.

A lot of my clients come to me after trying shared custody for a year or two and say things like:

“I wish I had never agreed to this.”

Not because they stopped loving the dog, but because they could not emotionally move forward while staying constantly connected to their ex. Once new relationships enter the picture, things often become even more painful. So before agreeing to shared custody, ask yourself honestly:

Will this arrangement help me heal, or will it keep me emotionally tied to someone I am trying to let go of?

It’s Not Just About You. It’s About the Dog, Too.

As a dog behavior specialist, I also have to look at these situations from the dog’s perspective. Many dogs do not thrive moving back and forth between homes indefinitely. At first, dogs often seem fine with it. Dogs generally enjoy car rides, new places, and adventures. But after several months, sometimes longer, stress behaviors often begin to appear.

I tell clients to watch for changes in the dog’s personality and behavior. Some dogs become more anxious, hyper, reactive, or clingy. Others withdraw emotionally. They sleep more, lose interest in activities, or stop acting like themselves.

More obvious signs of stress can include:

• Refusing to get in the car
• Hiding before transitions
• Shaking during exchanges
• Loss of appetite
• House-training accidents
• Increased aggression or anxiety

These are not “bad dog” behaviors. They are often signs the dog is struggling emotionally. Not every dog can comfortably live between two homes. Some can. Many cannot. That is why I encourage couples to continuously reevaluate how the arrangement is affecting the dog, not just themselves.

Should the Dog Go Back and Forth With the Kids?

This is another very common question. Sometimes it works beautifully, especially when the dog is deeply bonded to one of the children. If the child is the dog’s emotional anchor, the dog may feel secure simply being wherever that child is.

But parents still need to observe carefully. Is the dog excited to go between homes? Or does the dog appear stressed and reluctant during transitions?

I often tell people:

Watch your dog like you are watching a nature documentary. Pay attention to body language. Observe behavior honestly. Dogs communicate constantly if we are willing to notice. If the arrangement is causing distress, parents may need to reconsider what is truly best for the dog, even if it is emotionally difficult.

Please Stop Feeling Guilty

One thing I wish more people understood is this:

Choosing the best situation for your dog does not make you a bad person.

I worked with one woman who moved from a family home into a third-floor penthouse apartment after divorce. She initially planned to share the dogs, but quickly realized daily life there was stressful and impractical for them. The dogs ultimately stayed with their dad full-time. And honestly? That was a loving decision.

The dogs were stable, happy, cared for, and deeply loved. So many people carry enormous guilt around these decisions, but I think guilt often distracts us from the deeper sadness we are actually trying to avoid. Guilt is easier to focus on than grief.

But your dog should not become the emotional container for all the unresolved pain surrounding your divorce.

If Keeping the Dog Is Important to You, Be Smart About It

If your dog is one of the most important issues in your divorce, bring it up early. Do not wait until the end of negotiations. And most importantly, stay calm.

One of the biggest mistakes people make is becoming highly emotional or attacking their ex during conversations about the dog.

Please do not say things like:

• “I cannot live without the dog.”
• “You never even cared about the dog.”
• “You are a terrible pet owner.”
• “The dog loves me more.”

Those conversations usually backfire. The moment people feel attacked or manipulated emotionally, they become defensive. And unfortunately, in high-conflict divorces, people sometimes use the dog to hurt each other. Instead, stay factual and future-focused.

Say something simple like:

“I would really like to keep the dog, and I’d like us to have a practical conversation about what makes the most sense moving forward.”

That approach is far more productive. Compromise helps. I often tell clients there is nothing wrong with offering another asset, financial concession, or arrangement in exchange for keeping the dog. That is not selfish. It is simply negotiation.

Most importantly, once you reach an agreement, get it in writing. Do not rely on verbal promises during divorce.

There Is No Perfect Solution

Every dog, every family, and every divorce is different. Sometimes shared custody works well. Sometimes it becomes emotionally unhealthy for the people involved. Sometimes the dog clearly needs one stable home.

What matters most is making decisions thoughtfully, honestly, and with compassion for everyone involved, including yourself. Because loving your dog also means being willing to ask:

“What arrangement truly gives this dog the best life possible?”

Like this article? Check out “My Dog is Anxious Thanks to My Divorce”

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In any relationship, effort and mutual understanding form the basis of affection. Sometimes, a relationship may feel strained, and it is important to attend to it right away without waiting for it to become worse. “If you have any or all of these signs going on in your marriage, you don’t have to get divorced. You can not only save your marriage, but you can also create the marriage you both long for. If you have any of these signs, you need to stop doing them,” wrote Relationship Coach Julia Woods. She further noted down a few signs that show that we are heading towards a divorce and don’t even know about it.

ALSO READ: Separating with your partner? Ways to take care of your mental health

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Not reconciling conflicts: Any conflict is an opportunity for growth. It causes discomfort in the relationship, which further opens up the possibilities of conversations, leading to healthy change and growth. However, when we do not address difficult conversations, they become more difficult with time. As we learn to procrastinate in difficult situations and conversations, they can lead to separation in the relationship.

Blaming each other: Taking ownership of our mistakes is important in a relationship. A relationship is developed and nurtured by two individuals, and we should remember that when we share the responsibilities. We should be accountable for our mistakes. Blaming each other and engaging in the never-ending blame game will ultimately harm the relationship.

Waiting for spouse to change: This is an unhealthy mindset that can harm the relationship. Instead of waiting for the other person to change, we should start embracing their imperfections. Finding a common ground in a marriage is very important.

Ruminating after conflicts: Instead of sitting and overthinking of the conflict, we should learn to let things go and be more excited about what awaits us next. When we start to ruminate on the conflict and what was said and done, we start to find faults in everything.

Stonewalling: This is a toxic relationship trait where one person completely goes silent and tries to block communication with the other person. This is done as an act of punishing the other person. However, stonewalling can accelerate conflicts and lead to suffering.

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But here’s the reality: wanting to keep the house, qualifying to keep the house and being able to comfortably sustain keeping the house are three very different things.

After 30 years in the mortgage industry and years specializing in divorce mortgage planning, I’ve seen too many people make emotional decisions about their home without fully understanding the financial consequences. Sometimes keeping the house works beautifully. Other times, it creates long-term financial stress that could have been avoided with the right planning. The good news is this: you do not have to figure it out alone.

Here are five of the biggest myths people believe about keeping the house during divorce, and what you really need to know before making one of the biggest financial decisions of your life.

Myth #1: “I Can Just Remove My Ex From the Mortgage”

This is probably the most common misconception I hear. Many people assume that if the divorce agreement says one spouse gets the house, the bank will simply remove the other spouse from the mortgage. Unfortunately, that’s not how it works.

If both spouses signed the mortgage, both are still legally and financially responsible for the loan until one of three things happens:

• The mortgage is refinanced into one person’s name
• The loan is formally assumed by one spouse
• The house is sold and the loan is paid off

A refinance replaces the old mortgage with a new one solely in your name. It could also allow you to access equity to buy out your spouse’s share of the home.

A Qualified Loan Assumption (or By Novation) allows you to keep the existing mortgage, including your current interest rate, while removing your spouse from the loan. This has become especially attractive for homeowners who refinanced during the low-interest-rate years and have rates under 5%.

However, assumptions are not guaranteed. Not all loans qualify, and every lender has different guidelines. In fact, many people are surprised to learn that conventional loans traditionally were not assumable at all. While some lenders have recently become more flexible because divorce is considered a life event, approval still depends on the investor and the specific loan.

And there’s another important detail many people miss: with an assumption, you cannot access your equity to buy out your spouse. That means you need another source of funds for the equity buyout. That source could be a separate Home Equity Line or Home Equity Loan, Equalizing with other assets, etc.

This is why divorce mortgage planning matters so much before the divorce is finalized. The structure of your settlement agreement can directly impact whether financing will even work later.

Myth #2: “If I Want the House, I Can Afford It”

Emotionally, keeping the house may feel like the right decision. Financially, that’s not always true.

Many people qualified for their mortgage with two incomes, not one. After divorce, the financial picture changes dramatically. Suddenly, one person is responsible for:

• The mortgage payment
• Property taxes
• Insurance
• Utilities
• Maintenance
• Repairs
• Everyday living expenses

And unlike a traditional home purchase, divorce-related mortgage financing has additional rules and requirements. I often tell clients that divorce mortgage planning is similar to getting pre-approved before buying a home. You need to understand what is realistic before final decisions are made. Sometimes the numbers work beautifully. Other times, they don’t.

And while hearing “you may not be able to comfortably afford this home” can feel painful, it is far better to discover that early rather than months later when the divorce has been finalized, you are not able to obtain financing and you are forced to sell the house you fought so hard to keep.

The truth is, the numbers don’t lie. I’ve worked with clients who initially felt devastated about selling the marital home, only to later feel relieved and empowered in a more affordable property that gave them financial freedom and peace of mind. Sometimes letting go of the house creates space for a much healthier new beginning.

Myth #3: “Child Support and Alimony Automatically Count as Income”

Support income can absolutely help you qualify for a mortgage, but there are important guidelines many people don’t know about.

For alimony or child support to count as qualifying income, lenders generally require:

• A documented six-month history of receiving payments
• Proof that payments will continue for at least three years

This becomes especially important for parents with older teenagers. If child support is ending soon, lenders will not count it toward qualifying income. Documentation also matters more than people realize.

For example, I sometimes see divorcing couples create a joint account where one spouse deposits support money and the other withdraws it. Unfortunately, lenders often will not consider that acceptable proof because technically you are paying yourself the support income if it is coming from an account with your name on it.

Another issue arises when couples agree to a lump-sum settlement instead of monthly support payments. While having cash in the bank sounds beneficial, it may leave the receiving spouse without qualifying monthly income for mortgage approval. These are the kinds of details that can create major financing problems after divorce if they are not addressed ahead of time.

That’s why I work alongside attorneys, mediators, financial planners, and accountants during the divorce process. Small changes in how agreements are structured can make an enormous difference later.

Myth #4: “My House Is Worth Whatever Zillow Says”

Zillow can be a useful starting point, but it should never be treated as the final word during a divorce.

When determining a home’s value, couples may use:

• Zillow estimates
• Comparative market analyses (CMAs)
• Divorce appraisals
• Formal lender appraisals

The challenge is that the lender will conduct its own appraisal for a refinance, and that number may differ significantly from the value used during settlement negotiations. If the lender’s appraisal comes in lower than expected, there may not be enough equity available to complete the agreed-upon buyout. If it comes in higher, the spouse keeping the house may owe more than anticipated.

Without proper planning, either situation can create major stress and conflict late in the process. Understanding how valuations impact financing is critical, and it’s one of the many reasons why mortgage planning should happen during the divorce, not after.

Myth #5: “I Don’t Need a Divorce Mortgage Planner”

If there is real estate involved in your divorce, a divorce mortgage planner can become one of the most valuable members of your divorce team. Your attorney handles the legal side. Your accountant handles taxes. Your financial planner focuses on long-term investments and retirement.

A divorce mortgage planner focuses specifically on how mortgage guidelines intersect with divorce settlements, support income, home equity, and long-term housing affordability.

That includes:

• Evaluating whether keeping the home is realistic
• Reviewing refinancing and assumption options
• Identifying financing obstacles before settlement
• Helping structure agreements to support mortgage approval
• Exploring options if selling the home makes more sense
• Running multiple financial scenarios so you can make informed decisions

Most importantly, divorce mortgage planning helps people make decisions based on facts, not fear. Divorce is emotional enough already. Having clarity around your housing options can reduce uncertainty and help you move forward with greater confidence.

Final Thoughts

Keeping the house during divorce is not just an emotional decision. It’s a financial one that can impact your future for years to come. And while staying in the family home may absolutely be the right choice for some people, it’s important to understand the full picture before making that commitment.

The earlier you explore your options, the more flexibility and control you’ll have. Because at the end of the day, the goal isn’t just to keep the house. The goal is to create financial stability, peace of mind, and a future that truly works for you and your family.

Like this article? Check out “What Exactly is Divorce Mortgage Planning?”

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Depression versus sadness versus grief

Though we use the term ‘Depressed’ often, not all feelings of sadness or lack of motivation or joy qualify as clinical depression. Clinical depression (or diagnosable depression) is a set of symptoms that often happen together for more than two weeks and significantly impact your personal or professional life. Symptoms include:

• Feeling sad, down, or hopeless more days than not
• Feelings of worthlessness, helplessness, hopelessness, excessive guilt
• Increased anger, irritability, or frustration
• Increased crying that is difficult to control
• Loss of interest in things you once enjoyed
• Lacking motivation
• Weight changes (either gaining or losing weight)
• Changes in appetite
• Changes in sleep patterns (insomnia or sleeping more than usual)
• Changes in energy levels (typical feeling fatigued or never rested)
• Difficulty getting out of bed
• Changes in motor behavior (jittery or moving constantly or moving much more slowly than normal, as if moving through mud)
• Difficulty with concentration or focus
• Feeling indecisive or unable to make decisions
• “Brain Fog”
• Difficulty with self-care or basic hygiene (such as decreasing the number of showers taken, wearing dirty clothes often, or not brushing teeth or hair)
• Increased Rumination (An inability to change or shift thoughts about situations or events)
• Increased thoughts of death, dying, or suicide

To be diagnosed as depressed, a person would need to experience at least 5 of these symptoms during a single 2-week period and experience a negative impact on their life as a result of the symptoms.

For many, the experience of sadness or grief can look and feel a lot like depression, especially during divorce. But these emotions and experiences do not necessarily mean you are depressed.

It is normal for one to experience sadness or even to need to work through the grief process after a significant loss of any kind. And Let’s face it; divorce is full of potential losses- loss of a relationship, loss of a home, loss of a pet, loss of an income, loss of time with your kids, loss of family, loss of what you thought your future would look like… The list could go on for a while!

Divorce also creates many changes, and a person can experience grief around both happy and difficult changes. The more modern grief process describes phases that we can move in and out of over time when healing from loss or change (denial, anger, bargaining, depression, and acceptance). Depression is a part of this grief model, but it is not often a place where one remains stuck. To decipher between grief, depression, and sadness, think about the severity of the symptoms, how long they have lasted, and the ongoing impact on life or relationships.

Divorce and depression: Can divorce lead to depression?

Divorce can lead to a depressive episode, even if the divorce was something you wanted. As I pointed out, we go through so many changes and losses emotionally, mentally, physically, and environmentally during and after a divorce. It is only natural to have big emotions when the process is over. Many people experience a significant “letdown” because they no longer live in unrest or crisis. The sudden end to the stress hormones and ongoing turmoil can leave us tired, unmotivated, ruminating, and wondering what to do next.

To understand if you are experiencing something unusual, monitor yourself and your daily functioning. Are you slipping up at work, letting your personal hygiene or self-care go, having difficulty in your relationships with family or friends, lacking motivation, or feeling as if there is not much to distract you from hard thoughts or sadness? If so, you should talk to someone.

A therapist or a psychiatrist can help to evaluate if what you are experiencing is clinical depression and can start to work with you to find relief or turn the symptoms around. If it is challenging to get in with a therapist or psychiatrist quickly, start with your primary care physician. They have the basic knowledge to either help or refer you to resources that can help.

I typically encourage people not to stop with the primary care physician, though, as they are not necessarily experts in mental health but a first-line defense and resource to jump-start your healing journey. If you notice that you are experiencing some of the depression symptoms but still functioning ok, you may be experiencing grief or just adjusting to your new life. Lean into your social support and self-care, and seek professional support to work through these feelings.

Can depression lead to divorce?

Depression can lead to challenges in a relationship and potentially divorce. The symptoms of depression are experienced by the individual and have a “trickle-down” impact on those around us. Depression can make us feel worthless or hopeless and appear more irritable, angry, or distant. These emotions can impact our ability to see the good in different situations, people, or ourselves. Depression can be like wearing dark sunglasses; everything loses its luster and brightness. People can lose motivation in different ways, and the marriage can become less and less of a priority.

If someone doesn’t have the energy to get out of bed, it is unlikely someone will have the energy to put in the work required for a long-term relationship. The behaviors and symptoms associated with depression can create shame, which turns us further inward. As one could imagine, the symptoms of depression create turmoil between two partners. Difficulties I see often between couples with one or both partners struggling with depression include:

• Feeling unloved, uncared for, unheard
• Feeling emotionally disconnected
• Feeling like one partner is hiding something
• Anger issues
• Avoidance of issues in the relationship or other areas of life
• Feeling as if partner is not an active participant in life
• Job or financial insecurity
• Difficulty communicating or managing conflict
• Feeling as if one partner is parenting the other
• Feeling as if one partner does not show up as an active parent
• Alcoholism or substance abuse

These difficulties can lead to the end of the relationship if the depression is not acknowledged and addressed appropriately. It is challenging to decide if depression caused a divorce. Hindsight can be valuable, especially when one has made it to the other side of a depressive episode. Symptoms can be reviewed and evaluated in conjunction with the difficulties in the relationship to form a conclusion.

I definitely feel more than grief and sadness…

If you recognize that what you are going through is more than sadness, grief, or adjustment to change, reach out to social support, your primary care provider, a therapist, or a psychiatrist. Don’t wait. Depression can snowball quickly.

I don’t like to “reinvent the wheel,” so I typically recommend leaning into things that brought some relief, rejuvenation, or joy in the past. It can be hard to find joy in the things you once loved when you are stepping into a new phase of life where so many things are different. Find ways to alter these activities so that they work for you. Other behavioral techniques that can create positive change include trying new things, moving your body, connecting with people, journaling, and checking your mindset. These things may not give you joy or change your mood immediately, but it is vital to keep putting one foot in front of the other. Many people dismiss or do not recognize the importance of how we treat ourselves when we are feeling down, grieving, or depressed. Be kind to yourself. You have been through a lot, and that’s ok.

Like this article? Check out “Are you a Victim of Emotional Abuse?”

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Parenting

By Andrew Court

It’s divorce, done differently.

An unusual trend has emerged among separating parents eager to protect their offspring from the devastating effects of divorce.

After many splits, the family home is sold, leading to upheaval for children forced to shuttle between two new places.

But in a “bird-nesting divorce,” the home stays in the family, with the separated parents staying at the residence on a rotating basis.

The unconventional arrangement provides kids with a sense of stability and continuity, according to experts and couples who are squawking about its benefits.

A 2014 paper published by the American College of Pediatricians stated that divorce has been shown to “diminish a child’s future competence in all areas of life, including family relationships, education, emotional well-being, and future earning power.”

However, a bird-nesting divorce might avoid or diminish these adverse effects — and for many families, it also makes financial sense.

In a Business Insider essay this week, Cordelia Newlin said that her bird-nesting divorce was “a logical solution that saved me money.

“When my husband and I realized our marriage was over a few years ago, we were racked with guilt over how it would affect our two girls,” the mom explained, noting that her daughters were 7 and 9 at the time.

Newlin and her ex, having decided to split custody 50/50, “knew nesting was the answer.

“The girls’ father rented a small place nearby, while I chose to live with my mother when I wasn’t with the kids,” the divorcee wrote. “While some things about my living situation weren’t ideal, it was financially realistic.”

According to NYC lawyer Sherri Sharma, some divorcing couples choose to rent a separate apartment together and rotate between the family home and that smaller space, saving cash.

“Usually the parents have a studio apartment they share and rotate, and then keep the marital home where the children stay put,” she told NBC. “The way I’ve seen nesting done is not people having three homes, as most people, even quite wealthy clients, don’t find that feasible.”

While Sharma spoke about bird-nesting divorce in 2018, the arrangement has grown in popularity in the past five years, per the Guardian.

“While a lot of people do it for consistency for the children in the early stages of separation, I think that it is now becoming necessary for a lot of families due to rising mortgage and rent costs,” one lawyer told the outlet in July, saying inflation was responsible for the surge.

Sharma told NBC that most nesting scenarios are temporary, but Newlin says she and her ex-spouse have been practicing the arrangement for almost two years — to great benefit for their kids.

“As we approach our two-year nesting anniversary, we’ve learned that communication is key to making it work,” she wrote for Business Insider, admitting that she and her ex-hubby have had to devise chore schedules and “set expectations regarding our kids’ help around the house.”

And while the situation can sometimes be “contentious,” the mom believes it’s worth it so her children don’t have to live in a near-constant state of movement.

“Nesting meant they [the daughters] would always feel at home,” Newlin declared.

“It entails a lot of planning and discussion, flexibility, communication and a willingness to embrace empathy and compromise,” she added. “But I wouldn’t have it any other way.”

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Judge rules creditor could not use alternative service within England to bypass rules on serving a debtor abroad.

The High Court has delivered a very expensive reminder that bankruptcy proceedings are subject to the same fundamental jurisdictional principles as other civil claims, setting aside an order that allowed a Dubai bank to serve a £16.3 million bankruptcy petition on a Qatari businessman through alternative means in England. In his judgment handed down on 16 June, Judge Greenwood ruled that because Ghanim Bin Saad Majid Al Saad Al Kuwari was not shown to be present within the jurisdiction, and no permission to serve abroad had been obtained, service of the petition was ineffective.

The background

The case initially concerned litigation in the United Arab Emirates, where the Dubai Court of First Instance entered judgment in favour of Emirates NBD Bank on 5 October 2023 in relation to a debt of around £16.3 million. After surviving two appeals in Dubai, the bank successfully sought to enforce the judgment in England, obtaining default judgment against Al Kuwari on 7 February 2025.

The ensuing bankruptcy petition was the next step in the bank’s efforts to recover the debt.

Before presenting the petition, the bank served a statutory demand at three adjoining Queen Anne’s Gate properties in Westminster. Those properties became central to the jurisdictional dispute because the bank argued that they constituted a place of residence for Al Kuwari in England for the purposes of section 265 of the Insolvency Act 1986. The bank therefore attempted to serve the bankruptcy petition personally at the properties in July 2025 but, although a process server appears to have photographed Al Kuwari entering one of them, attempts to serve the petition personally proved unsuccessful.

The bank applied for permission to serve by alternative means and, on 8 August 2025, Judge Agnello granted an order permitting service through an advertisement in the London Gazette and by email. The petition was served pursuant to that order on 12 August 2025 and Al Kuwari subsequently applied to set the order aside.

In the High Court

Al Kuwari argued that he had already returned to Qatar by the time the order was made and that, because the bank had not sought permission to serve the petition abroad, the order was ineffective. Citing various case law, he contended that alternative service could not be used to sidestep the rules governing service outside the jurisdiction. He further argued that the bank had failed to show that personal service was impracticable because it had made no attempt to serve him in Qatar despite knowing that he lived and worked there.

The bank countered that bankruptcy jurisdiction derives from section 265 of the Insolvency Act rather than from service, maintaining that there was a good arguable case that Al Kuwari was actually in England when the alternative service order was made and that he had left England knowing of the petition and the bank’s attempts to serve it.

The decision

Judge Greenwood sided with Al Kuwari, holding: “The Bank’s argument was wrong because it confused two different meanings of the word ‘jurisdiction’,” explaining that, while section 265 governs whether the court may ultimately make a bankruptcy order, valid service of the petition remains “the foundation of the court’s adjudicatory jurisdiction” over the debtor. The judge observed that bankruptcy petitions are subject to the same territorial limits as other civil proceedings, and a debtor who is abroad cannot be served by alternative means within England unless permission to serve outside the jurisdiction has first been obtained.

The court found that the bank had failed to establish a good arguable case that Al Kuwari was present in England between 8 and 12 August 2025. Although he owned property in London and travelled to England regularly, the evidence showed that he was based in Doha, where he lived with his family and conducted his business affairs. In fact, there was “no evidence” that he was physically present in England during the relevant period.

Judge Greenwood further noted: “It is very difficult to find that personal service in Qatar was impracticable, where it was not even attempted.”

Allowing the application, the judge concluded that the bank had taken a procedural risk by seeking an alternative service order without first obtaining permission to serve abroad. The alternative service order was set aside and service of the bankruptcy petition declared ineffective.

The parties

In Emirates NBD Bank (petitioner) v Ghanim Bin Saad Majid Al Saad Al Kuwari (respondent), the petitioner was represented by William Edwards KC of 3VB, instructed by DWF (Middle East). The respondent was represented by Alexander Milner KC of Fountain Court Chambers, instructed by Signature Litigation.

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People are living longer, thinking differently about happiness, and becoming more intentional about how they want to spend the next twenty, thirty, or even forty years of their lives.

Gray Divorce is rarely about giving up. More often, it is about waking up.

For many people, the decision does not happen overnight. It develops slowly through years of emotional distance, changing priorities, unmet needs, or the realization that two people have grown in different directions. Eventually, important questions begin to surface:

Am I truly happy?

Is this relationship still serving both of us?

What do I want the next chapter of my life to look like?

For some couples, those questions lead to renewed commitment and growth, while for others they lead to a respectful decision to move forward separately.

The goal is not to escape discomfort. The goal is to create a life that aligns with your values, well-being, and vision for the future.

WHY DIVORCE AFTER 50 – GRAY DIVORCE FEELS DIFFERENT

Divorce later in life carries a different emotional weight than divorce earlier in life.

In many cases, couples have spent decades building a shared life together. There are memories, traditions, friendships, family relationships, and experiences that span a lifetime. Ending a marriage after twenty, thirty, or forty years can feel less like closing a chapter and more like reorganizing an entire life story.

At the same time, many couples are no longer focused on custody schedules and parenting plans. Instead, they are navigating relationships with adult children and grandchildren. The emotional impact can still be significant as families adjust to changing traditions, holidays, and long-standing family dynamics.

The more history you share, the more important it becomes to approach the process with dignity and respect.

When couples communicate thoughtfully and make decisions from a place of clarity rather than anger, they create a healthier foundation for everyone involved.

PROTECTING YOUR FINANCIAL FUTURE

One of the most important aspects of Gray Divorce is financial planning.

Unlike younger couples, individuals divorcing later in life may not have decades to rebuild retirement savings or recover from costly legal battles. Questions often include:

How will retirement accounts be divided?

What role will Social Security benefits play?

Can I maintain my current lifestyle?

How will healthcare costs affect my future?

What does retirement now look like?

These concerns are completely understandable because financial uncertainty is often one of the greatest sources of anxiety during Gray Divorce.

The good news is that fear usually decreases when clarity increases.

Financial confidence begins with information, preparation, and a process designed to solve problems rather than create them.

When people take the time to gather information, understand their options, and work with experienced professionals, they often discover that the future feels far less overwhelming than they initially imagined.

Clarity has a remarkable way of reducing anxiety.

WHY A PEACEFUL PROCESS MATTERS AFTER 50

For many couples over fifty, the goal is not to win. The goal is to preserve dignity, protect financial security, and create a healthy foundation for the future.

After decades together, most couples share far more than assets. They share family history, friendships, traditions, children, grandchildren, and often a sincere desire to avoid causing unnecessary harm.

That is why mediation and collaborative divorce can be especially effective in Gray Divorce cases.

Rather than turning a lifetime of shared experiences into a courtroom battle, these approaches encourage respectful conversations, thoughtful problem-solving, and informed decision-making.

Peaceful divorce is not about avoiding difficult conversations. It is about having those conversations in a way that creates solutions instead of casualties.

Traditional litigation often amplifies fear, drains resources, and increases emotional strain at a stage of life when stability matters most. By contrast, mediation creates space for understanding, creativity, and resolution, and many clients tell me they entered the process expecting conflict but left feeling grateful they had preserved both their finances and their self-respect.

The process you choose today will often shape the quality of your relationships tomorrow.

THE FEAR OF STARTING OVER

One of the most common concerns I hear from people considering Gray Divorce has very little to do with money. It’s the fear of starting over.

After twenty, thirty, or even forty years of marriage, many people find themselves wondering:

Who am I now?

Will I be alone forever?

Can I really begin again at this stage of life?

These fears are normal, but I often encourage clients to shift their perspective. Instead of focusing on what may be ending, consider everything you have gained.

You have gained wisdom, resilience, and life experience. You have survived challenges, disappointments, victories, and lessons that have shaped who you are today.

Those qualities become strengths, not obstacles.

Many people discover that the second half of life becomes more authentic, meaningful, and fulfilling than they ever imagined. Some reconnect with passions they abandoned years ago, strengthen friendships, travel, or discover a renewed sense of purpose and peace.

Starting over is not the same as starting from scratch.

ADULT CHILDREN ARE STILL AFFECTED

One of the biggest misconceptions surrounding Gray Divorce is the belief that adult children are unaffected because they are grown.

Nothing could be further from the truth.

Many adult children experience shock when parents who have been together for decades decide to separate. Some worry about holidays and family traditions, some feel pressure to choose sides, and others quietly grieve the loss of the family structure they always assumed would remain intact.

What they need most is reassurance that they do not have to become referees, messengers, or emotional caretakers.

When parents communicate respectfully and avoid placing adult children in the middle of conflict, the entire family benefits. One of the greatest gifts parents can give their adult children during a Gray Divorce is permission to continue loving both parents without guilt.

Families can change form without losing connection.

REDISCOVERING WHO YOU ARE

Perhaps the most profound part of Gray Divorce is not what ends. It is what begins.

Many people have spent decades caring for others, raising children, supporting careers, managing households, and meeting the needs of everyone around them. Then one day, a simple question emerges:

Who am I now?

At first, that question can feel unsettling. Over time, it often becomes liberating.

Clients frequently tell me that once the initial grief begins to fade, they start reconnecting with parts of themselves they had not seen in years. Some rediscover hobbies and interests, return to spiritual practices that once grounded them, pursue new opportunities, deepen friendships, or simply learn how to enjoy their own company again.

One of the most beautiful transformations I witness is when someone stops defining themselves by what they lost and begins defining themselves by what is still possible.

The second half of life is not meant to be lived looking backward. It is meant to be lived intentionally, with wisdom, gratitude, and the confidence that meaningful growth is still ahead.

Divorce after 50–Gray Divorce is not simply the ending of one chapter. It can become the beginning of the most authentic chapter of your life.

THERE IS LIFE AFTER GRAY DIVORCE

I often remind clients that divorce is a chapter, not the entire story.

While the process may feel painful, uncertain, or overwhelming at times, it is temporary. There is life beyond the paperwork, beyond the conflict, and beyond the fear.

There are new opportunities, new experiences, new relationships, and new possibilities waiting ahead.

Your story is not ending. It is evolving.

I believe deeply in marriage. But I also believe deeply in helping people find peace.

For some couples, peace is found by working through challenges together. For others, peace is found through a respectful and thoughtful separation.

Whatever path you choose, remember this:

You are not too old to start over.

You are not too old to find happiness.

You are not too old to create a meaningful future.

FINAL REFLECTION — A MESSAGE FROM THE PEACEMAKER

Sometimes the hardest part of Gray Divorce is not making the decision. It is trusting yourself enough to move forward once the decision has been made.

Growth after fifty is not a sign of failure. It is often a sign of courage, self-awareness, and a willingness to create a future that feels more aligned with who you are today.

Whether you ultimately stay in your marriage or move forward separately, the goal should remain the same: to build a life rooted in dignity, peace, and emotional well-being.

I’m passionate about helping my clients resolve conflict peacefully WITHOUT going to court.

Like this article? Check out “How Divorce Fears Can Result in Bad Decisions”

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Late payments are costing the UK economy an estimated £11bn a year and leaving small businesses (SMEs) waiting almost a month to be paid, amid growing concerns over blocked cashflow across the economy.

Research from Sage shared with City AM found that 49 per cent of SME invoices are paid late, with businesses waiting an average of 27 days after issuing an invoice before receiving payment.

The findings land as government pushes its Late Payments Bill through Parliament and ramps up efforts to improve payment practices across British business.

The data suggests many firms are being denied the cash needed to invest and adopt new technologies at a time when ministers are placing growing emphasis on productivity and digital transformation as drivers of economic growth.

Despite the pressure on cashflow, Britain’s small business sector continues to show signs of resilience.

Sage’s latest UK SME Pulse data found profits across UK SMEs grew 7.4 per cent in the year to the first quarter of 2026, the strongest rate of growth since 2022.

Real revenues also increased by 3.2 per cent, marking a fourth consecutive quarter of growth.

The figures point to a sector continuing to expand despite a challenging economic backdrop, though business groups argue stronger payment practices could unlock significantly more investment and growth.

The digital investment bottleneck

The issue is particularly significant as policymakers seek to accelerate technology adoption among smaller businesses.

Separate research published this week found only 21 per cent of UK small businesses use artificial intelligence regularly, while just six per cent have embedded AI into everyday operations.

Cost remains the biggest barrier, cited by 53 per cent of firms, followed by skills shortages and concerns around data privacy.

Stronger cash positions could allow more firms to invest in productivity-enhancing technologies, digital tools and AI systems, and the government is also betting on e-invoicing as part of the solution.

Set to be introduced from 2029, e-invoicing enables invoice data to move directly between buyers’ and suppliers’ financial systems.

According to Sage, businesses using e-invoicing are typically paid between five and seven days faster than those relying on traditional invoicing processes

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One of the biggest problems I see is that people are afraid to ask questions or don’t even know what divorce questions to ask. Divorce professionals use terminology that can feel intimidating, and many people leave meetings more confused than when they arrived. That’s exactly why I created my educational divorce platform, PartWise.

Here are the 5 most commonly searched divorce questions on PartWise right now.

1. What Is a QDRO and How Is Retirement Divided?

I’m not surprised that this divorce question is consistently one of the most searched on PartWise.

A QDRO, pronounced “quadro,” stands for Qualified Domestic Relations Order. It’s a court order used after a divorce to divide certain retirement accounts, like 401(k)s and pensions. Many people assume retirement accounts can’t be divided because they’re only in one spouse’s name. Others fear they’ll have to cash out retirement savings and pay huge taxes or penalties in the process.

Neither is true. Retirement accounts accumulated during the marriage are often considered marital property, regardless of whose name is on the account. A QDRO allows those funds to be divided properly without triggering immediate taxes or early withdrawal penalties. That distinction is critical because retirement assets are often one of the largest marital assets people own.

The bigger issue is that many people don’t fully understand what they’re agreeing to when dividing retirement. They may focus on immediate assets like the house or checking accounts without realizing the long-term value of retirement savings. Understanding how retirement works in divorce isn’t just about paperwork. It’s about protecting your future financial stability.

2. How Do I Know If I Need a Divorce Attorney, Mediator, or Collaborative Divorce?

One of the hardest parts of divorce is figuring out which process is right for you. People often assume litigation is the default option because that’s what they see in movies or hear from friends. But there are several paths available, and the right one depends on your circumstances, communication style, finances, safety concerns, and goals.

Litigation may be necessary in high-conflict situations or cases involving abuse, hidden assets, or serious custody disputes. Mediation can work well when both spouses are willing to communicate and negotiate with the help of a neutral professional. Collaborative divorce involves a team-based approach where both parties commit to resolving issues outside of court.

The problem is that many people choose a process before they fully understand the implications, costs, or emotional impact. Education matters here. When people understand the pros and cons of each approach, they’re far more likely to choose a path aligned with their long-term wellbeing.

3. What Happens to the House During Divorce?

For many families, the marital home carries emotional weight far beyond its financial value.

People often ask:

• Do I have to sell the house?
• Can I afford to keep it?
• What happens if both names are on the mortgage?
• What if my spouse wants to stay and I don’t?

The answer depends on several factors:

• Equity in the home
• Mortgage qualification
• Income after divorce
• Child custody arrangements
• Local property laws

One of the biggest mistakes I see is when someone fights emotionally to keep the house without fully understanding whether it’s financially sustainable long-term.

Keeping the home may feel comforting in the short term, especially when children are involved, but it can create major financial strain later if maintenance, taxes, or refinancing become unmanageable. On the other hand, selling the home isn’t always the best option either. The key is making informed decisions based on both emotional and financial realities, not fear.

4. How Can I Protect Myself Financially Before and During Divorce?

This question reflects one of the deepest fears people experience during divorce: uncertainty.

Many people don’t know:

• What documents they should gather
• How to protect credit
• Whether they should open separate accounts
• How to prepare for future expenses
• What financial information they’re entitled to access

The earlier someone becomes financially informed, the more options they typically have. That doesn’t mean people should panic or become adversarial. It means they should become educated.

Understanding your household finances is essential. That includes:

• Income
• Debts
• Retirement assets
• Insurance
• Taxes
• Monthly spending
• Investment accounts

Divorce is not just an emotional transition. It’s also a major financial restructuring. People who avoid the financial side of divorce often end up making reactive decisions instead of strategic ones.

5. How Do I Make Better Decisions When I’m Emotionally Overwhelmed?

This may be the most important divorce question of all. Divorce affects every part of your life simultaneously: family, finances, identity, parenting, routines, and future plans. Decision fatigue is real.

People often feel pressure to make major choices quickly while they’re grieving, angry, scared, or exhausted. That’s why education and support matter so much.

When people understand the process, they tend to feel calmer and more empowered. Knowledge reduces fear. It allows people to move from reacting emotionally to thinking more clearly and strategically. I always encourage people to slow down when possible, gather information, ask questions, and build the right support team around them.

You do not need to know everything on day one. But you do deserve access to information that helps you make thoughtful, informed choices.

Divorce Is Hard. Confusion Shouldn’t Be Part of It.

The truth is, most people going through divorce are capable of making good decisions. They simply need education, clarity, and support. That’s the mission behind PartWise.

We created the platform because people deserve to understand what’s happening, what their options are, and how to navigate divorce with greater confidence. Divorce may change your life, but with the right information and guidance, it does not have to destroy it.

Like this article? Check out “The Kitchen Table Divorce That Failed From Lack of Education”

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How is AI changing the future of the workplace? Russ Shaw reports from day three of London Tech Week

Day three of London Tech Week focused on a question that sits at the heart of the AI revolution: how is technology reshaping the way we work, learn and build businesses over the coming decade?

After two days dominated by discussions around investment, infrastructure and adoption, attention turned towards the people behind the technology. Across Olympia, founders, business leaders, educators and policymakers explored how organisations are adapting to AI and what the next generation of workplaces may look like.

Sessions such as The Workplace in 2031: What Will AI-First Organisations Look Like Five Years from Now? captured the mood of the day. The conversation around artificial intelligence is becoming increasingly practical. Businesses are now focused on implementation, workforce readiness and how to integrate new technologies into everyday operations.

The day began with the Global Tech Advocates Leaders breakfast fringe event, bringing together leaders from across our international network, including representatives from India, the US, China, Korea, Southeast Asia, Nordics, Africa and the UK – all sharing the varying global perspectives and opportunities about deployment of AI.

On the main stages at Olympia, a recurring theme was the importance of skills. As AI becomes embedded across more sectors of the economy, digital literacy and workforce development are moving higher up the agenda. Discussions throughout the morning highlighted the value of introducing AI concepts earlier, helping people build confidence with new technologies and ensuring that businesses have access to the talent they need to grow.

The UK has established itself as one of the world’s leading AI ecosystems, supported by world-class universities, strong research institutions and a growing concentration of technology companies. Maintaining that position will depend not only on innovation and investment, but also on ensuring people have the opportunity to participate in the next phase of technological change.

An early preview of Deloitte’s latest AI Workforce Survey highlighted an interesting dynamic emerging inside organisations. In many cases, employees are adopting AI tools more quickly than formal processes and governance structures can adapt. The challenge for business leaders is creating environments where innovation can flourish while maintaining trust, transparency and accountability.

Throughout the day, there was a growing recognition that the future of work will not be defined by technology alone. Success will depend on culture, leadership, education and a willingness to adapt.

The Prime Minister’s announcement earlier in the week of a new AI Jobs Centre pilot reflected this broader conversation. Bringing together government, employers and technology companies around skills development represents a practical step towards supporting workers as adoption accelerates across the economy.  The newly announced AI Economics Institute (AIEI) by the UK government will focus on measuring the impact of AI on the labour market and productivity.

Few cities bring together technology companies, investors, universities, policymakers and employers at the scale seen during London Tech Week. That combination allows conversations about AI to extend beyond technical capability and into wider questions about productivity, skills and economic growth.

Day three offered a valuable reminder that behind every discussion about artificial intelligence are the people who will ultimately use it, shape it and benefit from it.

As London Tech Week moves into the second half, the focus on talent, skills and the future of work felt like a natural progression in the week’s wider conversation.

The technologies may be evolving rapidly, but building a workforce ready to make the most of them remains one of the most exciting opportunities ahead.

Russ Shaw is a founding member of London Tech Week

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Padel operators have leased out more than one million square feet of industrial space in the last 18 months, as the UK’s newest sports craze takes over the country’s warehouses.

The volume of square feet snapped up for Britain’s fastest-growing racquet sport in the past year and a half is almost seven times that in the preceding 18 months, City AM can reveal.

While padel is changing the habits of millions of sport-loving Brits, it could also change the face of the UK’s industrial spaces, as the sport becomes the newest – and most novel – use of warehouses.

More than 784,000 sq ft was acquired by padel operators last year, up 390 per cent from the year before. More than 390,000 sq ft has been leased for padel so far this year.

Large operators like Padel Hub and Pure Padel have taken up space across the UK in recent months, ranging from small units to modern warehouses exceeding 60,000 sq ft.

One 60,000 sq ft deal was agreed last month, when Padel Bonito agreed a 10-year lease on a warehouse on the outskirts of Sheffield.

Padel becoming ‘distinct’ industrial category

Padel is increasingly becoming a major tenant of the UK’s millions of square feet of industrial space, alongside traditional uses like logistics, film studios and data centres, according to Grant Lonsdale, senior director of market analytics at real estate data firm CoStar.

He said: “Few would have predicted a racket sport becoming a meaningful contributor to industrial take-up, but the trend underlines the sector’s ability to keep finding new demand pools.”

Warehouses are well-suited to padel because they offer large spaces, high ceilings and ample parking, Lonsdale said.

“But the volume and spread of recent lettings suggest the sector is moving beyond opportunistic conversions and establishing itself as a distinct occupier category,” he added.

The number of people playing padel more than doubled to 860,000 last year, according to the Lawn Tennis Association (LTA).

FTSE 100 Segro backs padel

Celebrity sportspeople, including tennis player Andy Murray, former cricketer Michael Vaughan and footballer Virgil van Dijk, have driven padel’s popularity.

Last month, FTSE 100 property developer Segro partnered with the LTA to support its rollout of padel facilities across the UK.

Segro is one of Europe’s leading owners of warehouses and has focused on leasing data centres in recent years as AI investment sends demand soaring. But the property developer said this investment in padel ties in with its ambitions to use industrial space to “enable extraordinary things to happen”.

James Craddock, Segro’s UK managing director, said when announcing the partnership: “This partnership with the LTA reflects our commitment to widening opportunity and supporting wellbeing through sport.

“By also working in tandem to deliver a new grassroots padel programme, we are helping to remove barriers to participation and open up the sport to more communities across the UK.”

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But, after decades as a foster parent and later as an adoptive parent, and co-founder of the National Association for Single and Divorced Families (NASDF), I can also tell you this: Being a single parent can become one of the most transformative and empowering experiences of your life. Not because it is easy.  But because it teaches you strengths you never knew you had.

Asking for Help Is Not Weakness

One of the biggest misconceptions people have, especially parents going through divorce, is that they are supposed to handle everything alone. I understand that mindset deeply.

As men, many of us were raised believing we had to be strong all the time. We were taught to fix problems ourselves, push through stress, and never admit when we were struggling. But the truth is, parenting was never meant to happen in isolation.

I learned that lesson firsthand when I became a foster parent to a 13 years old young man. When he moved into my home, I was living the single life but as many of us do, I eventually reconnected with my ex when he shared he had prostate cancer. The nurturer in me, and at that time, a person who only knew conditional love, re-established our relationship.

During one particularly difficult season, everything seemed to collapse at once. My son, who was now 15, announced he had quit school and quit his job. My ex was in the midst of chemo and was in a great deal of pain and I was rebuilding a house that our family was going to be moving into. Overwhelmed emotionally, and completely exhausted, I reached a breaking point. So, I did something many parents struggle to do, I asked for help.

The foster group I was part of, who was run by a woman named Amy, had offered to step in temporarily to help support any of us who might need a breather from our foster kids. I never took that offer seriously until my life became overwhelming. Amy stepped up and what started as a short break eventually evolved into an unexpected but beautiful co-parenting relationship. My son enjoyed his relationship with Amy and would often go back and forth from my house to hers and she became a mother figure in my son’s life. What we soon realized is we had created a supportive co-parenting dynamic. So much so, that Amy ended up adopting him as his mom and I adopted him as his dad. He ended up taking both of our last names, Platt and Rolnick, and creating his own last name – Plattnick.

That experience taught me something important; strong parents are not the ones who never need help. Strong parents are the ones who recognize when support is necessary.

Financial Stress Can Feel Crushing

One of the biggest fears single parents face is financial insecurity and divorce changes everything financially. Suddenly, a two-household income becomes one. Expenses increase. Income changes. One party might have two households to support and the other at home parent now needs to re-enter the job force. And for many people, divorce is the first time they fully understand their financial reality.

I have seen countless situations where one spouse handled all the finances during the marriage, leaving the other completely unaware of what monthly expenses actually looked like. That creates enormous fear after separation.

I experienced financial hardship myself during the Great Recession and I was ending a 14-year relationship at the same time. Being in real estate, my income disappeared overnight but my financial obligations remained the same. I went from earning a strong living to struggling to pay for food, electricity, car payments, all of it became overwhelming and terrifying. But what I’ve learned over-time is, during the most trying periods of your life, you learn the greatest lessons. As I like to say, without discomfort you can’t grow. The recession was the greatest growth periods of my life.

I learned to separate money from self-worth. I learned how to prioritize my needs and wants. It even gave me clarity as to who I partner with and how I want to be loved unconditionally. Most importantly, I learned that rebuilding happens one step at a time.

If you are newly divorced or becoming a single parent, do not try to solve everything immediately. Start with the basics. What do you truly need right now?

• Food
• Housing
• Stability for your children
• Insurance
• Transportation

Once those essentials are covered, you can begin rebuilding the larger vision for your future. One of the smartest things anyone considering divorce can do is meet with a Certified Divorce Financial Analyst (CDFA) or financial professional who understands divorce-specific planning.

Clarity reduces fear and understanding your finances gives you power.

Loneliness Is Real, But It Does Not Last Forever

There were weekends when I sat home alone while friends talked about the amazing social lives they were enjoying. I remember feeling disconnected and isolated. Divorce changes your social structure. Friends shift. Routines disappear. Family dynamics dissolve.

For many single parents, especially in the beginning, loneliness can feel unbearable. But loneliness is not permanent. One of the most important things you can do after divorce is intentionally create a new support system. That might mean reconnecting with old friends. Joining a support group. Finding community organizations. Scheduling social time, even when you do not feel like it or simply asking someone to grab coffee.

Have you ever heard of the “Blue Zones”? It’s a study about the secret to longevity. What they found is, having a community around you that you socialize with on a regular basis is one aspect of living longer. Living isolated does lead to an earlier death.

What I found is, the friends that offered to treat me to dinner, listen to me without dispensing advice, checking on me periodically became deeper friendships than I ever had during my relationship. I also had clarity as to who I invited into my life, who I confided in and who I spent my time with. If it’s a handful of good friends, you are a very blessed human being.

Children Need Stability More Than Perfection

One of the scariest parts of single parenting is realizing that you are now the primary decision-maker in many situations. You worry about everything; what happens if your child gets sick in the middle of the night? What if you make the wrong decision? What if you fail? These fears are incredibly common but here is what I have learned:

• Children do not need perfect parents. They need present parents – don’t be afraid to apologize to your child if you screw up. It makes you human and imperfect and shows your children what accountability looks like.

• Toys don’t compensate for time, they become a distraction and your children need your time.

• They need consistency, preferably a schedule. It creates a form of security during an unstable time in their lives. Children thrive when they know what to expect and it provides for emotional safety. Predictability matters.

I still remember the intentional time I spent with my own father after my parents divorced. My dad moved only a few blocks away so we could stay close. We had designated dinner nights every week, and those simple evenings together became some of the most meaningful memories of my childhood.

Ironically, my parents became better friends after their divorce than they ever were during their marriage. And because of that, our family became healthier. That experience shaped how I approached parenting myself.

Co-Parenting Does Not End After Divorce

One of the biggest mistakes parents make during divorce is believing the relationship completely ends when the marriage ends. If you share children, the parenting relationship continues for life.

I saw this firsthand when my own son later went through a divorce. During the process, conflict between him and his former partner intensified. Eventually, I sat both of them down and reminded them of something critical: you may no longer be spouses, but you are still parents together and your child still needs both of you. That perspective changed everything.

The healthiest co-parenting relationships are not built on perfection. They are built on communication, intentionality, and mutual focus on the child’s wellbeing.

In many cases, mediation can be an incredibly valuable path because it teaches communication and problem-solving skills instead of simply escalating conflict. Also, a divorce or relationship coach can help you navigate the storm through mental clarity.

The Greatest Gift You Can Give Your Children Is Your Time

Many divorced parents feel guilty and when guilt shows up, parents often try to compensate by buying things, such as toys, computers, cars, etc. But children are not primarily looking for stuff. They are looking for connection and the greatest gift you can give your child is your presence.

Some of my favorite parenting memories are incredibly simple. Sitting at the dinner table and talking about their day. Showing up at their sporting events and participating in other interests they might have. They might not always want to share or think you’re asking to many questions but that’s okay, that’s your job.

It’s about being fully present and those moments matter more than expensive vacations or elaborate gifts ever will. Children remember how safe they felt with you. They remember your attention and time spent with each other.

You Are Stronger Than You Think

If you are currently navigating divorce or learning how to become a single parent, I want you to hear this clearly – You are more capable than you realize.

Will there be difficult days? Absolutely. Will there be fear, stress, and moments of uncertainty? Of course. But over time, something powerful begins to happen. You start trusting yourself. You realize you can make hard decisions. You recognize your resilience. You become stronger, wiser, and more grounded. Most importantly, your children see that strength too.

At NASDF, we created the National Association for Single and Divorced Families because no one should have to navigate this journey alone. Families need support, resources, guidance, and community. And you can gain financial reassurance by insuring your child support and alimony payments with Support Insured.

Divorce may change your life. But it does not have to destroy it. In many cases, it becomes the beginning of a healthier, more intentional future for both parents and children.

Like this article? Check out “Get Comfortable Being Uncomfortable and Other Advice on Love and Divorce”

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By JOANNA HODGSON

Updated: 07:28, 8 June 2026

Artificial intelligence (AI) companies have signed for a record amount of office space in London amid a bumper wave of demand for work space from tech innovators looking to scale up.

In a sign that the pandemic’s work-from-home experiment has not stopped the need for new headquarters, lettings in the capital to AI businesses totalled 565,000 sq ft in the first four months of 2026, new data shows.

In addition a further 288,000 sq ft of deals are under-offer, according to preliminary figures compiled for the Daily Mail by property consultancy JLL.

That combined space is equivalent to the total square footage of the Walkie Talkie skyscraper in the Square Mile.

The estimated figures mean it will be a record first half for AI office take-up in London, comfortably ahead of the 211,000 sq ft and 130,000 sq ft signed for in the whole of 2025 and 2024 respectively.

Claude AI chatbot maker Anthropic is among the firms that have inked deals this year

Alex Browning, head of West End agency at JLL, said: ‘The rise has been meteoric and shows huge confidence in Central London as the best city to attract the top talent to scale their business.’

ChatGPT maker OpenAI and Anthropic, the maker of the Claude AI chatbot, are among firms that have inked deals this year.

Firms are attracted to the capital’s ‘Knowledge Quarter’ around King’s Cross, encouraged by it being home to tech giants, start-ups and universities.

Expansion comes as the industry grows rapidly, with the global value of the AI sector forecast to climb to $710.8billion in 2027 from $617.6billion this year, according to estimates from market research firm Statista.

Meanwhile huge capital raises have been successful in the UK, with start-up Ineffable Intelligence in April securing $1.1billion to help create a ‘superlearner’.

Businesses that moved into larger new London offices over the past 12 months told the Daily Mail that having a presence in London is highly important.

Laura Gonzalez Florez, chief of staff at Synthesia said: ‘London is one of the world’s leading hubs for AI talent. Having a strong physical presence here is central to how we attract and retain the best people.’

She added that the company does not have an office mandate, but ‘what matters to us is that people are in the office when it creates real value: for collaboration, for onboarding, for quarterly alignment weeks’.

Trevor Thompson, global managing director at Scale AI said a move to a larger HQ in King’s Cross ‘helps us attract exceptional people, stay close to our customers and partners, and deepen our role in the UK’s fast-growing AI ecosystem’.

Property developers that committed to London office building during the pandemic and bet on demand for high quality space continuing even as hybrid working looked set to remain popular, are benefiting at a time when supply is constrained.

Mike Wiseman, head of campuses at FTSE 100 landlord British Land, said: ‘I think the level of [tech] demand that’s come through in the last six months is increasingly feeling like it is the strongest that we’ve seen ever.’

JLL is currently tracking 30 AI companies actively searching for office space in the capital.

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I CAN’T AFFORD IT.

If you’re reading this and nodding your head, thinking, ‘Yes, I say this a lot more than I used to,’ I understand. I was there. Am there. But I want to tell you something that might make you feel better: you’re not alone. No one can afford it. No one can afford it whether they’re married, single, widowed or divorced, and no matter how little or how much money a person has.

No one can afford it because affording something is most oftentimes a choice.

A personal situation spawned this article. So, I haven’t been out of the country since I was 21 years old. One exception, last winter I went on a cruise with my mom and her two cousins and we stopped in the Bahamas, Puerto Rico and the Dominican Republic, each for a few hours. My mom paid for the trip. But the reason I’ve never traveled abroad is because one, I was a single mom and never wanted to be that far away from my kids, and two, I would always say, “I can’t afford it.”

I’m not sure what possessed me to do what I’m about to do, but I am headed to a remote Greek Island in about a month for a 10 day retreat with a group of women. I committed to the trip as if I was on autopilot. Something just seemed very right and I felt compelled to go. Guess what? I can’t afford it. That was my first instinct when I found out how much it costs. But I’m going. I found the money somehow because I chose to afford it.

Before I continue about why you should never again say the words, “I can’t afford it,” I want to be clear and talk about when you most likely can’t afford something like an expensive trip:

1. If you cannot pay your mortgage or rent.
2. If you don’t have enough food.
3. If you are struggling to pay bills.
4. If you are forgoing health care because you can’t afford it.
5. If you don’t have enough to support your kids.

I am someone who has lived in many financial brackets. I’ve been wealthy, where I didn’t really look at price tags, I’ve been close to having to ask my family for money because I was running out of money (that was right before I went back to work full time), I’ve been comfortable, cautious, frugal, spend-thrifty, penny-wise, and more! I have to say, in all of those situations, I’ve said the words “I can’t afford it,” and wish I wouldn’t have in many cases.

First things first. Just because you got divorced, and you had to spend a ton of money on lawyers and now your living expenses have basically doubled, it doesn’t mean that you aren’t allowed to enjoy life, which could mean: buying yourself things, traveling, etc.

If you feel guilty about it, don’t. Guilt is a total waste of an emotion, it’s unproductive, and all it does is cause stress and self-loathing. Now, am I saying that you can shop at Nieman’s every week and buy $2000 dresses and shoes? No. Am I saying you should plan a trip to the Amalfi Coast because you’re bored? No.

But, if you are wise enough to take my advice, which is: meet with a financial advisor to work on a budget with you, to help you plan for your future, and to help you become empowered about your finances, then I guarantee you will not be saying those awful words, “I can’t afford it” any longer.

I would highly recommend the DGS trusted professionals who are financial advisors:

1. Elaine Moss and Peter Mullins.
2. Joanne Litman.
3. Amanda Campbell.
4. Craig Richman.

I’m not a financial advisor, but I do have a few tips to help you stop saying “I can’t afford it” and have a happier, healthier mindset when it comes to money.

1. Stop feeling guilty.

Not only should you not feel guilty because you are divorced, but on the flipside, you should feel like you deserve to spend money on yourself because you are divorced. The life of a divorced person is hard, especially at the beginning. Buying something you want or spending money on a trip is meant to bring you joy. You deserve joy! Give yourself a break!

2. Ask yourself if you really want it, why you want it, and what it means to you, and wait a few days before making the decision.

I have this policy that has worked for me for years. If I see something I want, whether that’s jewelry or clothing or furniture, I always sleep on it. Forget the salesperson’s pressure. Sleep on it. If I wake up the next day and I feel sick that I didn’t buy it, I ether go back (or call back and order it.) Same thing with business decisions. For the Greece trip, I waited about a week, and during those 7 days, I seriously couldn’t concentrate on anything but signing up.

3. If you want something big—a second home, a boat, an extravagant vacation, plastic surgery, talk to your financial advisor and ask if you can afford it.

I cannot count the number of times I have called Pete and Elaine and asked them, “Can I afford this?” This included me moving out of my house after 17 years to buy something a little nicer. I also had conversations with them about buying a life insurance policy, sending my two kids to college, and more. Your financial advisor will go through all of your accounts-not just the ones they manage, and you will have a conversation about it. Then they will revise your plan taking that money out of it and you can see how it will affect your future.

4. Reward yourself.

You work hard! Whether that’s at a job, or your business, or as a stay-at-home mom, or all three!! If you reward yourself with something you really want, it will motivate you to keep working hard. You will be happier and have gratitude for the thing you bought. I so often talk about the importance of non-material things in life in my articles, and I still feel that way, but material things are here for us to enjoy, too! You deserve them if you want them.

5. Be creative about where to find money for something you really want.

The best example I can give is let’s say your money is all tied up. You’re not liquid, and you need money for a vacation or for a facelift or for your child’s Bar or Bat Mitzvah. Make sure you share with your financial advisor all the accounts you have-not just the ones they manage. This can include life insurance policies, your mortgage, other loans, and more. You would be surprised at how shifting some things around can change “I can’t afford it” to cash.

6. While it’s important to have savings for an emergency, and for when you are older, remember not to wait till you are too old to enjoy it, and of course, remember that you can’t take it with you when you die.

If you feel “comfortable” with a cushion (and that cushion should be determined by you with the help of your financial advisor), and you want something, and it’s within reason, you can afford it. Stop saying “someday” and do it now. I was actually going to go on a trip next year (when I turn 60), but I thought, ‘What’s the difference? I’m 59.’ I also feel healthy right now, and you just never know where that’s going to go. What if I start having knee pain next year?

And then of course, no one wants to think about death, but what’s the point of saving all your money? Yes, your kids will get it, but as long as you have a good financial plan, taking a small portion out of it probably won’t make a difference in your life or theirs, especially if you invest it with people you trust. Financial advisors can never guarantee any returns, but if you look at the stock market historically, it’s always proven to be a win.

I believe that a big part of feeling calm and happy in life is having a healthy relationship with money. Believe me when I tell you, I have made some really bad financial decisions in life, and had I hadn’t made them, it makes me sick to think about how much more money I might have. These include: quitting my job after I had kids, getting divorced, and cashing in a 401K that would have otherwise made me a multi-millionaire. BUT, I’ve also made a lot of good financial decisions, and maybe I’d net less if I hadn’t made those: hiring great financial advisors, learning how to plan and budget, going back to work, and building my business.

I think when it comes to money and divorce that the key to being calm and happy, and having a good relationship with money is not looking back and beating yourself up, letting your financial advisors handle the day-to-day investing, reviewing your financial plan on a semi yearly or yearly basis, and making the decision to not sit and think and worry about money. Because what good does that do? Just do the best you can and be smart about it. Don’t be afraid to look at the numbers, even if they make you feel uncomfortable and even if they mean that you have to go back to work (that’s what happened to me and it turned out to be one of the best decisions I ever made.)

Don’t be intimidated by financials. Every single person has the ability to understand the market. And knowledge leads to empowerment. It leads to taking the words “I can’t afford it” completely out of your vocabulary.

Like this article? Check out “Am I Happier After Divorce? 9 Things I Learned”

The post Money and Divorce: 4 Words You Should Never Say Again appeared first on Divorce Blog | Divorce Support Blogs.

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There are many reasons people might not have an interest in sex. These can include depression, menopause, bad timing, physical issues, low libido, stress, addiction, medications that might have this side effect, an eating disorder, lack of sleep, or they are having sex elsewhere.

But there’s another HUGE reason why some people don’t want sex: built up, underlying resentment and anger. Who would want to have sex with a spouse if they have this secret anger and feel that there are many things from the past that they resent? Would you want to jump into bed with someone who you feel has wronged you? No way.

A lot of people tell me, “My spouse never wants to have sex with me,” and the first question I ask is: Is there respect in the marriage? Do you treat each other with kindness and thoughtfulness? Do you go on dates?

What I’m saying is, no one wants to have sex with someone who is mean to them, who doesn’t treat them with kindness and respect, who doesn’t show an interest in them, who is moody/hot and cold. Who isn’t thoughtful. Who forgets your birthday or doesn’t do anything to acknowledge it. Who doesn’t want to go on trips you want to go on.

What leads to sex is: respect, kindness, thoughtfulness and dating your spouse.

Here is an email I received from a woman in her late thirties, who has been married for 5 years and is now thinking of separating because of no sex in marriage:

 My husband and I are having sex twice a year. Over the years, I got tired of always being the initiator and the one to make the first move, so I stopped. This lead to us not being intimate, and now me no longer being attracted to my husband. When we do try to be intimate, it is awkward and doesn’t turn me on. My husband no longer knows my body, where to touch me, or what to do to please me. 

My husband and I have each been to our own therapists, couples therapy, and also have talked endlessly about the topic. He admitted he has had this issue in past relationships, and he said not having sex is not a deal breaker for him in a marriage. I admitted for me it is. I am now finding myself seeking attention elsewhere.

I am in the BEST shape of my life, feel beautiful and not getting any younger. The tough aspect of this is I have a wonderful husband in most other aspects. He is respectful, loves me to pieces, is patient, goes out of his way to help me, is always here for me to support me, and he really wants our marriage to work. Others tell me it sounds like he is just merely my best friend.

I keep convincing myself divorcing over sex is not realistic because eventually that aspect fades. But I know in my heart that intimacy may fade, but usually not after such a short period of time. There is so much more I want to do to explore my sexuality and sensual side, and know in my heart it won’t be with my husband. But is that a reason to leave? He is definitely not open to a having an open relationship or infidelity. Can we really have it all…emotional love and physical love?

Being an outsider and just reading this one email, here is what I see: The husband for some reason does not want to have sex. I do not think it is resentment towards his wife or that he is not attracted to her. I also don’t think he is cheating, but that is always a possibility. Or, maybe he is gay and unwilling to admit it to her or even to himself.

He sounds like a good man and a loving husband in many ways, but something is bothering me about him. He knows his wife isn’t happy, he knows she wants to be intimate with him and he isn’t giving her any options. He isn’t giving her sex, and he isn’t open to her sleeping with someone else. And, he doesn’t want a divorce. So, what is she supposed to do? Accept this aspect of the marriage that has been making her miserable and unhappy for years? And, I don’t think the woman wants sex just to have sex.

I think sex connects people emotionally. Sex makes you feel like a couple. Sex makes you feel loved and adored. Sex sustains the intimacy part of your relationship. That is why sex is important. In other words, it makes you more than friends.

If his attitude is, “Sorry, I don’t want sex and that’s the end of it,” than he is really saying, “I don’t care enough about this marriage to save it.” He might want to stay together because he is complacent, scared to be alone, or  deep down he knows this might happen in his next relationship.

I did follow up with some additional questions for my reader and in her next email back to me, she explained that her husband isn’t active, and that he drinks every night. So, there you go. Is he an alcoholic? And/or is he drinking to numb some kind of pain? Something is going on with him and he isn’t willing to really face it.

Sure, you can go to couples therapy and talk and talk and talk, but nothing will get solved until he looks in the mirror and gets up the courage to truly lay his issues out on the table. From there, he can begin to get help. In other words, nothing will change or get better until he is willing to verbalize what’s going on with him, no matter how hard it is for him to do that. It’s very sad and I feel for him and the way he is struggling. I see a good man who needs help and who needs to figure out a way to make his wife happy.

I am not saying the wife is perfect. I have no idea what he would say about her if he wrote to me. But, if she is saying that he is “respectful,” “loves me to pieces” “goes out of his way to help me,” than the no sex part is something he needs to answer to, and if it is simply, “I just don’t have the libido,” than possibly start by getting help from a physician to get it.

That said, he might be over-compensating in all these other areas, and treating his wife wonderfully because he feels guilty for the lack of sex. He might think if he is this perfect husband, she will never leave. Unfortunately, it doesn’t seem like she will accept the marriage on his terms.

This poor woman, who is keeping herself in the best shape she possibly can, is suffering. I want to tell her, “It’s not you!” You are attractive and beautiful and young and you deserve sex and intimacy if that’s what you want, especially from the person you are married to!

So, “Does No Sex In Marriage Justify A Divorce?” I think it does and it doesn’t.

It depends on so many factors. But, it all boils down to the reason for the no sex, and if the person is willing to make an effort to give the other what he or she needs. I recently heard a very smart and insightful comment from a woman who has been married for 50 years: “Love is not a feeling, it is a choice,” she said. She is so right! If two people want it badly enough, it will work out. Love will follow the choice.

Like this article? Check out “9 Signs of a healthy Romantic Relationship”

The post Does No Sex In Marriage Justify A Divorce? appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

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Many people assume that if they tell their divorce attorney about cryptocurrency holdings, that is enough. Unfortunately, that assumption can be expensive. While divorce attorneys are highly skilled at navigating family law, most are not trained in blockchain forensics, cryptocurrency tracing, or crypto tax implications. As a result, hidden assets can go undiscovered, valuations can be inaccurate, and spouses can unknowingly walk away from significant money.

Why Cryptocurrency Creates Unique Challenges in Divorce

Cryptocurrency is unlike traditional financial assets. Unlike a standard bank account or retirement fund, crypto assets can be stored across multiple exchanges, digital wallets, decentralized platforms, and private accounts that may not appear on standard financial disclosures.

The industry has also evolved incredibly fast. While Bitcoin officially launched in 2009, cryptocurrency remained relatively obscure until the past decade. Many legal professionals simply have not received formal training in how crypto works, how to trace it, or how to value it properly during divorce litigation. That creates major risks for divorcing spouses.

In many cases, one spouse may know significantly more about cryptocurrency than the other. That imbalance of knowledge can make it easier to hide assets, manipulate valuations, or overwhelm the other party with confusing documentation.

And because cryptocurrency can increase dramatically in value over time, even a small investment made years ago could now represent a substantial marital asset.

First: How to Tell If Your Spouse May Own Cryptocurrency

Before discussing the legal mistakes, it’s important to understand how cryptocurrency holdings are often discovered. One of the most common misconceptions is that crypto is completely invisible. In reality, there are often clues.

Signs Your Spouse May Own Cryptocurrency

• They frequently talked about Bitcoin, Ethereum, NFTs, or crypto investing in the past
• They followed crypto news, podcasts, YouTube channels, or online forums
• They suddenly stopped discussing investments during marital problems
• You notice transfers to exchanges such as Coinbase, Kraken, Binance, or Crypto.com
• You see unusual PayPal or Cash App transactions
• Tax returns reference cryptocurrency gains or losses
• Bank statements show recurring transfers to exchanges or investment platforms

Many crypto investors become quieter about their holdings once their investments increase in value. That is why reviewing financial records carefully is critical.

Review Tax Returns Carefully

Tax returns can provide important clues. Cryptocurrency transactions often create taxable events. If crypto activity appears on a return, there may be more assets than initially disclosed.

At the same time, missing disclosures can also signal problems. Some individuals fail to report cryptocurrency gains properly, which can create hidden tax liabilities that affect both spouses.

If cryptocurrency exists in the marital estate, understanding both the asset value and the associated tax exposure is essential.

Here are four of the biggest crypto mistakes made during divorce proceedings and what you need to know to protect yourself.

Mistake #1: Relying on Traditional Discovery Methods

One of the biggest mistakes in crypto-related divorces is relying solely on standard financial discovery procedures.

Traditional divorce discovery often focuses on:

• Bank statements
• Credit card statements
• Retirement accounts
• Loan documents
• Standard investment accounts

But cryptocurrency requires a different level of investigation.

Why Traditional Discovery Falls Short

Many attorneys request simple screenshots or limited account statements from crypto exchanges. Unfortunately, that is often not enough. Screenshots can be altered or manipulated.

A spreadsheet listing balances without independent verification may not tell the full story. And many cryptocurrency exchanges retain far more historical data than traditional banks. For example, crypto exchanges often maintain records dating back to the creation of the account.

That historical data can reveal:

• Previous wallet transfers
• Trading activity
• Hidden accounts
• Asset conversions
• Withdrawals to private wallets

Without proper forensic analysis, critical information may be missed.

The Danger of Self-Reported Crypto Records

In many cases, courts are presented with self-certified crypto documentation. That might include:

• Screenshots
• Spreadsheets
• Incomplete transaction logs
• Selective wallet disclosures

Unfortunately, some courts accept these materials without independent verification simply because cryptocurrency is poorly understood. That creates serious opportunities for hidden assets to slip through the cracks.

What Should Happen Instead

A qualified cryptocurrency forensic expert should independently verify:

• Wallet ownership
• Transaction histories
• Exchange records
• Asset transfers
• Blockchain activity

The earlier this happens, the easier and less expensive the process becomes.

Mistake #2: Failing to Address Cryptocurrency Volatility

Cryptocurrency is extremely volatile. The value of Bitcoin or other crypto assets can rise or fall dramatically in a matter of days. That creates a major problem during divorce settlements.

The Valuation Problem

Imagine a couple agrees to divide a crypto account worth $250,000. If the settlement takes months to finalize, that same account could later be worth:

• $500,000
• $100,000
• or significantly less

Without a clear strategy for handling volatility, one spouse may end up receiving far more or far less than intended.

A Better Solution: Split the Native Asset

In many cases, the cleanest solution is to divide the cryptocurrency itself rather than assigning a cash value.

For example:

• Split Bitcoin as Bitcoin
• Split Ethereum as Ethereum

This approach allows both parties to share equally in future market movement. If one spouse receives only a cash equivalent while the other retains the crypto asset, future appreciation could create major inequities.

Timing Matters

In crypto-related divorces, valuation dates matter enormously. Professionals may analyze:

• Date of separation values
• Date of filing values
• Date of settlement values
• Long-term averaging strategies

Each case requires a thoughtful strategy based on the size of the holdings, market conditions, and the goals of both parties.

Mistake #3: Ignoring Crypto Tax Consequences

One of the most overlooked issues in crypto divorce cases is tax exposure. Many people assume cryptocurrency taxes work like ordinary cash transfers. They do not.

Crypto Transactions Can Trigger Multiple Taxable Events

A single crypto investor may:

• Buy Bitcoin
• Convert Bitcoin into another cryptocurrency
• Purchase NFTs
• Trade between tokens
• Transfer assets between platforms
• Cash out portions over time

Each transaction can potentially create taxable consequences. What appears simple on the surface may actually involve dozens or even hundreds of taxable events.

Cost Basis Matters

Cost basis refers to the original purchase price of an asset.

For example:

• If Bitcoin was purchased at $1,000
• and later sold at $75,000

there may be substantial capital gains taxes owed. This becomes critically important in divorce. If one spouse receives cryptocurrency with large embedded gains, that spouse may later face a significant tax bill when selling the asset.

Why This Creates Divorce Problems

Two spouses may appear to receive equal value on paper. But if one spouse receives highly appreciated cryptocurrency while the other receives cash or lower-tax assets, the settlement may not actually be equitable after taxes are considered.

That is why forensic analysis should include:

• Tax liability review
• Cost basis analysis
• Future tax exposure estimates
• Asset distribution planning

Without that analysis, one spouse may unknowingly inherit a massive future tax burden.

Mistake #4: Waiting Too Long to Hire a Crypto Forensic Expert

Timing is everything. One of the most expensive mistakes divorcing spouses make is waiting until after problems appear before bringing in a cryptocurrency forensic expert.

Early Action Creates Major Advantages

When experts are involved early in the divorce process, they can help:

• Identify potential crypto holdings quickly
• Preserve evidence
• Assist attorneys with proper discovery requests
• Monitor suspicious transfers
• Trace wallet activity
• Reduce unnecessary litigation delays

In some cases, suspicious transfers can even be monitored in real time.

Late Intervention Can Be Extremely Expensive

When crypto issues are discovered after settlement negotiations or court rulings, the process becomes far more difficult.

That may require:

• motions for new trials
• additional discovery battles
• forensic reconstruction of transactions
• prolonged litigation
• expert testimony

All of this increases emotional stress, legal fees, and time. In many cases, earlier investigation could have prevented the problem entirely.

Not Every Crypto Owner Is Hiding Assets

It is important to note that not everyone who owns cryptocurrency is acting dishonestly. Some crypto holders proactively hire forensic experts to:

• verify their disclosures
• confirm losses or gains
• provide transparency to the court
• establish credibility during negotiations

In these cases, independent verification can help reduce disputes and create more efficient settlements.

In closing, cryptocurrency is no longer a niche investment. Today, digital assets are increasingly common in divorce cases, and many spouses do not fully understand the risks involved. If cryptocurrency may exist in your marital estate, relying solely on standard divorce procedures may not be enough.

Without proper investigation and analysis, you could:

• miss hidden assets
• accept inaccurate valuations
• inherit unexpected tax liabilities
• leave substantial money on the table

The earlier cryptocurrency issues are identified and analyzed, the better positioned you are to protect yourself financially. Divorce is already emotionally difficult. Financial uncertainty should not make it worse.

Like this article? Check out Cryptocurrency, Divorce and 5 Essentials to Consider

The post 4 Costly Crypto Mistakes in Divorce appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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Farewell to 1 Undershaft, hello One London.

A start date for construction of the City of London’s tallest building has been announced, along with a new name.

The office tower formerly known as 1 Undershaft will begin construction in 2028 for a completion in 2033. It will stand 309.5 metres tall, the same as The Shard. It will also boast a viewing gallery operated by London Museum.

But what of the name? 1 Undershaft always prompted a bit of a snigger. The peculiar moniker references the local road and church (St Andrew Undershaft), which in turn recall a giant maypole that once thrusted into the skies hereabouts.

Historical flavour has now given way to blandness. The tower will hereafter be known as One London, a reflection of its prominence on the skyline.

 

The name is not exactly original. Apsley House, former home of the Duke of Wellington at Hyde Park Corner, was historically known as Number One London, as it once constituted the first building of note when approaching London from Kensington. We wonder, also, how journalist Dave Hill will feel about its similarity to his independent local news website OnLondon.

Meanwhile, Simon Usborne has previously pointed out the rash of new-builds that use the ‘One’ device to attract foreign investment. Examples include One Blackfriars, One Nine Elms, One Kensington Gardens and One Tower Bridge. The addition of One London brings the trend to its natural climax, even if it doesn’t finger the Undershaft.

 

One London will be built on a plot of land between the Cheesegrater and Gherkin, currently occupied by the Aviva Tower, also known as the St Helen’s Tower. This 1960s skyscraper will be the largest skyscraper ever demolished in London, at 118 metres.

The scheme is being developed by Aroland Holdings and designed by Eric Parry Architects.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

In litigation, valuation is not an academic exercise. It is evidence under attack.

Valuation opinions are tested in expert reports, challenged in depositions, and scrutinized at trial. Every assumption is examined, every methodology contested, and every conclusion must be communicated clearly enough to withstand cross-examination. In that environment, most valuation work is not just reviewed—it is actively challenged from every angle.

Despite this reality, many valuation providers continue to rely on delivery models originally developed for audit support or transactional advisory, then repurpose that work for litigation. However, those frameworks were never designed for adversarial scrutiny and the complexity that litigation demands. This disconnect underscores the need for a fundamental shift in how valuation work must perform in litigation today. Litigation valuation requires a different delivery model and a different kind of practitioner.

The need for a litigation-specific valuation model became especially clear during a historically significant eminent domain case in California. The matter involved extraordinarily high stakes, complex valuation questions, and intense scrutiny from opposing experts and counsel. In that case, the opposing valuation placed the business at zero. The final resolution aligned with the valuation analysis presented, demonstrating the importance of opinions that are not only technically sound but also defensible under pressure.

In that environment, the distinction was clear: the deliverable was not simply a report, but an opinion capable of withstanding challenge at every stage of the litigation process.

An Insider’s View: Where Traditional Models Fall Short

Valuation services within large professional firms are typically structured for scale and risk management. While those attributes are valuable, they also introduce constraints in litigation settings.

Layered staffing models can distance senior experts from the underlying analysis, even though those same experts are ultimately responsible for defending it. Process-driven workflows, designed for consistency, can limit responsiveness in matters where timelines are measured in weeks or even days. Plus, cost structures built for large, recurring engagements don’t always align with the realities of middle market disputes.

In litigation, those constraints aren’t just inefficiencies. They can become real liabilities.

Traditional models are designed for scale and risk management, but litigation isn’t a controlled environment. It’s adversarial, and every assumption will be tested. That’s where those models start to show their limits.

At the same time, smaller or independent firms may offer greater flexibility, but do not always have the depth of experience required for complex litigation, particularly in matters involving expert testimony and cross-examination. It’s not about adapting advisory work for litigation. It’s building valuation work specifically to stand up in it.

Giving the Courtroom What the Boardroom Has Had for Decades

Valuation in litigation operates under a different set of expectations than transactional contexts. In simple terms, the boardroom rewards precision, while the courtroom demands defensibility.

Analyses that are sufficient for internal decision-making or financial reporting must be reexamined when they are subject to challenge in an adversarial setting.

In practice, legal teams often require direct access to senior experts as case strategy evolves. Work must be developed with the expectation that it will be examined in deposition or trial, and conclusions must be communicated clearly enough to be understood by judges, juries, and opposing counsel.

At the same time, workstreams must remain responsive to changing facts and timelines, often under significant cost pressure. In many cases, this also requires judgment informed by real-world transaction experience, particularly in disputes involving business partners, investors, or closely held enterprises.

Traditional delivery models are not always built around these priorities.

Why the Gap Is Widening

These challenges are becoming more pronounced as the nature of litigation continues to evolve.

Disputes are increasingly complex, often involving illiquid assets, structured transactions, and nuanced valuation questions. Meanwhile, scrutiny from courts and opposing experts continues to increase.

Timelines are compressing, while legal budgets remain under pressure, requiring valuation experts to work efficiently and in close coordination with legal teams.

These dynamics are placing strain on models that rely heavily on junior execution, rigid processes, or extended timelines, widening the gap between how valuation work is traditionally delivered and how it must perform in litigation today.

There has been a real shortage of firms built specifically for this environment. The expert who ultimately defends the opinion needs to be closely involved in developing it.

Looking Ahead: The Next Phase of Litigation Valuation

The role of valuation in litigation is unlikely to diminish. As wealth continues to accumulate across private markets, real estate, and closely held businesses, disputes over value remain a constraint. Where there is value, there will be disagreement over how it is measured and allocated.

The expectations placed on valuation experts continue to evolve. Technical accuracy remains essential, but it is no longer sufficient on its own. Experts are expected to deliver work that is timely, clearly articulated, and capable of withstanding challenge. They must also adapt as cases develop and communicate effectively in adversarial settings.

These shifts reflect a broader change in how valuation services are used in litigation. Firms that are structured to meet these demands will be better positioned to support counsel in complex disputes. Those that are not may face increasing limitations as expectations continue to rise.

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It was during another six-day working week on the glitzy set of BBC TV reality show So You Think You Can Dance that Gareth Davies first realised he couldn’t carry on as he was. Gareth, now 51, says the hours were long and pressure was high in the competition, hosted by Cat Deeley, which ran for two series from 2010 to 2011.

He says: ‘There was quite a culture on that programme, as there are on lots of shows, of people thinking the later you stay in the office, the better you are at your job.

‘I started to think, is this really what I want to do – six-day weeks and very long hours?’

But it was nine years later at age 45 that Gareth finally called it quits on TV work.

After years producing major shows including Strictly Come Dancing, Gareth walked away from his £85,000 salary.

He is one of a growing number who quit their jobs mid-life and change career entirely.

One in five Britons switches careers once they hit 40, according to jobs website e-careers. Many are motivated by a need for a better work-life balance, a struggle to find a desired role following redundancy or they just want a fresh challenge.

Wealth & Personal Finance has spoken to three mid-life entrepreneurs who’d had enough of their high-flying jobs and left to set up their own businesses. They tell us how a career change IS possible and why it can be a reset button to increase your earning power, boost your retirement savings and open a doorway to a better work-life balance.

Gareth founded a presenter-coaching business, The Presenter Studio, which helps established hosts like Claudia Winkleman, Rylan Clark and Zoe Ball improve their skills. Gareth also provides media training to top brands such as Fenty Beauty, Nike, ASOS, Lush Cosmetics and Prudential.

In his career as a producer, Gareth had a track record of spotting new talent and helping them to get on screen, including casting the original line-up of judges on Strictly Come Dancing.

He had run training courses as a side hustle inbetween work contracts for years, and during the pandemic decided to develop it into a full-time business.

Starting out on your own can be scary, so using existing skills to make the move is key.

For Gareth, the years of producing talent helped him make the switch to coaching.

He says: ‘I wanted to take those years of expertise and pass it on to others. I felt the presenter training business was out of date and I knew I could do better.

‘I also wanted more control in day-to-day life – and in my future.

‘When I first started, you were staff at the BBC if you worked in TV production. But even when you were staff, you were on short-term contracts.

‘It always felt that every time you finished the programme, you were almost starting again because you only get a contract for that series and then you would have to find more work. You just feel like you deserve a little bit more.’

Gareth says he always wanted to be his own boss and have creative freedom. ‘I wanted to be excited about what I was doing rather than feeling part of office culture.’

But despite the excitement, Gareth admits leaving TV behind was terrifying.

‘I used to wake in the middle of the night and bolt up in bed and just think, “What have I done?” But then when I’d wake in the morning, I would realise it was always the right thing to do.’

Now Gareth says running his own business feels ‘more secure’ than working freelance in TV.

He earns more than he did – and he’s much happier. His advice to anyone thinking of a mid-life career switch is to start small.

He says: ‘Set yourself up as a side hustle if possible. See if you like it, to test the waters.’

Be prepared to work hard – although that may be more enjoyable when you’re in charge.

He adds: ‘I still work long hours but I do them on my own terms. If I need to work on the weekend, for example, I’ll take a day off in the week instead, and there’s a lot of joy in doing that.’

My breaking point was 20-hour working days

Jacqueline Rogers was on the phone to a colleague when she realised she couldn’t go on.

The single mother-of-two was exhausted from working round the clock and was stressed from all the pressure her colleagues were piling on. She suddenly knew she could no longer continue in her corporate career in sales for Thomson NETg, a training services firm, and would have to leave her £60,000-a-year job.

The 68-year-old, who lives in Watford, says: ‘My back was to the wall and I slid to the ground. I just thought, I can’t do this any more. The hours were just too long.’

At the worst point, Jacqueline says she worked 20-hour days. ‘One week, I had four hours’ sleep each night and was working the rest. That was it. It was too much.’

She was a 45-year-old single mum with sons aged 17 and 18.

‘I was burnt out and broken,’ she adds. ‘I remember colleagues being made redundant and thinking, I wish that was me. I realised then that I just had to go.’

When the next round of redundancies was announced, Jacqueline says she walked into her interview about keeping the role, knowing she couldn’t carry on.

‘I said, “I’m done but I want to do this interview and tell you all the reasons why you shouldn’t let me go. But I really want you to let me go because there are other people who need this job.”

‘It wasn’t that I didn’t need it. It was that I couldn’t cope with it any more.’

Jacqueline took redundancy in 2003. She then set up her own women’s networking organisation, The Athena Network. It holds online and in-person networking meetings for ambitious women, alongside training and opportunities for collaboration.

Twenty years on, Jacqueline says leaving the corporate world transformed her life completely.

She says: ‘It’s so freeing. I feel very relaxed and good about life.’

She later franchised her business across the UK after remortgaging her home and investing the £35,000 she received as a redundancy payout into the business. The franchise model means that, although she still hosts events, she spends a lot of her days coaching franchise members with their business.

Now Jacqueline says she earns more than she did before and has built a business, which has a turnover of £140,000 a year, designed around freedom and flexibility.

‘It’s so much more free,’ she says. ‘At the moment, I have my brother’s dogs to stay and I’m looking after them. I can commit to things that I could never have done before.’

Her advice to others considering a mid-life career change is to start small, do your research and where possible build a business alongside employment before taking the leap full-time.

Be prepared for different responsibilities, she adds. ‘The biggest challenge for me was realising I don’t have a team or department to support me,’ she says. ‘Everything was on me.’

I gave up my £100,000 job to find happiness

It’s never too late to switch careers, says Louise Thompson, 49, who at 44 walked away from her £100,000-a-year job as a director of communications for a logistics company supplying the NHS.

The mum-of-one, from Lichfield, Staffordshire, says she became burnt out after years climbing the corporate ladder – but finally reached breaking point during the pandemic.

‘I was exhausted,’ she says. ‘All the adrenaline from leading and stepping up and doing all this great work in the pandemic, that ebbed away.

‘I worked extremely hard. I was one of those women who thinks the harder I work, the better it will be and the more valuable I’ll be. But it didn’t help me. All I was doing was working myself into burn-out.’

Louise says she was also dealing with perimenopause and worsening health issues.

‘I suddenly had these things happening to me that I didn’t understand,’ she says. ‘It was a full year before I felt ready and able to go again and launch a business.’

Louise, who lives with her husband Rick, 54, who works in higher-education accommodation, set up a coaching and public speaking business, Louise Thompson Leadership Coaching, in 2022.

She coaches senior women who work in corporate roles to get their confidence back and become effective leaders.

She was inspired by a coach she had during her corporate career who told her she had the skills to be a coach too. She had already completed her qualifications while in employment a few years before, in anticipation.

She says she had savings to fall back on – but admits the financial adjustment was huge.

‘The first year, I probably made £9,000,’ she says.

Now, four years later, she says she is earning ‘high five figures’ and hopes to eventually exceed her old corporate salary.

Despite earning less than before, Louise says she is much happier.

‘It’s having it on my own terms,’ she says.

Louise has built a large following on social media app TikTok, on @leadwithlouise, by sharing advice for women navigating burn-out, leadership and menopause.

She says: ‘I realised that turning 40 is the middle – not the end.

‘You’ve got more than enough time to build a business or start a second, different career that can be as successful or more successful than your previous one.’

She also urges women not to be afraid of reinvention later in life.

‘Don’t be scared of being cringe,’ she says. ‘Lean into your personal brand, do the thing that scares you. You’re never too old.’

Louise now sets her own hours, but as she’s an entrepreneur growing her business she works hard.

‘I don’t have to start at 6am,’ she says. ‘Today, for example, I didn’t wake up early. I sat with a coffee and did my make-up – it was a lovely start to the day.

‘I still work hard as I’m in the growth phase of my business, but it’s up to me when I do it.

‘I’m also able to set boundaries better, which women often don’t do at work.’

Louise says one of the biggest challenges of running your own business is that you need to wear many different hats.

‘When you’re a one-person business, you’re building it yourself and you have to be everything.

‘You’re running the business, you’re delivering the coaching, you’re doing the admin, you’re doing the invoices and you’re doing the marketing.

‘That was a realisation for me. It’s quite good because I’ve learned a lot.

‘I’ve upskilled and I’ve learned new things, particularly about marketing and social media, which I didn’t have before.’

Six steps before you take the leap

1. Choose a business model. Will you start from scratch, buy into an existing business or take on a franchise?

2. Test your idea. Is there a market for what you are offering and do you have a financial plan to get started?

3. Start small. Begin working on your idea as a side hustle if you can, and plan carefully before going full-time.

4. Create a brand. Come up with a strong name and brand – and register them so that they can’t be used by others.

5. Set up a business. You may need to register with Companies House and decide its structure.

6. Think about funding. Getting started can be expensive. Consider applying for grants, loans and seeking out investment. For more detail, go to business.gov.uk.

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For footballers and other high-profile athletes, relationship breakdown may start as a personal matter, but where there is fame, wealth, public interest and commercial pressure, it can quickly become something much larger. A messy divorce can dominate headlines, distract from performance, and affect relationships with clubs, sponsors, agents and other commercial partners.

The risks are particularly acute in professional sport because an athlete’s public image is often part of their commercial value. Sponsorships, ambassadorial roles and club relationships may depend not only on performance, but also on off-pitch behaviour and brand fit. A private rift that becomes an acrimonious public spat can therefore have consequences far beyond the courtroom.

Building a strong squad

When a crisis goes public, a joined-up approach is vital. A sportsperson’s team of advisers could include a family lawyer, reputation management lawyer, publicist and even digital investigators to deal with media enquiries, prevent paparazzi intrusion, and address the misuse of private information, such as leaked photos or videos. A coordinated response matters: statements to the press, social media posts and steps taken in legal proceedings can all impact each other.

Where there is an international angle, trusted overseas advisers should be brought on board sooner rather than later to advise on differences in publication, defamation and privacy laws. There is little point in shutting down a story successfully in one country, only to have it published in full in another.

Swift steps may also need to be taken to secure divorce jurisdiction in the sportsperson’s preferred country, as financial outcomes can vary dramatically between countries. For athletes with global profiles, or connections to more than one country, this must be factored into the approach from the outset.

Speed matters, but so does judgement. The aim is usually to reduce the temperature, protect privacy, and prevent the dispute becoming more damaging than it needs to be. That may mean seeking to stop publication of a story, correcting inaccuracies or agreeing a short, controlled statement. In other cases, the best course may be to say very little publicly, while dealing firmly with the legal and practical issues behind the scenes.

The best defence is early planning

Where allegations of domestic abuse, coercive behaviour, harassment, or the threatened misuse of intimate material arise, urgent applications to the Family Court for protective orders may be required. Whether the sportsperson in question is seeking protection or responding to allegations made against them, any emergency proceedings need to be handled carefully and in coordination with the wider legal and communications strategy.

The best time to manage the risks of a messy divorce is well before the relationship is in crisis. For footballers and others in the public eye, pre-nuptial and post-nuptial agreements are much more than just wealth protection tools. A well-drafted “pre-nup” or “post-nup” will set out a framework for what happens if the relationship ends, reducing the risk of a dispute becoming hostile, prolonged or public. That can be particularly important where there are very substantial earnings and commercial interests at stake.

Pre-nups and post-nups can also include confidentiality clauses restricting the other party from sharing any private information, including family photographs, messages and financial details. They can set expectations around the use of social media and require that any public statements are agreed jointly. Where there are children, provisions can also be directed at protecting their privacy and reducing the risk of the children being drawn into any media coverage.

Divorce on the table

For unmarried couples, cohabitation agreements perform a similar role. Although there is no “common law marriage” in England and Wales, disputes can still arise around property ownership at the end of a relationship. Like pre-nups and post-nups, cohabitation agreements can clarify property ownership arrangements and expectations if the couple splits. They can also include confidentiality provisions where a partner has access to sensitive information.

Keeping disputes away from the courts should also be considered at the outset. Mediation and arbitration clauses are increasingly the norm in pre-nups, post-nups and cohabitation agreements, ensuring that any future dispute is resolved in an entirely private forum, rather than in a court room. There has been a shift towards greater transparency in the Family Court system in recent years, prompting more high-profile couples to turn to non-court dispute resolution when they separate.

For professional footballers and other athletes, the lesson is simple: preparation matters off the pitch as much as on it. The right planning cannot avoid the pain of relationship breakdown, but it can reduce the risk of a private conflict becoming a public spectacle. In a world where reputation, performance and commercial value are closely intertwined, that preparation can make all the difference.

Caroline Holley and Oliver Lock are partners at law firm Farrer & Co

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But there’s an important distinction people need to understand. Just because someone is acting selfishly during divorce doesn’t necessarily mean they are a diagnosable narcissist. Divorce is emotional. People are hurt, angry, fearful, and reactive. That can amplify narcissistic tendencies in almost anyone.

Still, some divorces truly do involve high-conflict personalities and deeply manipulative behaviors. And while divorce attorneys are not psychologists, we do see patterns that can significantly impact the legal process.

After more than 20 years practicing family law, I have learned that often the label itself matters far less than the behavior, especially if there isn’t expert support confirming a diagnosis.

The Court Doesn’t Care About Informal Labels

One of the biggest misconceptions people have is believing a judge will hear the word “narcissist” and immediately side with them. That’s not how family court works.

The court isn’t making decisions based on personality labels. The court wants facts. The court wants evidence. The court wants to know how someone’s behavior is affecting the children, violating court orders, causing delays, or creating unnecessary conflict. In other words, calling your spouse a narcissist is not in itself a legal strategy.

What does matter is documenting behaviors such as:

• Refusing to cooperate
• Hiding financial information
• Manipulating facts
• Making false allegations
• Using children as messengers
• Ignoring court orders
• Deliberately escalating conflict

These are issues that will make an impact with the court.

Common Behaviors in High-Conflict Divorce Cases

Clients often describe patterns involving control and emotional manipulation.

Some examples include:

• Gaslighting or rewriting events
• Refusing to share financial information
• Creating unnecessary arguments / conflict
• Turning minor parenting issues into major battles
• Making veiled threats about consequences if they don’t get their way
• Using litigation to exhaust the other spouse emotionally or financially
• Communicating through the children instead of directly with the co-parent

These cases often become less about resolving issues and more about maintaining conflict. And unfortunately, that can make divorce significantly more difficult.

Why These Divorces Often Cost More

When one party thrives on conflict, the divorce process tends to become longer, more expensive, and emotionally exhausting. These cases frequently involve:

• Multiple court hearings
• Formal discovery requests
• Delays in exchanging information
• Motions filed primarily to create pressure or prolong litigation
• Disputes over parenting schedules
• Forensic accounting investigations
• Requests for custody evaluations or psychological evaluations

Sometimes the motions technically have enough merit to proceed, but they may not be the best use of anyone’s resources. In many cases, litigation itself becomes a weapon.

Documentation Is Everything

One of my strongest recommendations is simple: document everything. I encourage clients to keep detailed records of incidents, communication, and parenting concerns. Put dates on everything. Write down who was present, what happened, and what was said and address your notes and log to the attention of your lawyer.

Why is documentation so important? Because high-conflict individuals are often persuasive. The court doesn’t know your spouse the way you do. Sometimes these individuals come across as extremely charming and believable initially. That’s why evidence matters. Documentation can help establish patterns over time rather than isolated incidents.

Communication Needs Structure

When conflict escalates easily, communication becomes critical. I frequently recommend parenting communication platforms like OurFamilyWizard and TalkingParents. These tools create centralized, documented communication records that cannot easily be altered or deleted.

I also encourage clients to avoid emotional engagement whenever possible. That’s often what the other person is seeking: a reaction. The more you can stay focused on the actual issues that need resolution, the better.

Co-Parenting Can Become Especially Difficult

For parents, high-conflict divorce can be especially painful because children are often pulled into the middle.

Some parents may:

• Use children to relay messages
• Speak negatively about the other parent
• Create unnecessary holiday conflicts
• Make exchanges difficult
• Engage in alienation tactics

These tactics place enormous stress on children. Divorce is already a major life transition. When there’s high conflict involved, counseling and emotional support can be incredibly beneficial. At the same time, I caution parents not to react impulsively or stop co-parenting simply because the other parent is difficult. You still have legal obligations. You don’t want to become the bad actor by refusing communication or making unilateral decisions.

Mediation May Not Always Work

Mediation is designed around compromise, transparency, and cooperation. But when one party is primarily interested in maintaining control or delaying the process, mediation can become ineffective.

Sometimes people participate only for appearances, or they use mediation as another delay tactic. That doesn’t mean mediation is impossible, but expectations may need adjustment.

The Most Important Mindset Shift

Divorce is not about “winning.” It’s about protecting yourself, protecting your children, and creating the best possible long-term outcome. That requires emotional discipline, strong support systems, and realistic expectations.

I encourage clients in these situations to work with therapists, divorce coaches, or other professionals who can help them process the emotional side outside the courtroom. The legal process works best when you stay focused on the actual goals, not on emotional battles.

In closing, if you believe you’re divorcing someone with narcissistic tendencies, you are not alone. Many people feel overwhelmed, invalidated, and emotionally exhausted during these divorces. But understanding what to expect can help you navigate the process more strategically.

Focus on:

• Documentation
• Clear communication
• Emotional support
• Structured parenting plans
• Staying calm and credible
• Keeping the focus on the children

Most importantly, remember this: the court may not respond to labels, but it does respond to patterns, evidence, and behavior – and that can make all the difference.

Like this article? Check out “Thinking About Changing Divorce Attorneys?”

The post Divorcing a Narcissist: The Legal Perspective appeared first on Divorce Blog | Divorce Support Blogs.

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London has reclaimed its position as Europe’s leading tech spot, overtaking Paris after a sharp rise in AI investment and a renewed influx of global capital into its startup scene.

New figures from Dealroom show London ranked fourth globally in its latest Global Tech Ecosystem Index, behind only Silicon Valley, New York and Boston, after startups in the capital raised £17.7bn (£13.2bn) last year.

AI investment in London almost doubled to $7bn, up from $3.9bn the year prior, thanks to names like Anthropic and OpenAI vastly expanding their UK presence.

The ranking marks a reversal from this time last year, when Paris briefly overtook the capital amid concerns Britain was losing ground in AI and fintech.

Since then, London has been a beneficiary of a wave of investment into frontier AI and deep technologies.

Google Deepmind, Meta, Wayve, Synthesia, and Isomorphic Labs are also clustered around the capital’s growing ‘knowledge quarter’ in King’s Cross – London’s answer to Silicon Valley.

Dealroom said the city’s recovery was driven by “stronger venture capital investment, continued unicorn creation and depth across sectors”.

London is now home to 138 unicorns, including Wayve, Elevenlabs and fintech giants Revolut and Monzo.

Cambridge and Oxford punch above their weight

The report also pointed to the growing strength of smaller UK tech hubs outside of London.

Cambridge ranked third globally for innovation density, behind only the Bay Area and Boston, while Oxford also continued to perform strongly in deep tech and life sciences.

Europe now has 45 ecosystems in the global top 100 for innovation density, ahead of North America’s 40.

“London reclaiming the top spot in Europe reflects the maturity and resilience of the UK’s tech ecosystem”, said Dealeroom founder Yoram Wijngaarde.

“The city continues to attract globbal investment while producing internationally significant companies across AI, fintech and life sciences.”

London has also increasingly become the European base for major US AI labs, with investors warning the arrival of firms like Anthropic or OpenAI is starting to reshape salary expectations across startups.

Anthropic is currently advertising engineering roles in London paying up to £630,000 before stock options, while OpenAI has also expanded hiring across AI and infrastructure teams.

This influx of US frontier AI firms could ultimately strengthen the UK tech sector by training the next generation of founders and attracting global talent into Britain.

But the competition for talent also has also reignited concerns over whether the continent can retain its strongest homegrown companies as American giants pour billions into infrastructure and compute.

The report lands as policymakers across Europe push to develop sovereign AI and reduce their reliance on US and Chinese tech.

The UK government has actively courted major AI labs as part of its wider growth strategy, while regulators like the CMA have increasingly framed competition policy as a tool to help British startups scale.

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Practical takeaways – what boards and legal teams should do now

• Audit the AI narrative. Map where and how AI appears in your external communications and test whether the claims match the technology you actually use.
• Stress-test “autonomy” claims. Scrutinise references to “agentic”, “autonomous” or “AI-driven” processes and record the level of human oversight and quality control.
• Identify and disclose limitations. Ensure product materials and risk factors fairly describe known issues – hallucinations, error rates, data gaps and uncertainty – especially in high-stakes uses such as financial, health or legal tools.
• Embed AI into fraud risk assessments. Treat AI as a specific fraud driver in failure to prevent fraud work.
• Tighten contracts with AI vendors and partners. Build warranties and disclosure duties around AI use into supplier and distribution contracts, with audit and termination rights where capability claims prove inaccurate.
• Consider insurance protections. Ensure your general liability policies, including Directors and Officers insurance policies, provide cover for any AI-washing claims or regulatory interventions that may arise; in particular, check cover clauses and exclusions to ensure no AI-specific carve-outs.

1. Introduction – from greenwashing to AI-washing

For several years, the litigation horizon was supposed to be dominated by climate change lawsuits. What materialised more quickly was something narrower and more legally straightforward: a wave of greenwashing enforcement and civil claims focused on misleading ESG disclosures and overstated sustainability credentials.

AI is now following a similar arc. The rhetoric of “AI-first”, “LLM-powered” and “agentic workflows” has become ubiquitous in investor presentations and annual reports – and our review of annual reports in three very different sectors (manufacturing, digital services and payments) found well over a dozen AI references in each case, with one report mentioning AI more than 100 times. That direction of travel is echoed in Arize AI’s 2024 survey, which reported a more than 400% year-on-year increase in Fortune 500 companies citing AI as a material business risk. AI language now permeates corporate disclosures across sectors, and the question is no longer whether AI is mentioned but how often – and how far the narrative can be squared with reality in a market where litigation funders and claimant law firms are actively scanning for discrepancies to build shareholder class actions and group claims.

That environment creates obvious tensions for in-house disputes teams and risk professionals. Where the story outpaces the underlying technology – or omits hard truths about how AI actually behaves – the risk is that AI hype becomes “AI-washing”. These are statements about AI capabilities, autonomy or impact that are false, misleading or incomplete in ways that are likely to give rise to scrutiny by enforcement authorities and – in particular – civil litigation, with potential consequences extending beyond the immediate dispute.

2. Context – AI everywhere, and an AI premium to match

Across markets, AI is rapidly becoming part of the standard corporate narrative. Boards talk about generative AI transforming customer service, automating HR or finance, and unlocking new revenue streams.

Investors, for their part, are rewarding that story. There is an “AI premium” in valuations, and regulators are watching closely. We have already seen AI-washing cases in other jurisdictions – including the SEC’s March 2024 settlement against Delphia (USA) Inc. and Global Predictions Inc., where a combined US$400,000 penalty was imposed for false claims about predictive AI capabilities that did not in fact exist. That trend is likely to be replicated here as the Labour Government seeks to position the UK as an AI hub and AI becomes more central in corporate disclosures, product claims and investor communications.

The same dynamics can be seen in UK-listed companies, where AI references in annual reports and earnings calls have multiplied. When a CEO tells the market that “90% of employee HR interactions are now handled by AI” or even that their company is now “AI-first”, they are potential hooks for regulatory scrutiny and litigation if they prove unsustainable. Aspirational AI claims can quickly become a securities and fraud issue if they are not grounded in evidence.

3. Analysis – where AI-washing risk most obviously arises

(a) Overstating AI capability and autonomy

The first and most visible category is exaggeration. Companies announce that AI is going to revolutionise their business, drive future revenue and transform margins, when in practice they have bolted an API licence from a foundation model provider onto existing workflows. Legacy IT services firms offering data analytics now describe themselves as providing “AI-driven insights” without a material change in the underlying product.

This risk becomes more acute as the vocabulary shifts from “AI-assisted” to “autonomous” or “agentic” AI. Promises that AI agents will perform complex tasks end-to-end, independently optimising workflows or making decisions, may be attractive to investors – but they can be difficult to reconcile with reality if any meaningful deployment still depends on heavy human oversight and manual quality control. Even though much of what is badged as “agentic AI” today is simply standard model use wrapped in new branding, the disclosures often read as if genuinely autonomous systems are already in place. In that scenario, the legal issue is not the use of third-party models – it is the mismatch between the simplicity of the branding (“AI-first”, “agentic”) and the more mundane technical reality.

A similar concern arises where businesses over-claim on “responsible AI” governance – for example by suggesting they are already aligned with regimes such as the EU AI Act or DORA, or that models “do not train on customer data” – and also where they are overly confident that these regimes do not apply to them, in ways that cannot be reconciled with how systems are actually built and run.

(b) Concealing human labour

A second, slightly different, pattern is where products marketed as AI-driven are, in substance, powered by cheap human labour or by hybrid processes that are far less automated than the branding suggests.

If a service is promoted as “autonomous AI” handling content moderation, customer interactions or document review at scale, but in practice relies on a large workforce to check outputs, correct hallucinations and validate data, questions arise about whether the technology is doing what was promised.

Representing such tools as scalable, low-touch AI solutions may be misleading if their true operating model is labour-intensive and fragile.

(c) Downplaying technical limitations and AI governance

Then there is the well-known technical profile of large language models and other generative tools. They are probabilistic, prone to hallucination and can fabricate content – sometimes in ways that are reputationally or legally harmful, for example by attributing false statements to individuals or organisations, or by fabricating sources. Failing to disclose these limitations in high-stakes use cases, or implying a level of accuracy and reliability that is not supported by testing, risks crossing the line from optimism into misrepresentation.

Industry benchmarks such as the Vectara Leaderboard suggest that even market-leading models retain a stubborn “hallucination floor” of around 3%, underlining that these risks are structural rather than short-term teething problems.

A product that cannot be made “fit for purpose” because hallucination is an inherent limitation may give rise to exposure if those issues are glossed over in external communications.

As issues like hallucinations and error rates become better known and more closely examined, it will be harder for organisations to argue that the harm they cause was unexpected or incidental. If these limitations are well understood, failing to explain them properly or put controls around them may also create difficulties in seeking insurance protection when claims arise. Insurers are likely to ask whether the loss came from a genuinely unexpected failure, or from known weaknesses that were consciously accepted and built into the product or service without adequate safeguards. As a result, weaknesses in AI governance can affect not only legal liability, but also how far insurance protections are capable of responding when claims arise.

4. Litigation risk

(a) Regulatory and criminal enforcement – FCA, SFO and others

AI-washing can attract regulatory and criminal scrutiny.

Consumer-facing AI claims may also fall within the UK’s consumer protection regime. The DMCCA includes a strategic market status regime for major digital platforms, but the more relevant point for present purposes is its broader prohibition on misleading consumer practices. Where products are sold as “AI-powered”, “autonomous” or materially enhanced by AI, businesses should be able to substantiate those claims if challenged. The Law Commission is also considering whether consumer law enforcement could be strengthened through a new consumer class actions regime, which could in due course affect how claims based on misleading AI-related product statements are brought. Advertising claims are another early pressure point: while ASA enforcement is primarily self-regulatory, the CAP Code requires objective AI claims to be substantiated, and adverse rulings may create a public record that later feeds into consumer, contractual or regulatory scrutiny.

For listed companies, AI-heavy announcements that are misleading, false or incomplete may engage the Market Abuse Regulation and the FCA’s disclosure and listing regimes. Issuers must ensure information released to a regulatory information service is fair, clear and not misleading; describing a modest or untested AI rollout as “transformational” is likely to be scrutinised against that standard. The FCA’s public messaging on AI is deliberately supportive – it wants firms to experiment, develop and test AI in ways that drive innovation, benefit consumers and markets, and support the growth and competitiveness of UK financial services. At the same time, it has stressed that AI use sits within existing expectations on governance, systems and controls, operational resilience and fair treatment, including the Consumer Duty, and boards that lean on AI for credit, trading, fraud detection or customer engagement should expect questions about how those systems have been tested, monitored and described, consistent with the UK Corporate Governance Code’s requirement to monitor and review material IT controls.

For FCA-regulated firms, the issue is not limited to listed-company disclosure. AI-related claims in financial promotions and customer-facing materials must be clear, fair and not misleading, including where firms suggest that AI improves returns, reduces risk, detects fraud or automates important customer functions. In more serious market-facing cases, false or reckless AI claims may also raise questions under the Financial Services Act 2012 offences relating to misleading statements or impressions, where the relevant knowledge, recklessness and inducement elements are present.

In terms of criminal enforcement, the new failure to prevent fraud offence – and the accompanying Home Office guidance – will be highly relevant. That guidance expects fraud risk assessments to be dynamic and specific, taking account of emerging technologies and expressly asking firms to consider the fraud triangle. In practice, that means asking where AI – whether in-house or vendor-supplied – creates opportunities to mislead customers, investors or regulators, and whether existing controls still work in an AI-driven environment. A generic anti-fraud policy is unlikely to satisfy the “reasonable prevention procedures” defence if it lacks targeted measures for AI-enabled risks such as deepfakes and synthetic invoices, and if internal incentives around “AI adoption” increase pressure on staff and intermediaries to over-sell capabilities – a clear example of the pressure element the guidance highlights.

The offence also reaches far beyond misleading public markets. A vendor that overstates the capabilities of an AI-powered payroll, document review or time-recording system in a private procurement may be committing fraud, and if that conduct is by an associated person for the organisation’s benefit – for example a sales partner misleading customers on the benefits of generative AI – the corporate may face failure to prevent exposure alongside civil misrepresentation or contractual claims. The SFO, as the UK’s lead prosecutor of serious fraud, has already said it will “go hunting” for early cases under the new offence, and has already shown interest in tech-related matters by commencing a new large-scale crypto investigation; AI-related misconduct is likely to be a natural area of focus.

In practice, claims about the maturity, reliability or strategic importance of AI systems are rarely purely technical statements, but are instead about organisational readiness, control frameworks and decision-making. In many cases those statements may well be seen to sit directly at a senior level, with corresponding implications for liability allocation and insurance response.

(b) Civil liability – FSMA, misrepresentation and contractual claims

AI-washing creates real exposure to civil claims. Civil claims are likely to track many of the same events that attract the attention of enforcement authorities, creating a risk of parallel exposure where AI-washing has inflated expectations or disguised weaknesses in the underlying technology.

Under FSMA s.90, prospectuses and listing particulars that contain untrue or misleading AI statements, or omit required information about AI-driven business models, can found negligence-based claims by investors who suffer loss. Investors do not need to prove reliance on any specific AI disclosure, only that they acquired the securities and suffered loss. A prospectus built around an AI growth story that cannot be substantiated is an obvious risk, particularly as the UK positions itself as a leading AI hub and attracts more AI-heavy listings.

FSMA s.90A then provides a route for investors to sue over misleading AI statements in other published information – such as annual reports, interim results and RNS announcements – where a person discharging managerial responsibility, typically a director, knew the statement was untrue or misleading, was reckless as to its truth, or dishonestly concealed a material fact, and the investor relied on it. In AI‑heavy annual reports – where AI is referenced dozens of times and positioned as central to strategy – it may be easier for claimants to argue reliance than in other contexts. Where AI is framed as a key driver of future performance, false or incomplete statements about AI capability will be central to arguments around loss.

Outside the securities context, similar fact patterns can support claims for misrepresentation, deceit and breach of contract. If an AI‑enabled product does not perform as promised, or contractual statements about autonomy, accuracy or compliance cannot be substantiated, customers and commercial counterparties may seek to recover losses. For example, a litigation services business that buys an “AI‑powered” document review platform sold as near‑autonomous – but later finds that a significant proportion of the review still depends on human oversight to rein in hallucinations and bias – may sue the vendor for misrepresentation and breach of contract. If the vendor has also marketed the tool to end‑clients on the basis of substantial cost savings compared with instructing a law firm, those same exaggerations about autonomy and performance could, in certain circumstances, amount to fraud and trigger criminal and regulatory interest.

In practice, the same facts can trigger several problems at once. A single set of AI‑related claims or failures may lead to shareholder lawsuits, customer disputes and regulatory attention, depending on how those claims were made, how others relied on them, and how they later compare with what the technology actually did.

Insurance may help with the cost of defending and resolving those claims, but it will depend on the precise terms of available insurance and coverage may be affected by whether the losses are the result of a genuinely unexpected failures, or the foreseeable outcome of known AI limitations that were understood in advance and deployed without adequate controls.

(c) Insurance implications

While AI-washing is often talked about as a problem of governance or corporate messaging, it does not – of itself – create a new kind of legal risk. When things go wrong, claims are likely to be brought using familiar arguments such as negligence, misleading statements or failures of management oversight, rather than any AI-specific legal theory.

Accordingly, insurance protection is likely to be available under traditional liability insurances such as professional liability insurance, general liability protections and directors’ and officers’ insurance and, for companies, securities cover, subject to any applicable exclusions. Therefore, insureds will want to keep a close eye on any AI-specific exclusions that insurers might seek to introduce, which could compromise the availability of insurance and, similarly, insureds can expect greater scrutiny from their insurers at the policy placement stage on how AI capabilities are governed, controlled and supervised in practice.

5. Conclusion – A surge of AI-washing cases is imminent

AI-washing looks increasingly likely to follow the path of greenwashing. If there is an AI “bubble” in current valuations, the point at which it deflates is when losses crystallise – and with them the pre-condition for FSMA s.90 and s.90A claims by investors in AI-focused businesses.

Alongside that, there is a separate risk of civil fraud, misrepresentation and breach of contract claims brought by customers and commercial counterparties who relied on overstated AI capabilities or performance.

AI-washing claims are therefore likely to move steadily from regulatory warnings and market commentary into live disputes, particularly where losses crystallise and earlier AI claims are tested against what the technology actually did.

As those disputes unfold, attention is also likely to turn to what insurance cover is available, with defendants seeking to rely on their liability insurances to protect them against defence costs and potential liabilities.

For UK companies, the task now is not to dampen legitimate AI innovation, but to ensure that public and contractual claims about AI are grounded in technical reality, supported by evidence and fully integrated into disclosure controls, product governance, fraud frameworks and governance processes, and ensure that insurance policies are scrutinised to ensure they provide an effective risk mitigant. Organisations that take a hard look at their “AI story” now – and strip out wishful thinking – will be better placed if that AI premium is tested in hindsight.

Authored by Reuben Vandercruyssen, Lydia Savill, and Matt Steven.

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Ben Thomson, LawFuel contributing editor

A monster battle is unfolding in the sprawling claim against audit powerhouse PwC, born from the spectacular implosion of Chinese property behemoth China Evergrande, the most indebted property group in the world.

Senior silks like Richard Handyside KC, the Fountain Court Chambers’ Head, are facing off against those from 3 Verulam Buildings (3VB) where Adrian Beltrami KC  represents the liquidators as they battle over allegations of negligence and misrepresentation in the $8.4 billion battle.

The numbers are eye-watering, even by City standards. Evergrande’s liquidators (led by Alvarez & Marsal’s Edward Middleton and Tiffany Wong) are pursuing 57 billion yuan (roughly $8.4 billion) in damages from PwC International, PwC Hong Kong, and PwC’s mainland China arm. They allege serious audit negligence and misrepresentation in the years leading up to Evergrande’s historic collapse, a King-sized property failure in a long list of major property failures.

The case relates to audits conducted for Evergrande between 2017 and 2020.

For PwC, this isn’t just another professional negligence scrap, but a direct assault on the credibility of one of the Big Four at a moment when regulators, investors, and courts are in no mood to give auditors the benefit of the doubt in spectacular corporate meltdowns.

The Real Juice: Heavyweight Chambers Going Toe-to-Toe

The real catnip for the market isn’t just the headline sum — it’s the sheer concentration of legal artillery. Fountain Court and 3VB are two of London’s premier disputes chambers, with fearsome track records in heavyweight financial services litigation, fraud, insolvency, and cross-border wars. Senior members of both sets are now trading blows in what has quickly become one of the most watched commercial cases on the radar.

This is pure, unadulterated City litigation: staggering sums, fiendishly technical audit and governance issues, a documentary universe that will probably run into millions of pages, and a dispute sitting smack in the middle of one of the biggest corporate disasters of the decade.

The litigation forms part of wider efforts by Evergrande’s liquidators to recover funds for creditors, who indicate that the property disaster has left debts that approach about $45 billion.

It’s the kind of brief that turns top-tier barristers into legends and keeps the top disputes practices swimming in premium work for years.

Why This Matters

The story is one that has developed following the Post-Enron situation, which delivered one surge in auditor claims. The financial crisis delivered another. The Evergrande saga looks set to define the post-pandemic era of audit litigation.

Liquidators, institutional investors, and litigation funders have figured out very quickly that when the operating company is a smoking crater, the professional advisers often still have deep pockets and juicy insurance policies behind them. It means a rich pipeline of billion-dollar-plus professional negligence actions stretching into the future.

For the big disputes practices: years of high-value work. For the silks it’s career-making (or defining) instructions. For PwC: a fight that could rumble on for years. For the rest of the profession: a blunt reminder that while AI might draft the skeleton argument, it still can’t deliver the devastating cross-examination that swings an $8 billion claim.

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The government has been warned against law changes on collective redundancy which businesses say could swamp bosses in more costs and bureaucracy.

As part of Labour’s Employment Rights Act, the government is set to require businesses to undertake a consultation of the entire firm whenever they make a certain number of redundancies.

Under existing rules, businesses are only required to launch consultations at the specific site where redundancies are made, if 20 or more staff are sacked within a 90-day period.

But business leaders have warned that organisation-wide redundancy consultations could prove costly and time consuming and are likely to be triggered frequently, leaving firms in a state of “perpetual consultation”.

The government has been considering the number of redundancies at which it will set its threshold, in a review which closed last week.

A threshold of anywhere between 250 and 1,000 redundancies is on the table, as well as a percentage-based approach linked to employer size.

It is understood that a number of major retailers submitted to the government’s review, sharing their concerns that a low threshold could lead to huge costs and complex bureaucracy.

Firms warn of ‘unnecessary bureaucracy’

The British Retail Consortium (BRC), an industry trade body, told City AM that redundancies are “unavoidable” in the retail industry, which is the UK’s biggest private sector employer.

Employers already go beyond their legal obligations to engage directly with employees and consult at individual and site levels when making redundancies, the BRC said.

Helen Dickinson, the BRC’s chief executive, said: “When consultation is triggered across separate parts of a national business, it can create anxiety and uncertainty for employees whose roles are not at risk.

“A fixed threshold of 1,000 redundancies would help keep consultation focused on meaningful engagement with employees, rather than creating unnecessary bureaucracy that diverts time and resources away from local and individual support.”

The Confederation of British Industry (CBI), the UK’s leading industry group, also urged the government to make the threshold for consultation as high as possible.

‘Perpetual collective consultation’

Matthew Percival, the CBI’s work and skills director, told City AM: “Proposals to change redundancy rules risk piling extra cost and complexity onto businesses at an already difficult time.

“If designed the wrong way, they could put large businesses in a costly state of perpetual collective consultation, thereby undermining the value of the process and making it harder for firms to invest, grow and create jobs.”

A government spokesperson said: “It’s only right that workers have a voice in redundancy processes. However, under current rules some employees do not.

“We are currently examining the responses and detail to change this and thank everyone who has responded to our consultation. This will help employers retain skilled workers and reduce the risk of costly disputes.”

The government has recently faced pressure over its incoming guaranteed hours rules, which are also a part of its employment rights reforms.

Labour was told by leading industry bodies last month that it risks spiking unemployment and blocking young peoples’ routes into work if it cracks down on zero-hour contracts.

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The ripple effect is something that can happen to those getting divorced, especially in cases that initially looked like an amicable and “easy,” which then turned into a complex, highly emotional, and contested battle that drags on for months or years.

Divorce is a Life Changing Event

It is essential for anyone going through the divorce process to understand that this is a significant life change. The Holmes Rahe Stress Inventory ranks divorce as the second most stressful life event, with only the death of a spouse ranking higher.

Consider how we deal with grief after the loss of a loved one. We take time off work, give ourselves permission to grieve, and often reconnect with ourselves and those we love to help get through the loss. People typically treat us with more patience, kindness, and empathy as they know we are grieving.

Now, consider how we go through divorce. Most high-achieving women I work with use the good old “I can power through anything” approach to their divorce. They don’t take time off work; they put on their game face and attempt to go about life as usual. They often avoid reaching out to friends and family, limiting their support network, and usually try to keep the divorce as private as possible.

In a nutshell, they believe that they can compartmentalize their divorce in their “personal life” bucket and that it will not impact their professional, spiritual, emotional, physical, and mental health buckets.

I am here to say this approach does not work, and the ripple effect of divorce spreads everywhere despite our best efforts to keep it neatly contained.

Let’s look closer at how divorce impacts our lives and why we need to recognize this as a reality.

Productivity and Decision Making

There are more than a handful of studies about the link between productivity and divorce. Most people report that the stress of the divorce makes it difficult to maintain productivity and be as effective in decision making as they were before the beginning of the divorce. In a 2022 study published in Personnel Psychology, 44% reported they agreed or strongly agreed that divorce negatively impacted their professional lives.

Going through a divorce means making hundreds of decisions. Some are small, and some are big, but each of those decisions can trigger strong emotional reactions, second guessing, and what-iffing, all of which lead to decision burnout and mental fatigue.

I think it is only fair to point out that going through a divorce means having to deal with legal issues, difficult partners, meetings, and managing all the documentation requests throughout the process. This typically means taking time off work to get things done or trying to deal with them at work.

In addition, if you are the primary caregiver for the children during the separation and divorce, you may need additional time to help the children, deal with behavioral changes, and be present for your kids when they need you the most.

The Ripple Effect of Divorce

Emotional and Mental Impact of Divorce

Divorce can bring up feelings of shame, guilt, embarrassment, humiliation, anger, frustration, sadness, depression, and anxiety (sometimes at unexpected times and levels). There can also be feelings of helplessness, hopelessness, and a sense of being emotionally disconnected from people around you. You may be worried about financial stability in the future and trying to manage on your own after decades of marriage.

These states do not just occur in your personal life. They are the thoughts and feelings you experience, and you cannot simply turn them on and off. These feelings can also be triggered by comments at work and interactions with peers, clients, customers, supervisors, friends, and family members.

Many women I work with talk about feeling like they are in a fog. They feel mentally exhausted, particularly when divorcing a difficult partner or someone hell-bent on “winning” the divorce at all costs.

Physical Health

Caring for your physical health when you are under stress is never easy. Individuals going through divorce tend to take more sick leave, and women going through divorce are at a higher risk for heart attack, weakened immune systems, metabolic problems, and weight loss or gain.

Women going through peri-menopause or menopause and divorce tend to experience increased issues with hot flashes, night sweats, and all the other symptoms associated with this time of life.

As a woman, it is essential to care for yourself through divorce and to realize it will impact your life in ways you may not have planned or considered. Recognizing and accepting that divorce will invade all areas of your life isn’t easy, but it lets you be proactive in setting yourself up for success.

Mardi Winder-Adams is a Certified Divorce Transition Coach, as well as a Board Certified Executive and Leadership Coach working with entrepreneurs and executives. With over a decade of coaching experience and over 25 years as a credentialed mediator in the United States and Canada, Mardi knows how often women’s voices are not heard in mediation, negotiation, and discussions throughout the legal process.

Through experiencing her own divorce and working with women through the divorce process, Mardi can empathize with the stress, frustration, overwhelm, and challenge of this life-changing event. She is here to support you in getting the right professionals, resources, and processes in place for you to go through divorce confidently and on your own terms.

Divorce is difficult, messy, and sometimes even ugly, but you don’t have to go through it on your own. 

The post The Ripple Effect of Divorce appeared first on Divorce Blog | Divorce Support Blogs.

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American and other foreign predators are in a frenzy to buy British firms, and this takeover spree may fill you with dismay over the loss of often historic household names to overseas ownership.

But ignoring this stock market phenomenon of the summer of 2026 could be an expensive mistake. Being an investor sometimes means mixed emotions.

Some $192billion of foreign bids have already been made this year, which is three times the amount at the same time in 2025.

This week it emerged that Tate & Lyle – the FTSE 250 ingredients group set up in 1921 – could be about to succumb to a £2.75billion takeover from the US business Ingredion.

This followed news that Intertek, the FTSE 100 product certification group, could be snapped up for £9.4billion by EQT, a Swedish private equity player.

This disclosure has sent Intertek shares to 5480p, some 18 per cent higher than in January.

Shares in Spire Healthcare have jumped more than 33 per cent this year, too. The firm is being targeted by British activist investor Toscafund Asset Management, which may be ready to pay £1billion.

These deals make it apparent that predators see British companies as, sometimes ludicrously, undervalued.

Schroders, the asset manager, is an example. In February, Schroders’ market capitalisation was £7.6billion. Then US investment group Nuveen came on the scene, ready to spend £9.9billion on the business founded in 1804.

There are various causes for the unloved nature of UK shares. The FTSE 100 has been held back by its lack of tech shares.

The tech-focused Nasdaq index in the US has jumped by 13 per cent since January, propelled by

the passion for artificial intelligence (AI) and semiconductor stocks. The broader S&P 500 has also risen by 8 per cent. Over the same period, the FTSE 100 is up by just 5 per cent, dragged down too by the nation’s economic and political woes.

Nevertheless, overseas investors appear able to see beyond these conditions, perceiving Britain as bargain-hunting territory.

If you are wondering what the excitement is about, here’s what you need to know.

Allure of Britishness

Despite the uninspiring background, Alan Dobbie, of the Rathbone Income Fund, suggests the foreign takeover trend sends a strong signal that UK investors, willing to look beyond current turmoil, should reassess Britain’s potential.

He said: ‘It’s often at times like this that longer term investors start to lean-in and take a closer look.’

Jean Roche, manager of the Schroder Mid-Cap fund, highlights the surge in share buybacks, in which companies buy their own shares to boost their share price.

She said: ‘The UK has become the buyback capital of the world, which is a clear signal that management teams believe their own shares are too cheap.

Broker AJ Bell’s calculations show that £34.6billion worth of buybacks had been announced by the end of April by Sainsbury’s and others.

Investment director Russ Mould suspects yet more buybacks could be revealed by banks and oil companies in coming weeks.

Tasty: Pork and poultry processor Cranswick (its sausages, pictured above) has seen its shares climb by 11 per cent since January

Is it worth backing the UK?

British businesses are not only considered to be undervalued, they also present fewer problems to a predator than the firms of other countries.

Anna Macdonald, of broker Hargreaves Lansdown, said: ‘Britain’s companies are English-speaking and internationally oriented. This makes integration straightforward for most overseas buyers.’

She continued: ‘Companies listed on the London market typically have broad, dispersed shareholder bases.

‘By contrast, many European companies have large anchor shareholders, in the shape of the families, foundations or even the state.

‘Such investors have longer-term horizons, and little inclination to sell. The UK’s openness has made it the path of least resistance for overseas capital.’

Juliet Schooling Latter, of FundCalibre, said that larger British companies should be well-positioned if inflation becomes more of a threat, making them even more attractive to would-be suitors – but also a decent proposition even if no offers arrive.

Next potential targets?

Speculation surrounds an array of companies. Canadian group Intact Financial Corporation is said to be eyeing up insurer Hiscox, whose shares have leapt by 28 per cent since January.

Rival Legal & General may be denying that it is anyone’s love object. But this does not still the rumours that Wall Street titans such as Apollo, BlackRock, Blackstone and Brookfield could be interested.

But if you are contemplating taking a stake, it is not certain whether the regulators would readily permit a takeover of Legal & General since it is the custodian of £200billion of our pension savings.

This week Premier Inn owner Whitbread was instructed by Corvex Management, one of its US investors, to find a buyer. And speculation is mounting that US giant KKR is sizing up energy solutions specialist DCC.

Roche suspects there will be more approaches for smaller and medium-sized businesses. She cites the pork and poultry processor Cranswick, whose shares have climbed by 11 per cent since January.

The fund picks

UK stocks have fallen so far out of fashion that your portfolio may be mostly composed of US tech shares or global funds heavily weighted towards tech titans Meta, Microsoft and Nvidia.

This suggests diversifying into Britain may be wise, even if the bid frenzy slows, which seems unlikely.

AJ Bell’s best-buy UK active funds are Fidelity Special and Liontrust UK Growth. Its tracker picks are two exchange traded funds: iShares Core FTSE 100; and Vanguard FTSE 250 (one of the true-Brit parts of my portfolio).

For those who want wider exposure, Macdonald cites Artemis UK Smaller Companies, whose managers seek out companies that ‘trade on attractive valuations relative to their prospects’.

Her medium-sized company pick is FTF ClearBridge UK Mid Cap. Its managers opt for companies ‘with brand power and other hard-to-replicate advantages’.

Schooling Latter also likes companies with such qualities. She selects: Premier Miton Tellworth UK Smaller Companies; Unicorn UK Smaller Companies; and WS Raynar UK Smaller Companies, since their managers seem adept at uncovering value.

A broad spread seems wise, since corporate Britain seems to be up for grabs – an opportunity, but a shame nonetheless.

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It has been an assumption for years in costs budgeting in civil litigation: claimants start high and negotiate down, assuming there will be scope for ending up at the figure wanted all along.

But have judges had enough of the game-playing? Two judgments in quick succession from Master Thornett have both criticised claimants’ overstated costs budgets and penalised the parties accordingly.

Costs experts are now warning that parties are not immune from sanctions during the costs management process, and if their costs appear high at first glance, they will have to justify this.

‘For those drafting costs budgets, ensuring they are robust and well thought-out from conception is key,’ said Sean Linley, senior costs draftsperson at Newcastle firm Carter Burnett. ‘It’s now abundantly clear that parties will need to be prepared to explain and justify a “high” costs budget. There is an expectation of reasonable engagement in both budget discussions and negotiations.’

Daniel Murray, senior associate with Leeds-based Clarion, said it is a misconception that all claimants approach costs budgeting with a ‘start high and negotiate down’ method. ‘In practice, most claimant solicitors take their budgeting obligations seriously and place great weight on their endorsement of costs sought by the signature given to the statement on the front sheet of a Precedent H.

‘In doing so, the majority of claimants present true and accurate reflections of what they believe to be reasonable and proportionate costs of the case, with the intention of agreeing most of those figures, or certainly sums close to them.’

In both Worcester v Hopley and Jenkins v Thurrock Council, Thornett asked why costs issues could not have been settled without the need for a specific costs management hearing. In Jenkins he said such hearings ‘are not always inevitable’ and pointed out that many parties agree their respective budgets by the time of the case management conference.

The claimant served up an updated budget for the costs hearing coming to more than £940,000. This compared to the defendant’s £383,000 costs total.

While acknowledging that claimant costs were often higher than those of the defence, the size of the budget ‘plainly calls for careful consideration and reflection’, the judge said.

Thornett observed that the claimant in Jenkins continued to take an unrealistic approach to costs despite offers to change position from the defendant. The period between the case and costs management conferences should have allowed ‘discussion and negotiation’, Thornett concluded.

In Worcester, he was similarly scathing about the gap between claimant and defence positions.

‘Parties must be prepared to account for not just what work justifies their estimated costs but why the figure claimed is also proportionate,’ said Thornett. ‘The claimant’s [budget] was unreasonable and unrealistic in terms of proportionality. It led to a polarised approach between the parties on budgeting that had prevented settlement and so necessitated a separate hearing.’

Claimant firms have complained to the Gazette that judges fail to spot when defence lawyers ‘lowball’ their costs budgets to make it appear that claimant costs are disproportionately high.

Tom Blackburn, costs specialist at south west firm Croft Solicitors, said there remain fundamental problems with costs budgeting.

‘The yardstick by which the courts measure budgeting being a success is by reducing budgets in order to ‘control costs’. If you know from the outset that a budget is going to be reduced, regardless of how reasonable it is, then the system is broken,’ said Blackburn.

‘However, paying parties should also face the music. For over 11 years, paying parties have submitted unreasonably low budgets that bear no resemblance to what it would actually cost them to defend the case properly. They do this so the contrast between the budgets looks stark.’

Both parties should approach the process openly and honestly. At present, that is rarely the case.

There are also concerns that the courts may be trying to restrict the to-and-fro negotiations that are needed to end up with the correct figures.

‘There is a fine line between encouraging parties to engage sensibly and amicably and fostering an environment which discourages some parties from negotiating on the basis that they are incentivised to take a chance at a costs management hearing,’ said Linley. ‘What is clear, though, is that more parties are pushing for costs sanctions in the context of costs management and practitioners ought to be prepared for that.’

Michelle Farlow, legal costs manager at Partners in Costs, said the decisions should prompt a change in mindset by practitioners in how they set budgets. They should also be aware that courts may penalise parties who assume they can rely on a costs management hearing.

‘Parties will have a high hurdle to overcome if unrealistic and ambitious budgets are presented and maintained,’ said Farlow. ‘Parties need to take stock after case directions are made, adapt their positions accordingly and continue to strive to narrow the issues in accordance with the overriding objective.’

Murray stressed that the two cases must be judged on their own merits: ‘It would be dangerous for there now to be a blanket belief or invitations from defendants for there to be similar penalties as in these cases, when there are certain levels of reductions to a claimant’s budget. Parties should be encouraged to continue to make realistic and fair proposals during the budgeting process.’

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

For many people, the marital home represents far more than just real estate. It holds memories, routines, stability for children, and a sense of identity. During divorce, decisions about the home are often made under pressure and uncertainty, which can lead to costly mistakes that affect your financial and emotional well-being for years.

As a Realtor and Collaborative Divorce Specialist, I’ve worked with many individuals navigating divorce-related real estate decisions. I’ve also experienced divorce personally, so I understand firsthand how overwhelming this process can feel.

The good news is that with the right guidance, support team, and long-term thinking, you can avoid common pitfalls and make choices that support your future instead of creating additional stress.

Here are some of the biggest mistakes people make when buying or selling your house during divorce — and what to do instead.

Mistake #1: Letting Emotion Decide Whether to Keep the House

One of the most common mistakes people make during divorce is becoming emotionally attached to keeping the marital home, even when it may no longer make financial sense.

Many people want to stay because:

• They want stability for their children
• They are emotionally attached to the home
• They fear too much change at once
• They see the house as part of their identity
• They do not want to “lose” the home in the divorce

While these feelings are completely understandable, keeping a home that stretches your finances too thin can create long-term problems.

A house that once worked financially with two incomes may become extremely difficult to maintain on one income. Beyond the mortgage payment itself, there are taxes, insurance, maintenance, utilities, and unexpected repairs to consider.

In many divorce situations, keeping the home also requires buying out your spouse’s equity interest in the property. That may mean refinancing the mortgage or taking on significantly more debt.

Before deciding to keep the house, it is critical to evaluate:

• Your current income and expenses
• Whether you can qualify for refinancing on your own
• Your long-term financial goals
• Future maintenance costs
• Your emergency savings
• Your lifestyle needs after divorce

Working with a financial advisor and a divorce mortgage professional can help you understand what your finances may realistically look like not just today, but five or ten years from now.

The goal is not simply to keep the house. The goal is to create a stable and sustainable future.

Mistake #2: Rushing Into Buying a New Home

After divorce, many people feel intense pressure to quickly buy a new home.

Often, they say:

• “I don’t want to rent.”
• “I don’t want to move twice.”
• “Renting feels like throwing money away.”
• “I just want this process to be over.”

These feelings are understandable. Divorce is exhausting, and many people crave stability as quickly as possible.

But rushing into a purchase simply to avoid temporary discomfort can lead to regret.

Your home plays a major role in your emotional recovery after divorce. It should feel safe, comfortable, and supportive of your next chapter.

When people buy too quickly, they often settle for a home that does not truly fit their needs. A property may seem “good enough” in the moment, but over time they realize:

• The layout does not work for their family
• The location feels isolating
• There is not enough space
• The home does not feel emotionally comfortable
• The financial burden creates stress

Sometimes renting temporarily can actually be the smartest decision.

A short-term rental gives you time to:

• Understand your post-divorce budget
• Learn what kind of lifestyle you truly want
• Adjust emotionally to your new reality
• Explore neighborhoods carefully
• Make thoughtful decisions instead of reactive ones

Yes, moving twice can feel inconvenient. But making the right long-term decision is often worth the short-term inconvenience.

Mistake #3: Being Too Rigid About What You Think You Want

Many buyers enter the process with a very fixed idea of what their next home should look like.

They may say:

• “I only want a single-family home.”
• “I would never live in a condo.”
• “I don’t want a townhouse.”
• “I need exactly what I had before.”

But divorce often creates an opportunity to rethink what truly works for your new life.

One of the most important things I tell clients is this:

You do not know what you do not know.

Sometimes people are surprised by what they end up loving once they actually explore different options.

A townhouse may provide less maintenance and more convenience.

A condo may offer security, amenities, and community.

A smaller home may create less financial pressure and more freedom.

As you explore homes, you begin learning more about what matters most to you now — not what mattered in your married life.

Try to stay open-minded.

The right home after divorce may look very different from the home you imagined.

Mistake #4: Making Emotional Decisions During Competitive Bidding Situations

In competitive real estate markets, it is easy to become emotionally attached to a home.

This can become especially dangerous during divorce, when emotions are already heightened.

A buyer may fall in love with a property and begin escalating offers simply out of fear of losing it.

In some situations, offering above asking price makes sense. But it must be done strategically and with full understanding of the financial implications.

For example, if a home does not appraise for the purchase price, the buyer may need to bring additional cash to closing.

That can create immediate financial strain and potentially leave someone starting their post-divorce life with negative equity.

Before entering a bidding situation, it is essential to know:

• What monthly payment you can comfortably afford
• How much cash you can realistically bring to closing
• What your maximum budget truly is
• Whether the home aligns with your long-term financial goals

This is where having the right professional team becomes incredibly important.

A strong support team may include:

• A Realtor experienced in divorce transactions
• A mortgage professional
• A financial advisor
• A divorce attorney
• A divorce coach or therapist

Having trusted professionals around you helps ensure your decisions are grounded in facts instead of fear or emotion.

Mistake #5: Forgetting About Future Home Maintenance Costs

When someone decides to keep the marital home, they often focus only on surviving the immediate divorce process.

But long-term homeownership costs matter.

If you become the sole owner of the home, every repair and maintenance issue becomes your responsibility.

That means thinking beyond the monthly mortgage payment.

Consider:

• How old is the roof?
• Will the furnace or air conditioning system need replacement soon?
• Are there upcoming plumbing or electrical issues?
• What ongoing maintenance costs should you expect?
• Do you have savings for emergencies?

Deferred maintenance can become a major financial burden if it is not planned for properly.

A house that seems affordable today may become financially overwhelming later if expensive repairs arise.

Thinking strategically and long-term is essential.

Mistake #6: Hiring Realtors Who Create More Conflict Instead of Less

If you are selling a marital home during divorce, choosing the right Realtor matters tremendously.

One mistake couples often make is each hiring someone personally connected to them:

• One spouse wants to use a friend from college
• The other wants to use a neighbor or family connection
• Competing opinions create more tension
• Emotions escalate around pricing and negotiations

In divorce-related real estate transactions, neutrality matters.

A neutral Realtor helps keep the process focused on:

• Facts
• Market data
• Clear communication
• Fair decision-making
• Keeping the transaction moving forward

The goal should be reducing conflict, not creating another battleground.

A neutral, divorce-trained real estate professional understands how to navigate sensitive situations while protecting the interests of both parties and helping everyone move forward.

Why Building the Right Support Team Matters

One of the biggest challenges during divorce is that many people simply do not know where to begin.

Divorce affects every area of life:

• Housing
• Finances
• Parenting
• Emotional well-being
• Legal decisions
• Future planning

Trying to navigate everything alone can feel overwhelming.

That is why I created a collaborative network of divorce professionals who can support clients through every stage of the process.

Depending on your situation, that team may include:

• Divorce attorneys
• Mediators
• Financial advisors
• Mortgage professionals
• Therapists
• Divorce coaches
• Parenting specialists

When the right professionals work together collaboratively, clients are better equipped to make informed, confident decisions.

Final Thoughts

Divorce is one of the most emotionally and financially significant transitions a person can experience.

The decisions you make about your home during this time can shape your financial stability, emotional healing, and quality of life for years to come.

You do not need to rush.

You do not need to make decisions based solely on fear or emotion.

And you do not need to navigate the process alone.

With thoughtful planning, trusted guidance, and a strong support system, it is possible to move through divorce in a way that protects both your financial future and your peace of mind.

The right home decision is not about recreating the past. It is about creating a stable foundation for your future.

The post Selling Your House During Divorce: The Biggest Mistakes People Make appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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ANYONE divorcing needs to make a key pension check or all their savings could end up with their former partner.

Many people don’t realise that pension benefits are not usually included in your will.It means that if you die before taking a private pension, your provider will be left to decide where the cash goes.

This is unless divorcees fill out an ‘expression of wishes’.

This simple form tells your provider your preference over where money goes in the event you pass.

You often fill one in when you join a new scheme.

But many people forget to change the form when personal circumstances change, such as divorce.

The risk is that your death benefits end up going to someone you no longer want to have them.

If you may have previously filled in a form, check it is up to date.

If a former partner is still on the form, the provider will hand over the cash to them.

And remaining family will have to contest the form.

Rachel Vahey, head of public policy at savings provider AJ Bell, says: “With defined contribution pensions you can pass on any unused pension pot on your death to your loved ones.

“So dig out your nomination or expression of wishes and make sure the right people are noted with the pension provider.

“Doing so will make sure your money goes to the person you want to and speeds up the settlement of your affairs.”

Ed Monk, associate director at savings provider Fidelity International added: “You can specify who you would like your pension benefits paid to and in what proportions. Your personal pensions can be inherited tax-free by your beneficiaries and even passed on to future generations, sometimes free of both income tax and inheritance tax charges.

“If your life circumstances change and you’re seriously considering ending your marriage or civil partnership, it’s important to change your expression of wish to reflect any change in who you want to receive your pension payments in the event of your death.”

How to fill out your expression of wishes

An “expression of wish and nomination” form tells your pension provider who should receive your pension savings (the “beneficiaries”) if you die before you retire.

Each pension provider will have their own expression of wishes form.

You’ll usually be asked to fill one out as soon as you sign up to the scheme.

These forms will usually ask you to provide:

• Name
• National insurance number
• Pension account number
• Beneficiaries details
• The percentage of savings you’d like the recipient to receive

You’ll need to update this form when you experience a change, like moving house or getting a divorce, and you should fill out one for each pension you have in case you have more than one.

If you can’t locate your form online, call your pension provider.

Death benefits

Check the documents on any workplace or private pensions you have and see what death benefits they offer.

Many pensions will either give your spouse or other heir a lump sum or let them inherit the remaining pension after you die.

Spouses and civil partners may also be able to inherit some of your state pension payments after you die.

It’s not paid automatically, they have to make a claim for the Additional State Pension.

The rules depend on whether the person who died reached the state pension age before April 2016 or afterwards.

But typically any money your spouse is entitled to is added onto their state pension when they start receiving it.

If your spouse or civil partner remarries, they could lose the right to inherit your pension.

But whatever your scenario, you can check out what you’re entitled to on the government website.

You can lay out your wishes in a will and dictate who gets what.

If you die without a will, the state, rather than you or your family, will decide where your assets go.

You could also consider making a ‘letter of wishes’ to keep alongside your will, says Sarah Coles from saving provider Hargreaves Lansdown.

She added: “This is something you can keep alongside your will. It’s easier and cheaper to update, and because it’s not published in the same way as a will is, you can include the reasons for some of your decisions.

“People put all sorts of useful things in here from specific bequests of personal belongings to funeral wishes. It means your loved ones don’t have to spend time and effort worrying about what you wanted after you’ve gone.”

Other pension considerations at divorce

When splitting up with a partner, pensions are often overlooked but it’s an important part of a person’s assets.

Rachel from AJ Bell, says: “If your ex-partner shared part of their pension pot with you during the divorce settlement, then you think about whether it’s with the right provider.

“You may be able to combine it with other pensions you have to create a single bigger pot making it easier to manage and control. That way you can set the right investment strategy for your needs, and you may even benefit from lower charges.”

Divorce is a good time to review your finances for the next phase of your life and make sure that you will have enough savings for retirement, particularly if you had previously been relying on someone else’s savings.

It might be that you realise you need to boost the size of your pension.

Rachel says: “Look at what your employer can offer. Many people are automatically enrolled into a pension with minimum contributions and do nothing else about it. But employers will match higher contributions, if you also increase yours.

“Also have a look at your budgeting – you may find you can afford to increase your pension contributions.”

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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London, London N20 9HR

New research from Gallagher and CEBR reveals shareholder litigation accounted for £3.7 billion of the £11.7 billion total cost of cyber-attacks to large UK businesses in 2025, with legal and reputational fallout emerging as major financial risks for boards.

Shareholder litigation accounted for £3.7 billion of the £11.7 billion total cost of cyber-attacks to large UK businesses in 2025, according to new research from leading global insurance brokerage Gallagher and the Centre for Economics and Business Research (CEBR).

The numbers are modelled on a scenario where each affected firm incurs the cost of its most severe cyber incident. Litigation was the second largest cost after £5.4 billion in direct losses from disrupted trading. Lost assets, including intellectual property, added a further £1.3 billion to company losses, while regulatory fines totalled £108 million.

By contrast, the immediate cost of responding to an attack was much lower. Businesses spent £226 million on external support, including forensic specialists, consultants and technical remediation, while businesses lost £51 million in internal labour costs from staff time which was diverted to manage the incident and restore systems.

Together, these response costs are only a small share of the total financial impact. The far larger exposure now lies in the legal and reputational consequences that follow, with shareholder action and class actions emerging as significant financial risks for directors.

The cost of getting it wrong

When cyber incidents escalate, the costs extend well beyond the initial disruption. In 2025 alone, businesses incurred £573 million in reputational damage and £339 million in the resulting lost customer goodwill on top of direct disruption and litigation costs.

These losses are driven by long-term effects, like investor reaction, weakened market confidence and prolonged commercial disruption, rather than the immediate technical breach.

With the risks of cyber-attacks on large UK businesses remaining very high, even a 5% rise in the financial impact of these, including disruption, shareholder claims and recovery costs, could push total annual losses beyond £12 billion in 2026.

Insurance confidence remains misplaced

Despite the scale of losses, most large UK businesses believe they are protected as nearly nine in ten (88%) have purchased cyber insurance. Cover is most effective in the immediate aftermath with 72% of businesses insured for costs arising from the interruption, 76% for data recovery and forensic investigation and the technical clean-up that follows a breach.

However, a lot of the emerging litigation costs sit elsewhere. Only 59% have cover for third-party legal claims, and fewer than half (49%) are insured for regulatory fines or GDPR penalties.

While 86% of firms carry directors and officers insurance, many policies restrict cover where incidents are linked to governance failings, meaning firms should check with their broker which insurance policy will cover them for these costs.

Laura Parris, Executive Director of Financial Lines at Gallagher, said: “For years, boards have measured cyber risk in terms of system downtime and IT recovery however the risk doesn’t end when the attack is over. As the high-profile attacks on high street retailers last year show, the legal, financial and reputational fallout can drag on for months.

“In the US, breaches have gone even further, triggering costly shareholder lawsuits focused entirely onboard oversight and disclosure. With cyber governance under growing scrutiny, our research shows UK boards are not immune to losses on a similar scale either.

“Many organisations take comfort in the fact they have cyber insurance in place. But as the risk profile evolves and becomes more complex, having a policy is not the same as being fully protected. If boards aren’t actively testing how their cyber and directors and officers insurance respond to cyber-triggered claims, they may find that the liabilities that hurt most are the ones that aren’t fully insured.”

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

Here are some lesser-known secrets about mediation for divorcing couples that divorce experts and litigation attorneys may not readily share:

1. Mediation has Predictable Costs And is Budget-Friendly

One of the best-kept secrets of mediation for divorcing couples is its predictable, often flat fee structure. Unlike litigation, which can escalate costs unpredictably, mediation allows couples to know their budget upfront. This transparency enables financial planning during an already challenging time, ensuring that resources are directed towards building a stable post-divorce future.

2. Mediation has a high Success Rate And Positive Outcome For Many

Statistics reveal a compelling story of success for mediated agreements involving children. According to research, over 70% of couples who engage in mediation reach agreements that endure over time. These agreements are binding once approved by a court and often result in positive outcomes for children, including enhanced emotional stability and stronger parent-child relationships.

3. Mediation offers Child-Centered Solutions.

Mediation places children at the heart of decision-making. Rather than leaving crucial choices to a judge, parents collaborate to craft custody arrangements, visitation schedules, and co-parenting strategies that prioritize their children’s well-being. This child-centric approach, tailored for DuPage County families, sets the stage for healthier family dynamics post-divorce.

4. The mediation process mitigates Negative Community Outcomes. 

The impact of divorce extends beyond individual families to communities at large. Litigation-driven divorces can strain community resources and exacerbate social challenges. In contrast, mediation promotes mutual respect and constructive dialogue, mitigating the negative ripple effects of divorce on communities.

5. Mediation promotes emotional Healing And Conflict Resolution.

Mediation is designed to promote emotional healing and conflict resolution. By fostering open communication and empathy, DuPage County mediators at Birt Family Law help couples navigate complex emotions and build a foundation for cooperative co-parenting. This focus on emotional well-being reduces the trauma often associated with divorce, benefiting both parents and children.

6. Mediation Preserves Parental Relationships.

Unlike adversarial litigation, which can strain relationships irreparably, mediation prioritizes preserving parental bonds. By empowering couples to make joint decisions, mediation encourages ongoing cooperation and shared responsibility in raising children post-divorce.

7. Mediation offers Confidentiality And Privacy.

Mediation offers a confidential setting where intimate family matters can be discussed without public scrutiny. This confidentiality protects privacy and fosters a safe environment for open dialogue, facilitating honest communication and conflict resolution.

Mediation represents a transformative approach to divorce, offering couples with children in DuPage County and Chicago a path towards amicable resolution and positive outcomes. At Birt Family Law, we advocate for restorative divorce through mediation and ADR, leveraging these approaches to empower families and prioritize the best interests of children.

If you’re considering divorce and want to explore mediation, reach out to Birt Family Law today. Our team is committed to guiding you through this journey with compassion, expertise, and a commitment to preserving family harmony.

Erin Birt Has 20 Years Experience To Unlock The Hidden Advantages Of Mediation For You

With over 20 years of experience as a divorce attorney, family mediator, and substance abuse counselor, Erin Birt brings a unique blend of legal knowledge and mental health expertise to facilitate positive outcomes for your family. Contact us today to schedule a free 15 minute introductory call or an in-depth consultation and take the first step towards a peaceful post-divorce future for you and your children in DuPage County and Chicago/

The post Mediation for Divorcing Couples with Children: Secret Advantages appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

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1345 High Rd

London, London N20 9HR

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

Divorce Is a Process. So Is Rediscovery

One of the most important things to understand is that rediscovering yourself doesn’t happen overnight. If you’ve spent decades in a marriage, raising children or building a shared life, it’s natural to feel disoriented when that chapter ends. You may have spent years identifying primarily as a spouse or parent. Now, suddenly, you’re being asked to redefine your identity. That takes time.

Just as the divorce process itself can take months or even longer, rediscovery is a journey. It involves reflection, experimentation, and sometimes stepping outside your comfort zone. But the process of exploring who you are today and who you want to become is an essential part of moving forward.

Start by Acknowledging the Emotional Reality

Divorce is emotional, even when it’s amicable. People often enter the process feeling pessimistic or fearful, especially if the divorce was unexpected. Some feel blindsided. Others worry about their financial future, their children, or what their life will look like moving forward. These emotions are valid and deserve attention.

In mediation, my role is to help couples work through the business and legal aspects of divorce. But sometimes a person is so overwhelmed emotionally that it becomes difficult for them to advocate for themselves or make decisions about their future. When that happens, I often encourage them to work with a therapist or divorce coach before continuing mediation.

Getting support isn’t a setback—it’s part of building the clarity and confidence needed to move forward.

Identify What Truly Matters to You

A helpful starting point in rediscovery is identifying your values.

Ask yourself questions like:

• What matters most to me right now?
• What kind of life do I want to build going forward?
• What brings me happiness, peace, or fulfillment?

Your answers may surprise you. Maybe you’ve always loved warm weather and sunshine but stayed in a colder climate because of your spouse’s job. Maybe you stepped away from a career you enjoyed to raise children and now want to reconnect with that professional identity. Divorce can open doors to possibilities that once felt out of reach.

Try New Things—Even Small Ones

Rediscovery often starts with simple steps. You don’t have to make dramatic life changes immediately. Instead, begin by trying new activities or revisiting interests you’ve neglected.

That might mean:

• Joining a sports league or fitness class
• Taking a cooking or art class
• Volunteering in your community
• Traveling somewhere new
• Exploring hobbies like music, photography, or hiking

Even small changes can spark confidence and joy. And if something doesn’t resonate with you? That’s okay. The goal isn’t to get everything right the first time. The goal is to explore.

Reconnect With the Person You Used to Be

Marriage naturally involves compromise. Over time, many people set aside personal interests or passions to accommodate their partner or family responsibilities. After divorce, those parts of yourself can reemerge.

Maybe you loved skiing, traveling, or certain types of music before marriage but stopped doing those things because your spouse wasn’t interested. Maybe you enjoyed social activities or creative outlets that slowly faded away. This is your chance to reconnect with those interests—or discover new ones that reflect who you are today.

Create a Vision for Your Future

During mediation, I often encourage people to think about the life they want after divorce.

What kind of home do you want?
What kind of lifestyle would make you happiest?
What goals would you like to pursue?

Sometimes people assume they want to keep the marital home because it feels familiar. But once they reflect more deeply, they realize a smaller home or condo might offer greater freedom—less maintenance, lower expenses, and more financial flexibility for travel or other interests. Thinking about your future lifestyle can help guide important financial and legal decisions during the divorce process.

Build a Supportive Circle

The people you surround yourself with during divorce matter more than you might realize. It’s helpful to connect with individuals who have gone through divorce and emerged in a positive place. Their experiences can provide reassurance that life after divorce can be fulfilling and meaningful.

At the same time, it’s wise to avoid voices that remain stuck in bitterness or resentment years after their divorce. That kind of negativity can make it harder to move forward. Seek out people who encourage growth, healing, and possibility.

Consider Professional Guidance

Divorce often requires navigating emotional, financial, and legal complexities at the same time. Working with professionals such as therapists, divorce coaches, and financial advisors can provide valuable clarity. For example, understanding your financial situation might reveal that returning to work—or pursuing new training—is necessary.

While that realization can feel intimidating, it can also become a powerful step toward independence and personal growth. Many people who reenter the workforce after divorce ultimately find renewed purpose and confidence in their careers.

Don’t Wait Until the Divorce Is Final

One common misconception is that life begins again only after the divorce is finalized. In reality, rediscovery can begin much earlier. You don’t have to put your life on hold while legal paperwork is completed. Trying new experiences, building connections, and reflecting on your goals can happen throughout the divorce process. By the time the divorce is finalized, you may already be well on your way toward creating the life you want.

Your Divorce Doesn’t Define Your Future

Divorce represents a chapter in your life, not the entire story. Yes, it can be painful and disruptive. But it can also become a turning point—a moment where you begin designing a future that reflects your true values and aspirations.

Take small steps. Stay open to new possibilities. Allow yourself time to grow. Your life after divorce has the potential to be meaningful, fulfilling, and even joyful. And rediscovering who you are may be one of the most rewarding journeys you ever take.

Need a divorce mediator? Get in touch wit us!

The post Rediscovering Yourself During and After Divorce appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

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Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

 

1345 High Rd

London, London N20 9HR

After more than 30 years as a divorce attorney focused exclusively on amicable, non-litigated resolutions, I can tell you with confidence: divorce itself does not ruin children. What matters most is how parents show up during and after the process.

In fact, divorce can become an opportunity to model resilience, respect, and healthy relationships. Parents have far more control than they think when it comes to shaping their children’s emotional well-being. Here are some ways to help your children thrive, regardless of your marital status.

1. Prioritize Healthy Communication

Communication is not just about talking to your children. It is about creating a dialogue where they feel heard, respected, and included.

Children need to learn how to:

• Listen to differing opinions
• Wait their turn to speak
• Express disagreement respectfully

These are life skills that will serve them in friendships, romantic relationships, and careers. Unfortunately, many adults struggle with these basics, often interrupting or speaking over one another, even in high-stakes situations.

As a parent, you have the opportunity to model something better. Show your children what respectful communication looks like. Let them participate in conversations. Teach them that disagreement does not have to mean disrespect.

If your co-parent communicates poorly, you still have power. Resist the urge to engage at the same level. When one parent remains calm and respectful, children are exposed to a healthier model and learn to recognize the difference.

2. Minimize Negative Talk About Your Ex

It is natural to feel anger, frustration, or resentment during a divorce. Those feelings deserve space—but not in front of your children.

When you speak negatively about your co-parent, your child internalizes it. After all, they are part of both of you. Criticizing the other parent can quietly erode their sense of self.

This does not mean you have to be perfect. If you slip, acknowledge it:
“I’m sorry. I shouldn’t have said that. I’m feeling frustrated, but that’s not about you.”

Find appropriate outlets for your emotions, whether that is therapy, coaching, or trusted friends. Your children should not carry the weight of your adult feelings.

3. Highlight the Positive Things Your Co-Parent Does

Even in difficult relationships, most parents do things out of love for their children. When you acknowledge those moments, you give your child something invaluable: the reassurance that they are deeply loved by both parents.

For example:

• “Your dad came to your game because he really cares about you.”
• “Your mom went out of her way to make that special for you.”

This does not diminish your role. It strengthens your child’s emotional foundation. When children feel securely loved, they are more confident, resilient, and capable of forming healthy relationships.

4. Tell Stories About Your Child’s Early Years

Children love hearing stories about themselves—especially moments they are too young to remember.

Sharing stories like:

• “When you were little, you had the most contagious laugh.”
• “I was so proud of you when you did that…”

These stories help children build a positive internal narrative. Instead of only becoming self-aware during moments of failure or embarrassment, they begin to see themselves as capable, lovable, and valued.

You are helping them answer an important question: Who am I?
And you are filling that answer with warmth and confidence.

5. Share Positive Stories About Your Relationship History

This can feel challenging, especially in the early stages of divorce. But over time, it becomes incredibly meaningful for children to understand that their parents once shared love, joy, and connection.

You do not need to revisit painful moments. Instead, share light, appropriate memories:

• Funny experiences
• Traditions you once shared
• Moments of genuine happiness

These stories give children a sense of continuity. They understand that their family has a history, and that they were born from a place of love.

It also humanizes you. Your children begin to see you not just as “mom” or “dad,” but as a full person with experiences, growth, and emotions.

6. Create Consistency in Discipline

Children need structure. It provides safety, predictability, and clarity about right and wrong.

Ideally, co-parents work together to maintain consistent rules and consequences. When children know both parents are aligned, they are more likely to respect boundaries.

However, consistency does not always come easily. If your co-parent is not aligned with you, focus on what you can control:

• Maintain clear expectations in your own home
• Avoid undermining the other parent in front of your child
• Stay open to discussion rather than demanding agreement

Sometimes, what appears to be a disagreement is actually a misunderstanding. Taking the time to understand the full picture can lead to more cooperation than expected.

7. Model Emotional Regulation and Self-Respect

Perhaps the most powerful lesson you can teach your children is how to handle difficult emotions.

When conflict arises:

• Do not engage in shouting matches
• Remove yourself from toxic interactions
• Explain your choices calmly to your children

For example:

“That wasn’t a respectful conversation, so I chose to step away.”

This teaches children that they do not have to tolerate unhealthy behavior. It gives them permission to set boundaries in their own lives.

In closing, divorce does not define your child’s future. Your actions do. You cannot control everything. You cannot control your ex’s behavior. But you can control what you say, how you respond, and the environment you create for your children. And that is more than enough.

When you focus on communication, respect, emotional safety, and love, you are giving your children the tools they need to become confident, compassionate, and resilient adults. Divorce is not the end of their story. In many ways, it is the beginning of a healthier one.

Like this article? Check out “Get A Loada This Guy! A Shocking Divorce Story”

The post Divorce and Kids: Keeping Them Self-Confident and Emotionally Healthy During Divorce appeared first on Divorce Blog | Divorce Support Blogs.

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​Here’s how to approach divorce with compassion

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

 

1345 High Rd

London, London N20 9HR

As enterprises double down on return-to-office accommodation policies, manage the structural rise in workplace mental health management demands, and grapple with the early disruption of AI workforce planning, one thing is becoming clear. The legal, operational, and strategic risks building inside today’s organizations are no longer isolated. They are converging.

For enterprise leaders, these three forces are arriving simultaneously. Organizations without the data infrastructure to respond consistently are the most exposed.

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The recent findings come from Littler’s 2026 Annual Employer Survey, completed by over 300 U.S.-based professionals across industries and company sizes. Respondents included C-suite executives, in-house lawyers, and HR leaders.

Notably, 41% of respondents came from organizations with more than 10,000 employees, giving the data particular weight for enterprise readers. Littler is regarded as a global leader in employment and labor law.

The Return-to-Office Push Has a Hidden Legal Cost

Return-to-office accommodation litigation is rising quickly.

In 2025, 50% of employers reported concern about accommodation-related legal claims. In 2026, that figure jumped to 67%. Among large enterprises, 77% now share that concern.

As pandemic-era expectations around remote work collide with RTO ambitions, employees are increasingly submitting formal accommodation requests. But the situation gets more complex.

Alexis C. Knapp, co-chair of Littler’s Leave and Accommodation Practice Group, explains:

“In managing remote work requests, many employers are finding that the challenge is not just the volume of requests, but how those requests are handled at the frontline manager level”

Knapp highlights that “it is increasingly important” for businesses to have a consistent process in place for evaluating these requests. This process should be “truly individualized” and done on a case-by-base basis that is available to managers.

Return-to-office accommodation decisions cannot be handled informally. Inconsistent responses across managers, teams, or locations create disparities that are difficult to defend.

Organizations with clear data – who requested what, how it was evaluated, and what the outcome was – are better positioned to defend their decisions.

When Mental Health Meets Workforce Operations

The accommodation challenge does not sit in isolation. It connects directly to a growing pressure on workplace mental health management.

For the third consecutive year, employers are reporting significant rises in mental health-related leave and accommodation requests. In 2026, 67% of employers saw an increase – consistent with 70% in 2025 and 74% in 2024. This is no longer a temporary spike.

Littler’s data shows 75% of employers say managing extended or open-ended absences is their top administrative challenge, while 70% struggle to ensure managers are equipped to handle requests appropriately.

Effective workplace mental health management requires more than policy tweaks. It requires changes to workforce management strategy.

For example, Littler’s Jeff Nowak highlights one course of action that forward-thinking enterprises are considering. He said:

“It’s encouraging that most employers are focusing on manager training as a critical step in effectively managing requests and minimizing litigation risk.”

Beyond training, there is a tech angle to this as well.

When a meaningful share of the workforce is on extended or intermittent leave, it affects space utilization, team coverage, and peak-day performance. Without systems to model and absorb these patterns, organizations will find long-term planning & office analytics a more challenging task.

This is where workplace mental health management stops being purely an HR conversation and becomes a workforce planning discipline.

Follow UC Today on LinkedIn for executive-level analysis on return-to-office strategy, workforce planning, and workplace governance.

AI Is Already Changing the Headcount Equation

The third pressure point is arriving from a different direction – and faster than many expected.

AI workforce planning is no longer theoretical.

According to Littler’s 2026 survey:

• 37% of employers have reassessed job responsibilities due to AI
• 20% have reduced or are reducing hiring
• 15% have already made workforce reductions

Littler also notes early signals that unions are beginning to raise AI displacement as a formal bargaining issue – an early signal that AI workforce planning disruption will not remain contained within HR.

While this ongoing debate continues, we can expect AI-related shifts to have a physical dimension that may go unacknowledged.

When roles change or headcount declines, office demand shifts as well – sometimes quickly. Without workplace analytics to model those transitions, organizations risk overinvesting in space that is no longer required or under-preparing for how teams will operate going forward.

The Common Thread

Across all three pressures – return-to-office accommodation risk, workplace mental health management demands, and AI workforce planning disruption – the organizations best positioned to respond share one characteristic:

They run the workplace as a system.

Data visibility, consistent processes, and integrated workforce operations are not just compliance tools. They are the infrastructure that enables defensible, scalable decisions.

In 2026, that distinction is becoming more consequential each quarter.

FAQs

What is return-to-office accommodation and why is litigation risk increasing?

Return-to-office accommodation refers to formal adjustments employers must consider for employees. For example, it can relate to disability, medical condition, or mental health diagnosis which make full in-office attendance difficult. Litigation risk is rising because blanket RTO mandates – applied without consistent, documented evaluation processes – leave employers exposed to claims of unequal treatment.

How should employers handle workplace mental health management as leave requests rise?

Effective workplace mental health management requires structured operational oversight – tracking absence patterns, equipping managers to respond consistently, and using workforce management tools to account for capacity impacts.

What does AI workforce planning mean for physical office strategy?

As AI workforce planning reshapes roles and headcount, office demand shifts as well. Organizations need workplace analytics capable of modeling workforce transitions in real time to avoid misaligned real estate investment.

How are return-to-office accommodation obligations connected to workforce management software?

Workplace and workforce management systems create documented audit trails – recording requests, evaluation steps, and outcomes – reducing legal exposure when accommodation decisions are challenged.

Is AI workforce planning increasing pressure on HR and legal teams simultaneously?

Yes. AI-driven role reassessments, hiring reductions, and workforce restructuring – combined with union scrutiny – are placing simultaneous governance pressure on HR, legal, and operations teams.

For a comprehensive framework on running the workplace as a coordinated system, explore Our Enterprise Buyer’s Guide to Workforce & Office Optimization.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

Regrettably, clients sometimes receive a bill from their law firm which does not seem quite right. Supported by a comprehensive narrative of dates and time spent, everything appears to add up. Yet the overall substance feels distinctly opaque.

Costs may be lurking somewhere beneath the detail, though what they relate to is unclear. They may have passed through a third party, or a subsidiary company within the same group, but their precise origin remains a matter of conjecture.

So, does a lack of transparency concerning the ultimate service provider really matter? According to the recent High Court decision in Motor Insurers’ Bureau v Raphael De Lima Santiago, not very much. This decision confirmed that solicitors do not need to provide a full breakdown of outsourced litigation costs in every case, even where the service provider sits within the same corporate group.

At first blush, Mr Justice Moody’s decision, handed down in February 2026, is reassuringly orthodox. The judge confirmed that no general rule applies which necessitates a fully itemised breakdown of every litigation disbursement. Instead, the court’s task remains what it has always been under CPR Part 44: to assess whether the overall cost was reasonably incurred and whether the amount is proportionate.

The existence, or absence, of a granular breakdown is not therefore the critical determining factor – a conclusion which will come as a relief to many practitioners.

The reality, of course, is that litigation in 2026 can rarely be viewed through the prism of a single law firm. More typically, it is multifaceted and delivered by a spectrum of service providers: costs consultants, medical reporting agencies, e-disclosure platforms, translation services and others.

Increasingly, these providers may either sit within the same corporate group, or operate under tightly managed commercial arrangements. The notion that every constituent element of that ecosystem should be detailed line by line, as a matter of routine, does not sit comfortably with the realities of commercial pragmatism.

The facts of the Motor Insurers’ Bureau (MIB) case neatly illustrate the point. The claimant, now the respondent, Raphael De Lima Santiago, was injured when riding his motorcycle on 22 May 2018. The first defendant, Joshua Odubolo, was uninsured and so the MIB, now the appellant, was joined as the second defendant.

Having settled his personal injury claim on the first day of trial for £20,000 plus costs, Santiago then decided to bring a case against the MIB on a point of principle. This related to an interpreter’s fee of £924, which was invoiced through a company connected to the claimant’s solicitors. Santiago argued that, without a breakdown showing how much of that sum actually reached the interpreter, the court could not assess whether part of the charge was in reality an irrecoverable agency fee, or disguised profit.

The High Court disagreed. Because there is no rule of law or code of practice which mandates such a level of dissection, the question for the court is whether it has sufficient material to assess reasonableness and proportionality. To determine these criteria may, or may not, require more detail.

The ruling highlights a wider trend of scrutiny where firms instruct connected businesses, such as medical agencies, costs firms and translation providers. Although it does not signal a retreat from scrutiny, it does reflect a shift in how that scrutiny should be applied. For many years, costs arguments have largely been concerned with form, based on questions such as: is this properly characterised as a disbursement? Has it been sufficiently broken down? Does it fall within or outside a particular category?

The MIB decision suggests that the courts are less concerned with categorisation and more interested in substance rather than form. Their focus is more holistic: What was the service? Was it necessary? Is the total figure reasonable when viewed against the market? This approach is consistent with earlier authority. The distinction between solicitors’ profit costs and disbursements was well explained by May J in Crane v Canons Leisure Centre [2007] EWCA Civ 1352, where he held that: ‘A characteristic of whether charges of a person engaged by solicitors are profit costs or disbursements is whether the solicitors have personal responsibility to the client for the work done.’

The distinction has never exclusively been about labels, but rather the underlying reality of the arrangement. What has changed is the context. The legal services market has evolved since the Legal Services Act 2007 paved the way for alternative business structures and greater integration between legal and non-legal services.

It is now commonplace for firms to operate alongside, or within, networks of affiliated providers. Medical agencies, costs firms and translation companies are often not independent in any meaningful sense, but are instead part of a broader commercial model.

In delivering greater efficiencies, that blended model also creates tension. The closer the relationship between a law firm and its service providers, the harder it becomes to distinguish between an external cost and an internal revenue stream. In costs law, this distinction matters. Parties are entitled to resist the recovery of sums which are, in substance, profit costs dressed up as disbursements. The MIB decision does not, however, resolve tension – but simply reframes it.

The court was clear that there may be cases where a breakdown is required, particularly when questions arise about abuse or where the available material is insufficient to test the claim. But the judge declined to impose a blanket rule. Instead, his judgment placed emphasis firmly on the evaluative exercise at the heart of any assessment: is the figure reasonable and proportionate on the facts?

For practitioners, that creates a slightly uncomfortable middle ground. Although firms are not required to open up their entire cost structures as a matter of course, even where connected entities are involved, they cannot assume that affiliation will be ignored. Where the relationship appears too close, or the figure too convenient, the court retains a broad discretion to probe further.

This can be seen in adjacent areas. The current scrutiny of medical agency fees, including JXX v Archibald, shows the courts’ willingness to interrogate what has been charged, as well as how and why those charges arose. The focus is increasingly on economic reality rather than formal presentation. That trend is unlikely to stop; if anything, it will intensify.

As litigation becomes more specialised and more fragmented, the traditional law firm model continues to evolve. As firms become service coordinators as much as providers, the boundaries between solicitor, expert and supplier are increasingly fluid. Against that background, the court’s role as arbiter of what is recoverable becomes even more important.

MIB demonstrates that the courts do not seek to police this evolution through rigid disclosure rules, but through a more flexible, and arguably more demanding, inquiry into reasonableness and proportionality.

That test is more nuanced, reflecting the reality of modern litigation. But uncertainty persists about where the line should be drawn between legitimate commercial arrangements and situations where the courts may expect greater transparency.

Ultimately, clearer judicial guidance may be needed on disclosure, conflicts and the recoverability of costs when firms rely on associated service providers.

Matthew Kain is CEO of Kain Knight

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

Here’s a story I never forgot. Several years ago, when I was living in Boston, (before I was married) I dated a guy for a few months. It didn’t work out, but I remember clearly that he said he wanted to be friends.

“Whatever,” I thought at the time. Everyone says that, don’t they? But this guy said something that has always stuck with me. He told me that if you can’t or if you refuse to be friends with your ex: a person with whom you had a relationship, then you never really had anything substantial, that the relationship didn’t mean that much. “If you like someone enough to be in a relationship with that person, then you should want to be friends.” I’ve never forgotten this wise piece of insight. By the way, the guy and I have remained friends to this day.

But, does that advice apply to divorce? I mean, dating someone for a few months (the Boston guy) is certainly different than a marriage. Being friends with your ex after a divorce might not be possible in your mind if the person hurt you deeply (which is the case in most divorces.) I mean, how can you be friends with your ex if he or she cheated? Left you? Was mean to you? Ignored you?

Here’s the answer…

Being friends with your ex takes time. It almost never happens before a divorce is final, due to the pending litigation or mediation where life-altering deals are being made, including custody, real estate, financial and other major decisions. There’s just too much pressure and fear of the outcome to focus on “Aww, let’s try to be friends.” I hate the way this sounds but it’s true: it’s a time in your life where you are just concerned with what happens to yourself and your children.

But, being friends with your ex is certainly possible after some time goes by–usually after the divorce is final, and some of the feelings of resentment, anger and bitterness have faded. The new girlfriend or boyfriend your ex got two minutes after you separated is something you won’t forget, but now you are a little bit more OK with it.

In my own divorce several years ago, I think as time went by, the two of us started to replace all of the negative thoughts of what happened that led us to divorce with thoughts about why we got together in the first place.

Despite all the hurt I experienced towards the end of my marriage and after, I had forgotten how incredibly kind my ex husband can be, and how much he makes my kids and I laugh. In other words, memories of the good qualities start to squeeze out the recollections of the bad times. And if you think about it, any therapist will tell you that long-term, we all remember the good and tend to forget the bad in our pasts.

It took my ex and I a long time to get to a place of what I consider friendship. Also, being friends with your ex might seem like a business deal at times, and I actually think that’s OK. In other words, being friends with your ex is so much better for the kids, as coparenting is so much easier and the kids see that despite the divorce, Mom and Dad are on the same page. This helps immensely with disciplining and creating rules and boundaries for kids.

The thing is, whether or not you are friends with your ex, the two of you will always be in a business deal together. That business deal is your children.

So, isn’t it better if you are friends? That doesn’t mean being fake friends (although being fake friends is better than being enemies.)

I guess what I’m saying is, the Boston guy’s advice really really makes sense for divorced couples too. If you think about it, you married this person because you obviously saw some wonderful qualities in him or her. Now, maybe the person has changed, or maybe getting divorced wasn’t your decision. That is beyond frustrating and hurtful. But, there must be some qualities about the person that overtime you begin to recall, right?

In being friends with your ex, it’s important to try to focus on those qualities. Not just for the business deal aspect of the friendship, but for an overall better quality of life for yourself. Isn’t it better for YOU to have a friend in your ex rather than this person you despise, are disgusted by, and who you are holding on tightly to the resentment he or she caused? YES!!

I do have to bring up the fact that being friends with your ex isn’t really possible unless both people want the friendship. For years, I tried to be friends with my ex and he shut me out. But then, it sort of happened over night. He began acting friendly and showing his real self to me instead of acting closed-off and angry.

I truly believe that with most people, (and it has to be the right time–not during the divorce) if one person reaches out and extends the olive branch and says, “Hey, I’d really like to be friends and I mean it,” the other one will come around. Try it. What have you got to lose? If the person rejects you, who cares? At least you have put it out there. It might happen later, when your ex is in a happier, better place. Regardless of what happens, you can always know that you tried.

So, next time you run into your ex at Starbucks, or the next time your ex comes to pick up your kids and ignores you, just say hi. Be friendly. Smile. No one ever got hurt from being too nice. Don’t worry so much about “treating him or her the way they treat you.” Just treat him/her the way you’d like to be treated and maybe tell the person sometime that you’d like to be friends. Genuine friends.

Think about it…

Your ex is your family. You share kids. So, why not keep sharing? In a platonic way. Will your ex ever be your BFF? My guess is no. But if you can open your heart to focusing on NOW, on what’s best for the kids, and what’s best for you, being friends with your ex will enrich your life, and the lives of your kids.

Like this article? Check out, Dating After Divorce: Advice, Tips and why this is an exciting time.”

The post Being Friends With Your Ex: Is It Possible And How Do You Get There? appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

For us, it always starts with a simple principle: resolve matters efficiently wherever possible, but be fully prepared to act decisively if court proceedings become necessary.

Taking a Commercial View from the Outset

In reality, very few businesses benefit from prolonged litigation. It is often costly, time-consuming, and can distract from what really matters i.e., running the business.

That’s why we focus first on:

• Early, honest case assessment
• Clear and practical legal advice
• Commercial negotiation
• Identifying realistic settlement opportunities

One thing we strongly believe in is cost transparency. You should understand the likely scope of work, the fees, and the strategy from the outset. If that isn’t clear early on, it becomes very difficult to manage expectations later. Don’t be afraid to ask your advisors, especially solicitors, for cost updates and estimates.

The Power of Settlement and Mediation

A large proportion of disputes, particularly shareholder, director, technology/IP, and construction matters, can be resolved without going to court. In some cases, relationships can even be preserved, or at least brought to a more amicable close.

Mediation is playing an increasingly important role, especially in tech and commercial disputes where speed, confidentiality and commercial flexibility are critical.

Why it works:

• It’s significantly faster than litigation
• It’s private and confidential
• It allows for flexible, commercial solutions
• It can help preserve working relationships

A good mediation isn’t just about turning up on the day. It’s about preparation, applying the right level of commercial pressure, and negotiating firmly but constructively.

Importantly, any settlement has to be workable. There’s little value in agreeing to terms that are likely to be breached or that create future leverage issues. Our focus is always on reaching an agreement that genuinely resolves the problem, not just postpones it. We also advise on the commercial risks that come with any settlement. We include what to watch out for in future dealings or commercial activity with the other party.

When Litigation Is the Right Move

Of course, settlement isn’t always possible or appropriate. There are situations where court proceedings are necessary, for example:

• Urgent matters requiring injunctions
• Where the other party refuses to engage
• Serious breaches of duty
• Cases where strategic pressure is needed

We also understand the realities of cash flow. If a significant sum is outstanding or business operations are being disrupted, waiting indefinitely isn’t always an option. In those situations, we often prepare for litigation while continuing settlement discussions in parallel. That way, you maintain momentum and protect your position.

Our Areas of Focus

We regularly advise on:

• Shareholder disputes
• Directors’ duties and breach of duty claims
• Business and partnership disputes
• Construction and development disputes
• Commercial contract disputes
• Technology and digital disputes (including mediation)

Across all of these, the focus is the same: achieving a commercial outcome, not just progressing a legal process. Don’t be dragged into a prolonged dispute if there are alternatives. Be clear on the strategy you want to employ with your advisor, take advice and understand your options, but ultimately it is your decision, your business and your cost risk.

A Balanced, Practical Approach

Our approach is straightforward:

• Be clear and robust from day one
• Take a commercial, strategic view
• Push for a settlement where it makes sense
• Move quickly and decisively when litigation is required

It’s this balance that often leads to strong outcomes, resolving disputes efficiently while keeping costs and disruption under control. If this aligns with your objective its essential to work with an advisor who agrees.

Choosing the Right Adviser

If you’re facing a dispute, it’s important to work with a team that understands both the legal and commercial landscape. You should also look at your insurance policies see if you are covered by legal expense cover – try settlement talks and mediation if the commercial relationship is still viable, but protect yourself at all times with solid advice and strategy.

You should feel:

• In control of the strategy
• Clear on costs and timescales
• Confident that pressure is being applied where needed

Allin1 Advisory is a company that provides a range of business and legal services, with a focus on emerging technologies and international expansion. They offer services like company formation, virtual offices, website creation, and company searches. They also have expertise in areas like commercial law, investment advice, and international debt recovery. The company has a presence in London and is also expanding into the Middle East and Gibraltar.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

 

1345 High Rd

London, London N20 9HR

Am I happier after divorce? I’d say yes. I think most divorced people would say yes. Maybe not right after the divorce, and definitely not during divorce, but as time goes by, I think we all end up happier after divorce—whether we wanted the divorce or not.

So I’m happier after divorce. Fine. But you know what else I am? I’m empowered, I have more wisdom, I have more self-confidence, and I like myself a heck of a lot more.

Here are 9 things I learned as a result of getting divorced:

1. I learned I was a survivor.

Getting divorced is like playing dodgeball. Remember that game when you were a kid? People from the other side would throw balls at you and if you got hit, you were out so you had to dodge the balls. Divorce is like that and here are the balls: the lawyer bills that arrive in the mail, kids crying and acting out because of the change and because they miss Daddy, those moments when the sadness of the breakup is so overwhelming that you are hyperventilating because you are crying so hard, in-laws who are suddenly acting like strangers and acting distant and rude, when the ex comes to get the kids and won’t even say hi or look at you, getting a call from my attorney that my ex was trying to get sole custody, feeling lonely, isolated and alone, worrying about finances, not having a job, and more.

Those are the balls are trying to hit and kill you, and guess what? If you’re still standing after the divorce, you are a survivor.  It’s not easy dodging the balls, but all you have to do is keep going and know in the back of your mind that after you dodge those balls, more will come, and if you keep dodging them, you are going to be fine!

2. I learned that I needed support, both professionally and emotionally.

When I was getting divorced, no such thing as divorce coaches and mediation wasn’t what it is today. There were no CDRE’s (Certified Divorce Real Estate Experts) or CDLP’s (Certified Divorce Lending Professionals). You went to a lawyer and the litigation began, and then if you could mediate, that was great. Today it’s so much different.

My advice is, gather your divorce team. A divorce coach is key. Therapy is very good. Mediation works. The more help you have, the easier your life will be during the divorce, the better outcome you will get in the divorce, and the less money you will spend on your attorney because these other people will be helping you make better decisions.

As far as friends are concerned, some friends were there for me, some were not. Some friends dumped me and some friends stepped up like you wouldn’t believe. I made a lot of new friends, and I got rid of a couple toxic friends. I would advise you to join a divorce support group, and join the Divorced Girl Smiling Facebook group. Don’t try to be tough and say “I can do this myself.”

3. I learned how to shift anger, feeling sorry for myself and victimhood into gratitude.

The first thing I want to say is that feeling angry and like a victim is normal, understandable and actually healthy. MUST ACKNOWLEDGE AND FEEL THOSE FEELINGS before you can start to move on. The problem is, some people stay in that phase for way too long. You know who I’m talking about-those people who are still shit talking their ex 5 years later and complaining that the reason they don’t have a job or money or happiness is because of their ex.

Try this: whenever you feel angry with your ex (and believe me, it’s been 18 years and I still have days when I want to yell and scream at mine) but try to take a deep breath, and think to yourself, “What do I have control over?” and then shift your plan to that, instead of stewing about what a dick your ex-husband is. For example, let’s say your ex said something really inappropriate to the kids—like “So and So (his new girlfriend) is a better mother than your mom.” I get it. That would piss someone off like crazy. But, after you have your time to be angry about it, maybe send your ex a text (wait at least a day) saying “I don’t appreciate what you said. It’s not healthy for our daughter to hear things like that.”

But here’s the key. If you engage, be prepared for your ex to spew insults back at you and to deny it. The key is, don’t answer the text. Just leave it be. Don’t even answer his first response. This way, you got it off your chest and you can forget about it. He’s the one who will be infuriated because he will know deep down he shouldn’t have said it, but will blame you.

4. I learned the importance of Grace.

When I was first getting divorced, my ex started dating my neighbor, 3 houses down. The two of them went all over town parading themselves as the newest, blended, most well-adjusted family. I was so angry I couldn’t even breathe. I was angry at him, but I was angrier with her. She pretended to be my friend and then stopped talking to me and was really mean to me before I even found out! So, I had to wonder what I did wrong until I found out she was mad at me because SHE was dating my ex-husband!

I was so upset that I told everyone in the community how I felt. Whoever would listen, I vented to, and it was a huge mistake because I know I seemed unstable, even borderline psycho. They ended up breaking up 6 months later and you know what everyone will remember? Not that they dated, but how I acted.

If you act with grace through everything, it will set the tone for how everyone views you. Don’t you want to be seen as someone with grace and class? If so, tell your therapist, family and close friends about things, and don’t share it with everyone in your town.

5. I learned the benefits of being a single parent.

No one wants to be a single parent, right? I mean, we don’t set out to have kids and say “Wow, I can’t wait to get divorced and be a single parent.” But, once you are a single parent for awhile, it’s the best, most empowering feeling you can ever have.

Someone on the Divorced Girl Smiling Facebook Group quoted Eat, Pray, Love:

“The women whom I love and admire for their strength and grace did not get that way because shit worked out. They got that way because shit went wrong and they handled it. They handled it in a thousand different ways on a thousand different days, but they handled it. Those women are my superheroes.”

The words, “Handled it” have special meaning to me because my beloved father used them often. If I would call him and complain about a problem (which I did often) his response would be “handle it.” He wasn’t saying that in a mean way, he was saying it to help me feel empowered and confident.

“Handling it: simply means take one day at a time and handle what needs to be handled right now. Your divorce is going to take time. It doesn’t happen overnight, and problems are going to come up on what seems like a daily or weekly basis–your ex pulls something in court, he already has a girlfriend who you didn’t know about, you found out from someone in your neighborhood that he cheated, you realize you haveto put your house on the market. These things are things that don’t have to happen right this second.

Just handle problems as best you can and prioritize what needs to be done. And in the meantime, just be the best best parent you can possibly be, and always make decisions with your kids’ best interest at heart. The dishwasher breaks? Call a repairman or get a new one. Your kid’s teacher calls and tells you he/she’s been acting out in class? Find your child a therapist. Your ex has a girlfriend? Sob and punch your pillow in private after your kids go to bed. That is handling it.

The big things are complicated. I have dealt with cancer and it’s really really scary. But, I handled it and now it’s good!

When you handle your problems, you will feel so great about yourself, so empowered, so confident and very proud of yourself. It’s calming to realize how capable and strong you are.

Try to remember that if you think other people–even married moms have it easy, you are wrong. Everyone has problems and everyone has to handle them.

6. I learned the importance of patience.

Divorce takes a long time. I don’t care if you litigate, mediate or have a collaborative divorce. Everything takes so much time. In today’s day and age, we all want to say into our phone “Siri, give me a divorce” and we expect that it will happen right then. Not the case. Be prepared for your divorce to take 12-24 months. If it is over quicker, that’s a bonus. But just “buckle your bootstraps and hold on,” (in the words of one of my divorced friends.) Having patience isn’t easy, especially when you want something so badly (your divorce to be over or your ex to break up with this woman you hate or whatever it might be.) But having patience will give you a sense of calmness and control.

7. I rediscovered a passion that was just for me.

I’m a writer. Always have been. I used to be a TV reporter and I also wrote for the Chicago Tribune. Writing is soothing for me. It makes me feel heard, validated, productive, inspired. So, when I was getting divorced, I turned to writing. I wrote my feelings on a daily basis. I ended up writing a novel that is still sitting in a drawer. I then wrote 3 more books in 4 years and started Divorced Girl Smiling.

Writing is my passion. What’s yours?  What did you used to enjoy doing that you gave up when you got married and had kids? What are you good at? What makes you happy? Try some things and see how you feel, and you might rediscover YOUR passion, something that is just for you that has nothing to do with the kids. Rediscovering yourself is one of those rare gifts you get in divorce because change has been forced upon you and you have to adapt. And sometimes adapting ends up being the best thing that’s happened to you in years. In other words, you will be happier after divorce.

8. I learned how to cope with fear.

• Fear of change.
• Fear of finances.
• Fear of being alone forever.
• Fear of dating.
• Fear of your ex/their anger.
• Fear of going back to work.

These are some of the fears people have when going through a divorce. Fear is normal and understandable, but guess what happens when you realize you’ve overcome a fear. First of all, it’s such a relief and it’s like one less thing to worry about. Next, you love yourself because you are proud of the fact that you got over it. This just happened to me this year: I used to have a fear of flying. I’ve been flying so much this year for work and fun, and I had some really really bumpy flights and after awhile, I just stopped being scared. I feel great! What a load off of my mind! The way to get over a fear is to just experience it. Once that happens and you see that everything turned out OK, you’re 90% there. The rest is breath and faith.

9. I learned how to listen.

Divorce puts a person in unchartered territory. In other words, we are clueless to so much of what is going on. That is the reason listening is so important. When gathering your divorce team (#2 of my 9 things) have consultations with each and LISTEN to them. I’m not saying you have to believe or agree with everything, but just listen and then draw your own conclusions, form your own opinion, listen to your gut.

In regards to friends and family and everyone else who tries to give you divorce advice, listen to the right people. For example, listen to the happily married couple, not your friend whose husband cheated, who has been divorced for 10 years and is still not over it. You can still be friends with her, but effective listening means listening to people who you know give good advice, those who you know care about you, and those who make you feel great about yourself-not the toxic ones who enjoy putting you down. You know who I mean!

Most importantly, listen to yourself. Listen to your gut. Divorce is the time to dig deep to find your inner strength, your self-love, and to treat yourself like you would treat your best friend. Listen to her. She loves you.

Coming soon: 9 MORE Things I learned in my divorce!

Like this article? Check out, “8 Great Things Divorce Does for a Woman”

The post Am I Happier After Divorce? 9 Things I Learned appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

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The struggle for workers’ rights has never followed a straight or easy path. From the factories of the Industrial Revolution to modern workplaces grappling with toxic exposure and latent disease, progress usually only comes after harm has already occurred. At the most critical moments in this struggle, civil litigation has played a vital role – giving workers a voice when other systems fail, exposing corporate misconduct, and forcing changes that reshape entire industries for the better.

From industrial tragedy to legal accountability

In the late 19th and early 20th centuries, American workers labored in environments that were frequently dangerous, exhausting, and deadly. Long hours, unguarded machinery, and toxic substances were common, and legal doctrines such as “assumption of risk” and “contributory negligence” made it nearly impossible for injured workers to protect their rights and provide security to their families. When tragedies like the Triangle Shirtwaist Factory fire in New York City shocked the public conscience, it revealed widespread disregard for dangerous working conditions and the absence of meaningful accountability to a mass audience.

Early labor reforms and the creation of workers’ compensation systems helped address some of these failures. But those systems were limited, particularly when injuries and illnesses stemmed from cumulative or concealed hazards. In such cases, civil litigation became one of the few tools capable of uncovering the truth and achieving justice for injured workers. Lawsuits compelled companies to produce internal documents, testify under oath, and confront evidence they had long kept from workers and regulators alike.

How civil litigation exposed hidden dangers and changed industries

Few areas of jurisprudence demonstrate this more clearly than asbestos litigation. For much of the twentieth century, workers in shipyards, garages, factories, railroads, mills, construction sites, and industrial plants were exposed to asbestos fibers while employers and manufacturers quietly accumulated medical evidence showing the material was deadly. It was not until lawyers began representing sick workers and their families that this knowledge was made public. Those cases did more than secure compensation for working families; they fundamentally changed how workplace safety was understood and regulated – saving countless future workers from suffering injuries and disease in the workplace.

Motley Rice lawyers emerged as central figures in that history. Beginning in the 1970s, firm co‑founder Ron Motley helped uncover internal company documents (Sumner Simpson Papers) showing that asbestos manufacturers had long known of the health risks associated with their products. His work against Johns‑Manville – once the world’s largest asbestos company – contributed to the creation of the Manville Personal Injury Settlement Trust, a model that has since shaped how mass occupational disease claims are handled. That litigation exposed what has often been described as one of the largest corporate cover‑ups in U.S. history and accelerated regulatory and industry‑wide change.

What was hidden becomes public record. Litigation uncovers the truth—one document, one testimony, one case at a time.

The firm’s work on behalf of workers isn’t limited by geography. In South Africa, Motley Rice consulted with workers’ lawyers and in doing so played a key role in helping secure the first‑ever class action settlement for gold mine workers harmed by silica dust exposure. For decades, miners suffered from silicosis and other fatal lung diseases with little recourse. The settlement marked a historic acknowledgment of responsibility and demonstrated how plaintiffs’ litigation can advance workers’ rights even in countries where legal systems have long favored powerful industrial interests.

Why litigation still matters for today’s workers

Today, many of the most serious risks facing workers involve toxic chemicals whose dangers are not immediately apparent. Firefighters, for example, have raised alarms about PFAS “forever chemicals” in protective gear and firefighting foam – substances now linked to serious illnesses. Motley Rice has represented firefighters and their unions in litigation seeking accountability from manufacturers and advocating for safer standards, continuing the tradition of using the civil justice system to protect those who protect others.

Across all of these cases, a common theme emerges: civil litigation is not only about compensation after harm occurs; it is about uncovering information, exposing negligence, and forcing powerful actors to reckon with the consequences of their decisions to place profits over people. When companies know that unsafe practices can lead to public trials, massive liability, and lasting reputational damage, safety becomes more than an abstract obligation – it becomes a business imperative.

More than a century after the first major labor reforms, workers still face serious risks on the job. But history shows that meaningful progress often begins when workers (or their loved ones) are able to stand up in court and demand accountability. Civil litigation has been, and remains, one of the most effective tools in the ongoing fight for safer workplaces.

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Dominic Levent Solicitors

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1. Remember that as scared as you are, your ex is scared too. Don’t assume everything is great with him.

Divorce is a difficult process for all involved.  Your world as you know it has been turned upside down and you are headed into the unknown.  Scary.  Keep in mind, however, that divorce involves two people, not just one.  As afraid as you may be, your ex may be feeling the same way.  Know that you are both venturing into a new terrain, and that you are likely not the only one who is nervous about the path ahead of you.

2. You are so much stronger than you think. It is in challenging times that people start to shine.

I can’t tell you the number of women who have sat in my office during their initial consultation and were an emotional mess.  The thought of venturing out on their own was overwhelming and devastating.  What is truly amazing and rewarding as a divorce attorney, is to see the transformation of my clients over the course of the first year.  Slowly, step by step, they are able to learn to live independently, to make their own decisions and to take on financial responsibility.  What were once frightened and insecure women have evolved into strong and confident women.  Time is an amazing enabler.

3. It seems like divorce takes a long time, how can I make it through the process?

Whether you’re proceeding with an uncontested divorce or a contested divorce, the process always seems to be never ending.  People going through divorce cannot seem to get to the finish line fast enough.  In my experience, that is often due to the fact that divorce is not something that people rush into.

They take their time and reconsider their decision to divorce, sometimes for several months or even years.  Once they are ready and make the decision to proceed, however, they typically cannot get divorced fast enough.  Don’t worry.  As long as the process may seem as you are going through it, know that there is a light at the end of the tunnel.

More words of encouragement for someone going through a divorce

4. So many past clients of mine have been in your situation. They have all made it through the process and so many are thriving.

The key to coming out on the other side of divorce as a strong and thriving person is to envision your life post divorce in the way you choose to live it.  Picture your home (apartment, single family home or condominium), your environment (what towns would you like to live in, city versus suburbs, ocean versus mountains), how you will spend your free time and who you will spend it with.  Your decisions are yours to make, and that is liberating.

The more clients mentally run through their “ideal” post divorce life, the more real it becomes and the more likely they are to make decisions that will align themselves with their goals.  Ultimately, clients can live the life they had dreamed of.

5. You have so much life ahead of you. Even if you are 50 or 60, you can reinvent yourself and find a good, happy, healthy life. I’ve seen so many people do it.

People tend to identify themselves as how they believe other people see them.  That is, their image of themselves is seen through the lens of others.  This is very limiting.  I challenge my clients to ask themselves “why not?”  For example, if you are fortunate enough to work remotely, or are not otherwise bound by physical restrictions on where you can live, why not consider other areas of the country, or other countries, in which you might like to live.

If you always wanted to be a dancer, why not sign up for a dance class?  You may not become a professional dancer, or even be a very good dancer, but you can still learn to dance.  Whatever it is, think outside your comfort zone.  Challenge yourself.  Redefine who you are.  No matter what age you are when you are going through the divorce process, I promise you that there is a whole lot of life to live “on the other side.”  Just go for it!

These are my words of encouragement for someone going through a divorce. They come from my experience and my heart, and I wish you all the best!

Like this article? Check out “7 Ways to Empower Yourself During Divorce”

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Dominic Levent Solicitors

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Britain’s largest industry body has called on the government to urgently reform business rates, which it says is a “growth killer”.

The Confederation of British Industry (CBI) has said the government should keep its manifesto pledge to reform the business rates system as a matter of urgency.

Business rates is a tax determined by the value of a firm’s property, but recent revaluations of companies’ rateable values have sent bills soaring for many.

The tax has played a major role in cancelled, reduced or delayed investment in the properties of 32 per cent of the CBI’s nearly 700 members, according to a new survey.

The UK has the highest property tax levels in the OECD, according to the CBI, with property tax as a share of GDP more than four times higher than that of Germany.

Firms say they would reinvest tax savings

As many as 76 per cent of CBI members said higher business rates bills suppress investment, while more than half (53 per cent) said uncertainty around their future bills undermines their ability to commit to long-term investment.

The CBI said any savings made by reforms to business rates would be reinvested into the economy. Three in ten of businesses surveyed said they would put between 90 and 100 per cent of business rates savings into new investment.

Firms would use savings from a less burdensome business rates system to invest in productivity, automation, property improvements and recruitment, according to the survey.

The existing system operates as a “tax on improvement,” the CBI’s members said, because bills often rise after refurbishments, expansions and sustainability upgrades.

Companies also say it is hard to predict what changes to their property will do to their business rates bill, making it hard to plan long-term investments.

Business rates ‘penalise investment’

“That uncertainty is a growth killer, with vital projects being delayed, scaled back or cancelled,” according to Louise Hellem, the CBI’s chief economist.

The CBI has called on the government to remove a rule that means any changes to the business rates would have to ensure the total revenue from the tax remained the same.

Reform to the tax must “deliver real relief, not simply shuffle costs from one sector to another,” the industry body said.

The government should also improve transparency around the calculation of tax bills, and remove “cliff edges” within the system.

Hellem said: “Business rates are no longer just a cost of doing business – they’re a major tax on ambition and one that effectively penalises investment.

“Reform of the business rates system is no longer a ‘nice to do’, it’s an economic necessity.”

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Dominic Levent Solicitors

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The British high court is currently preparing to hear a case that will be conducted in accordance with Filipino law. While this may seem strange, increasingly disasters in far off lands are being litigated in British courts – and because of an obscure inherited piece of EU law, Rome II, the law of the country where the damage took place applies, rather than British law.

In the Filipino case, Shell is the defendant, a company which provides around a fifth of the fuel used in the Philippines. In 2021 there was a typhoon which killed around 400 people in the country. This was tragic, but not unusual by historic standards; the 1912 Philippines typhoon killed over 15,000.

Yet rather than geography, poor infrastructure or the tropical typhoon season being blamed for the disaster, the finger has been pointed at Shell. Why? Because according to the claimants, the company is to blame for accelerating climate change, making the typhoon more deadly.

On its face, the case makes little sense. Shell may provide the Philippines with oil, but that it is because the country needs fuel to have a properly functioning modern economy. It also seems ridiculous to blame a single company for global warming and a one off weather event. But that has not stopped the case from being heard in London.

Some 67 survivors have brought the case. They will ‘seek damages for [typhoon related] losses and [seek] relief in relation to the violation of their constitutional right to a balanced ecology.’

It is hard not to be sceptical about this. Did these Filipinos really decide to blame a company that sells them fuel for this terrible tragedy? And was it their idea to begin legal proceedings in a court 6,000 miles away?

In my view, it seems more likely that these poor people are being used as pawns in a wider weaponisation of lawfare, encouraged by green activists and enabled by Environmental, Social, and Governance (ESG) funds.

Law firms have taken to trawling the globe, searching for suffering people to act as claimants in multi-billion-pound class action lawsuits in British courts. The claimants simply sign on the dotted line, often with their costs fully covered and a payout if their litigators win.

The Shell case is being brought by Hausfeld, a firm which celebrates its commitment to reducing global emissions. Hausfeld have not revealed their fee for this case. However, as a profit seeking company it seems unlikely that they are motivated purely by goodwill.

Another similar case recently concluded that BHP mining group is liable to pay out up to £36 billion to claimants. This relates to a 2015 dam disaster in Brazil in which 19 people died and entire villages were wiped out, a genuine tragedy. In this case, the law firm and its financial backers plan to take up to 30 per cent of the payout. The dam was managed by a joint venture, half of which was owned by BHP. There is little doubt that BHP holds a share of the blame for what happened and should be held to account. Nonetheless, it is odd both that the legal proceedings taking place in London should be held under Brazilian law and that the English high court agreed to take the case, despite there being ongoing legal proceedings in Brazil.

Surely, except in the most exceptional circumstances, a tragedy that occurs abroad should be litigated in the courts of that country? Not only do these major cases occupy a huge amount of Britain’s court resources, but it arguably undermines the sovereignty of other countries. And it seems strange to believe that British judges can more effectively administer Brazilian, or Filipino law than the courts of those countries.

The rise in this kind of litigation has not happened organically. These proceedings have become a refuge and cash cow for the faltering ESG movement. One large asset manager has provided a legal firm with a £450 million investment in order to pursue climate litigation. They describe this deal as aligning with ‘our ESG and impact investing objectives.’

The cases I mention are not unique. In fact, despite the 655 million class action claimants awaiting a decision from the British courts, this year is expected to see an acceleration of environmental and climate litigation. The majority of British legal departments see ESG issues as a strategic priority.

Britain’s reputation as a legally secure place to do business and as a hub for arbitration should be protected. It is the reason that so many multinationals have headquartered in London. But the law should protect wealth creators. Instead, it is increasingly becoming a tool for nefarious wealth extractors who are given moral cover by the language of ESG and sustainability.

A political solution must be found. It would not diminish British law’s global standing, nor abandon corporate accountability, to stop this country from becoming the world’s environmental grievance tribunal.

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Dominic Levent Solicitors

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There is a version of the future that legal tech enthusiasts love to paint: AI ingests thousands of case files overnight, identifies the winning argument by morning, and delivers a flawless brief before lunch. No billable hours. No courtroom nerves. Just clean, efficient machine justice.

It’s a compelling picture. And it’s also deeply misleading, especially when the stakes are high.

As artificial intelligence continues to reshape industries from finance to healthcare, the legal profession is not immune to the disruption. But a closer look at how complex litigation actually works reveals something the AI hype cycle tends to gloss over: the courtroom is not a data problem. It’s a human one.

What AI Does Well And Why That’s Not Enough

Let’s be fair: AI has proven genuinely useful in legal practice for certain tasks. Document review, contract analysis, legal research, and e-discovery have all benefited from machine learning tools that can process volume far beyond any human team’s capacity. 

Thomson Reuters has reported that AI saved lawyers an average of four hours per week in 2024. A real efficiency gain, particularly for administrative and research-heavy work. And, as AI tools are getting more capable, this figure is likely even higher now.

But “useful assistant” is not the same as “capable replacement”. The distinction becomes critical the moment a case heads toward trial.

Many complex litigation concerns exist, such as medical malpractice, business fraud, wrongful death, and multi-party commercial disputes. It involves layers of ambiguity, strategy, and human dynamics that no algorithm is currently capable of navigating. 

Winning a difficult case at trial requires reading the room, adapting in real-time, and making informed judgment calls. They draw on years of experience, intuition, and professional relationships. These are not tasks you can offload to a language model.

The AI Hallucination Problem Is A Major Bug

One of the most alarming and underreported risks of relying on AI in legal work is the hallucination problem. AI systems can and do generate confident-sounding legal citations that simply do not exist.

Major legal AI platforms are not as reliable as their marketing suggests. When Stanford University put them to the test in 2024, running over 200 real legal queries through the systems, the results were striking. Westlaw’s AI-Assisted Research got things wrong nearly one in three times, while Lexis+ AI misrepresented information in roughly one of every six queries.

And this isn’t a problem isolated to legal tech as this breakdown of the broader pros and cons of AI highlights, hallucination is consistently ranked among the top risks across industries. 

These are not obscure edge cases; they represent a systemic legal liability problem in the very tools being marketed to litigators

In a high-stakes trial, a fabricated precedent is not just embarrassing. It can result in sanctions, damaged credibility, and catastrophic outcomes for a client. In 2023, attorneys at a New York law firm were fined $5,000 after submitting a brief that included six fictitious cases generated by ChatGPT.

When a client’s freedom, finances, or future is at stake, “it hallucinated” is not an acceptable explanation.

What Happens in a Courtroom Stays Human

Complex trials are won in the room through witness examination, jury selection, opening arguments, and the subtle art of adjusting strategy mid-hearing when something unexpected happens. These moments demand skills that are specifically human.

• Reading the jury: Experienced trial lawyers develop an instinct for which arguments land, which witnesses are credible, and when to pivot. No AI system can observe a juror’s body language and recalibrate an entire strategy in real time.
• Witness examination: Cross-examination is an improvisational act. A skilled attorney will pick up on hesitation, contradiction, or evasion in a witness’s answers and press accordingly. This is not a scripted process and instead is a live performance driven by professional judgment and psychological acuity.
• Earning trust: Clients facing devastating circumstances such as a serious injury, a business dispute that threatens everything they’ve built, or the loss of a family member through someone else’s negligence need more than a competent strategist. They need an advocate who genuinely understands what they are going through and can translate that humanity into a courtroom narrative. That relationship cannot be automated.
• Ethical accountability: Lawyers are officers of the court. They carry ethical obligations, professional licenses, and personal liability for the advice they give. AI tools have no professional standing, no accountability, and no skin in the game. It’s a distinction that matters more as firms tackle where AI ends and lawyer responsibility begins. 

The Complexity Legal Problem AI Can’t Solve

Beyond the courtroom itself, AI faces a fundamental technical limitation in complex cases.

Multi-party litigation involving thousands of documents, conflicting expert testimony, multi-jurisdictional law, and decades-long factual histories requires the ability to synthesize interconnected information across an enormous scope. While simultaneously weighing legal strategy, client goals, and adversarial tactics, carefully choosing a legal law firm is the best solution.

Current AI systems struggle with precisely this kind of deep, context-dependent reasoning.

NYU Law researchers have highlighted that AI’s “context window” limitations become a critical constraint in complex, interconnected legal tasks. It requires nuanced judgment, with computational costs increasing 3–5x for more comprehensive document analysis.

The cases where you most need a good lawyer are the exact cases where AI is least capable of helping.

The Human Judgment That Wins Cases

“Technology has made us more efficient and better at research, faster at finding patterns in documents, and more prepared going into trial. But the work of actually trying a case is still deeply human. It’s about understanding people: your client, the jury, the witnesses on the other side. No tool replaces that,” says Jason Wesoky, Partner at Ogborn Mihm, LLP.

This is not just the view of plaintiff-side litigators. Even at major defense firms, the consensus is the same: cases that reach trial come down to persuasive storytelling, credible witnesses, and the kind of courtroom presence no AI tools can replicate.

This is the reality that law firms navigate every day. Complex cases such as medical malpractice, business fraud, wrongful death, and insurance disputes rarely follow a predictable path. The difference between winning and losing often comes down to judgment calls that no AI algorithm can make.

So, Where Does AI Fit?

None of this is to say AI has no place in legal practice. Used responsibly, it can make competent lawyers more efficient. Document review, legal research, drafting first passes of routine filings, analyzing patterns across large data sets: these are areas where AI genuinely helps. Most experienced litigators are already leveraging these tools to serve clients better.

The distinction matters, though: AI as a tool in the hands of a skilled lawyer is a net positive. AI as a substitute for a skilled lawyer in complex litigation is a dangerous fantasy.

The Bottom Line

Outcomes truly matter and verdicts can change someone’s life, so there is no shortcut. The qualities that win complex cases at trial are not programmable and are earned through years of practice, failure, adaptation, and the kind of deep professional commitment that comes from genuinely caring about the people you represent.

AI can read a contract, but it cannot fight for someone. And, in complex litigation, that difference is everything.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

 

1345 High Rd

London, London N20 9HR

Over the years, we have seen many people assume that once the papers are signed, everything will automatically fall into place. Unfortunately, that’s not how it works. We can tell you that overlooking the details after a divorce can create costly and frustrating problems down the road.

Here is Your Post-Divorce Checklist: 5 critical things you should never overlook once your divorce agreement is finalized.

1. Dividing Retirement Accounts Properly

One of the most commonly overlooked post-divorce tasks involves retirement accounts.

If your divorce agreement states that retirement assets—such as pensions, 401(k)s, 403(b)s, or ESOPs—will be divided, additional legal steps are often required to complete that transfer. Many employer-sponsored plans require a legal document called a Qualified Domestic Relations Order (QDRO).

A QDRO instructs the plan administrator on how to divide the retirement account between spouses. Without it, the division outlined in your divorce agreement cannot actually be executed.

Even accounts that don’t require a QDRO—like IRAs—still require careful handling. Transfers must be structured properly to avoid triggering taxes or penalties.

Another mistake I often see is people waiting too long. I’ve worked with cases where someone waited 10 or even 15 years to divide a retirement plan. By that point, companies may have closed, plan administrators may have changed, and documentation becomes difficult to locate.

The takeaway: complete retirement transfers as soon as possible after your divorce.

2. Refinancing or Addressing the Mortgage

If one spouse keeps the marital home, the divorce agreement often requires them to refinance the mortgage or assume the existing loan.

But many people make the mistake of agreeing to keep the house without first understanding whether they can realistically qualify for the mortgage on their own.

You need to know:

• Is your name on the mortgage?
• Can the loan be assumed?
• Will you need to refinance?
• Can you qualify based on your post-divorce income?

Interest rates can dramatically affect affordability as well. For example, a $2,800 mortgage at a 2% interest rate during the pandemic might jump to $3,400 or more if refinanced at today’s higher rates.

Another issue I frequently see is people not even knowing whether they’re on the mortgage at all. In one recent case, a woman spent thousands of dollars in legal fees trying to gain access to mortgage information—only to discover she was already listed on the loan.

The lesson here is simple: verify all property and mortgage documents before and after your divorce.

3. Investment Gains, Losses, and Retirement Loans

Divorce agreements often list retirement accounts with a specific dollar amount—for example, a $100,000 account to be split between spouses.

But what happens if the market changes before the account is divided?

If that account grows to $125,000—or drops to $80,000—who receives the gain or loss?

This is where many disputes arise. The best approach is usually to divide retirement assets by percentage rather than a fixed dollar amount, so both spouses share in any market fluctuation.

Another issue to consider is whether one spouse continues contributing to the account during the divorce process or takes out a loan against the account.

These details should be clearly addressed in the agreement to prevent arguments later.

4. Tax Decisions and Filing Status

Taxes are another area where many people make emotional decisions instead of strategic ones.

In the year of your divorce, you may have two options:

• Married filing jointly
• Married filing separately

Many couples assume they should file separately simply because the divorce is contentious. But filing jointly may provide significant tax advantages in some situations.

It’s important to ask your accountant to prepare multiple scenarios showing the financial impact of both filing options. Seeing the numbers allows you to make an informed decision instead of an emotional one.

Additionally, your agreement should clarify issues such as:

• Who claims the children as dependents
• Who receives certain deductions
• How any tax refunds or liabilities will be handled

These decisions can have a meaningful impact on your finances.

5. Real Estate Escrow Refunds and Other Overlooked Funds

One final detail that is often overlooked involves escrow refunds related to real estate.

If you sell or refinance a home, the mortgage company may refund unused escrow funds for property taxes or insurance. These refunds can sometimes total $10,000 or more.

Without clear language in the divorce agreement, that refund check may be sent to just one spouse—even if both contributed to it.

Your agreement should address how these funds will be divided.

Why Preparation Matters

One of the biggest challenges in divorce is that by the time the agreement is finalized, everyone involved is exhausted—including the spouses, attorneys, and financial professionals.

That’s why preparation early in the process is so important.

At My Divorce Solution, we help clients gather and organize financial information from the beginning so they can clearly understand:

• Their income and expenses
• Their assets and debts
• The financial impact of different settlement scenarios

This process creates what we call a Financial Portrait, which provides a clear financial picture and helps spouses negotiate more effectively.

When everyone has accurate information and understands the numbers, it becomes much easier to reach a fair settlement—and avoid costly mistakes later.

The Bottom Line

Finalizing your divorce may feel like the finish line, but it’s actually the beginning of a new set of responsibilities.

To protect your financial future, make sure you follow through on the details outlined in your agreement.

That means:

• Completing retirement account transfers
• Handling mortgage and property issues
• Accounting for market fluctuations in investments
• Making strategic tax decisions
• Clarifying refunds and financial loose ends

Taking the time to address these details now can save you significant stress, money, and legal complications later.

Because the goal of divorce isn’t just to finalize an agreement—it’s to build a stable financial foundation for your next chapter.

Like this article? Check out “My Ex Won’t Talk To Me! Why It Happens and What You Can Do”

The post Here Is Your Post-Divorce Checklist: 5 Important Things To Do appeared first on Divorce Blog | Divorce Support Blogs.

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The government has set the wheels in motion for a potentially significant expansion in class actions – with an emphasis on ‘proportionate cost’. The Law Commission today announced the beginning of a project, sponsored by the Department for Business and Trade, to ‘consider the potential introduction of a consumer class actions regime’.

Such a jurisdiction could operate alongside the collective action opt-out regime enabled for competition cases by the Consumer Rights Act 2015. This has attracted criticism for its high costs and paucity of compensation received by class members. According to the commission, the new project will identify the benefits and risks associated with a consumer class actions regime, ‘having regard to other available mechanisms such as public enforcement action and alternative dispute resolution’.

Objectives of any new regime would include improving consumers’ access to redress – including ensuring that damages are distributed – as well as ‘promoting the efficient conduct of litigation at proportionate cost’. The project will make recommendations as to the design of such a regime, were one to be introduced.

Work on the project is due to begin this autumn. In the meantime the Law Commission is seeking responses to an initial scoping questionnaire. Questions include: ‘What features should be included within the design of an opt-out consumer class actions regime to ensure that it promotes the efficient conduct of litigation at proportionate cost?’ and ‘What features should be included within the design of an opt-out consumer class actions regime to ensure that it does not promote speculative claims that are without merit?’

The deadline for responses is 30 October.

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As companies chase growth in emerging markets, many find themselves operating in increasingly complex geopolitical landscapes, marked by armed conflict and political instability. The commercial potential? Significant. The legal exposure? Unpredictable. These regions are not just operationally complex—they are a legal minefield.

Litigation risks can arise not only from direct involvement in conflict-related activities, but also from continued commercial operations that may be perceived as supporting or enabling a party to the conflict.

While the United States has long been a prominent forum for such litigation, other jurisdictions, including France, Germany, and the United Kingdom, are increasingly asserting jurisdiction over corporate conduct abroad. Below are the highlights, but further analysis of litigation risks in these jurisdictions—including evolving case law and enforcement priorities—will be covered in upcoming blogs in this series, so stay tuned.

Litigation Risks in the US

Operating in high-risk jurisdictions can expose companies to litigation in US courts, even when the underlying conduct occurs entirely outside of the US. These risks are not limited to companies with a physical presence in the US. Financial, contractual, or operational ties to the US can be enough to trigger litigation. And once proceedings begin, they can be lengthy, expensive, and reputationally damaging.

Litigation risks include claims under multiple statutes. The Anti-Terrorism Act (ATA) allows US nationals injured in acts of international terrorism to sue both principal wrongdoers and those who aid or abet them. As we discuss here, in recent years, ATA litigation has surged. The Alien Tort Statute (ATS) allows civil claims for violations of international law, and ATS claims may enjoy a resurgence following a recent Ninth Circuit Court of Appeals opinion holding that US corporations—not just natural persons—can be held liable under the ATS, including for aiding and abetting human rights abuses.[1] And the Torture Victim Protection Act (TVPA) creates a civil cause of action for plaintiffs subjected to torture or extrajudicial killing. Although the TVPA does not permit claims against corporations, the act remains a significant litigation risk for individuals associated with corporate operations in high-risk jurisdictions.

United Kingdom: Expanding Civil and Criminal Liability

The UK is becoming an increasingly active forum for litigation arising from corporate conduct in high-risk jurisdictions. Although rarely utilized, UK courts have jurisdiction to prosecute individuals and companies for facilitating war crimes and crimes against humanity, even when the alleged acts occur overseas.

Civil claims are gaining momentum too. UK parent companies are being challenged over the actions of subsidiaries and contractors abroad.

France: Universal Jurisdiction and Vigilance Obligations

France presents unique litigation risks due to its expansive view of “universal jurisdiction” over crimes against humanity and war crimes. French courts assert jurisdiction over and can prosecute foreign individuals and companies for these crimes even if they occur abroad. Recent years have seen a rise in criminal investigations targeting companies operating in high-risk jurisdictions, supported by specialized prosecution units and active NGO involvement.

On the civil side, the Duty of Vigilance Act, enacted in 2017, applies to large companies headquartered in France. It requires these companies to publish and implement a vigilance plan to identify and prevent serious human rights, health, safety, and environmental risks across their operations. Non-compliance can lead to direct claims by affected individuals and court-ordered injunctions.

Germany: Supply Chain Accountability and Emerging Tort Claims

The primary source of exposure in Germany stems from the German Supply Chain Act, which requires companies to avoid causing or contributing to human rights or environment-related risk. The Act carries severe penalties for non-compliance, including fines up to 2% of the company’s average annual turnover and exclusion from public contracts.

In addition to regulatory enforcement, Germany is witnessing a rise in civil litigation based on general tort law principles. Claimants, often supported by NGOs, are increasingly seeking to hold companies liable for human rights and environmental harms suffered abroad.

Key Takeaways

Legal risk travels with your business. Operating in high-risk jurisdictions can trigger litigation far beyond that jurisdiction’s borders. Courts in the US, UK, France, and Germany are increasingly willing to scrutinize corporate actions abroad, especially when human rights, terrorism, or violations of international law are involved.

And the consequences go beyond the courtroom. Reputational damage, regulatory pressure, and personal liability for executives are increasingly part of the equation.

Navigating this evolving landscape requires more than compliance—it demands a proactive legal strategy. That means rigorous due diligence, cross-border risk mapping, and clear governance around operations in conflict-affected areas.

***

This blog post is part of an ongoing series exploring the legal, commercial, and strategic complexities of operating in conflict zones and high-risk jurisdictions. Contributors to this series include Freshfields attorneys Timothy Harkness, Kate Cooper, Joshua Kelly, Sylvia Noury, Alexandra van der Meulen, Carsten Wendler, Piusha Bose, Maria Slobodchikova, Paige von Meheren and Heather Cameron.  Stay tuned for upcoming posts, and please reach out with topics, questions, or experiences you’d like us to cover as part of this ongoing conversation.

For a collection of related previous posts and webinars, please click this link.

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Over seven in ten UK fintech chiefs are switching growth plans due to the country’s ailing capital conditions.

Some 71 per cent of the sector’s top bosses said they have had to adjust growth strategies as a result of tightening capital conditions, according to a fresh report from fintech advisory firm Chatsworth and market researcher Censuswide.

The report, which pulls the view of a 100 UK fintech bosses, reveals around a quarter of bosses ranked access to capital as their top constraint.

It comes after figures at the beginning of February revealed UK fintech investment had slumped to a five-year low in 2025, despite the whopping $3bn raise from Revolut.

The UK notched just shy of $11bn (£8bn), falling a fifth from the $13.4bn notched the year prior.

Fintech talent in demand

Despite the concerns around capital, the battle for talent was ranked as the highest constraint by leaders at 31 per cent.

Fintech firms were among the biggest driver for the financial services in 2025, according to a report from City recruiter Morgan McKinley.

Hiring in the sector surged 29 per cent in the year, with particular strength in hiring for software engineering and product management roles.

Also on the agenda for fintech bosses’ concerns was macroeconomic conditions, which came in at 29 per cent.

Though economic jitters did not stop leaders from doubling down on their confidence in the sector for the coming years. Almost nine in ten believed the industry would be stronger in five years time, with 36 per cent believing “significantly” so.

The UK’s fintech market is valued between £16bn and 18bn and sits within a global sector worth around £370bn. This is projected to exceed £1.3 trillion within a decade.

City AM revealed last week that top top fintech bosses are set to lock horns with Treasury and watchdog officials as part of a flurry of summits.

Several of the nation’s fastest-growing companies are set to meet City Minister Lucy Rigby on Tuesday as well as separate meetings with the financial watchdog on Monday and Tuesday.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

1345 High Rd

London, London N20 9HR

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

1345 High Rd

London, London N20 9HR

I was so excited to be in my first real committed relationship at the age of 23. I’ve always been a very focused individual. I knew at a young age, that I was meant to have a big business of some kind and I was on a finite timeline, which…. technically we all are. But I had a lot to accomplish in a short, hopefully 90+ year span. I knew after college I would find a woman, who would be the love of my life, I would get married and have my two kids by the time I was 25. Everything was planned out. Until it wasn’t.

While I did land a great job making great money, and I did buy my first house at 21, the rest of the dynamics changed when I realized a wife was not in my future but a husband definitely was. In pursuit of my timeline and after a few short-lived relationships, I met the man that seemed like a proper choice. Even though the red flags showed themselves early, I was committed to sticking to my timeline and giving this a good shot.

He ‘loved’ me like my parents loved me, which was conditional. I didn’t know the difference at the time because it’s what I was used to. In order to receive love, you have to prove yourself. You have to go the extra step. As my dad used to say, “don’t tell me you love me, show me,” which was odd advice to a 6-year-old. But my motto became, ‘I’ll show you how much I’m worth being loved’.

I moved into his small condo to ‘save money’, which is what I was telling myself was the reason to cohabitate. Shortly after, we started looking at homes and discussed buying one together. At that time, I owned two insurance agencies, one of which was struggling a bit as I was making some drastic changes in staffing and buying a home financially would be challenging for me.

After finding a great realtor who showed us a fixer-upper single-family home in an up-and-coming neighborhood in Miami, we had a discussion around purchasing it. I shared that I was tight financially because of the work I was doing on my second agency and he said, “I’m either buying this with you or without you”. What I heard him say in my head was – “if you don’t buy this with me, I will buy it without you and our relationship is done”. They call that a red flag. Given I wanted him to still love and want me, I made the financial sacrifices with my business and somehow saved the money we needed to buy the home.

Growing up, I was always taught, everyone’s paycheck goes into the family pot, which is used to pay the bills, food and clothing. At the age of 14, I started working at a drycleaner and that helped pay for things that I needed which was helpful given that our family was having some financial restraints at the time. My mom’s mentality was what she earned stayed in her account and dad was responsible for everything. I remember a huge fight my parents had one night when dad needed to pay the IRS over $10,000 and he knew my mother had the money saved. She refused to give him the funds and instead, went and had a facelift.  So, my lessons on money were definitely warped.

Not wanting to repeat my parent’s mistakes, when our new home needed renovations, I expected we would both chip in and figure out the finances together. However, my business was still struggling and when I wanted to wait on the renovations, he took out a ledger and started writing the amounts that he put in for the renovations and the amounts I put in. To me, that was very demeaning. Whether I put in more money or he did, to me, it was a 50/50%.

There would be times in our near future where I would make more then he does and of course, I would pay more of the bills. His process of noting who owed what felt wrong and emasculating but it also made me work harder and forced me to take money out of my business to make sure I was being responsible at home. Turns out, none of that mattered because as time went on, he was always questioning my love and commitment to him.

Then came the jealousy. He thought I was cheating on him with my best friend at the time, which was a complete fallacy. So, he immediately called the realtor and insisted we list the house. After the house sold, he realized I wasn’t cheating and we purchased our second, less expensive townhome. However, the jealousy continued. As my business began to flourish, he wanted more things, a bigger house, more art, nicer furniture, etc. If I truly loved him, I would buy him these things, which I did. We sold the townhome and bought a much larger home in a well-established neighborhood called Miami Shores.

He was incredibly talented as a designer painter. Managing a paint store allowed him to learn about the newest design trends and finishes. He taught himself how to replicate wood graining using paints, he became an expert at venetian stucco applications, faux finishes and wallpaper hanging. He was so good at it; the paint store he managed hired him to train other painters. Yet, he would always come home exhausted and hated his job. I would always try to convince him to open his own paint company knowing he would have a large client following given his reputation and talent but he would throw it back at me that I wasn’t making enough to support both of us and he would never be able to quit his job.

Filled with guilt of not ‘making enough’ I worked even harder and expanded my agencies, eventually owning four of them and working seven-days a week. Every day I would come home and he would be lying on the couch complaining. That went on for years until one day I said to him, “you’ve always managed to figure out how to pay your bills and the mortgage. Using me as an excuse for your misery won’t work anymore. If you want to open your own business, you’ll figure out how to make your half of the mortgage payment.”  The next day he quit his job and opened up his business.  Being the supportive spouse, I was all in and covered the bills until he could financially afford his half.  On weekends he would have training seminars in our house and I was there, cleaning out the paint buckets, catering to his customers, being his assistant and whatever grunt work needed to be done.

His business began to flourish and he was soon making a six-figure salary. It was at that time, he decided he didn’t need me anymore and wanted to explore this new life of financial freedom on his own. He wanted to split up. I, of course relinquished and we sold the house once again. I was devastated. But I also believe that without discomfort, there’s never any personal growth.

Get comfortable being uncomfortable!

Newly single and ready for a change, I ended up selling my insurance agencies, which had now become very successful and dipped my toes into the real estate business. It was a scary venture being in a new industry with no residual income. It was also a fresh start. Within my first year, I was the top rooky and could now afford to buy my own home, a cute 1920’s with fantastic energy. My new transition was going well and about six months into my single life, I met a really nice guy and began to explore a healthy relationship until my ex called and asked me to go to dinner with him.

At our meal, he explained that he was diagnosed with prostate cancer and needed surgery. He was terrified and needed me back to help him on this journey. The ‘fixer’ inside of me dropped everything, including the healthy relationship and delved right back into the toxicity. There I was going to every doctor’s appointment, taking notes, asking questions, nursing him through the surgery. Through the radiation treatments, I was there by his side, catering to his every needs. The more I catered the more he needed, it was endless. Even as he fully recovered, he realized how to manipulate me further. He convinced me to sell my home and buy us a bigger home, while he rented his out. But in order for him to move-in, I needed to add him to the deed, which I did.

Here I am, a successful entrepreneur. I’m able to take failing businesses and build them back to success. I developed a successful career in real estate, mentor new agents and coach others to success and I my personal life is completely toxic.

Our relationship continued to decline. He started using Xanax, then cocaine and eventually alcohol. He manipulated our conversations to make me feel I was always wrong. If I said the sky was blue, he would insist it was red, you get the point. I had friends look me in the eye and tell me to ‘drop his ass’. And then one day, everything changed. I remember it like it was yesterday. It was 9:30am, I was finishing my breakfast and heading to an appointment. He was at the sink and was arguing about something. As I exited my front door a voice in my head very loudly said, “today is the day” and I immediately responded, “I know”.

When I got into my car the appointment called and canceled. I got out of the car, went back into the house, he was still standing by the sink and I said, “I’m done, like really done. When I come home tonight, we will discuss selling the home and ending this relationship.” I came home that evening with no emotion but I had a game plan. He was to move to the other side of the home and the house would be listed the next day. There was no longer a question in my head that I was done.

I would love to tell you it ended well but it didn’t. Attorneys got involved and with every offer we received, his attorney would reject it until there was nothing left. In fact, I had to owe the other realtor his commission in order to close on the transaction. $500,000 down the toilet. But what I walked away with was my freedom and my dignity, something money can’t buy.

I started from scratch, in a tiny apartment, during the worse recession this country has every had and a real estate market that was nearly dead. But within 5-years, a ton of therapy, lots of journaling, goal setting, a great business coach and perseverance, I was able to really focus on what I wanted in my new relationship, how I wanted to be loved unconditionally and my reticular activator was set into motion. I finally decided to get comfortable being uncomfortable. I also co-founded the NASDF, (National Association for Single and Divorced Families) a project that gives my life meaning, as I aim to help single and divorced families financially and emotionally.

Five years later, I found my soulmate and now husband of 15-years who loves me unconditionally.  The mistakes of my past, the lessons I’ve learned and the choices I now make have created the lifestyle I now live. I also found a great business partner and together, we’ve launched a national association that helps people transition out of bad relationships, create a stronger foundation for themselves and their families and we help provide opportunities for a new life. It’s never an easy process but then again, major shifts in our lives never are.

Get comfortable being uncomfortable. Without being uncomfortable you can’t create significant changes in your life.

The post Get Comfortable Being Uncomfortable, and Other Advice on Love and Divorce appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

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Of course, there are many ways to get that support. Therapy, divorce coaching, and leaning on friends and family can all be incredibly helpful. But divorce support groups for women is one form of support that is often overlooked and yet, they can be profoundly transformative.

In my years as a therapist and as someone who has personally experienced divorce, I have seen firsthand how powerful it can be when people come together with others who truly understand what it is that they are going through.

The Hidden Isolation of Divorce

Divorce is, by nature, isolating. It’s not just the end of a marriage. It is the dismantling of a life you once knew. Your routines, your identity, your future, all of it shifts, often suddenly and painfully.

Many people respond to this upheaval by turning inward. They may tell themselves:

• “I don’t want to burden anyone.”
• “I’m strong. I can handle this.”
• “I’ll be fine on my own.”

But the truth is, isolation during divorce can deepen emotional pain. Whether it stems from shame, fear of judgment, or simply being a private person, withdrawing from others at this time can make an already difficult experience even harder.

What you need in this moment is connection, support, understanding, and guidance from people who truly get it.

Why Friends and Family Aren’t Always Enough

Friends and family are essential. Their love and encouragement matter deeply. But unless they have  been through a divorce themselves, there can be a gap in understanding. They may offer well-meaning advice or reassurance but still leave you feeling alone in your experience.

There is something uniquely comforting about being with people who have walked the same path and who understand the emotional rollercoaster, the fear, the anger, and even the unexpected moments of hope.

The Unique Power of a Divorce Support Groups For Women

A well-structured divorce support group offers something different from any other form of support: shared experience combined with guided growth.

In my support groups, you are surrounded by individuals at different stages of the divorce process:

• Some are just beginning and feel scared or paralyzed
• Others are in the middle, focused on surviving day-to-day challenges
• Some are further along, beginning to rebuild their lives

This mix is incredibly powerful. It allows you to:

• Learn from others who are ahead of you
• Support those who are just starting out
• Gain perspective on your own journey

It becomes a space where healing is not only possible, but actively happening.

The Difference a Therapist-Led Group Makes

Not all support groups for women are created equal.

In informal groups, conversations can sometimes become unstructured emotional “dumping grounds.” While sharing feelings is important, without guidance, it can leave participants feeling stuck rather than moving forward.

A therapist-led group adds a critical layer of structure and intention.

In my groups, for example:

• Each session has a focus or theme
• Participants are thoughtfully selected to create balance within the group
• Discussions are guided to ensure everyone is heard
• Practical tools and exercises are introduced to support growth between sessions

This approach transforms the group from simply a place to vent into a space for real healing and progress.

What Happens in a Typical Support Group Session?

While each group has its own rhythm, most sessions follow a general flow.

We begin by opening the floor. Often, one participant shares a pressing issue, usually something that’s weighing heavily on them that week. It might be:

• A conflict with an ex-spouse
• Anxiety about finances or custody
• Fear about starting over
• Loneliness or anger

From there, the group engages. Other members offer perspective, empathy, and insight based on their own experiences. The environment is always compassionate, honest, and non-judgmental and confidential.

As the discussion unfolds, common themes begin to emerge. That is where my role comes in to help connect the dots, offer guidance, and introduce tools or exercises that support emotional growth.

Participants often leave with something to reflect on or practice during the week, keeping them connected to the work between sessions.

The Issues That Come Up (And Why That Matters)

Divorce support groups for women are a space where nothing is “too much” or “too messy” to talk about.

Common topics include:

• An ex moving on quickly or entering a new relationship
• Concerns about children’s well-being
• Fear of re-entering the workforce
• Anxiety about dating again
• Guilt over feeling relief or excitement about the future
• Navigating co-parenting challenges
• Managing anger and emotional triggers

When you hear others voice thoughts you have been afraid to admit, something powerful happens. You feel seen.

You begin to realize that your reactions are normal. You are not “too emotional” or “losing it.” You are going through a major life transition. That normalization alone can be incredibly stabilizing.

Reclaiming Your Voice and Your Life

One of the most important goals of a support group is helping you reconnect with yourself.

Divorce, especially after a long or difficult relationship, can leave you feeling disconnected from your instincts, your confidence, and your sense of identity.

Through guided discussion, shared experience, and practical tools, support groups help you:

• Rebuild self-trust
• Find your voice again
• Gain clarity in decision-making
• Feel more grounded and stable

You move from simply surviving to actively rebuilding your life.

More Than Support—A Path Forward

At its best, a divorce support group is more than just a place to talk. It is a structured, supportive environment that helps you move forward with intention.

It reminds you that:

• You are not alone
• Others have been where you are and made it through
• Healing is not only possible, but within reach

Divorce may feel like the end of your world, but it can also be the beginning of a new one. And you do not have to navigate that journey by yourself.

Sometimes, the most powerful step you can take is simply sitting in a room (or a virtual space) with others who understand and letting yourself be supported.

Like this article? Check out “5 Signs You are In an Emotionally Abusive Relationship”

The post Why Divorce Support Groups For Women Can Be a Life Saver appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

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Phone: 020 8347 6640

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UK businesses are adopting AI at a pace, but many are still struggling to convert that momentum into real, meaningful financial returns.

According to IBM’s Race for ROI study, 66 per cent of British enterprises report significant productivity improvements from AI, with 63 per cent of senior leaders citing noticeable efficiency gains post-adoption.

There seems to be a gap between early success and wider transformation; however, as the same research shows, 62 per cent of organisations are still failing to unlock AI’s full potential. And that disconnect is playing out across boardrooms and business units alike.

“It’s not a technology problem, it’s an organisational change problem,” Sebastian Weir, executive partner at IBM, told City AM. “You can’t give a workforce access to a co-pilot and expect them to just get on board with it.”

AI adoption vs scale

Over three-quarters of UK businesses are using AI tools in some capacity, while IBM’s findings show companies are already benefiting from time savings and improved efficiency.

Those gains are translating into tangible changes in how work is done, with IBM reporting that AI is freeing up time for higher-value tasks, including innovation (41 per cent) and creative work (41 per cent).

Yet, a study by consultancy Studio Graphene found that progress beyond those early signs of gain is uneven.

Its report showed that 31 per cent of UK firms using AI have seen any positive return on investment, while fewer than half can clearly define what success looks like.

Similarly, research across global enterprises suggests that fewer than one in 10 companies is achieving a large-scale financial impact from AI.

“The friction we’re seeing is how you start to change behaviours, from leadership KPIs right through to changing the behaviours of an organisation,” Weir said.

Without those changes, AI tends to remain confined to isolated use cases rather than driving broader business transformation.

Unrealistic expectations

A key barrier is the level of expectation that AI will deliver immediate financial returns.

IBM’s research proves that while over a quarter of UK firms are already seeing cost savings, a further 34 per cent expect returns within the next year, as benefits often take time to materialise.

“Expecting sizable immediate return is unrealistic”, Weir argues. “It’s not that the benefit doesn’t exist, it’s about being realistic about the horizon.”

Much of AI’s early value is indirect, and efficiency gains, such as reduced time spent on routine tasks, are difficult to measure in traditional, quantifiable, financial terms.

“If I save three minutes from a phone call, it’s very difficult to cash that saving,” he added. “But it does make me more effective.”

This creates tension at the board level, where investment decisions are often tied to short-term performance metrics rather than longer-term productivity gains.

Skills and model bottlenecks

Alongside measurement challenges, workforce readiness remains a significant constraint.

IBM’s study found 67 per cent of UK business leaders cite internal resistance and cultural barriers as key obstacles to AI adoption.

And at the same time, only 38 per cent of organisations are actually prioritising AI upskilling across their workforce.

What’s more, a YouGov survey commissioned by The Access Group found that this gap is reflected in how employees use technology: 70 per cent of UK employees are experimenting with AI tools, while only 19 per cent have received formal training.

“There was quite a lot of organisations that released AI guidance three years ago saying, ‘Don’t do this.’ Very few have refreshed that to say, “Okay, now you can,” Weir added.

“Everyone needs critical thinking skills to understand what is right, what is wrong, what do they trust”.

The speed of advances in AI models is also making it harder for businesses to keep up, with new systems and updates released frequently.

While this has fuelled investment, it has also made it harder for organisations to stay focused on outcomes.

“It’s incredibly difficult to keep up – the frontier models are evolving faster than anyone can really consume them,” Weir said.

That pace of change can stall projects if teams prioritise upgrading technology over delivering results.

“It’s quite easy to see how that program stalls if you’re distracted by the model rather than the outcome. A lot of the projects are built on AI models from three or four years ago, and they are still brilliant and capable of delivering real tangible change,” he added.

Looking ahead, IBM’s broader enterprise 2030 research found that while 79 per cent of executives expect AI to contribute significantly to revenue, only 24 per cent can clearly identify where that growth will come from.

That concerning gap between expectation and execution is likely to define the next phase of AI adoption.

Weir points to governance, measurement and leadership alignment as critical areas for improvement. “If you haven’t changed the KPIs, you’re not changing the behaviours,” he stated.

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But there’s one thing that happens after every relationship ends and after a divorce. Both people have all the time in the world to reflect on what went wrong and why. A person could spend hours, days, even years trying to make sense of what really happened, wondering what he or she could have done differently, or analyzing how the relationship could have been saved.

For the purpose of gaining a better understanding, putting the past to rest, and moving on, men and women sometimes seek relationship closure from the other person.

What does relationship closure entail? Perhaps they call their former spouse or they send a text, an email or a Facebook message in hopes of getting answers, information or an emotional reaction that helps them “close” that chapter in their lives.

But is relationship closure healthy and helpful, or does it just open up the door to memory lane, make us feel worse and set us back in the healing process?

For answers to these questions, I sought the opinion of Jason Price, a Northbrook-based Licensed Marriage and Family Therapist, who explained that closure can offer both positives and negatives.

“It’s very hard to walk away from a relationship not knowing the truth about why it ended,” said Price, who said he has been in private practice for over 20 years. “Getting an explanation via open dialogue with the other person makes it feel resolved and helps in moving on.”

Price also said closure can be helpful in alleviating misconceptions and feelings of confusion or even animosity, all of which might have been present during the breakup because it was fresh and therefore highly emotional. After some time has passed, things become more clear and defined.

However, be careful. Seeking relationship closure has a potential downside.

“You might not get it,” Price cautioned. “The other person might not be responsive and might give you a standard line of ‘It’s not you, it’s me,’ or they might deflect or show disinterest. That might have you feeling worse than you did before you sought the closure.”

Price also said it’s important to be honest with yourself about why you are seeking closure. In other words, are you trying to move on or do you have a secret hope of rekindling feelings?

Closure is a funny thing. Sometimes it’s best to let things be, choose to remember the good parts of your former relationship and bask in the memories versus focusing on why it ended. Then again, it feels pretty darn good when you get the answers you’ve been wondering about for months, sometimes even years.

I’ll give you an example. When I was in my 20s, I went out on a date with a man I really, really liked. Dinner was great, the conversation flowed and there seemed to be a mutual attraction. But, after dinner, he drove me home and never called me again. For years, I wondered why things played out that way.

A decade later, I happened to run into him at a party of a mutual friend. I found the bold strength to walk up to him and ask, “Why didn’t you ever call me again?”

His first response was, “Aren’t you glad? Look at me. I’m fat and bald!” I thought that was funny and I also still thought he was cute. Then he told me that he and his now wife (they have 3 kids) had broken up for a couple weeks and that I was his one and only date. They got back together a couple weeks later. On one hand, I felt like, ‘Wow. Was the date that bad that he went running back to his now wife?’ But on the other, I finally had closure! I knew why and it wasn’t personal. That was a really good feeling.

The bottom line is, I think we all think closure is going to somehow make our pain better, or even go away and I don’t think that’s true. I think time is what helps pain. But having a little understanding might speed up that process.

Like this article? Check out “Your Painful Breakup: 9 Things You Might Be Feeling”

The post Relationship Closure: Do We Need It or Is It Better To Let Things Go? appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

People going through a divorce tend to be past and present focused for a few reasons. First, divorce is traumatic. It’s surreal and confusing, and you can’t think beyond right now because so much is happening every day and all at once. Also, regrets start to set in and you start to think about all the things you wish you would have done in the past to change what’s happening now. People even think, ‘I wish I wouldn’t have married this guy.’ Holding onto regret is very unproductive, by the way, but people do it. I know I did and still catch myself sometimes.

The main reason people getting divorced don’t want to think about the future is because it’s extremely stressful, and a lot of times, there are two awful words in your thoughts: What if? Some examples: What if I’m alone forever? What if I can’t pay my mortgage? What if my kids are messed up because of the divorce? What if? We think of worst case scenarios.

But what would happen if you decided to think about your future story chapters as excitement instead? What if you used the words, “What if” like this:  What if I end up meeting the love of my life in a couple years? What if I realize even more how toxic my marriage was and how much better of a place I’m in now? What if I end up loving my new job (that I don’t have yet)? What if I’m really really happy?

The idea for this article comes from the past couple weeks where two very close people to me have passed away. It got me thinking that we all have a life story and we don’t know what’s going to happen. We don’t know what the future holds, so why think negatively if you can shift your mindset to thinking positively? You have the power to turn your fear, anxiety, anger, resentment and lack of self-confidence into hope and gratitude and self-love.

What these deaths got me thinking is, the only part of your story that you know, 100% guaranteed, is that you will die. Now, I know that sounds really morbid and negative, but I don’t mean it that way. What if you die in your sleep at 92? That’s not morbid and negative, is it?

So, if you are reading this and you are getting divorced and you are 55, you get to write your story from today until age 92! (hopefully.) That’s 37 more years you have to do whatever you want, to do good in the world, to raise and be with your kids, to pursue any dream you have, to do fun, exciting things, to travel, and to spend time with people you love and care about.

Let’s talk about the people you are at odds with—specifically your ex, or your ex-in-laws, or his or her friends, or a friend you had a falling out with, anyone who you feel wronged you or who hurt you. Let’s talk about these people. We all know the end of their stories, too. They will die at some point.

So, my friend who recently passed was married to her husband for 32 years. At the funeral, the guy’s adult son was telling people—including the couples’ friends, that the guy left his mother for this woman (the one who died) 32 years ago. It was very upsetting to me for many reasons. First, the woman who died is not here to tell her side of the story, and now, all her friends (that she met in her later years) will be gossiping about her.  Secondly, instead of focusing on his father, who is devastated by his wife’s death, the son is focused on his own pain that he obviously has not come to terms with.

The point of this story is not to depress you, or to tell you to be kind and forgive people who wronged you or who treat you badly or with no respect because they are going to die someday. You have every right to feel the way you do about someone, to verbalize it, and to decide not to have a relationship or even speak to the person.

I just want you to keep in mind two things: One, once the person dies, you will never ever ever ever be able to make amends or tell that person how you feel. So, even if your ex (or someone else you are at odds with) is healthy as a horse and relatively young, you might want to clear the air. Also, clearing the air, making amends or forgiving someone will help you make your story better.

I’m not sure the son ever told this woman who died how he felt, but I’m guessing he has harbored his negative feelings his whole life and is carrying them around, unable to put them down. Well, it’s too late now. He could have let his heavy baggage down so much had he talked with her, told her about his feelings of anger and resentment. Knowing this woman like I do, I think she would have apologized, and that might really have helped this guy come to terms with it. Plus, we don’t know what this guy’s mother told him. Maybe she told him a different story than what really happened. In other words, he never heard this woman’s side of the story and now that she is gone, he never will.

I think there are good parts and bad parts of every person on earth, and someone who is emotionally healthy is able to appreciate the good parts and recognize that people aren’t perfect, and that they do the best they can. Believe me, I’m not judging. I get so angry at people and I am passionate about expressing that anger. It’s not easy to overlook things or to let go of feelings of anger and resentment.

I’m also not saying you have to accept someone’s bad qualities and deal with it. You can choose not to have a relationship with that person and not to speak to them, but just know, if your anger and resentment is still hanging on, expressing it that person might be a good way to find peace and acceptance. In other words, it benefits YOU to talk to your enemies-even if it’s one time.

You can talk to your therapist or your friends about your ex (or someone you are at odds with) till you’re blue in the face  and it might help you let go of your negative feelings to some degree. But if you are willing to put your vulnerability out there and take a chance, no matter how hard and uncomfortable it is, there’s nothing that feels more cleansing than to have those feelings on the table—directly expressing to the other person how you feel. And the sooner you do it, the sooner your story will begin to change.

If you choose to talk with someone, you might be so glad you did, and it might change your relationship completely with that person. Or, you might not get the result you wanted. But even if that’s the case, you will always know you put it out there. You tried. Now you can begin to heal.

Remember, we all know how all of our stories will end. Death is part of life. But the part of your life story that matters most is what happens in those chapters that begin today. Try to think of them as excitement-not fear. They are exciting because you have the power to make them anything you want.

People getting divorced, especially at an older age often say to me, “I’m so old. Who’s going to want me? What am I supposed to do now?” A divorce coach can help you answer those questions. But, those questions can also be answered by listening to your heart and your gut and your soul because they know you best. They know you have the power to overcome your fear, and your anger and resentment, and they know what will make your life meaningful, peaceful and of course, exciting.

Like this article? Check out “The Divorced Girl Smiling Playlist: 25 of the Best Divorce Songs to Inspire You and Bring You Happiness”

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

1345 High Rd

London, London N20 9HR

I hear this from clients all the time. And I understand why people feel this way. Dating culture has changed. Technology has transformed how we meet people. Dating apps can be exhausting, and rejection feels personal. But here’s the truth: Finding love after divorce is still possible.

Yes, there are factors we can’t control. Timing, chemistry, and circumstance all play a role. But there are also many things you can control, and focusing on those is how you dramatically increase your chances of finding the right partner.

Here are five ways to put yourself back in the best possible position to find love again.

1. Learn to Believe in Love Again

This is the foundation of everything.If you don’t believe love is possible for you, no strategy, dating app, or introduction will make a difference.

After a divorce, especially a painful one, it’s easy to project your past onto your future. Maybe you were cheated on. Maybe you were blindsided. Maybe you’re watching your ex move on quickly while you’re still healing. I’m here to tell you that there truly are millions of fish in the sea, even if you can barely see past the last fish you had. I remind my clients regularly of this hopeful fact: new people become available every single day.

Every day, people:

• Get divorced
• Heal from past relationships
• Decide they’re ready for love again

And among those people are individuals looking for someone just like you. The first step toward finding love is letting go of the belief that it’s impossible. That mindset alone can keep you stuck on the couch instead of out living your life and meeting people.

Often this requires doing real emotional work. With my clients, I guide them through something I call a “Divorce Detox.” It’s a process designed to help you release the past, learn from your relationship history, and move forward feeling empowered rather than bitter.

You can’t start a new chapter while rereading the last one.

2. Take Amazing Care of Yourself

If you want to attract a healthy, confident partner, you have to show up that way yourself. And this doesn’t mean chasing perfection. It means taking care of the basics that support your energy, confidence, and self-respect.

Start with the fundamentals:

• Sleep
• Hydration
• Exercise
• Healthy eating
• Managing stress
• Addressing habits that undermine your self-esteem

Many people come into dating carrying something that secretly hurts their confidence. It might be their relationship with alcohol, food, money, body image, or even excessive scrolling and distractions.

Until those issues are addressed, it’s hard to show up fully and attract the kind of partner you truly want. Taking care of yourself isn’t about becoming someone new. It’s about becoming someone you feel proud of being. That confidence is incredibly attractive.

3. Admit That You Want Love—and Tell People

This might sound simple, but it’s one of the most powerful steps you can take. So many divorced people keep their desire for a relationship a secret. They worry about appearing desperate or vulnerable.

But here’s the reality: people can’t help you if they don’t know you’re looking.

Your friends, coworkers, and community likely know dozens of people you’ve never met. But unless you speak up, they may never think to connect you. Think about it this way: if your child were fundraising for a school event or looking for a job, you’d happily ask your network for help. Why should finding love be any different?

Tell your friends:

• You’re ready to date again
• You’d welcome introductions
• You’re open to events or social invitations

Most people love helping. You’re not being desperate, you’re being engaged in chasing your dreams! This will inspire people.

4. Learn the New Rules of Dating

Many divorced people return to dating after a decade or more away from it, and the landscape has completely changed. Online dating and apps are now a major part of how people meet. Yet many people jump in without understanding how to navigate them.

They “wing it.” And that’s where the fatigue begins. Without a strategy, people waste time on the wrong matches, go on too many disappointing dates, and quickly become discouraged. Instead, approach dating like a skill you’re learning.

Before diving in, take time to understand:

• How to create a compelling dating profile
• What questions to ask early
• How to screen for compatibility
• What red flags to watch for

Just like learning a new job or using a new technology, dating has strategies that make the process far more effective and less exhausting.

5. Don’t Dismiss Online Dating—Use It Strategically

Many people say they’d rather meet someone “in real life.” And yes, absolutely, go live your life, pursue hobbies, see friends, and attend events.

But here’s the reality: most single people are also online. Even if someone spends their day socializing and being active, at night they often go home and browse dating apps. Instead of rejecting online dating, learn how to use it strategically.

That means:

• Investing in high-quality photos
• Writing a thoughtful, engaging profile
• Knowing your deal breakers before you start
• Avoiding endless messaging without meeting

One strategy I teach clients is what I call the 3H Method—identifying your criteria for:

• Head (practical compatibility)
• Heart (emotional connection)
• Heat (chemistry and attraction)

When you know what you’re looking for in these three areas, it becomes much easier to filter potential matches and avoid wasting time.

The Bottom Line

Dating after divorce can feel intimidating, frustrating, and sometimes even discouraging. But it’s also full of possibilities. Thousands of people find meaningful relationships after divorce every year, not because they got lucky, but because they took intentional steps to prepare themselves for love again.

If you focus on the things you can control: your mindset, your self-care, your strategy, and your openness, you dramatically increase your chances of finding the partner who’s right for you. And remember: you don’t need thousands of matches. You only need one.

The post 5 Ways To Increase Your Chances of Finding Love after Divorce appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

 

1345 High Rd

London, London N20 9HR

Whether you’re going back to work, thinking about dating again, or simply trying to feel like yourself after a difficult chapter, what you wear can play a powerful role in rebuilding your confidence.

After more than 30 years in the fashion industry—working with everyone from everyday clients to celebrities like Elizabeth Hurley, Paul McCartney, and Rod Stewart—I’ve seen firsthand how the right style can completely transform how someone feels.

And after divorce, that transformation can be especially meaningful.

Why Style Matters More Than You Think

When someone is going through heartbreak or major life change, style often feels like the least important thing in the world. That’s completely understandable. But once you begin to move forward—even a little—your appearance can give you the boost you need to feel like yourself again.

Clothing has a direct impact on how you carry yourself. When you feel good in what you’re wearing, your confidence shows. You walk differently. You speak differently. You present yourself differently. And often, the changes in your life after divorce make a style refresh necessary anyway.

Your body may have changed.
Your lifestyle may have changed.
Your work life may have changed.

And the wardrobe that suited your life 10 or 20 years ago may not suit the person you are now.

What “Style Therapy” Really Means

When I work with clients going through divorce, I often describe the process as style therapy. It’s very different from traditional corporate styling, where someone simply says, “Here’s my budget—go fix my wardrobe.” Style therapy is far more personal.

We talk about questions like:

• How do you want to show up in the world now?
• Are you dating again?
• Are you returning to work?
• Do you want to feel more confident, more modern, or simply more like yourself?

Understanding what’s going on internally helps us shape how you present yourself externally. Because style isn’t just about clothes. It’s about identity.

The Power of a Wardrobe Detox

One of the most transformative things we do together is a wardrobe detox. Many people hold onto clothes for years—even decades—without realizing how much negative space those items take up.

I recently worked with a client who still had pieces from the 1990s that didn’t fit her life or body anymore. She wasn’t even wearing them—but they were still occupying space in her closet.

When your wardrobe is filled with things that don’t work for you, getting dressed becomes stressful.

Instead of confidence, you feel:

• Overwhelmed
• Unsure
• Frustrated

But when your wardrobe is simplified and curated around what truly works for you, everything changes. You open your closet and immediately see outfits you love. That simple shift can completely change how you start your day.

You May Already Have Great Outfits

Another surprise for many clients is that they don’t always need to buy a whole new wardrobe. In fact, one of my favorite things to do is shop within your existing closet. Very often people already own beautiful pieces—they just haven’t thought about combining them in new ways. Sometimes it’s simply a matter of pairing the right top with the right skirt, adding a belt, or choosing better shoes. Those small changes can create an entirely new look.

Dating After Divorce: Style Tips That Build Confidence

If you’re stepping back into the dating world, the goal is not to chase fashion trends. The goal is personal style that makes you feel confident and authentic. A few simple principles can make all the difference.

1. Choose Colors That Work for You

The right colors can brighten your complexion, enhance your eyes, and instantly make you look more vibrant. It’s one of the quickest ways to elevate your appearance.

2. Pay Attention to Shoes

Shoes can completely transform an outfit. You might be wearing jeans, but switching from sneakers to a block heel, a stylish boot, or a polished flat immediately elevates the entire look.

3. Make an Effort—But Not Too Much

The ideal look for a date is effortless confidence. You want to appear polished and thoughtful, but not overly styled. It should look like this is simply who you are.

What About Style in Your 50s?

Style doesn’t disappear with age—but it does evolve. The key is not to chase trends designed for much younger people. Instead, focus on clothing that highlights your best features and fits your current lifestyle.

For example, while some people may disagree with me, I generally advise clients in their 50s and beyond to skip very short skirts for dates and opt for silhouettes that feel sophisticated and flattering.

Style is about confidence—not trying to dress like someone else.

Going Back to Work After Divorce

Many people returning to work after divorce assume they need to revive the old corporate wardrobe from years ago. But work style has changed dramatically. Post-pandemic workplaces are far more relaxed. Instead of rigid suits and pencil skirts, a modern work wardrobe might include:

• Great trousers
• A polished blouse or shirt
• A soft blazer or jacket
• Quality accessories

Small details matter more than ever—things like belts, watches, and shoes can elevate even the simplest outfit.

The Small Details People Notice

One of the most overlooked elements of personal style is grooming. People notice the small things:

• Clean, well-kept nails
• Polished shoes
• Jewelry that completes an outfit
• Clothing that fits properly

These details send a message that you care about how you present yourself. Whether you’re going on a date, attending a social event, or interviewing for a job, those small touches make a big difference.

Style Is About Reclaiming Yourself

After divorce, many people feel like they’ve lost part of their identity. Refreshing your style isn’t about impressing other people. It’s about reconnecting with yourself. It’s about opening your wardrobe and feeling excited about what you see. It’s about walking into a room knowing you look like the best version of who you are today. And sometimes, that confidence is exactly what you need to begin your next chapter.

The post Building Confidence After Divorce From Head to Toe appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

 

1345 High Rd

London, London N20 9HR

After practicing family law for more than 15 years, I’ve found that most clients walk into my office believing that divorce automatically means going to court. In reality, there are several different paths to divorce, and understanding them early can make a significant difference in cost, stress, and the outcome.

Mediation and litigation are the two most common approaches. Each serves a purpose, and each may be appropriate depending on the circumstances of your situation. Understanding the differences can help you make a more informed decision about the path that’s right for you.

What Is Divorce Mediation?

Mediation is a private, structured negotiation process led by a neutral third party known as a mediator.

The mediator’s job is not to make decisions for you. Instead, the mediator facilitates conversations and helps both parties work toward mutually acceptable agreements.

In divorce mediation, couples discuss and negotiate issues such as:

• Child custody and parenting schedules
• Child support
• Alimony or spousal support
• Division of assets and debts
• Property distribution

The key feature of mediation is that the parties control the outcome.

The mediator helps guide the conversation and ensures important issues are addressed, but the final decisions belong to the divorcing spouses. In my experience, this can be incredibly empowering for clients. Instead of having a judge impose a ruling, couples work together to craft an agreement that fits their family’s unique circumstances.

Mediation also tends to be private and confidential, which means the details of your divorce are not part of the public court record.

Why Mediation Often Works Well for Families

One of the most significant advantages of mediation is that agreements reached this way are often more sustainable over time. Why? Because both parties had a voice in creating them.

Divorce agreements require compromise. No one gets everything they want. But when people participate in shaping the agreement themselves, they are far more likely to follow it and respect its terms. This is particularly important when children are involved.

Custody and parenting plans evolve as children grow. What works for a toddler may not work for a teenager. Parents who successfully mediate early in the process often develop better communication skills and are more likely to work together in the future when adjustments are needed. In many cases, mediation becomes the foundation for a healthier long-term co-parenting relationship.

What Is Divorce Litigation?

Litigation is the formal court process that most people imagine when they think about divorce. In litigation, each spouse typically hires an attorney to represent them, and the case proceeds through the court system. If the parties cannot reach agreements along the way, a judge ultimately makes the final decisions.

These decisions may involve:

• How property is divided
• Whether alimony is awarded
• Child custody arrangements
• Parenting schedules
• Child support obligations

Unlike mediation, where the parties control the outcome, litigation places those decisions in the hands of the court. While judges are highly trained professionals who carefully consider the law and the facts of the case, the reality is that no one understands your family better than you do. When a judge decides your case, you are essentially asking a stranger to make some of the most important decisions of your life.

When Litigation Is Necessary

Although mediation is often beneficial, it is not appropriate in every situation. There are circumstances where litigation may be necessary or even essential.

For example, litigation may be the better option when there are:

• Domestic violence concerns
• Substance abuse issues
• Mental health concerns
• Hidden assets or financial dishonesty
• A complete breakdown of trust or communication

In these situations, the court system can provide important protections, including formal discovery processes, court orders, and judicial oversight. Litigation exists for a reason, and there are cases where it is absolutely the right path.

Cost, Time, and Emotional Impact

Another important difference between mediation vs litigation involves cost, timeline, and emotional stress. Litigation often takes longer and costs significantly more because it involves court filings, formal procedures, multiple hearings, and extensive attorney involvement. Court schedules can also delay progress. Judges manage many cases at once, which means hearings and decisions may take months or longer.

Mediation, by contrast, is typically more flexible and efficient. The timeline is often controlled by the parties rather than the court. Emotionally, mediation also tends to create less conflict. Litigation can feel adversarial, with each side trying to “win.” Unfortunately, that dynamic can deepen resentment and make future co-parenting more difficult.

A Hybrid Approach Is Often Possible

One important thing people often don’t realize is that divorce doesn’t have to be entirely mediation or entirely litigation. Many cases use a combination of both approaches.

For example, couples might resolve most issues through mediation but turn to the court for help resolving a specific disagreement. Even in high-conflict situations, mediation can sometimes be structured to make participants more comfortable. This may include:

• Attorneys participating in the sessions
• Virtual mediation
• Separate rooms for each party (sometimes called shuttle mediation)

These options allow negotiations to happen without direct interaction when necessary.

The Goal: A Resolution That Works for Your Family

In the end, divorce is rarely about “winning.” Instead, it’s about reaching a resolution that allows both parties to move forward and, when children are involved, to continue raising them in a healthy environment.

In my experience, most cases eventually settle one way or another. The real questions become:

• When will the case resolve?
• How much will it cost?
• How much stress will the family experience along the way?

Exploring mediation early can sometimes help couples avoid unnecessary conflict and expense while still reaching fair and workable agreements. At the same time, when litigation is necessary, having experienced legal representation is critical. The most important thing is making an informed choice about the path that best protects you, your family, and your future.

Download Jessica’s FREE GUIDE, Mediation or Litigation here!

The post Mediation Vs Litigation: How to Decide the Best Way to Get Divorced appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

cash, check, credit card, invoice

 

1345 High Rd

London, London N20 9HR

Deepfakes: they’re real and coming to our courtrooms. And they are going to change how we do things. But are our judges and us trial lawyers prepared?

I earlier authored an article raising the issue whether the mushrooming creation of deepfakes would jeopardize our judicial and litigation system. My concern and that of others is that the increased battles over what digital evidence is real and what is fake would embroil our system in endless time-consuming disputes and battles of experts.

And that by virtue of being exposed over and over to AI-generated fake photos, audio recordings, and videos, people — judges and juries — would come to disbelieve any and all of it. It’s known as the liar’s dividend, a phrase coined by Robert Chesney and Danielle Citron in a 2019 law review article.

Both have enormous repercussions for litigation and perhaps more significantly, the courtroom. The reliance on digital materials in courtrooms both for real evidence and as demonstrative material is pretty standard today. Indeed, it’s probably expected. But what happens when all that evidence is now questioned and  fought over? At the very least, it could change the way cases are tried.

The Courts and Deepfakes

First, courts may soon come to insist on more vigorous authentication as a matter of course. The proponent of a photograph, video, or audio recording must offer evidence sufficient to support a finding of authenticity. Typically, this means the following questions and answers of a witness:

Q: Did you take this photo?

A: Yes

Q: Does it fairly and accurately depict what you saw when you took it?

A: Yes

It’s then offered for admission. There is almost a presumption of authenticity.

But in the future, that may not be enough as we move toward a spoken or unspoken presumption of lack of authenticity. This means that those offering digital-type evidence will have to do much more to convince a skeptical judge that the item be admitted into evidence. Things like providing the underlying meta data, testimony on how the image was created and “touched up,” requiring a showing of what amounts to a chain of custody of the image or recording. Perhaps even expert testimony. The “sufficient to support” standard may be about to get tougher.

Seeing will no longer be believing; seeing will require verification. All of which is going to gum up our trials, make them longer, and more expensive.

Another option for courts may be the greater and more aggressive use of concepts like those set out in Federal Evidentiary Rule 403. This Rule allows courts to exclude evidence the probative value of which is “substantially outweighed” by the risk of prejudice, misleading the jury, or confusion.

This rule is already used to exclude things like gruesome photos of accident victims. Its use has also been debated in situations where the opportunity to use immersive evidence such as that which could be viewed on a Vision Pro.

But when faced with digital evidence, the authenticity of which is hotly contested, a judge could very well conclude that the risk the evidence could mislead the jury into thinking some is real when there is a good chance it isn’t (or vice versa). And that risk outweighs its probative value. The result of course is less digital evidence in the courtroom.

One final option for the court: just let the jury decide if the digital evidence is credible and real. As a former defense lawyer, I shudder at the thought but understand the logic. If digital evidence is offered and I oppose it, it’s up to me on cross examination to raise doubts about credibility. Of course, this places a lot of responsibility on juries to understand and deal with technical issues but it’s an easy out for judges.

No matter which way courts go, the risk of deepfakes will change the courtroom, and it will be up to trial lawyers to deal with it.

What Does It Mean for the Lawyer

Trial lawyers in the future will be faced with greater authenticity scrutiny, more risk of exclusion of digital evidence, or perhaps being forced to convince a jury of an item’s authenticity or lack thereof. All the while facing jurors who are likely to believe any and all digital evidence is not real and will therefore disregard it anyway. The power of digital evidence then actually becomes a liability instead of an asset. What’s a poor lawyer to do?

First, courtroom lawyers must be better prepared to offer stronger proof of authenticity. It will no longer be the standard two or three questions. This means boning up on deepfakes and how to combat them. It means mastering the technical end of photos, videos, and audio recordings and being able to explain and show validity in simple terms a jury and judge can understand. It means explaining creative methods. More importantly, it means offering corroborating proof in the courtroom of what the digital evidence purports to show.

In some situations, it may even mean electing to use less technology and digital evidence, not more. In fact, in general, varying digital evidence with more analogue-type evidence every now and then is a good idea in any event. It keeps the jury’s interest, in my experience.

It comes down to preparation and understanding of the risks and benefits of technology, which is already ethically required.

Tomorrow’s Trials: We Better Be Ready

There can be little doubt that authenticity will be front and center in the future. There will be some tough calls that need to be made by judges, juries, and lawyers. It will mean dealing with technical issues and concepts that aren’t clear cut. Tough decisions that will need to be made by both judges and juries.

As with most technology, the key will be to understand the risks of deepfakes and be ready to deal with it. You can’t get there by ignoring reality.

Stephen Embry is a lawyer, speaker, blogger, and writer. He publishes TechLaw Crossroads, a blog devoted to the examination of the tension between technology, the law, and the practice of law.

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By JOHN-PAUL FORD ROJAS, DEPUTY BUSINESS EDITOR

Updated: 00:01, 6 April 2026

A raft of workers’ rights that come into force today threatens to cause chaos for employers, Labour has been warned.

The changes under the Employment Rights Act – which became law last year – include the right to statutory sick pay (SSP) from the first day of illness instead of on the fourth day.

Other reforms taking force today include making paternity leave a ‘day one right’ rather than being available only after six months in the job.

Business groups say the Act threatens to crush growth and jobs at a time when they are already struggling with other costs imposed by the Government, such as National Insurance hikes, minimum wage increases and botched business rates reform. And it comes as they now face a fresh headache caused by the war in the Middle East, which is driving up energy and other costs while at the same time threatening to cause a cost-of-living crisis which will kill demand.

The way ahead: A raft of new workers’ rights threatens to cause chaos for employers, Labour has been warned

It follows steep rises to the minimum wage that came into force last week. Neil Carberry, chief executive of the Recruitment and Employment Confederation, said: ‘The pressure on firms right now is to reduce employment and raise prices to make ends meet.’

And with youth joblessness at an 11-year-high, he added: ‘All of this jeopardises employment creation and could supercharge youth unemployment in particular.’

Further changes to be introduced at a later date in stages up to 2027 include guaranteed minimum hours for those on zero or low hour contracts.

Carberry said plans to introduce the minimum hours rule were ‘totally unworkable as currently conceived’.

He added: ‘The changes to statutory sick pay introduced this week will also cause chaos if not coupled swiftly with better guidance for firms, as a small minority of workers will try to defraud firms.’

Tom Way, chief executive of the UK and Ireland division of recruitment giant Hays, said: ‘The legislation is designed to make work fairer, but has added another layer of complexity to decisions businesses were already taking longer to make.’

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Divorce statistics UK often reflect the influence of traditional gender norms on marital relationships. These norms often dictate specific roles for men and women within marriages, with men traditionally seen as primary earners while women take on caregiving roles.

However, these roles can create imbalances, especially during divorces. In this article, we’ll be exploring the impact of these dynamics.

Dynamics at Play During Divorce

When it comes to divorce, the effects of traditional gender roles become apparent. Men, typically relied upon as primary breadwinners might find it hard adjusting to changed financial responsibilities after divorce. On the flip side, women, often taking charge of caregiving, encounter hurdles when rejoining the workforce or seeking enough financial assistance.

These roles instil imbalances, making it difficult for both parties to adapt to new post-divorce realities. Men face shifts in financial duties, while women encounter obstacles reintegrating into work life or securing sufficient financial aid. These challenges, rooted in gender-assigned roles, complicate the aftermath of divorce, highlighting the need for support systems to address these disparities.

The Impact on Post-Divorce Lives

Following divorce, these conventional roles bring distinctive challenges for both individuals. Men might struggle with emotional detachment and adjusting to new caregiving roles, while women face financial instability and the juggle between work and childcare.

These predefined roles amplify disparities, setting expectations and impacting the way situations unfold. Such divisions affect the post-divorce landscape, creating hurdles that differ based on the assigned gender roles, ultimately influencing the journey of each individual after separation.

Gender Roles Impact on Divorce

Facing Emotional Disconnects Post-Divorce

Amid divorce, men commonly face substantial emotional adaptation. Conventional gender norms might have emphasised a need for emotional restraint, making it tough for men to share feelings or seek support amidst the emotionally draining divorce proceedings. 

This emotional gap can impede their capacity to adjust to fresh family responsibilities. The pressures of traditional roles may hinder men from expressing emotions or seeking assistance throughout the emotional upheaval of divorce, affecting their ability to embrace new familial duties.

Financial Instability and Work-Life Balance

Following divorce, women, frequently tasked with managing household and childcare duties, might encounter challenges in rejoining the workforce or establishing financial stability. This shift can bring emotional strain and disrupt their capacity to effectively balance work and family obligations.

Re-entering the workforce or securing financial stability post-divorce can be particularly demanding for women, who have typically managed household and childcare responsibilities. This transition can create emotional stress and disrupt their ability to effectively juggle work and family commitments.

Balancing Custody and Financial Responsibilities

In divorce proceedings, custody disputes can magnify inequalities. Men might seek equitable custody but encounter difficulties balancing it with work commitments. Women, managing careers alongside custody battles might encounter hurdles in securing fair child support or managing the demands of sole custody. 

As divorces unfold, disagreements over custody arrangements can accentuate existing disparities. Men, aiming for shared custody, might grapple with the juggling act between parental responsibilities and professional obligations. Conversely, women, striving for career advancement amid custody battles,might encounter obstacles in securing adequate child support or managing the responsibilities of sole custody.

Addressing Societal Expectations

Social norms heavily influence divorce dynamics, reinforcing gender-based disparities. Men seeking custody might face judgement, while women pursuing careers over traditional caregiving roles might encounter societal scrutiny. These ingrained expectations significantly impact divorce negotiations, perpetuating gender-based biases. 

Societal norms wield substantial influence in divorce situations, cementing unequal expectations for men and women. Men facing societal judgement for seeking custody and women encountering criticism for prioritising careers over caregiving roles contribute to the complexities of divorce proceedings.

Moving Towards Equitable Solutions

Acknowledging and rectifying these discrepancies holds immense significance. Redefining societal norms surrounding gender roles is crucial, necessitating the establishment of support systems catering to the diverse needs of both men and women throughout the divorce process and beyond.

Efforts to cultivate equity should focus on reshaping prevailing norms and expectations linked to gender roles. This transformation demands the creation of comprehensive support networks capable of addressing the varied and unique requirements of individuals, irrespective of gender, understanding the complexities of divorce and post-divorce life.

Gender Roles Are Still a Big Player in Divorce

Traditional gender roles deeply influence divorces, contributing to inequalities experienced by both parties. These roles impact emotional, financial, and familial dynamics, amplifying challenges during and after divorce proceedings.

Addressing these disparities entails reshaping societal norms and fostering equitable support systems for individuals managing divorces within these traditional confines.

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The underlying case concerned a dispute over input VAT recovery in a broadcasting business.

The taxpayer, Governance Ministries, operated a TV channel generating income from programme and advertising fees. While it was ultimately agreed that these activities constituted taxable supplies, HMRC argued that some content broadcast free of charge amounted to a non-economic activity.

On that basis, it said that only partial input VAT recovery was due.

So far, so familiar. But what followed was anything but routine.

Eleventh-hour withdrawal

The tax at stake was around £6m and detailed preparation was required on both sides. The taxpayer filed its skeleton argument on 16 September 2025. HMRC’s skeleton argument was due on 23 September.

At 4.46pm on that date, just 14 minutes before the 5pm deadline, HMRC emailed the FTT to withdraw completely from the appeal, offering no explanation for the sudden change of heart. The hearing was due to begin just two weeks later.

For the taxpayer, this was more than an inconvenience. Significant time and cost had already been incurred preparing for a complex, high-value hearing.

With HMRC’s case evaporating at the eleventh hour, much of that work was rendered redundant and, perhaps unsurprisingly, the taxpayer sought costs.

Standard vs indemnity basis

The key issue for the FTT was not whether costs should be awarded, but on what basis.

Most tax tribunals are settled on the standard basis, which requires costs to be reasonable and proportionate. Indemnity costs are more generous than the standard basis and are sometimes awarded when HMRC (or the taxpayer) has behaved unreasonably.

For indemnity costs to be awarded, there must be evidence of conduct that is out of the ordinary and unreasonable to a high degree.

The question for the FTT was: had HMRC’s conduct crossed the high bar required?

The judge concluded that HMRC’s eleventh-hour withdrawal was indeed conduct “out of the norm”. Withdrawing from an appeal is not in itself unusual. Doing so minutes before a critical deadline in a complex, high-value case is another matter entirely.

The absence of any explanation only compounded matters. The FTT found that HMRC’s conduct crossed the threshold of serious unreasonableness required to justify indemnity costs.

The taxpayer’s total costs were said to be around £780,000, including £473,000 in counsel’s fees. A sizable bill, but one the FTT considered in the context of the millions of pounds at stake.

The indemnity costs will be decided by a detailed assessment. In the meantime, the FTT only needed to decide on the amount of an interim payment on account.

With very little to go on, the judge settled on the amount requested by the taxpayer, £400,000 (against HMRC’s suggested £350,000) to be paid by HMRC within 14 days of the decision.

Uncomfortable questions

Shocking as it may be, this is by no means the first time HMRC has withdrawn an appeal at short notice.

The infamous top-slicing case, Silver vs HMRC, was decided in favour of the taxpayer in the FTT. HMRC initially appealed the ruling but withdrew its appeal on the day on which its skeleton argument was due and just two weeks before the scheduled Upper Tribunal hearing date, the taxpayer and her advisers having thrown countless hours of preparation down the drain.

Tim Good, who represented Mrs Silver pro-bono, said: “HMRC agreed to pay the taxpayer’s costs of £8,430. But the HMRC litigators took it to the wire, perhaps in the forlorn hope that I would blink first.”

This raises uncomfortable questions about HMRC’s approach to litigation.

Building flexibility

The department has long emphasised that it seeks to pursue only the “right” cases. Last minute sea-changes of this nature risk undermining confidence in that message. If appeals can be advanced and then abandoned without explanation, taxpayers and advisers may reasonably question how robust those arguments were to begin with.

Taxpayers, or so-called “customers”, typically operate with more limited resources than HMRC. When a case collapses shortly before the deadline, absorbing the cost of responding to arguments that are then dropped is not just frustrating, it can be ruinous.

HMRC’s handling of this case risks eroding taxpayer confidence in its own system, built on fairness and voluntary compliance.

Advisers supporting clients in litigation with HMRC should always be prepared for late changes of tack. Build flexibility into preparation, keep detailed records of time and costs, and be ready to challenge procedural unfairness where appropriate.

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Nothing better illustrates Labour’s hopeless mismanagement of the economy than its ludicrous attempt to blame British industry for the nation’s economic ills.

It’s true that neither the Prime Minister nor his chancellor are to blame for the bombing of Iran or the resulting energy catastrophe now engulfing us.

There’s no legislating for the reckless actions of Donald Trump.

The oil and gas shock slowly upending our economy is by far the greatest test this government has faced since coming to office.

Yet the best that Keir Starmer and Rachel Reeves have managed in response is to summon corporate leaders and warn them against ‘price gouging’ – a display of finger wagging taken straight from the socialist handbook.

Their atrocious performance shows a fundamental failure to grasp how an economy works, let alone how to get us out of this mess – a depth of incompetence that fills me and senior figures I speak to in the world of finance with nothing but foreboding.

Going into any international crisis, one would expect ministers to try to keep the nation’s grocers and fuel suppliers onside. It was, after all, the heroics of the supermarket chiefs and their colleagues that kept the nation supplied and fed during the pandemic.

So, it’s no wonder that supermarket bosses were taken aback last week when the Chancellor told the House of Commons they would be ordered to Downing Street, as part of a mission to get prices down. In the event, most of them declined the summons, sending more junior colleagues.

The sight of supermarket bosses being dressed down by Reeves might have gone down well on Labour’s fractious backbenches and in the Left-wing media, but demonstrated no knowledge of the fierce price competition gripping Britain’s high streets.

Such ignorance, sadly, is par for the course. And Labour’s pre-election love-in with commerce is well and truly shattered.

You might remember that in May 2024, 120 prominent business leaders including Wikipedia founder Jimmy Wales and Heathrow boss John Holland-Kaye signed a letter to a newspaper expressing a desire for an end to an economy ‘beset by instability’.

A not-so-subtle dig at the Tories. They wanted to work with a ‘changed’ Labour Party. How foolish that choir of toadies must feel now.

Just how toxic the relationship between Britain’s leading corporations and the government has since become was vividly demonstrated just a few days ago when Stuart Machin, the normally cautious boss of Marks & Spencer, felt compelled to go on the attack, condemning Reeves’ ‘green’ levies for destroying businesses and ‘letting down a generation of young people’.

It seems to me that the real April Fools are sitting in Cabinet, imposing extra costs through new rises in the minimum wage and business rates (both of which come into force today) even as energy bills rocket and the economic outlook, already poor, crumbles away entirely.

Labour’s £75billion of tax rises are the beginning and end of this perverse folly. Even before the current crisis, they stifled profits and investment, thereby sowing the seeds of recession, surging inflation and rising interest rates. Britain was in a parlous state well before the mullahs’ rockets destroyed Gulf refineries and closed the Strait of Hormuz.

In the face of the coming crisis, our country is hopelessly ill prepared – which is why blaming business for the government’s own economic incompetence is disingenuous on a grand scale.

A leading Paris-based think-tank, the Organisation for Economic Cooperation and Development, recently took a meat cleaver to British growth prospects, slashing the output forecast this year by half a percentage point to a pathetic 0.7 per cent.

It has also raised its UK inflation projections to four per cent, twice the Bank of England’s target and the highest among the richest G7 countries.

Britain could face a blow to consumer prices every bit as devastating as 2022 when inflation shot to a 41-year high of 11.2 per cent.

The International Monetary Fund warns that our dependence on imported gas supplies means that we, along with Italy, are more exposed to inflation than the rest of Europe. Today, meanwhile, the Institute of Directors says that the Middle East conflict has driven confidence among business leaders to an all-time low.

The boss of one of Britain’s leading packaging firms confided to me this week that a new packaging tax – yet another unaffordable ‘green’ measure – was adding three per cent to his company’s costs and on its own could erase the group’s profit margins.

Much of the dogmatic drive to label the oil companies, energy suppliers, and petrol forecourts as enemies of the consumer comes from Energy Secretary Ed Miliband. No surprise there. Miliband, responsible for so many of the most damaging restrictions on British industry, is reportedly ‘obsessed’ with the spectre of fuel-market profiteering.

Clearly, there will be examples of over-reach by some fuel stations. It is also true that, when it comes to energy supplies, the ‘rocket and feather’ principle tends to operate, with prices rising rapidly at times of stress and falling slowly in better times.

Yet Miliband and Reeves are engaged in a huge act of dishonesty. The biggest beneficiary of higher forecourt prices is the Exchequer: together, fuel duty and VAT make up 70 per cent of the price you pay at the pump.

The truth is there is plenty they could do to protect British people and businesses ahead of the coming storm. Governments around the planet, from Italy to Australia and Spain to Thailand, are taking radical steps to do just that.

Fuel duties have been slashed, free public transport provided, in some cases rationing has been introduced. Huge financial assistance has been offered with heating bills.

Yet here in Britain, there has been almost no response at all, aside from a knee-jerk attempt to blame ‘big business’ for our economic woes. It’s as if our government has relinquished all control of the situation.

Labour politicians must get a grip, abandon socialist dogma and concentrate on what works.

They need to understand that there is no route to a healthy economy without the help of private enterprise: the productive part of the economy which earns the money to pay the ever-rising bills incurred by this government’s profligacy.

Starmer and Reeves in particular need to dial down the anti-business rhetoric and recognise that taxing enterprise to a standstill is the road to inflation, slump and ruin – and truly pernicious at a time when the global economy is teetering on the edge of an abyss.

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The capital’s largest developers have called on the government to introduce emergency measures to solve London’s office space crisis, which risks “constraining” growth.

London Property Alliance (LPA) is urging the government to designate offices as critical economic infrastructure to address dwindling supply and boost economic growth.

The LPA represents the capital’s largest property developers and investors, comprising the Westminster and City property associations.

Central London has lost 14m sq ft of office space since 2018, according to the LPA, who say the capital is attracting huge amounts of investment but may no longer be able to support it with the commercial space needed.

London topped the LPA’s ranking of other top cities – including New York, Paris and Hong Kong – as the best destination for foreign direct investment, but may not have space for it.

More than 7m sq ft of London’s lost office space was in Westminster, where planning applications fell by 75 per cent between 2013 and 2024.

Vacancy rate as low as 0.8 per cent

The West End is facing the most acute office shortfall, the LPA’s research found, with London’s average 7 per cent vacancy rate crashing to 0.8 per cent in this area.

The scarcity of supply is pushing up rents in the West End – rising more than 15 per cent in 2025, the most than any global city analysed by the LPA – and only 17 companies relocated in the last quarter.

Average vacancy rates are more than double London’s in Manhattan, at more than 20 per cent.

Alexander Jan, chief economic adviser at the LPA, told City AM: “If London is to turn its global investment lead into jobs and growth, it needs a sustained pipeline of high quality office space in the West End. Without that, the capital risks constraining its own success.”

The group projects an office space shortfall of nearly 11m sq ft in central London over the next five years.

London’s economic growth is slowing, the LPA said, with its finance and insurance sector contracting by 0.2 per cent last year, while the same sector in New York grew by 6.1 per cent.

The growth of GDP in the capital is set to slow to 1.2 per cent this year, while growth in New York and Hong Kong stands higher at 2.8 and 2.7 per cent.

Give offices same priority as data centres, say developers

As much as £84bn in economic output and £11bn in rental income is up for grabs if the 147m sq ft of “secondary” office space in central London was upgraded to meet occupier standards, the LPA said.

The government could unlock this growth by designating office space as “critical economic infrastructure” under its national planning policy framework, which would give offices the same planning weight as data centres.

Charles Begley, LPA’s chief executive, said: “London’s position as the world’s leading destination for international investment is a remarkable strength, particularly at a time when global uncertainty is pushing capital towards cities with stability and strong underlying fundamentals.

“But it is in danger of winning the race for investment and then failing to provide the commercial space required for growth.”

Earlier this month, researchers at Turner & Townsend revealed the cost of building a skyscraper in London has soared by 40 per cent in the last five years.

The Ministry of Housing, Communities and Local Government has been contacted for comment.

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When people think about divorce, they usually think about one thing: the legal process of ending a marriage. Filing papers, negotiating terms, and ultimately receiving a divorce decree from the court. But divorce is far more than a legal transaction. That’s where a holistic divorce can be beneficial.

A holistic divorce recognizes that divorce affects every aspect of a person’s life—legal, emotional, and financial. Instead of focusing only on the legal outcome, a holistic approach supports individuals and families through the entire transition so they can move forward with clarity, stability, and dignity.

Divorce Is Not One-Dimensional

Many people begin the divorce process by contacting a lawyer because they  feel ready to move forward and believe filing for divorce is the first step. Yet divorce is not only a legal event, it is a major life transition that touches emotional, financial, and family dynamics as well.

A holistic divorce addresses three essential areas:

• Legal
• Emotional
• Financial

Every divorce involves all three, whether people realize it or not. In fact, I often tell clients that the legal process should almost be the final step, not the first. When individuals take time to prepare emotionally and gain a clear understanding of their financial situation, the legal process tends to be smoother and more productive.

The goal isn’t simply to reach an agreement. It’s to create an agreement that serves as a blueprint for a healthy post-divorce life for every member of the family.

Building the Right Support Team

In a holistic divorce, spouses are encouraged to build the support team they need rather than focusing on the legal support alone. An attorney is critical in guiding the legal process, but there are also other professionals available to provide the emotional and financial support a family may need during this transition.

Depending on the needs of the family, a holistic divorce may include:

• A Certified Divorce Financial Analyst to gather the financials and assist with identifying the financial issues and identifying and developing scenarios for resolution
• A co-parenting counselor or mental health neutral to help spouses communicate respectfully and provide guidance so the spouses can transition into a healthy parenting partnership

When these professionals work together, they help ensure that decisions are well-informed and realistic.

A holistic approach avoids working in silos. Instead, the goal is collaboration and coordination among professionals so that every aspect of the divorce plan is practical and sustainable.

Divorce as a Transition, Not a Transaction

One of the most important principles of a holistic divorce is understanding that divorce is not simply a one-time transaction.

Signing the divorce agreement does not mean the relationship between spouses completely ends, especially if they have children.

Parents remain connected through their children for years, often decades. They attend school events, graduations, weddings, and other milestones together. Because of this, the quality of the post-divorce relationship matters greatly.

A holistic process encourages spouses to focus on building a functional future relationship, particularly as co-parents.

When couples participate in mediation or collaborative divorce, they communicate directly and take ownership of the decisions they make. Agreements created this way are more likely to be followed because both parties helped shape them.

Most importantly, children benefit when parents can maintain a respectful relationship. Even adult children notice and appreciate when their parents are able to communicate and get along.

Creating Parenting Plans That Reflect Real Life

Parenting plans are another area where a holistic approach makes a meaningful difference. Because families are not one-size-fits-all, in mediation or collaborative divorce, parents have the opportunity to design parenting plans that reflect their family’s specific needs. These plans can account for:

• A child’s personality or emotional needs
• School schedules and activities
• Each parent’s work schedule
• Developmental changes as children grow

Children at different ages need different things. What works for a toddler may not work for a teenager. Holistic parenting plans are designed to be both durable and flexible, allowing families to adapt as circumstances evolve. Many plans also include frameworks for resolving disagreements without returning to court, saving time, money, and unnecessary conflict.

Making Long-Term Financial Decisions Thoughtfully

Divorce agreements often involve major financial decisions that will affect both spouses for many years.

These may include:

• Division of retirement assets
• Alimony and child support arrangements
• Housing decisions
• Long-term financial planning

A holistic divorce emphasizes informed decision-making rather than reactive choices. Financial professionals can model future scenarios and help spouses understand the long-term implications of their agreements.

This planning helps prevent situations where someone faces financial hardship years later because the long-term impact of a decision was not fully understood during the divorce process.

A Better Way Forward

At its core, a holistic divorce is intentional.

It prioritizes thoughtful decisions over emotional reactions and collaboration over conflict. The result is often fewer disputes, greater confidence moving forward, and healthier relationships for the entire family.

Divorce is undeniably difficult. But with the right support and approach, it can also be an opportunity to restructure family life in a way that promotes stability, respect, and a positive future.

The post What Is a Holistic Divorce? appeared first on Divorce Blog | Divorce Support Blogs.

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For many people, the family home represents stability, memories, and safety. It may be the place where you raised your children, hosted holidays, or celebrated milestones. But when a marriage ends, the house can also become one of the biggest sources of stress and uncertainty.

Should you stay?
Should you sell?
Can you afford the mortgage on your own?
Would it be better to rent for a while or buy something new?

These are very real concerns, and if you are feeling anxious about the future of your home, you are not alone. The good news is that with the right information and support, this transition can actually become an empowering step toward your next chapter.

The Biggest Fear: “Can I Afford to Stay?”

In my experience working with clients going through divorce, the number one fear people have is simple: Can I afford the house on my own? Many people deeply want to stay. The home is familiar. It feels safe. It represents continuity for the children and a sense of normalcy during an already difficult time.

But the reality is that a home also comes with financial responsibilities. Beyond the mortgage, there are property taxes, insurance, maintenance, repairs, and unexpected expenses like a furnace replacement or roof repair.

Sometimes staying in the home makes sense financially. Other times, holding onto it can create unnecessary financial pressure during a period when stability is most important.

That’s why the most important step is gathering accurate information before making any decisions.

A Common Myth: You Have to Wait Until the Divorce Is Final

One misconception I hear frequently is that couples must wait until their divorce is finalized before they can sell the house. That’s simply not true.

In many cases, couples can gather information about the home’s value, explore selling options, and even list the home before the divorce is finalized. Doing so can help both parties better understand the financial picture and make smarter decisions during settlement negotiations.

Knowing the potential sale price, estimated equity, and associated costs can remove a lot of the uncertainty that keeps people stuck in fear.

Knowledge Creates Confidence

Divorce is filled with unknowns, and the unknown can make everything feel more frightening than it actually is.One of the most powerful things you can do is build a small team of trusted professionals who can provide objective guidance. This often includes:

• A divorce attorney
• A mortgage lender
• A financial advisor
• A real estate professional

Together, these experts can help you answer important questions such as:

• What is the current market value of your home?
• How much equity do you have?
• What would it cost to sell?
• Could you qualify for a mortgage on your own?
• What kind of home could you afford moving forward?

Once you have those answers, the path forward becomes much clearer.

Buying a Home Alone Can Feel Intimidating

For many people, particularly those who have been married for many years, the idea of buying a home alone can feel overwhelming. Some have never purchased property on their own. Others worry about managing maintenance, finances, or the responsibilities of homeownership without a partner. These fears are completely normal.

But what many people discover is that the process becomes much less intimidating once they begin asking questions and exploring their options. Understanding what you can afford and what type of home best fits your new lifestyle often turns anxiety into excitement.

You Don’t Have to Rush the Decision

Another important thing to remember is that you do not have to buy a new home immediately.

For many people, renting for a year or two can be a smart choice after divorce. This allows time for emotions to settle and for life to stabilize before making a long-term decision.

Renting can give you the freedom to explore questions like:

• Where do I really want to live now?
• What kind of home fits my new lifestyle?
• Do I want a house, a condo, or something smaller and easier to maintain?
• Do I want to stay in the same neighborhood or try something new?

Divorce often leads to personal growth and new priorities. Giving yourself time to discover what you truly want can help ensure your next home supports the life you are building.

What About Interest Rates?

Another concern people frequently raise is whether they should wait to buy until interest rates drop. The truth is that housing markets and interest rates are always changing. Waiting for the “perfect” moment often means waiting indefinitely.

If interest rates decline in the future, refinancing may be an option. But if you find a home that fits your needs and budget today, it may still make sense to move forward rather than putting your life on hold.

Housing decisions are rarely just financial. They are also about creating stability, comfort, and a place where you can rebuild your life.

The Hidden Opportunity in Starting Over

While divorce can feel like a loss, it can also be a powerful opportunity for renewal. Many people find that choosing a new home becomes a symbol of moving forward. It’s a chance to create a living space that truly reflects who they are today, not who they were during their marriage.

You might choose a different neighborhood.
You might downsize and simplify.
You might finally create the home environment you’ve always wanted.

There is also something deeply empowering about owning a home on your own. Many people who go through this process discover a new sense of confidence and independence they never expected.

A Fresh Start Is Possible

Divorce brings many difficult decisions, and housing is one of the biggest. But with the right information and support, it doesn’t have to feel overwhelming.

Instead of letting fear guide your choices, focus on gathering facts, exploring your options, and building a strategy that supports your future. Because sometimes the end of one chapter opens the door to something even better.

A new home.
A new sense of independence.
And a fresh start.

The post Who Gets The House in a Divorce? Turning Fear into a Fresh Start appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

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Phone: 020 8347 6640

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Both spouses panic. Each confides in friends, co-workers, and family members. Almost certainly, they hear a chorus of: “You should try couples counseling.”It is a reasonable suggestion but likely to be unhelpful for this couple. Let’s examine why.

Does couples counseling work? The Value of it.

Couples counseling can be a wonderful tool for partners who are struggling. The focus of therapy may be on improving communication, addressing obstacles to intimacy, increasing perceived security in the relationship, managing the impact of others (e.g., children, in-laws) on the relationship, conflict resolution, etc.

Typically, couples see a professional therapist who has received specialized training in understanding the dynamics of intimate relationships and “best practices” for helping couples navigate through tough times. There are many different approaches and models of couples therapy and therapists bring their own style, methods and goals into the work.

That said, most models of couples therapy share some critical strategies, including: increasing mutual empathy, improved negotiation between partners, emotional reengagement, affect regulation and a focus on individual contributions to the joint problems.

How effective is couples counseling?

It depends.

If you do a Google search to find out the success rate of couples therapy, you are likely to find success rates from 70% to 98%. Wow! That seems almost impossible, right? Here’s the catch: these numbers come from academic studies of therapy success which must use strict guidelines for research, including using a narrowly defined sample.

Research often does NOT include couples: who are already considering divorce, who discontinued treatment prematurely, where one partner has a mental health diagnosis, etc. Also, in academic research, the therapy is typically provided by clinicians who are overseen by the researchers and adherence to a treatment protocol is strictly monitored.

There are far fewer studies that look at the effectiveness of couples therapy as practiced in real-world settings, rather than as part of research. Results of those studies are less optimistic. Specifically, in common-practice couples therapy, about half of couples fail to complete therapy, around 40% achieve modest positive relationship adjustment, and 30-60% of those will relapse back to pretreatment levels.

Can we predict when couples counseling is likely to be successful? One of the most cited predictors of successful couples therapy is a strong therapeutic alliance. A therapeutic alliance means that both members of the couple feel a connection with the therapist and participate in a collaborative relationship; the triad has a mutual understanding of, and engagement in, the therapeutic work. Another often-cited critical factor that determines the success of couples therapy is whether BOTH spouses are motivated to fix the marriage and motivated to consider their own contributions to the problems.

Jack and Diane

This last point brings us back to Jack and Diane.

Jack has already started planning his exit and has spent a long time coming to the conclusion that the marriage is over. Diane begs him to try therapy; he wishes he could believe that marriage counseling would be successful. But the thought of starting marriage therapy brings a strong and negative visceral response. He tells Diane that he doesn’t think counseling can be helpful.

Sadly, Jack is probably right. If they were to start therapy together, the work on “fixing” would begin. But Jack isn’t sure he wants to fix the marriage. So, they might spend weeks with the therapist trying to help them identify the problems and providing strategies for resolving those problems. Because Jack isn’t all-in, he feels like he is seen as the bad guy for not doing his part, and he becomes increasingly defensive at a time when increased vulnerability is key.

And then something tragic happens. Couples counseling “fails” and the couple is left thinking, “even therapy couldn’t save our marriage.”

Discernment counseling: an option for mixed-agenda couples

Jack and Diane are what we call a mixed-agenda couple. One wants out; the other wants to save the marriage. And now they are on the brink of divorce.

Discernment counseling is a short-term, structured process designed specifically for couples in this situation. There is no attempt to fix the marriage, and both spouses’ positions are respected. The goal of discernment is to help the couple gain clarity and confidence as they make decisions about the future of the marriage.

By helping them gain a deeper understanding of what has happened in the marriage and each person’s contributions to the problems, they ultimately choose a direction. Specifically, they choose one of three paths: postpone a decision, proceed to separation/divorce, or commit to “all in” course of marriage therapy for a minimum of six months, during which time divorce is completely off the table.

Until a decade ago, mixed-agenda couples had few resources available. Couples on the brink of divorce either tried half-hearted therapy (usually unsuccessfully) or dissolved the marriage without clarity and confidence in that decision. Discernment counseling fills a gap and gives an option for these highly stressed couples.

Like this article? Check out “Talking to Your Spouse about Discernment Counseling”

Bradbury, T. N. , & Bodenmann, G. (2020). Interventions for couples. Annual Review of Clinical Psychology, 16(1), 99–123.

Lebow, J.L, Chambers, A.L., Christensen, A & Johnson, S.M. (2012). Research on the treatment of couple distress. Journal of Marital and Family Therapy, 38(1), 145–16.

Roesler, C. (2019). Effectiveness of Couple Therapy in Practice Settings and Identification of Potential Predictors for Different Outcomes: Results of a German Nationwide Naturalistic Study. Family Process, 59(5).

The post Does Couples Counseling Work? Sometimes. appeared first on Divorce Blog | Divorce Support Blogs.

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR

Michael Flatley’s continuing legal battle with an entertainment company over control of the Lord of the Dance show is fast becoming farcical, a High Court judge in Belfast has said.

Judge Ian Huddleston expressed frustration at the “tit for tat” style of litigation being waged between the star and Switzer Consulting Ltd.

On Tuesday, Flatley obtained a new emergency injunction against the firm amid allegations it had breached an undertaking not to interfere with a 30th-anniversary tour of the multimillion-euro show.

At an ex parte hearing his lawyers claimed Switzer was in contempt of the agreement in advance of a show due to take place in Zagreb, Croatia.

Proceedings returned to court on Wednesday as the Northern Ireland-based company confirmed it will seek to have the injunction set aside and mount a separate application to be discharged from previous undertakings.

In a further development, Flatley advanced attempts to secure the removal of Alexandra Walshe, the daughter of his former financial adviser Des Walshe, from her role in Switzer.

The judge heard it was an urgent bid to have another trustee installed which could “unlock” the other legal disputes.

Stressing the need to reach a resolution, the judge indicated that the current style of litigation will not be tolerated indefinitely.

“This is fast becoming farcical. It needs to be brought to some sort of measured conclusion, and quickly,” he stated.

“It can’t go on like this, and the courts are not going to be allowed to be drawn into it.”

The judge called for applications to be based on facts rather than “vague” unsigned documents.

“My frustration is it’s just tit for tat, that isn’t helpful to the court,” he added.

“In my view, and it is just a preliminary observation, the urgency … has overtaken the actual discipline of making sure affidavits are properly grounded. That is not a happy position for a judge to be in and then having to determine the issues which arise.”

Flatley has been locked in acrimonious actions over running the Lord of the Dance show he created. Switzer initially issued proceedings against the 67-year-old choreographer and retired performer amid disputed allegations about his financial affairs which it said had put the tour in jeopardy.

[ Lord of the Dance at 3Arena: The whole Celtic kitschen sink plays out under Flatley’s watchful eyeOpens in new window ]

Amid counter moves, he has terminated the 2024 service agreement at the centre of the legal row and claimed he owns the company and rights to Lord of the Dance.

Earlier this year an interim ban on Flatley being involved in forthcoming shows was lifted.

Undertakings were also given that Switzer would not obstruct him from staging a premiere in Dublin in early February.

The star now alleges that the firm has breached those pledges through interference in the European leg of the tour.

His barrister, David Dunlop, also confirmed an application was being advanced to remove and replace Walshe as a trustee.

No allegations of wrongdoing were being made against her, the court heard.

But contending Flatley has a 100 per cent right to the company’s shares, Dunlop suggested she can be replaced “at the behest of a disgruntled and unhappy beneficiary”.

He added: “If that issue is dealt with it is a mechanism of unlocking a lot of the other heavy litigation.”

Counsel for Walshe, Plunkett Nugent, questioned the alleged urgency of the application and suggested it may be an attempt to “outflank” the separate proceedings.

“There is a multitude of litigation going on and suites of documents which are interlinked,” he said.

A barrister representing Switzer told the court it will seek to have the latest emergency injunction lifted before mounting a bid for undertakings to be dismissed.

He submitted: “There are live issues with regards to shows that are ongoing, issues in relation to the provision of services contract between the parties.”

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Dominic Levent Solicitors

Email: Enquiries@dominiclevent.com

Phone: 020 8347 6640

Url: https://www.dominiclevent.com

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1345 High Rd

London, London N20 9HR