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[Flex Legal’s](https://flex.legal/) Commercial Development Scheme is an internal role offered to law graduates enrolled on our platform. Successful applicants are employed as ‘Client Services Associates’, and work at the frontline of the business to fulfil clients’ on-demand resourcing requests. The scheme is a unique opportunity for law graduates to engage with the legal industry in the early stage of their career. It embodies the very mission of the company: ‘inspiring and enabling the legal workforce of the future so that everyone thrives’.

The Commercial Development Scheme was originally created to allow Flex Legal’s internal lawyers to impart their knowledge and train aspiring lawyers in non-academic skills, such as negotiating, team working and communicating. Since the birth of the Client Services Team in 2017, the scheme has evolved significantly. At the time of writing, over fifty Client Services Associates have benefited from the scheme, and approximately half of our alumni have either qualified as lawyers or obtained training contracts at in-house organisations, or at Magic Circle and Silver Circle law firms.

With a Training Contract lined up for 2025, and having just graduated from university, I was keen to develop the skills they don’t teach you in university. By exposing me to a non-hierarchical culture, varied role and fast-paced start-up environment, Flex Legal’s Commercial Development Scheme has helped me achieve an exceptional degree of personal and professional growth which I may not have acquired in a multinational corporation. My day-to-day role as a Client Services Associate involves onboarding new paralegals, matching paralegals with clients’ requests, taking inbound calls, carrying out compliance checks and managing our paralegal and client relationships. Here’s a snapshot of how the scheme has prepared me for the legal world:

### 1) Unparalleled Network

Flex Legal boasts an impressive clientele of top law firms and FTSE 250 companies, such as Freshfields Bruckhaus Deringer and easyJet plc. To provide a smooth experience, we are taught to value the importance of relationships and to keep clients’ best interests at the forefront of everything we do. By engaging new clients and nurturing existing relationships with partners, HR advisors and general counsel, Client Services Associates are exposed to a professional network which is unbeatable when compared to most entry-level roles in the legal sector. On the paralegal side of the business, we have on-boarded and managed over 6,000 paralegals with various strengths, interests, and journeys into law. The level of responsibility we are given in the scheme helps us to enter the industry with a foundation of contacts, client care skills and the ability to communicate with a diverse range of people.

### 2) Technology

Flex Legal differentiates itself from other alternative legal service providers and recruitment agencies through its use of bespoke software. This powerful software helps us filter and identify the perfect paralegals for client requests so that we can offer a truly on-demand service, without compromising on quality. Flex Legal also adds a personalised touch to the client / candidate matching process. Rather than inundating clients with paper CVs, our software creates engaging, digital catalogues complete with candidate biographies and profile videos.

Apart from our purpose-built platform, Microsoft Office, Salesforce and Google Workspace form the backbone of the team’s daily processes. These technologies allow Client Services Associates to deliver seamless customer service and stay organised in a multifarious role.

It goes without saying that the legal industry is constantly changing. Trainees need to be comfortable in incorporating disruptive technologies into their work. Where the traditional law degree is arguably lacking in practicality for the job market, the Commercial Development Scheme helps graduates become better equipped for the evolving legal tech landscape.

### 3) Commercial Awareness

Commercial awareness involves having a functioning understanding of the business world and how the law influences it. To be able to advise clients effectively, commercial solicitors and barristers need to continually build their commercial awareness. 

One of the best ways to develop this skill is to work for a scale-up business. Due to the fast-paced environment and size of the team, we are encouraged to be flexible and consider how external factors, such as immigration policies, technological developments and a fluctuating economy, could impact our various clients and the way we provide resources. For instance, I remember when the rise of climate activism first brought Leigh Day to us in 2022. Having been inundated with claims against leading vehicle manufacturers who were accused of ‘cheating’ emission laws, the claimant-only firm needed to scale up its team quickly. By helping to develop a more targeted recruitment approach and expediting our processes, I was part of a team that was able to supply Leigh Day with over 150 suitable paralegals across its Manchester, Leeds and London offices. 

From a more internal point of view, the Commercial Development Scheme has encouraged us to consider how our own business can remain successful. By thinking in terms of margins, KPIs and OKRs, we are encouraged to identify short-term and long-term opportunities and to incorporate them in our day-to-day roles.

### 4) Empathy and Teamwork

Flex Legal would not be where it is today without its people. Motivated by a passion for making the legal sector more accessible, the Flex HQ team truly embodies its values of humanness, trustworthiness, and entrepreneurialism.

Despite its small size, the Client Services Team moved mountains last year. We enjoy seeing paralegals thrive in the legal industry. When placements are successful, or paralegals receive further opportunities, it is rewarding for the whole team. When issues arise, we act swiftly to mitigate them, while achieving a balance between the paralegals’ and the clients’ best interests. Interacting with a number of paralegals on a daily basis teaches us to be considerate of the various circumstances that may affect people in life. Through the Commercial Development Scheme, Client Services Associates learn to build empathy and kindness. These ‘human’ traits are indispensable in lawyer / client relationships which depend largely on trust and confidence. 

Overall, I am truly grateful to have been part of Flex Legal’s Commercial Development Scheme. In addition to working with lovely and incredible people, this opportunity has given me the confidence and skills I will need to flourish in my forthcoming legal career. Whether you are interested in working as a paralegal, lawyer or Client Services Associate, I would encourage you to [apply now](https://flex.legal/apply)!

**[Jessica](http://www.linkedin.com/in/jessica-kodilinye-44b519222) joined Flex Legal’s Northern Hub as a Client Services Associate during the interim between the end of her LLB studies and the start of her training contract at [Slaughter and May](https://www.slaughterandmay.com/). Within six months, the role has equipped Jessica with client-facing skills and the confidence to navigate new environments.**

**[JESSICA KODILINYE:](http://www.linkedin.com/in/jessica-kodilinye-44b519222) *“The Commercial Development Scheme is a unique opportunity which has taught me real-world skills in an increasingly competitive legal sector. Through the scheme, I have developed the confidence to seek out new opportunities, handle setbacks, and challenge myself to grow continuously. With a lovely and supportive team at my side, I have thoroughly enjoyed my role at Flex and know that I will greatly benefit from the practical skills I have learnt in my future role as a trainee solicitor.”***

**[Jacob](https://www.linkedin.com/in/jacob-darcy-388a6776/)** **joined Flex Legal’s Northern Hub in 2021 and was quickly promoted to Senior Client Services Associate after contributing to the 200% increase in sales with two of our top clients. Jacob is now a future trainee at [Slaughter and May](https://www.slaughterandmay.com/), and believes the CDS was critical in his search for a training contract.**

[JACOB DARCY](https://www.linkedin.com/in/jacob-darcy-388a6776/): *“The CDS provided me with an opportunity to develop practical commercial skills, negotiate for real with partners, associates, and recruiters alike, and build behind-the-scenes knowledge of legal operations in both private practice and in-house teams. The CDS has prepared me well for life in practice as a trainee and a solicitor thereafter, providing practical tools for success”.*

**[Mosawer](https://uk.linkedin.com/in/mosawer-moneer-1886471bb) worked as a Client Services Associate in Flex Legal’s Lawyers’ Team, before being promoted to Senior Client Services Associate and then Client Services Manager. He is now a trainee solicitor at Dow Jones through [Flex Legal’s Trainee Scheme](/blog/how-to-apply-to-flex-trainee).**

[MOSAWER MONEER](https://uk.linkedin.com/in/mosawer-moneer-1886471bb)**[:](https://uk.linkedin.com/in/mosawer-moneer-1886471bb)*“Taking part in Flex's Commercial Development Scheme was a truly enjoyable and practical experience that marked a significant step in my journey. This was my first role out of university, and I quickly found myself engaging with senior stakeholders from prominent companies and legal teams. This hands-on experience not only enhanced my technical and soft skills but also instilled confidence in my communication. The scheme's unique combination of practical exposure and skill development has been instrumental in accelerating my career growth. I highly recommend the Flex Commercial Development Scheme to those seeking a structured and effective path for honing their skills and advancing their professional journey.”***

**[Laura](https://uk.linkedin.com/in/laura-sandoval-b9b315140)** **gained strong client-facing experience before contributing to Flex Legal’s southern CST as a Senior Client Services Associate. She stayed with the team for more than a year and then undertaking a role as a paralegal at [Campari Group](https://www.camparigroup.com/en).**

[LAURA SANDOVAL: ](https://uk.linkedin.com/in/laura-sandoval-b9b315140)“*The CDS really helped me develop my networking skills. Being able to lead client calls with important stakeholders has made my transition into working as a Paralegal a lot easier as I’m accustomed to speaking and working with important people! Also, it really helped me fine tune my organisational skills. Leading requests and working to different deadlines, helped me learn how to organise myself through todo lists and frequent catch ups.”*

**[James](https://uk.linkedin.com/in/james-lloyd-475a04194) recently worked in Flex Legal’s southern paralegals team as a Senior Client Services Associate, where he effectively managed client requests and liaised with Flex’s sales, marketing and lead gen teams. After making a great impact in his CST role, James was offered a paralegal placement, through Flex Legal, at our client, [DS Smith](https://www.dssmith.com/uk). Following a successful placement, James will soon be joining DS Smith’s in-house team permanently as a commercial paralegal.**

[JAMES LLOYD](https://uk.linkedin.com/in/james-lloyd-475a04194): “*In a competitive legal market, having a welcoming team full of people looking to progress their legal careers just as I was really drew me to Flex. Through the CDS, I greatly developed my commercial knowledge of the legal market and how law firms operate, whilst I also learnt key professional skills such as juggling deadlines, communicating with clients and marketing yourself and your services to law firms. My experiences with Flex through the CDS have been very positive, and have definitely helped me progress my legal career”.*

**[Kieran](https://www.linkedin.com/in/kieran-wright-a323851b7/)** **joined Flex Legal’s paralegals team in 2022 with a training contract at [DLA Piper](https://www.dlapiper.com/en). The Commercial Development Scheme helped him to understand the inner workings of the legal industry and hone his professional skills before undertaking his SQE studies.**

[KIERAN WRIGHT](https://www.linkedin.com/in/kieran-wright-a323851b7/): “*The scheme was a great opportunity to gain exposure to and an understanding of a major part of the legal industry, that being recruitment, and allowed me to develop my professional skills before starting my legal career. Flex’s culture of encouraging colleagues to take on varying responsibilities from an early stage was appealing to me as it demonstrated the confidence placed in us from the outset.”*

**Additional Resources:**

* **[Flex Legal’s Current Job Vacancies](https://flexlegalltd.recruitee.com/)**: **Our Recruitee page is home to all of our current job postings, from interim lawyer positions to Flex HQ roles we would love for you to apply to.**
* [About Flex Legal](/about/)**:** Learn about our history, our company values, our guiding principles.
* **[Flex Legal’s LinkedIn page](https://uk.linkedin.com/company/flex-legal-limited):** **Want to stay up to date with everything going on at Flex Legal? Our LinkedIn is home to regular updates on our job postings, company news, and more!**

Blog Banner Commercial Development Scheme

​Commercial Development Scheme: A New Generation of Lawyers

### **Who are you?**

My name is Bill Galloway, and I’m a user experience designer. I have worked as a digital creative director for 20+ years, helping brands and products improve their digital offering. I have been lucky enough to work with some prestigious brands such as Disney, Ford, Boots, Paul Smith, Manchester United FC, and more. I believe that creating a strong service design offering, innovative product development and beautiful creative design is central to the success of any business in the age of digital communications. This experience allows me to help the Flex Legal team produce stronger service design offerings than ever before. In turn, this will help our clients to embrace the digital transformation and modernisation facing the legal industry.

### **What has Flex Legal allowed you to learn?**

The legal industry is new to me, so I am busy embracing it and learning as much as I can. New industries mean new challenges – which I am finding incredibly exciting! We’ve already done a huge amount of work to understand our user’s journeys in their interactions with our website and online portal. This has allowed us to understand exactly what people want and need from a service like Flex Legal, meaning we can offer increasingly better and slicker services to clients and legal professionals alike.

### **What is your favourite thing about working at Flex Legal?**

I’m always amazed at how people can adapt to difficult and challenging situations. This year has made most of us acutely aware of how important it is to adapt, to embrace the new and challenge some long-standing things which have defined work for the last 100 years. What has surprised and amazed me is how quickly the Flex Legal team embraced this change and even thrived on the challenges it brought. I’m very lucky to be working with such a talented and openminded group of people.

### **What does working Flex-ibly mean to you and how do you do it?**

I think that I have been working flexibly for many years. Having the opportunity to work with larger brands often meant delivering with a global team and the development of delivery and communication methods to allow this has meant that flexible working became central to how I work best. Flex Legal has allowed me to take this a step further – and I now work almost entirely from my home in Surrey with my son Tom and my wife Alison. This has, in no uncertain terms, changed my life and I believe made me a more capable user experience designer.

### **What should I do if I want to learn more about Flex Legal?**

The best way to find out more is simply to talk to us. We are always here and happy to listen! We try to embrace new ways of communicating but we are just as happy to meet for a coffee and a chat (well maybe not this year).

**Additional Resources:**

* *[Bill’s website](http://www.billgalloway.com/). Anyone looking to learn a little more about Bill and his work should take a look through his website.*
* *[This is me: Ally](/blog/this-is-me-ally). A previous version of this blog series, offering a look at Ally, a former Associate on the Flex Legal Commercial Development Scheme.*
* *[This is me: Louie](/blog/this-is-me-louie). Another look at one of our team members (and winner of our Paralegal of the Month Oct. 2020 award), Louie Buckland.*

User experience group

This is me: Bill

Only two things in life are certain; taxes and professional feedback.

Okay, maybe that isn’t quite how the famous saying goes – but it’s still a good point. Regardless of your job title or your position in a company – sooner or later you’re going to have to deal with feedback. Whether giving it or receiving it, there’s no denying the importance of this inevitable aspect of professional life.

Fortunately, earlier this often overlooked topic was the subject of this month’s Junior Lawyer Lunch, in collaboration with [Crafty Counsel](https://craftycounsel.co.uk/) and [LexisNexis](https://www.lexisnexis.co.uk/). Sharing their insights on the art of giving and receiving feedback was [Mel Nebhrajani](https://www.linkedin.com/in/mel-nebhrajani-139ba688/) – Legal Director at the [Department of Health and Social Care](https://www.gov.uk/government/organisations/department-of-health-and-social-care) and[ Rob Povinelli](https://www.linkedin.com/in/rob-povinelli-31350926/) – Talent Development Manager at [Dentons](https://www.dentons.com/en), as well as Flex Legal’s very own [Sophie Gould](https://www.linkedin.com/in/sophie-gould-95832316/).

We covered a lot of great stuff in the call, which we’ve summarised the art of giving and receiving feedback into 4 easy steps:

## **1) Understand the human psychology of feedback**

It’s perfectly understandable to be fearful of giving or receiving feedback. Nobody likes to hear that they’ve done something wrong, just as nobody likes to tell a colleague that they’ve done something wrong. Understanding the background psychology of why feedback is such a hard topic is essential if you’re looking to master it. This was contextualised fantastically by Rob when he explained that the limbic system of the human brain (part of the “mammalian brain”) hasn’t evolved much and is still hard-wired to perceive danger in the same way it always has. Our hunter gatherer ancestors had the same reactions to mortal danger as we do to social danger. If you’ve ever felt complete dread about professional feedback before – your hunter-gatherer ancestors felt the same way when Saber Toothed Tigers were lurking about the underbrush!

## **2) Practice to minimise the fear of feedback**

It’s all well and good to know that the same parts of the brain perceive mortal and social danger, but how can we use this to stop our Tiger-level sense of fear in its tracks? First of all, the right environment can help! You want your colleagues to feel accustomed to sharing feedback so it shouldn’t come as a total system shock. Nurture a work environment where mutually constructive feedback conversations are a routine practice. These conversations don’t have to take long, but the more you have them the more habitual and easy they become. Secondly, recognise that feedback needs to be mutual. Everyone should have a chance to share their view uninterrupted and collaboratively identify how things can improve. Remember – you’re trying to solve problems as a team, not drill into the mistakes of a single person.

## 3) **Find the right phrasing for the conversation**

When grappling with feedback, it’s important to remember that the way you frame the conversation goes a long way. Subtle tweaks in the phrasing and terminology you use can have a surprisingly large impact! As touched upon above, think of the conversation as an opportunity to solve working problems together. One of Mel’s suggestions to do this to try and deliver of ‘feed-forwards’ instead of ‘feed-back’. This really resonated, as it shifts the balance of the conversation away from dwelling on mistakes that have already been made, and instead draws more focus on a collaborative conversation about what can improve in the future next time. It might sound small, but focusing on what’s ahead not only reduces the difficulty of having these conversations, but hugely benefits the long-term effectiveness of a team over time.

## **4) Ask lots of questions**

Having a conversation where feedback is discussed is one thing, but how do you make sure everyone involved can take something away? Easy - ask *lots* of questions, wherever possible. If you’re on the receiving end of some feedback, and you don’t understand what’s being communicated to you, then make sure you do! Ask questions, figure it out, and come away with clear, actionable points. Conversely, if you’re on the giving end of feedback, make sure what you’re trying to communicate has come across. Ask the other person if they can repeat it back to you, or make sure you ask for their thoughts. Everyone should know exactly what has been discussed, and exactly what should be done differently next time? If you’re struggling to have a feedback conversation in a general way, try being more specific. Think of it like this: instead of “*Can I give you some feedback?*” try something more along the lines of “*Can we put our heads together and discuss how we can do this specific task more effectively?*”

So there we have it: 4 steps for mastering the art of giving and receiving feedback. It’s a daunting task that often goes overlooked as an area for improvement and mastery, so hopefully this post has provoked some thought for you about how to navigate this tricky topic. You can also [sign up to December’s Junior Lawyer Lunch by clicking here](https://www.eventbrite.com/e/flex-legal-virtual-lunch-with-lexis-nexis-and-crafty-counsel-december-tickets-130016331347).

### **Additional resources:**

[Ted talk by Joe Hirsch ‘The Joy of Getting Feedback’](https://www.ted.com/talks/joe_hirsch_the_joy_of_getting_feedback). This 8 minute talk delves more deeply into the idea of ‘feed-forward’, and covers the speaker’s personal journey from being terrified of receiving feedback, to loving it as a tool for personal development.

[‘5 top tips for coping with professional mistakes’](https://flex.legal/blog/5-top-tips-for-coping-with-professional-mistakes). Making mistakes is inevitable, but what should you do once you’ve made them? This blog post from last month’s Junior Lawyer Lunch shines a light on how to better cope when this unavoidable part of any professional journey.

Feedback: By colleagues

How to give and receive feedback in 4 easy steps

<a href="https://www.linkedin.com/in/mooreje/">James Moore</a>, <a href="https://flex.legal/">F-LEX’s</a> Co-Founder and CTO, recently ran a webinar in collaboration with <a href="https://www.lawnet.co.uk/">LawNet</a> where he shared his top tips on effectively managing a remote team.&nbsp;James has been managing remote teams for 15 years. These have incorporated different time zones, geographies and cultures, and have made James well-accustomed with the different obstacles which may hinder remote workers. Now managing an entirely remote team, James has found the adjustment to current conditions relatively seamless.The biggest question a remote manager must ask themselves is ‘how can the project progress?’ Fortunately for readers, James has found a few key strategies which help to answer this.<h1 style="white-space:pre-wrap;">Distinguish between co-located and remote teams</h1>When everyone works remotely, there are fewer communication issues because everyone is in the same working environment. However, problems can arise when a team is split, with some working together in the office and some working remotely. This is because the team in the office could agree something verbally which doesn’t get relayed to those working remotely, for instance. Team integration is another big concern. An office environment often leads to lots of informal interactions between team members throughout the day, for instance having a quick chat as you make a coffee or going out together to grab lunch. This strengthens team cohesion and collegiality, however for remote workers it can lead to feelings of isolation and detachment from the rest of the team, which ultimately impacts on efficiency and the quality of work being produced.So what is the solution? If it is possible, try to separate teams into those working together in-person and those working remotely. By doing so, remote workers are less likely to feel that they are missing out on the office environment because the rest of their team is also working remotely. If this distinction isn’t feasible, it is important to address the unequal footing of remote workers. Team meetings play a huge part here because they offer a platform for everyone’s thoughts and problems to be heard and considered equally. Further, regular informal catch-ups between team members and supervisors helps to make remote workers feel included and engaged with the team.<h1 style="white-space:pre-wrap;">Encourage asynchronous communication</h1>In an effective team, everyone is communicating constantly. However not all communication is equal, and it is important to understand the nuances of its different forms. Asynchronous communication means that you don’t expect a response to a message or query straight away, but instead within a reasonable timeframe. Conversely, synchronous communication means that a response is expected almost instantly, and can leave you sitting at your screen waiting for it to appear.James has found that encouraging asynchronous communication and work practices to be the best approach for workflows and enhanced productivity. This is because the stress levels and pressure felt by employees increase when they feel the need to respond instantly to every question they are sent. This can often mean they are ‘firefighting’ by responding to these messages instead of completing more productive work. Asynchronous communication removes this pressure, and means that their thought processes aren’t interrupted by every new notification. As a remote manager, encouraging this communication style is a great way to increase team productivity.<h1 style="white-space:pre-wrap;">But synchronous communication still has its place!</h1>Despite the above, synchronous communication should still be used where appropriate. An example may be daily update meetings with your team. Here, James asks team members what they did the day before, what they are planning to do that day, and what may be preventing them from completing it. This helps people to feel supported, and ensures that work-quality is high and that resources are being properly allocated. James also has 1-to-1 catch ups with his team every two weeks, where he has a wider chat about work and how they are getting on generally. This helps to set goals for each team member, and shows an investment into personal relationships which helps with team cohesion and wellbeing.<h1 style="white-space:pre-wrap;">Deconstruct large tasks</h1>James’s final tip is to break down large pieces of work into smaller tasks which can be more effectively allocated without overwhelming individuals. By doing so, tasks are also more easily reviewed by peers. This contributes to a rigorous quality-checking system, and allows for accountability to be shared between a team for a large project, instead of one person having to carry complete responsibility.<h1 style="white-space:pre-wrap;">Some FAQs about remote management</h1>How do we ensure junior people have enough supervision and are keeping their profile up?&nbsp;It can be tricky for more junior team members to work remotely. James has found the peer-review mechanism useful for collegiate work because it allows junior members to constantly learn, and also for their individual wins to be celebrated. By doing so, confidence within the team also increases, meaning junior members are more likely to reach out for help when they need it.How do you deal with huge email traffic and highlight important messages?&nbsp;We can all be captive to our emails. A simple way to manage emails is to set up labels and tags in your inbox, which help to automatically file away unimportant messages. This leaves your inbox as a ‘to-do’ list, which only contains messages which need actioning and helps avoid distractions.Further, James recommends the book Deep Work: Rules for Focused Success in a Distracted World by Cal Newport (2016). This book helps to break down some of concepts discussed in this post, and highlights the difficulty of returning to a task once your focus has been broken.Do any of you have examples of good practice you have adopted around supervising junior team members?<ul data-rte-list="default"><li>Open door policy: It is important to be approachable and make time for team members, particularly junior members who may have more questions compared to more established colleagues. Making the effort to reach out to your team on an individual basis also helps to create a supportive and collegiate working environment, and stops junior members from ‘suffering in silence’.</li></ul><ul data-rte-list="default"><li>Technology: Zoom, Slack, and OfficeVibe are all pieces of technology that F-LEX uses on a daily basis to stay connected and ensure that an accurate understanding of team morale is being gauged.</li></ul><ul data-rte-list="default"><li>Retrospective meetings: These are held every two months, and allow the team to break down what has gone well recently and what can be improved on going forwards.</li></ul><ul data-rte-list="default"><li>Elevensies: F-LEX has implemented ‘Elevensies’ since the start of lockdown which allows the whole company to catch up informally over a coffee at 11am every Friday. We hold this over Zoom for around 30 minutes, and each week someone sets a trivia quiz. This has been great because it means everyone gets to chat to people in different teams that we may not be working with on a daily basis! </li></ul>

​Commercial Development Scheme: A New Generation of Lawyers

Check Your Distance: How to Effectively Manage Remote Teams

This is me: Bill

How to give and receive feedback in 4 easy steps

Commercial Development Scheme: A New Generation of Lawyers