Newsletter – September 2025

After nearly 7 years on the board of the CLSB my time is almost up. I’ve loved every minute and if you’re a Costs Lawyer with a curious mind and desire to make a difference you should be queuing up to replace me.

I first stepped into a leadership role in 2013. Whilst my early career had been steered (well, dictated…but that’s another story) by my mum, it was my dad who guided me through leadership in the early days. We’d sit in the pub for hours whilst he shared stories from life as a team member and ultimately a business owner.

Among the many things I took from his anecdotes was the importance of integrity. Costs in the 2000s (and perhaps before but, contrary to popular belief, I wasn’t practising then!) was often referred to as the ‘wild west’ and many practitioners appeared to lack integrity.

As my career progressed, I learned from every leader I encountered. Whether good or bad they all shaped who I wanted to be as a leader. One thing became obvious: there’s no single manual for culture or operations. There are principles, yes, but there are also trade offs, judgement calls, and the perpetual reminder that you’ve still got plenty to learn.

That itch to learn is why the CLSB appealed. Here was a chance to combine my private sector experience with a broader purpose: as Costs Lawyers, we don’t just uphold the law; we have a duty to lift the reputation of our profession across the legal sector and beyond.

When I joined in 2019, we were under pressure from the LSB about how we were operating. The mood felt a bit “us vs them”, which is rarely a prelude to productive collaboration or positive outcomes — for the CLSB, for Costs Lawyers, or for the clients we serve.

Not long after I joined, Kate Wellington was appointed CEO. Kate, together with Jacqui Connelly and the team, started turning the ship. A shift in tone, smarter processes, and a renewed focus on outcomes made a real difference. As I write this, the CLSB stands as the only legal regulator assessed as meeting all of the LSB’s regulatory performance measures — no mean feat given where we were!

Personally, I have learned huge amounts from both the executive and non-executive teams. Stakeholder management shifted from a buzzword to a truly effective tool in moving the organisation forward and was pivotal in our improved assessment scores. The importance of considered consistency became clear and led to significant improvements in the efficiency of the board.

The role has also allowed me to challenge myself on topics that don’t necessarily fall within the day-to-day work of a Costs Lawyer such as cyber security and diversity. Diversity remains a broader challenge for the legal sector. The Board meetings were a safe place for open discussion and an opportunity to me to hear the views of others, outside my usual ‘echo chamber’. These discussions also led to clear plans for improvement which we hope will not only impact the CLSB but the wider sector.

Before I joined, I worried about whether I’d be heard and how I’d be perceived. I’m naturally quiet and shy, and I prefer to speak when I have something to add. The board’s inclusive culture meant those worries faded fast. I’ve always felt listened to, and never felt pressured to talk for the sake of it. For any fellow introverts: this is a board where thoughtful contributions beat loud ones, every time.

On the practical side, the role has fitted seamlessly alongside my primary employment (thank you, HF, for the support). We meet quarterly, so the time commitment is real but manageable. Yes, there’s homework, in the form of a fair bit of reading in the run up to meetings, but none of it is wasted. The executive prepares papers expertly, and David Heath, the Chair, runs the meetings with unfussy efficiency, so we spend our time on what matters.

The leadership is in safe hands for the next chapter. Paul Mosson has stepped into the role of CEO with reassuring ease and having seen him in action I’m in no doubt he will keep the CLSB moving forward, positively and with purpose.

As for my board colleagues they are inclusive, committed and collaborative. Despite some questionable sporting allegiances, they are an absolute pleasure to work with. I’ll genuinely miss the energy, the candour and the steady sense that were doing work that matters.

Serving on the board has been one of the most rewarding chapters of my career. It has challenged me, taught me and connected me with great people who care about our profession. If you’re a Costs Lawyer who’s curious about how the profession is shaped, who wants to learn, to contribute, and to help lift standards and reputation then I’d encourage you to apply. You’ll gain new skills, a wider perspective, and a surprisingly enjoyable relationship with board papers. You won’t regret it.

Paul McCarthy
Partner & Head of Costs, Horwich Farrelly