AE: First of all, congratulations on becoming managing partner. What does the role mean to you personally?
HW: Thank you. It’s a hugely exciting opportunity. At one level, it’s about helping to shape the strategy and culture of the firm, but at its heart it’s a people role.
We have around 15 partners in Guernsey and approximately 150 people across the island. A key part of the role is creating an environment where people can thrive, develop their careers and feel supported. What has always motivated me is helping people achieve their potential, and that will be a major focus for me as managing partner.
AE: You’ve spent your entire career with Mourant. How has the business changed during that time?
HW: The transformation has been remarkable. When I joined what was then Ozannes, the firm had around 100 people and operated solely from Guernsey. Today, we are approaching 1,000 people across nine offices.
Although I have technically spent my career with one firm, it doesn’t feel like the same organisation. We’ve grown significantly, expanded internationally and evolved the services we provide. The scale of ambition and opportunity available to our people today is vastly different from when I first walked through the door.
AE: How did your own journey with the firm begin?
HW: After completing my law degree, I returned to Guernsey unsure about what to do next. I was considering moving to London and looking at different career options. While I worked that out, I took a temporary role as a paralegal with the firm.
That temporary role ultimately shaped my entire career. I became the first trainee the firm had ever recruited. At the time, I had to help establish the processes that would enable the firm to train solicitors, but it demonstrated something that has remained true throughout my time here: if you show commitment and potential, opportunities will arise.
Since then, I’ve worked in different roles, spent two years in London and been a partner for the last decade. Every stage of my career has brought new opportunities to develop and grow.
AE: You’re clearly passionate about developing local talent. Why is that so important?
HW: Because I’ve personally experienced the value of being given an opportunity.
Today we support aspiring lawyers through the Solicitors Qualifying Examination route. We have achieved a 100% pass rate so far, and almost all of those who have qualified have chosen to stay with the firm. Some of our earliest SQE candidates are now progressing to become Guernsey advocates.
What’s encouraging is that more young people appear to want to build their careers on the island. There’s also much greater awareness that law is accessible to people from a variety of academic backgrounds. You do not need to have studied law at university to pursue a legal career.
Developing a strong local talent pipeline is essential for our profession and for Guernsey as a whole.
AE: Artificial intelligence is already changing many industries. How significant will its impact be on law?
HW: Enormous. I genuinely believe that over the next five years we will see greater change in the legal profession than we have experienced during the past 25 years.
AI has moved from being an emerging technology to something that is rapidly becoming part of everyday business life.
Our challenge is to embrace those opportunities while ensuring people continue to apply judgement, analysis and critical thinking.
If AI can provide answers instantly, the question becomes: what is the role of the human expert? The answer lies in interpretation, validation, ethical judgement and understanding the wider context. Those capabilities will become even more valuable in the years ahead.
AE: Some people fear AI will replace jobs. Is that a concern?
HW: It’s certainly something many people are worried about, particularly younger professionals entering the workforce.
There’s a perception that younger generations will naturally embrace AI, but many are concerned that it could reduce opportunities at entry level. That is understandable. However, I think the focus should be on learning how to use the technology effectively while also developing the skills that technology cannot easily replicate.
This is not simply a challenge for lawyers. It applies to every profession. The people and organisations that thrive will be those that learn to work alongside technology rather than resist it.
AE: What skills do you think will matter most in the future workplace?
HW: Communication skills are absolutely critical, but they need to be combined with strong analytical ability.
One of the risks with AI is that people accept answers without questioning them. In the legal profession there have already been numerous examples internationally where inaccurate AI-generated information has been relied upon without proper verification.
Alongside analytical thinking, skills such as emotional intelligence, empathy and adaptability will become increasingly important. Being able to understand people, build relationships and adjust your approach depending on the situation are qualities that remain uniquely human.
Those are the skills that clients value and the skills that leaders will need to cultivate in the future.
AE: You’re becoming managing partner at a time when women occupy more senior leadership roles than ever before. How important is that progress?
HW: It’s hugely important, although there is still work to do.
One of the reasons I have stayed with Mourant is its commitment to improving opportunities for women. Jessica Roland became the firm’s first female partner in Guernsey, blazing a trail for the women that have followed, and we have continued to build on that progress.
Today our partnership is close to gender balance, and we are one of only two offshore firms to publish our gender pay gap. Transparency and inclusion are important parts of our culture, and I’m proud of the progress we’ve made.
AE: What would success look like after five years as managing partner?
HW: Success would be looking back and knowing that we embraced change rather than simply endured it.
The legal profession is entering a period of significant transformation, driven by technology, evolving client expectations and changing workplace dynamics. If we can continue to develop our people, support local talent, maintain a strong culture and successfully navigate those changes, then I will be very happy.
Ultimately, leadership is about helping people achieve more than they thought possible. If I can play a part in creating an environment where our people, our clients and our community continue to thrive, then I’ll consider my time as managing partner a success.
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