The Fortes Brief.

01 / OPENING WORDS

Kishan Bhatt / Chief Executive Officer of Kingsley Wood

It is a pleasure to introduce the first edition of the KW Women’s Circle newsletter.

At Kingsley Wood, we believe that a strong business is built on the strength of its people. Creating an environment where individuals feel supported, valued and connected is fundamental to who we are and the culture we continue to build. The KW Women’s Circle is an important part of that commitment.

Since its launch, the network has already achieved so much. From celebrating International Women’s Day to hosting insightful discussions on neurodivergence in the legal profession, creating space for open conversations through the Listening Circle, and launching the KW Mentorship Programme, each initiative has demonstrated the value of bringing people together to share experiences, support one another and learn from different perspectives.

The success of the Women’s Circle is not simply measured by the events it delivers, but by the relationships it fosters, the confidence it builds and the opportunities it creates. Mentoring, collaboration and meaningful connection strengthen not only individuals but our firm as a whole. When people feel empowered to contribute, everyone benefits—our colleagues, our clients and our wider community.

I would like to thank everyone who has contributed their time, energy and enthusiasm to establishing and growing this network. Your commitment reflects the collaborative and inclusive culture that we are proud to champion at Kingsley Wood. I look forward to seeing the Women’s Circle continue to evolve, providing opportunities for professional development, leadership and connection for many years to come. I hope you enjoy reading this first edition and that it inspires even more colleagues to become involved in the exciting journey ahead.

In this first edition of The Fortes Brief, we are pleased to introduce the newsletter committee Chimwemwe Ntata, Yasmin Van der Poel and Fezaa Sheikh who helped shape this publication through the three core sections they each lead. Alongside this, the edition reflects on the wider work and growing momentum of the KW Women’s Circle and its broader committee, including the launch of the network, our inaugural International Women’s Day event, the Neurodivergence and the Law workshop, and the Listening Circle workshop. Together, these features mark the beginning of a network grounded in visibility, connection and meaningful support, while also introducing the people and purpose behind this new publication.

A particularly meaningful feature in this edition is the Listening Circle workshop, which I had the privilege of leading as part of the wider work of the KW Women’s Circle. Designed as a reflective and supportive space, the workshop invited participants to pause, connect and explore themes such as confidence, visibility and support in a more honest and grounded way. Rooted in the values of listening, empathy and psychological safety, it reflected much of what the KWWC seeks to offer as a network: a space where Partners can feel heard, supported and encouraged to show up fully.

Participant feedback spoke powerfully to that experience. One attendee described the workshop as “an enriching” opportunity to reflect on her progression in a holistic way, noting that it helped her “renew my confidence and truly commit to improve.” Another shared that the circle delivered “everything she promised; reflection, connection and exploring confidence, visibility, and support,” adding that within the safe space she felt able to be “vulnerable and open” and “heard with compassion as opposed to being judged.” Together, these reflections speak to the value of creating spaces within the firm where Partners can think deeply, connect meaningfully and leave with greater clarity, confidence and purpose.

02 / FROM THE EDITOR

Avinder Laroya / Founder and Chair of Kingsley Wood Women's Circle

Welcome to the first edition of The Fortes Brief.

As founder and chair of the KW Women’s Circle, it is a pleasure to introduce a publication that reflects not only the life of our network, but the values and vision that sit at its heart. This is more than a newsletter. It is a space for recognition, reflection and connection a place where the voices, journeys and contributions of the Partners across KW can be seen, honoured and shared.

At its heart, the KW Women’s Circle is a space designed not only to support women, but to encourage them to recognise their own strength, share their insight, and become visible in ways that also inspire others. My hope has always been to create more than a professional network in name: to build a safe and supportive space for the consultants of KW to connect, collaborate, grow in confidence and contribute meaningfully to the culture of our firm.

Alongside the development of the Circle, I also designed, developed and launched the KW Mentorship Programme, created for all KW consultants as a further space for growth, guidance and connection across the firm. At the time of this first publication, the programme is already underway with its first cohort, centred on confidence and professional identity themes that sit closely alongside the wider purpose of the KW Women’s Circle and the ethos of this publication.

I am also immensely proud of the women who make up both the newsletter committee and the wider KW Women’s Circle committee. This publication, and indeed this network, would not have come to life without their thought, energy, generosity and contribution. From the outset, it has been important to me that both be developed collaboratively shaped not by one voice alone, but by a shared commitment to creating a supportive, visible and meaningful community within KW.

Our tagline, Feminae in Lege, Fortes in Iustitia Women in law. Strong in justice. reflects both identity and purpose. It honours women in the legal profession while also speaking to the strength, integrity and sense of justice that shape how we lead, contribute and support one another. These are values that matter deeply to me as a Solicitor, Mediator and Arbitrator, and as an ADR expert they continue to inform both my work and the ethos of this circle.

The Bird of Paradise flower, which has become an important symbol for our network, captures that spirit powerfully. It represents visibility, individuality, resilience and upward growth qualities that resonate deeply with the women this circle exists to support. Bold in presence and striking in form, it reminds us that growth can be both grounded and radiant, and that strength and beauty are not opposing qualities, but part of the same whole.

As a Solicitor, Mediator and Arbitrator, I have seen the importance of creating spaces in which people feel heard, respected and able to contribute fully. As an ADR expert, I have seen that when trust, dignity and voice are present, stronger relationships, stronger collaboration and stronger outcomes become possible. That belief has shaped the KW Women’s Circle from the outset. I want this to be a space where women feel safe to be visible, encouraged to use their voice, and supported to thrive not only individually, but together. A space where inspiration is shared, confidence is strengthened, and collaboration is valued.

While this circle is centred on women, it is equally important to recognise the men across our firm whom we value greatly those who support, encourage and help foster a culture in which women can thrive. Strong communities are built not in isolation, but through mutual respect, allyship and shared purpose.

With this first edition of The Fortes Brief, my hope is that we begin to create something distinctive: a publication that is thoughtful, professional and deeply human. Above all, I hope it becomes a place where women feel visible, supported and inspired and, in turn, inspire others to rise alongside them.

03 / OUR PURPOSE

A safe, supportive and purposeful space

The KW Women’s Circle was founded by Avinder Laroya, Founder and Chair, to create a safe, supportive and purposeful space for women across Kingsley Wood to connect, share experiences, build confidence and strengthen their professional visibility.

Women in law bring skill, judgement, resilience and leadership to every part of legal practice. Yet many also recognise the challenges that can come with building a career in the profession from confidence and visibility, to professional identity, work allocation, progression, isolation and the need to be heard in the right rooms. Within the consultant model, where individuals are often building their own practice with greater independence, connection and support become even more important.

The KW Women’s Circle was created in response to that need. It is built around three core pillars: safe professional space, skilled listening and intentional engagement. These pillars are grounded in ADR principles and reflect the values at the heart of the network: trust, respect, confidentiality, constructive dialogue and psychological safety.

The KW Women’s Circle also aligns with Kingsley Wood’s wider vision for a modern, Partner-led and purposeful legal services model. A firm built on talented lawyers, flexible delivery and client excellence is strengthened when its people feel connected, supported and able to thrive. By creating space for confidence, visibility, skilled listening and meaningful engagement, the Circle contributes to the culture that enables women across KW to grow their practices, support one another and bring their full talent to the firm and its clients.

The Circle is more than a programme of events. Through mentoring, listening circles, workshops, speaker sessions and informal connection, it provides practical opportunities for women to build relationships, share knowledge, develop confidence and become more visible across the firm. It is a platform for belonging, growth and opportunity.

The symbol of the KW Women’s Circle is the Bird of Paradise. It represents visibility, individuality, resilience and the confidence to stand in your own colour. It reflects what the Circle seeks to encourage: women recognising their own value, supporting one another and stepping forward without feeling they need to shrink, conform or wait to be invited.

Whether someone has been part of the Circle from the beginning, has recently joined Kingsley Wood, or is hearing about it for the first time, the invitation is the same: this is a space to connect, contribute and be supported.

The message of the KW Women’s Circle is simple: visibility and confidence do not happen by accident. They are built through connection, encouragement and opportunity. When women are supported, confident and visible, they are better able to thrive and the wider firm benefits from the strength, experience and talent they bring.

Feminae in Lege, Fortes in Iustitia

Women in law. Strong in justice.

04 / HER VOICE. HER EXPERTISE. HER PRACTICE.

The profession, the Kingley Wood model and your committee

Her Voice. Her Expertise. Her Practice.

Celebrating the women of Kingsley Wood — and the future they are already building.

The landscape: where women stand in UK law today

The legal profession has never lacked talented women. What it has lacked, at times, is visibility, voice and the confidence to take up space without apology. That is changing but the full picture is more complicated than the headline numbers suggest, and it is worth pausing to understand it properly.

According to the Solicitors Regulation Authority's latest diversity data, collected in summer 2025, women now make up 55% of solicitors across England and Wales up from 48% just a decade ago. Among new entrants to the roll, women represent an even higher proportion: 62% of those qualifying in recent years are female. On the surface, the pipeline looks healthy.

But look deeper and the story shifts. At partner level, women account for only 40% of partnerships overall and that figure falls sharply as seniority increases. Only 35% of full-equity partners are women, dropping to just 31% in the largest firms. At the Bar, women make up 41% of barristers overall, yet just 21% of King's Counsel the very pinnacle of the profession identify as female. The pipeline is full. The progression is not.

Women now account for 55% of UK solicitors — but just 31% of partners in the largest firms.

The pipeline is full. The progression is not.

The EDI data beyond gender reinforces the point. The SRA reports that only 8% of lawyers have declared a disability, against 17% of the wider UK workforce. Around 4.5% identify as LGB+, broadly in line with national figures. Progress has been made across all strands since 2015, but the profession is right to keep asking whether that progress is fast enough.

There is also the question of why women leave. Mid-career departures from traditional firms continue at a disproportionate rate. The barriers are rarely about capability or qualification. They are as many women in law know instinctively about culture, flexibility, visibility, sponsorship and the quiet but persistent sense that one has to work twice as hard to be seen half as clearly.

The KW difference: a model built for real careers

This is precisely why the Kingsley Wood model matters. Consultancy is not a compromise or a retreat from ambition it is, for many of our women, the place where ambition finally has the room it deserves.

At Kingsley Wood, the consultancy structure offers something the traditional firm frequently does not: genuine autonomy. Our partners set their own hours, define their own practices, choose their own clients and build their own teams. They are backed by robust infrastructure including access to Westlaw and Practical Law, a dedicated operations team, marketing support and professional indemnity insurance without the overhead, politics or glass ceilings that can calcify careers elsewhere.

The firm's commitment to diversity is not performative. From its founding, KW embedded inclusion as a core operating principle, not a policy addendum. The Women's Circle is one expression of that commitment in practice: a structured space for connection, mentoring, shared learning and the kind of frank conversation that rarely happens in open-plan offices.

Consultancy is not a compromise.

For many of our women, it is the place where ambition finally has the room it deserves.

The KW model has also proven to be a powerful re-entry route. A number of our partners returned to practice after career breaks for caregiving, health, or simply because the traditional environment was no longer sustainable. They returned not to a lesser version of their careers, but to better ones: on their own terms, with their expertise fully valued.



That matters enormously in the context of the broader profession. The Law Society estimates that up to a quarter of all UK lawyers will be operating as consultants by 2026. Women are a significant part of that shift not because they are opting out of ambition, but because they are opting into something more honest about what a sustainable, successful legal career can look like.

A word about the Women's Circle

The Kingsley Wood Women's Circle exists for a simple reason: women in law deserve their own space to be seen, heard and supported not as a subset of the wider conversation, but as the conversation itself.

The inaugural Women's Circle event on 5 March 2026 drew partners from across the firm and beyond. Attendees described leaving feeling more connected, more empowered and more motivated. Guest speakers brought perspectives that reached far beyond legal practice into leadership, personal resilience and community building. The response was immediate and clear: this matters.

This newsletter is the next step. It is a platform for KW women to share expertise, announce milestones, champion one another and communicate clearly and confidently with the rest of the AIIC group. It is also an invitation to any woman in the group who has not yet used her voice as loudly as she could: this is your space to start.

Because here is what we know: the women of Kingsley Wood are not waiting for permission. They are qualified, experienced, driven, multi-dimensional professionals who have built remarkable practices. What the Women's Circle offers is not validation they do not need our validation. It offers visibility.

Women in UK Law — The Numbers at a Glance

Sources: KW website headcount counted May 2025 – Solicitors Regulation Authority, Diversity in Law Firms’ Workforce 2025. Gender assigned by name/known profile – not self-reported data. Treat as directional.

KW's 37% female partnership is 6 points ahead of the UK's largest firms (31%) — but 3 points behind the national average (40%). The junior pipeline is the main story here: 67% of associates and paralegals are women, and 78% of the operations and support team.

If that pipeline flows upward, the partner figure changes significantly.

The KW Women's Circle: Your Committee

The committee represents the breadth, depth and ambition of the KW community and the support the lawyers receive. From internationally recognised dispute resolution experts to Legal 500-ranked family specialists, from AI law pioneers to domestic abuse advocates with public-facing platforms, each has built something remarkable. If you would like to become involved with the KW WC, please reach out to any of the committee to be included at the next meeting where you are welcome to observe in the first instance.

1 Avinder Laroya

Partner | Real Estate | Commercial | Dispute Resolution | Mediation

Avinder is a triple-qualified Solicitor, Chartered Arbitrator (“MCiarb”) and CEDR Mediator, member of the Civil Mediation Council (“CMC”) with over 20 years' experience in international legal practice. A Fellow of the Royal Society of Arts (“FRSA”) and founder of Minute Mediation, she splits her time between London and Geneva, advising NGOs, corporates and high-net-worth individuals on complex cross-border disputes. She is the driving force behind the Women's Circle and inaugural International Women’s Day event (“IWD”) when Avinder walks into a room, the temperature of ambition rises.

2  Chimwemwe Ntata

Partner | Corporate & Commercial | Technology | Data Protection

Known affectionately as Chim, she brings 15+ years of legal experience across two jurisdictions — qualifying first in Malawi in 2008, then in England and Wales in 2020. After building her expertise in UK insurance and two Top 200 law firms, she now specialises in commercial contracts, AI-related agreements and data protection. Chim is also known for something harder to put on a CV: an infectious energy that makes the people around her better. Her path proves that a non-linear journey is not a detour, it is the making of a remarkable lawyer.

3  Fezaa Sheikh

Partner | Family Law

Fezaa is a family solicitor with over 13 years' experience, an IMI Qualified Mediator, and the holder of an LLM in Human Rights and a Diploma in Sharia & Islamic Law, a combination that is genuinely rare in family practice and invaluable to the clients who need it most. Former Head of Family Law and Practice Manager, she brings leadership alongside expertise. Known for no-nonsense warmth, she supports clients through private children matters, international divorce, financial remedies and domestic abuse cases.

4  Gemma Berliner-Hilliard

Consultant Recruitment Executive | People & Practice Development

Gemma holds a CIPD qualification and a Lean Six Sigma Green Belt — a combination that reflects her dual instincts for people and process. As KW's Consultant Recruitment Executive, she is often the first person a lawyer speaks to when considering the leap to consultancy. Her talent for matching the right people to the right culture is evident in the quality of the community she has helped build. She is also the woman you'll find with the camera at every KW event capturing the moments that make the Women's Circle real.

5  Genevieve Nwodo Wakeley-Jones

Partner | Corporate & Commercial Law

Genevieve is a dual-qualified lawyer (Solicitor of England & Wales, and Barrister & Solicitor of Nigeria) with over 19 years' experience and a client list that includes all four Big Four firms, Shell, Unilever and UK government departments. She holds a First Class LLB from London Metropolitan University and an LLM from the London School of Economics. As Vice Chair of the British Nigeria Law Forum, she is an active architect of international legal collaboration. Genevieve doesn't just advise on transformation, she embodies it.

6  Neera Majithia

Solicitor | Property Law

Neera is a property solicitor based in London, trained at the College of Law, and connected to the wider KW and AIIC community. She has been a warm and engaged presence at Women's Circle events — co-moderating the inaugural IWD panel alongside Genevieve Nwodo Wakeley-Jones — and is valued by colleagues for her expertise and generosity of spirit. With a background spanning residential conveyancing and property transactions, she brings specialist knowledge and a genuine commitment to guiding clients through some of the most consequential decisions of their lives.

7  Yasmin van der Poel

Business Development | Corporate and Commercial Law

Prominent in the KW Women's Circle community, Yasmin is regularly name-checked in internal and external conversations about the firm's culture. A dynamic presence in her local community advocating for women in sport, housing issues and providing the energy for the extra mile in all her efforts.

The KW Women's Circle: Your Committee

The legal profession has spent decades teaching women how to fit into existing structures. The promise of Kingsley Wood and of this Women's Circle is something different: the freedom to build new ones instead.

The women featured in this newsletter are not exceptions. They are indicators of what becomes possible when a firm is genuinely built around its people when flexibility is structural rather than a favour, when community is cultivated rather than assumed, and when women are invited not just to participate in the conversation but to have a seat at the table and lead it.

The most powerful thing any woman in law can do is simple: use her voice — clearly,

confidently, and without waiting for permission.

There is still work to do across the wider profession. Gender pay gaps remain significant in parts of the legal sector. Senior leadership in several practice areas remains heavily male-dominated. Women continue to leave traditional firms at disproportionate rates at the mid-career stage. These are not abstract statistics they represent real talent lost, real ambitions curtailed, real contributions the profession will never know it missed.

But this newsletter is not about what the profession still owes women. It is about what the women of Kingsley Wood are already delivering and about making sure the whole of the AIIC group can see, learn from and be inspired by that.

So to every woman reading this: your expertise has value. Your voice matters. Your practice is worth building loudly.

Welcome to the Women's Circle. You belong here.

05 / OUR COMMUNITY

Reflections from the launch of the KW Women's Circle

Some evenings stay with you.

Not because of the venue or agenda, but because of the conversations that continue long after the room has emptied. The kind of conversations that challenge your thinking, reignite your ambition and remind you of the power of women supporting women.

The launch of the Kingsley Wood Women's Circle, held on a balmy March evening, was one of them.

Held to mark International Women's Day, the event brought together women from across law, business and leadership to explore a theme that felt both simple and profound: Paying It Forward - Influence, Trust and Sustainable Success.

At the heart of the evening was Avinder Laroya, mediator, mentor and the driving force behind the Kingsley Wood Women's Circle and creator of the KW mentoring programme. Avinder's vision was evident throughout the event. Rather than creating another networking forum, she has built a space where women can connect meaningfully, learn from one another and actively support the next generation of leaders. The launch of the mentoring programme felt less like the introduction of a new initiative and more like the beginning of a movement built on generosity, opportunity and shared success.

As guests arrived, there was an immediate sense that this was different from a typical professional gathering. There was warmth in the room. Conversations flowed easily between women who had never met before. Partners spoke with trainees. Business owners exchanged experiences with those navigating the early stages of their careers. There was no sense of competition; only curiosity, generosity and a genuine desire to listen.

The panel discussion, expertly moderated by Neera Majithia and Genevieve Nwodo Wakeley-Jones, brought together three remarkable women whose careers have followed very different paths: Janhavi Dadarkar, Obi James and Juliana Olayinka. Although their journeys differed, each showed that influence is earned not only through expertise, but through authenticity, resilience and generosity and a willingness to create opportunities for others.

Janhavi Dadarkar's career has spanned law, business, government affairs and board leadership. Having begun her career in leading City of London law firms, she jokingly describes herself as a "liberated lawyer", having left legal practice to build and lead her own businesses. She first became an equity partner in an India-focused advisory firm at a time when India was far from the business destination it is today. She is now Chief Executive of A4BE, Leadership Programme Lead for the Institute of Directors and holds a portfolio of board and advisory appointments focusing on governance, risk and strategic growth.

Throughout her career, Janhavi has often found herself being one of the first people like her in corporate boardrooms and leadership circles, where assumptions about young ethnic women often meant she had to work twice as hard to establish credibility. Yet her reflections were never framed around personal achievement or the obstacles she had overcome. Instead, she spoke thoughtfully about changing mindsets, strengthening professional ecosystems and creating opportunities for others to succeed.

Many in the audience were visibly moved as she shared personal stories of navigating a profession during a period when cultural expectations were not always aligned with her own values or, indeed, what many would consider acceptable today. Her honesty resonated because it was delivered without bitterness or self-congratulation. Although her career has taken her into rooms alongside leading figures in media, film and sport, she wore those experiences lightly. Rather than using them to elevate herself, she reflected on how they had broadened her perspective and strengthened her determination to create more space for women and for those whose voices are too often overlooked. It was a powerful reminder that leadership is measured not by the doors we walk through first, but by how many others we help through afterwards.

Obi James brought a thoughtful perspective on values-led leadership, reflecting on the importance of remaining true to personal values while navigating change and embracing new opportunities. Her contribution reminded the audience that confidence is rarely something we are simply born with; it develops through experience, through the support of others and through a willingness to step beyond our comfort zones.

Juliana Olayinka closed the panel with reflections on purposeful leadership and the importance of ensuring that success has an impact beyond our own careers. Her contribution centred on building communities, supporting others and recognising the strength that diverse perspectives bring to organisations.

Together, the three speakers demonstrated that there is no single blueprint for leadership. Their careers have followed different routes and presented different challenges, yet they were united by a common belief: that the greatest measure of success is not what we achieve for ourselves, but what we make possible for others.

As I listened to each speaker, I found myself reflecting on the invisible threads that shape every successful career. We celebrate hard work, resilience and determination, and rightly so. Yet we speak less often about the people who quietly help make those journeys possible: the mentor who offers wise counsel, the colleague who makes an introduction or the leader who sees our potential before we recognise it ourselves.

None of us truly succeeds alone.

That thought stayed with me throughout the evening. I found myself thinking about the women who have influenced my own career. Some offered practical advice. Others demonstrated leadership simply by the way they treated those around them. A few probably have no idea of the impact they had. Yet each helped shape the person and professional I became.

Too often, discussions about women in leadership focus on the barriers we face. Those conversations remain important, but the KW Women's Circle offered something equally valuable: a celebration of what becomes possible when women actively champion one another.

As the evening progressed, I was reminded that influence is not reserved for those with impressive titles or positions of authority. It belongs to all of us. Every introduction we make, every opportunity we share and every word of encouragement we offer has the potential to change someone's future.

The launch of the mentoring programme embodies that philosophy perfectly. Mentorship is often viewed as something one person gives to another. In reality, the best mentoring relationships transform both people. Knowledge is exchanged, confidence grows and perspectives widen. The result is stronger individuals, stronger organisations and stronger communities.

As the formal discussion drew to a close, nobody seemed in a hurry to leave. New introductions were still being made. Ideas were being exchanged. Future collaborations were already beginning to take shape. There was a palpable sense that this was not the end of a conversation but the beginning of many more.

I left the event thinking about legacy.

Not the legacy measured by job titles, billable hours or professional accolades, but by the legacy we leave through people. The confidence we inspire. The opportunities we create. The doors we choose to hold open.

The launch of the KW Women's Circle was certainly a celebration of women, but it was also a reminder of something much larger. Leadership and kindness are not opposing forces; influence and generosity are not at odds with ambition. The women gathered that evening demonstrated that true leadership is not simply about reaching the top; it is about ensuring others have the opportunity to climb alongside us.

Perhaps that is the true meaning of paying it forward: not a single grand gesture, but a conscious daily choice to use our experience, our influence and our success to make the path a little easier for those who follow.

If the launch of the KW Women's Circle is anything to go by, that future is already taking shape.

06 / CREATING SPACE TO BE HEARD

Reflection, confidence, visibility, and support

Original edition context: September and October 2026 dates and future-tense event references below are retained from the contributor copy. Please contact the Circle for current arrangements.

“I felt heard with compassion as opposed to being judged.”

— Amreet Notta

“I was surprised to see myself confront my setbacks, renew my confidence and truly commit to improve.”

— Chimwemwe Ntata

On 29 May 2026, the KW Women’s Circle hosted its first Listening Circle at Carter Lane, facilitated by Avinder Laroya, Founder and Chair of the KW Women’s Circle.

The session was open to the wider firm and created as a safe, reflective space for colleagues to pause from the pace of legal practice and take part in a different kind of professional conversation. Its focus was on professional identity, confidence, visibility and support within the consultant model themes that are relevant not only to women, but to anyone building their practice, navigating independence and seeking a stronger sense of connection within the firm.

Grounded in ADR and restorative principles, the Listening Circle was not a panel discussion, presentation or traditional networking event. It was a carefully held conversation built around trust, respect, confidentiality, psychological safety and skilled listening. Through structured reflective questions and guided discussion, colleagues were invited to look honestly at where they felt confident, where they needed support and what one meaningful professional commitment they could take forward.

The reflections shared after the session captured the value of creating space to be heard. Amreet Notta described the Circle as delivering “reflection, connection and exploring confidence, visibility and support”, adding that the safe space allowed her to be “vulnerable and open” and to leave with practical tools rather than “overwhelm or more lists to follow up on.”

Chimwemwe Ntata described the session as “an enriching workshop” that encouraged “deep reflection and honest discussions around professional confidence, visibility and support.” She reflected that the session helped her gain better clarity on the areas where she is thriving within the consultancy model, and the areas where support from others would be valuable.

Following the session, attendees continued the conversation over an enjoyable lunch at The Ivy, providing a further opportunity for informal networking, connection and collaborative support. The photograph from the day captures the spirit of the event: thoughtful conversation, professional warmth and the value of coming together beyond the day-to-day demands of legal practice.

What emerged from the Listening Circle was thoughtful, honest and generous a reminder that professional confidence is not built in isolation, but through connection, encouragement and meaningful dialogue.

Following the success of the first session, a second Listening Circle will be held in October on Growth, Progression and Commercial Confidence. This next Circle will continue the KW Women’s Circle’s commitment to creating spaces that support confidence, visibility, belonging and a more connected firm culture.

Feminae in Lege, Fortes in Iustitia

Women in law. Strong in justice.

07 / PEOPLE & SPOTLIGHT / THE BRIGHT

The Bright, Bold, & Brave

Introducing Fezaa, a bright female lawyer who has recently been awarded the British Muslim Award titled Outstanding Achievement Trailblazer Lawyer Award 2026! I heard news of the award on the Kingsley Wood Women’s Circle (“KWWC”) forum. Although she was grateful for the recognition, she seemed almost nonchalant about it, as if it was merely one of those ordinary achievements in life unworthy of anything more than a passing remark and a few clapped hands. Such modesty is not permitted!

I later learned that she received the award in recognition of her several achievements, including excellent client reviews, her devotion in representing and engaging with her community, and her volunteer work in Zambia back in December 2024. During her 2 week visit in Zambia, she taught, took part in educational activities and provided learning resources to children in local schools to empower them and promote their educational needs. This is not the first time for Fezaa to get a similar recognition; in 2025, she was a finalist for the Civil Lawyer of the Year for the Asian Legal Awards.

You never truly know a person unless you dig deeper beneath the surface. I also learned that Fezaa devotes a significant proportion of her time to improving access to justice for women and children in her community. She has been recognised on the Pro Bono Recognition List for 3 consecutive years, contributing more than 25 hours of pro bono legal assistance annually in aid of the underprivileged people who desperately need legal support.

Fezaa also has a passion to support and mentor the next generation of female lawyers, creating a safe space for them to flourish. She is committed to helping other women thrive and, when she thrives, she takes everyone along the journey. She is an ambassador for Ladies of Law, an initiative to support and empower women in the legal profession. She also serves as a Wellbeing Lead at KW, promoting personal and professional wellbeing as part of the KWWC initiative.

Clearly, Fezaa is a beacon of light for other women and her community. It also takes a bright and switched on mind to juggle all these responsibilities with such grace. What a trailblazer!

Fezaa's Practice

If you thought that was impressive, Fezaa’s professional background offers even more to admire. She qualified as a solicitor in March 2019 and has been practising Human Rights, Family Law and Immigration Law since 2021. I doubt this article could do justice to capture the breadth of her current work across the multiple hats she wears. In short, Fezaa wears several formidable hats: she is a Partner at Kingsley Wood, Head of Family Law in Harrow and a Practice Manager at a South London firm where she oversees practice management, supervises trainee solicitors and mentors junior colleagues. As if that were not enough, she is also a civil and commercial mediator in both New York City and United Kingdom.

Fezaa now specialises in Family Law and has developed a niche practice in Sharia and Islamic Law to help other women dealing with divorces from religious marriages that have distinct implications under the English legal system. She also stands alongside women experiencing domestic abuse and children made vulnerable by relationship break downs; her work spans financial remedies, domestic abuse matters, and child arrangements.

Fezaa serves international clients and regularly travels to the UAE, where some of them are based. If you would like to know more, do make time to hear from Fezaa on the Women in Leadership panel on 10 March 2027, hosted by the Women in Law Society in partnership with SOAS University!

Inspirational Corner

Fezaa’s words of encouragement to other women are both generous and direct: “Take hold of the opportunities in front of you. Where there are none, create them. Do not live with regret. You may ask yourself, ‘Can I do it all?’ Yes, you can.”

Personal Facts

Fezaa appears to be living faithfully by her bucket list. She has travelled to 34 countries, 28 of them in the past five years alone. Her sense of adventure is unmistakable: she has gone skydiving and once walked two lions in Zambia. I am very glad she returned in one piece; this is certainly not one to try at home!

Fun Fact

Interestingly, Fezaa qualified as a hairdresser at the age of 17 before embarking on her legal career. She is rarely without her red lipstick, however busy the day may be. For her, it represents resilience, confidence, and the courage to show up unapologetically. She once lent her red lipstick to another advocate, who later confessed that it gave her the confidence to present her case properly in court.

I admitted that I, too, have occasionally felt the power of a red lip, and I accepted Fezaa’s challenge to wear mine to our next meeting!

08 / PEOPLE & SPOTLIGHT / THE BOLD

The Bright, Bold, & Brave

Avinder’s boldness was clear from the moment she spoke at the launch of the Kingsley Wood Women’s Circle on International Women’s Day (“IWD”). I listened with keen interest as she shared her vision for a safe, purposeful space where women lawyers could find their voice, build confidence and gain visibility both within and beyond Kingsley Wood. She invited us to support one another through the Circle’s initiatives, each designed to lift women professionally and create lasting opportunity. Having experienced what it means to feel unheard or unseen, Avinder is determined to advocate for other women lawyers and help them build greater influence in law. Her leadership is courageous, generous and deeply intentional.

One of such safe spaces created was the Listening Circle Workshop that I also attended following the IWD in May this year. The session was enriching and thoughtfully structured, with questions that encouraged me to reflect on my practice and to formulate strategies to strengthen my professional confidence. I was impressed by the techniques employed by Avinder to encourage genuine listening and open sharing. When we spoke a few weeks later, she discussed how she used Restorative Justice techniques to allow participants to listen and share in a structured way at the workshop. This approach reflects her broader experience in dispute resolution and her belief that conflict is rarely one-dimensional. Avinder values diversity of thought and recognises that cross-cultural disputes require nuanced, culturally aware approaches to resolution.

When I asked what inspired her to lead, Avinder reflected on the mix of good and poor leadership she has experienced throughout her career. These have helped shape the kind of leader she wanted to become in her career; one that builds bridges through her ADR skills. She champions compassionate leadership by giving others the space to be themselves so that their confidence can grow.

Avinder is a formidable leader and a nurturing force for the women around her. I am excited to see her at the forefront of the Kingsley Wood Women’s Circle and wish her success with the inspiring initiatives she has created!

Avinder's Practice

Avinder is a triple qualified legal professional: she is a solicitor, an arbitrator and a mediator. As a commercial solicitor specialising in International Dispute Resolution, she has seen why alternative dispute resolution is often preferred; litigation process can be expensive, time-consuming, overly procedural and frustrating for the parties involved. Avinder favours a more collaborative and thoughtful approach to dispute resolution.

As a mediator, she draws on psychology and an understanding of human behavioural science alongside her legal experience. In her experience, parties often need more than a legal outcome; they may also need a safe space for constructive thinking, an opportunity to feel heard and, where appropriate, to apologise and mend damaged relationships. Arbitration can be an effective alternative to litigation where parties require a private binding determination, while retaining greater flexibility over the process. Parties may choose an arbitrator with relevant expertise and agree important aspects of the process, including the applicable law, seat and language of the proceedings. The process is expert-led and confidential, which can help preserve important commercial relationships. Although arbitration does not offer the same opportunity for relationship repair as in mediation, its private and commercially focused nature can help parties manage disputes more discreetly. This can be particularly important in sectors such as oil and gas or construction where supply chains may be closely connected and relationships are vital for business continuity.

When I asked which process parties tend to prefer; Avinder explained that it depends on the nature of dispute and the outcome the parties wish to achieve. Mediation allows parties to retain control over the outcome, whereas arbitration results in a binding decision made by the arbitrator. Statistically speaking, mediation has a high success rate for parties that willingly enter the process. The flexibility of arbitration can give parties greater control over the process, while the resulting award can generally be recognised and enforced internationally. Practical enforcement issues may still arise depending on the jurisdiction and the location of the losing party’s assets.

Avinder’s commercial interests are diverse and include technology, legal tech, AI ethics, responsible AI adoption and the role of alternative dispute resolution during organisational change. She is particularly interested in how technology can be used responsibly while keeping trust, human judgement and psychological safety at the heart of innovation.

Inspirational Corner

To other women, Avinder offers this powerful reminder: “Do not shrink your light to make others comfortable. The world does not need a quieter version of you, it needs the woman who has survived, risen, learned, and still chooses to lead with courage.” Her words felt deeply personal when she urged us not overthink how others might perceive us, especially when trying to fit in. As she explained, there is power and strength in diversity, something we should be proud of. She recalled feeling pressure earlier in her career to “fit in”, until she realised there was greater strength in embracing who she truly was and recognising the value of her own voice.

Personal Facts

For such a bold leader, Avinder shared that she was in fact shy when younger and believes she still is at the core. With the support of a strong family, she has been able to push her boundaries, essentially overcoming her own limitations.

Avinder’s life outside work is as vibrant and thoughtful as her professional journey. She loves unwinding with a good book, baking, exploring international cuisine, travelling, discovering new places, enjoying fine wine through vineyard visits, and immersing herself in classical music and opera. She often hosts multilingual dinners with friends and family, using food and language as a way to connect, learn and bring people together. By choice, Avinder traded the busy London city life for the calmer Swiss life surrounded by nature. The outdoors gives her peace, whether she is hiking, mountain walking or sailing. She is eco-conscious, values the healing power of plants and embraces alternative health remedies. It was interesting to learn that she practices Yoga mindfulness and meditation to ground her thinking and connect with herself.

Beyond her legal practice, Avinder’s passion for peacebuilding, dialogue and human connection shines through. She has spoken at conferences and led workshops on cross-cultural conflict, effective communication, deep listening, restorative approaches and creating safe spaces for challenging conversations. This work reflects not only her professional expertise, but also her genuine belief that understanding, connection and constructive dialogue can transform the way people relate to one another.

Fun Facts

Although Avinder is an avid leader and ambitions, she can strip off the professionalism and enjoy the moment. Karaoke and dancing are among her favourite ways to unwind, release stress and simply let go. She also has a spark for futuristic technology and AI and is already cooking up her next entrepreneurial venture. I would not be surprised if her next big idea includes a robot assistant with a karaoke mode. I cannot wait to hear what she brings to life next!

09 / PEOPLE & SPOTLIGHT / THE BRAVE

The Bright, Bold, & Brave

Speaking publicly about a health condition takes courage, especially when it involves a neurological condition. There is significant stigma around neurological differences, particularly in the corporate sector. Employers are increasingly paying more attention, creating inclusive workplaces to accommodate neurodivergent employees. Victoria’s decision to share her experience as a consultant lawyer with an ADHD diagnosis and autistic traits is especially brave.

Earlier in May, we had an expert-led online workshop titled ‘Neurodivergence in Law’ where Victoria was featured alongside Emily Haslam-Jones; a Coach and Neurodivergence and Trauma Specialist. During the session, the pair shared powerful insights on neurodivergence, including the joys and challenges of navigating this health phenomenon in legal practice. Victoria shared how Emily has supported her to understand herself, gain confidence and cope in the ever-demanding legal sector.

Profound was Victoria's account of a deeply traumatic emergency situation years ago. Her condition, combined with a lack of understanding from those involved, escalated the incident and left her feeling vulnerable. When I asked what inspired her to speak about neurodivergence, Victoria explained that awareness is important because it helps both men and women better understand neurodivergence and become more inclusive. So, when the opportunity arose to share her journey, she chose to involve her coach, Emily.

Victoria believes neurodivergence can present differently in women, and she wanted other women lawyers to recognise these traits and apply the practical tips she and Emily shared in their professional lives. Some of us who attended did not have a diagnosis, but we still related to certain traits. I felt especially relieved to know I was not alone in having heightened organisational skills and an intense attention to detail.

It is a misconception that neurodivergent people use their differences to seek an easier path through life. On the contrary, I learned that neurodivergent people can have a capacity for hyperfocus that allows them to specialise in highly complex areas of law. They can also be skilled multitaskers. Victoria speaks six languages: English, French, Dutch, Russian, Korean and Hebrew. In addition to practising law, she has practised and taught GiCheon for the past 25 years. She completed her PhD in anthropology at Leiden University in the Netherlands, focusing on GiCheon (氣天) and similar practices. Victoria continues to publish books and scholarly articles and speaks at international academic conferences on immortality practices in contemporary Korea.

As Victoria shared, neurodivergent people can find it difficult to excel in other areas of life, such as making small talk or relaxing enough to watch a film. To some extent, it can feel as though they have an abundance of energy that needs to be channelled into productive activities.

Well done Victoria for being proud of who you are and for being brave!

Victoria's Practice

Victoria is a corporate and commercial solicitor specialising in consumer rights, contracts and M&A. She joined Kingsley Wood two and a half years ago as a consultant solicitor. Her work includes helping businesses obtain FCA authorisation, often a lengthy and complex process; supporting SMEs with correcting historical Companies House filings; incorporating and managing Community Interest Companies (“CICs”); and advising on fintech law and regulation.

Victoria earned a law degree in Israel and practised there for several years then moved to Korea for a while before moving to Europe to study anthropology. She later pivoted back to law and qualified as a solicitor in England and Wales.

Inspirational Corner

When asked what wisdom she would share with women lawyers, Victoria’s answer was simple: “Women are stronger together.” She believes women can draw on resources rooted in matriarchal societies; we simply need to remember that those resources are there.

Personal Facts

Victoria has lived in 5 countries and speaks 6 languages, giving her a broad and diverse perspective. She has roots in the former Soviet Union; her mother is Jewish and her father was Korean. She says she has adapted well. After completing her PhD in the Netherlands, she decided not to pursue an academic career. Instead, she moved to England 7 years ago, initially settling in Manchester, moving to Newcastle-upon-Tyne before relocating to London.

Victoria says she has been on a difficult journey of self-understanding and is only recently discovering who she is. In her words, she is exacting about words and meaning: precise and focused on accuracy. While accuracy is important for someone with her traits, it can also make it difficult to relate to others.

Fun Facts

Victoria loves swimming in the sea, but when she lived in Newcastle-upon-Tyne, the water was cold for most of the year. When a recruiter approached her about potential roles, she hoped to move closer to warmer waters in the south. That is how she came to live in Hastings, where she can enjoy the sea while still working in London. Victoria is truly living the life! She lives on the beachfront, just 3 minutes from the sea.



Victoria does not really believe in free time; she feels there is always something productive to do, such as walking or hiking. She also enjoys martial arts and self-preservation. She confirmed that she wears one “hat” at a time to avoid confusion. Relaxation remains a challenge, and she only started watching Netflix recently. She is learning, however, that rest is not a waste of time but an important part of life.

If I ever meet Victoria while she is wearing her GiCheon “hat”, I will know not to ask her about the law!

10 / LEGAL INSIGHT

Tim Carswell / Five areas organisations should consider

Artificial intelligence is now central to digital transformation strategies across almost every sector. Organisations are increasingly integrating AI into core business functions, from decision-making and customer engagement to operations and risk management. However, the pace of adoption has outstripped the development of robust controls, leaving organisations exposed to a rapidly evolving landscape of legal, regulatory and commercial risk. 

To effectively identify and mitigate these risks, organisations should focus on five key areas when deploying AI systems: regulation, governance, data privacy, intellectual property, and commercial contracts. 

Regulatory Landscape – UK and EU

The UK has adopted a decentralised, principles-based approach to AI regulation. Rather than introducing a single AI-specific statute, sectoral regulators such as the ICO, FCA, CMA, and Ofcom are issuing guidance aligned with five core principles: safety, transparency, fairness, accountability, and contestability. 

This flexible approach allows innovation but places the burden on organisations to interpret and apply these principles in practice. Increasingly, regulators expect evidence of risk assessments, explainability mechanisms, human oversight and ongoing monitoring. 

In contrast, the EU AI Act introduces a comprehensive, rules-based framework with extraterritorial reach. Organisations operating in or supplying into the EU must comply with strict requirements, particularly for high-risk AI systems. These include conformity assessments, technical documentation, data governance standards and post-market monitoring. The divergence between UK and EU regimes creates additional complexity for cross-border businesses. 

Governance

Effective governance is critical to ensuring AI systems operate safely, ethically and in line with regulatory expectations. Poor governance can lead to legal liability, reputational damage and operational failure. 

Key risks include unclear accountability, lack of board oversight, ethical concerns such as bias and model drift where system performance deteriorates over time. 

Organisations should implement structured governance frameworks, including clear ownership of AI systems, regular model validation and testing, ethical review processes and defined escalation procedures. Embedding governance at both operational and board level is increasingly seen as a regulatory expectation rather than best practice.

Data Privacy and GDPR

AI systems are inherently data-driven, creating significant exposure under the UK GDPR and Data Protection Act 2018. Many AI use cases involve large-scale data processing, profiling, and automated decision-making, all of which carry heightened regulatory scrutiny. 

Key risks include processing personal data without a valid legal basis, failing to provide adequate transparency, and generating biased or discriminatory outcomes. Generative AI tools also introduce risks around data leakage, particularly where sensitive or confidential information is input into external systems. 

To mitigate these risks, organisations should conduct Data Protection Impact Assessments (DPIAs), implement data minimisation principles and ensure clear and accessible privacy notices. Robust technical and organisational measures should be in place to safeguard data, alongside thorough due diligence on third-party providers. 

Intellectual Property

AI raises complex and evolving intellectual property issues. Organisations must consider both the inputs used to train AI systems and the outputs they generate. 

Key risks include using datasets without proper licensing, generating outputs that infringe third-party rights and uncertainty over ownership of AI-generated content. In many jurisdictions, copyright protection may not apply to purely AI-generated works without sufficient human input. 

Mitigation strategies include auditing training data for provenance and licensing rights, clearly defining ownership of outputs in contracts, and restricting the reuse of data by AI vendors. Organisations should also implement internal policies governing the use of public AI tools to protect confidential information. 

Commercial Agreements

Robust contractual frameworks are essential to allocate risk and ensure accountability in AI deployments. Many organisations rely on third-party vendors for AI solutions, making contractual protections critical. 

Key risks include unclear liability for errors or system failures, lack of transparency into how AI models operate and vendor lock-in due to limited portability. 

Contracts should include clear performance standards, warranties and service levels. Organisations should seek transparency obligations, data protection safeguards, audit rights and indemnities covering intellectual property and regulatory breaches. Exit provisions are also important to ensure flexibility if systems underperform or regulatory requirements change.

Practical Steps for Organisations

In addition to legal compliance, organisations should take practical steps to embed responsible AI use across their operations. This includes training staff on AI risks, establishing internal policies for AI usage and regularly reviewing systems to ensure ongoing compliance. 



Organisations should also monitor regulatory developments, as the legal landscape is evolving rapidly. Proactive engagement with legal and compliance teams can help identify risks early and avoid costly issues later.

How Kingsley Wood Can Help

Kingsley Wood’s AI team combines expertise across commercial, regulatory and dispute resolution matters to support organisations navigating AI-related risks. We provide tailored advice on governance frameworks, regulatory compliance, contract structuring and risk mitigation. 

We also offer a complimentary AI Audit to help organisations identify key risks, assess current controls and develop practical strategies for safe and effective AI deployment.

11 / LEGAL INSIGHT

Avinder Laroya / Why Agentic AI Needs a Dispute Resolution Architecture

The conversation around artificial intelligence has moved on.

We are no longer only asking what AI can produce. We are beginning to ask what increasingly autonomous systems should be allowed to do.

That shift matters.

An AI tool that drafts a document or summarises information remains, in most cases, one step removed from the final decision. A person can review the output, question it and decide whether to act on it.

Agentic AI changes that relationship.

An AI agent may be authorised to negotiate with suppliers, communicate with customers, access confidential information, initiate transactions or make decisions across several connected systems. The technology is no longer simply supporting human judgement. It is beginning to exercise delegated authority.

At the AI for Good Global Summit in Geneva, that change was increasingly visible. One of the significant announcements was the International Telecommunication Union’s launch of its Focus Group on Trust and Identity for Humans and Agentic AI.

The initiative will consider issues including trusted identity, interoperability, lifecycle assurance and the continuing assessment of autonomous AI agents.

It is an important and timely development.

If organisations are going to rely on AI agents, they need to know which agent acted, who deployed it, what authority it was given and whether that authority remained valid at the time of the action.

But identity is not the end of the governance question.

It is the beginning.

The more difficult question arises when an agent is properly identified, validly authorised and still makes a decision that someone disputes.

That is where identity stops being the complete answer and dispute resolution architecture becomes essential.

The Question That Comes After Identity

Identity frameworks help answer some fundamental questions.

Who or what is the agent?

Which organisation does it represent?

What permissions has it been given?

Can its actions be traced?

Can its authority be restricted, suspended or revoked?

These are necessary foundations for trusted agentic AI. Without them, organisations will struggle to distinguish authorised activity from error, manipulation or fraud.

But even a perfectly identified agent can produce a disputed outcome.

Imagine an autonomous procurement agent that accepts revised supplier terms late on a Friday afternoon.

The agent is genuine. Its credentials are valid. It is technically permitted to negotiate and accept amendments. The transaction falls within the financial limits programmed into the system.

On Monday morning, the business discovers that the revised terms include a longer commitment, a broader indemnity or a limitation-of-liability clause that no one intended the agent to accept.

The supplier says a binding agreement has been reached.

The business says the agent exceeded its intended authority.

The technology provider says the system operated exactly as configured.

Identity helps establish what happened.

It may show which agent acted, which permissions were used, what information the system considered and when the agreement was accepted.

But it does not resolve the disagreement.

The real dispute concerns authority, intention, responsibility and legal effect.

Was the agent legally authorised to bind the business?

Was it merely technically permitted to take the action?

Should the supplier have understood that certain terms required human approval?

Was the problem caused by the system, its configuration, the organisation’s instructions or the contractual structure surrounding its use?

An identity framework can help reconstruct the event.

It cannot determine what should happen next.

What Is a Dispute Resolution Architecture?

A dispute resolution architecture is the organisational framework through which contested AI actions are recognised, examined and resolved.

It is broader than a complaints process.

It is also broader than a contractual dispute resolution clause.

It is the structure that connects AI governance with legal responsibility, organisational accountability and access to remedy. The concept starts from a simple premise: if an organisation gives an autonomous system the ability to act, it should also be prepared for the possibility that the action will be challenged.

That challenge may come from a customer, supplier, employee, professional adviser, regulator or another part of the organisation. It may concern a financial decision, a contractual commitment, the use of confidential information, the treatment of an individual or the commercial consequences of an automated action.

The issue may not be that the technology failed.

The system may have operated as designed.

The dispute may arise because the design did not reflect the organisation’s true intention, because authority was not clearly defined or because different parties interpret the same action in different ways.

A dispute resolution architecture provides the institutional setting in which those questions can be addressed.

It enables an organisation to move from asking, “Did the agent act?”, to asking, “Should the action stand, who is responsible and what response is appropriate?”

That distinction will become increasingly important as AI systems move closer to the point of decision.

Why the Need Has Become Urgent

The need for dispute resolution architecture is not theoretical.

It follows directly from the changing nature of AI adoption.

Until recently, much of the governance conversation focused on the reliability of outputs. Organisations were concerned about hallucinations, bias, data protection, confidentiality and the need for human review.

Those risks remain.

But agentic AI introduces a different category of exposure: the consequences of autonomous action.

Once an AI system can act across business processes, the distance between the original human instruction and the final outcome increases.

A person may define an objective.

A development team may configure the system.

An external provider may supply the model.

Another provider may host the infrastructure.

The agent may then interact with several platforms or other agents before producing an outcome.

By the time the action is challenged, responsibility may be spread across multiple people, systems, providers and contracts.

That fragmentation is one reason the issue is urgent.

Traditional dispute processes are usually built around identifiable parties and relatively clear chains of decision-making. Agentic AI may produce disputes in which no single person made the final decision and no single provider controlled the whole process.

The organisation may know which agent acted but still struggle to determine who bears responsibility.

The customer or supplier affected by the decision may have no contractual relationship with the technology providers involved.

The providers may each point to a different part of the system.

The internal teams may disagree over whether the issue is technical, legal, operational or regulatory.

Without an existing dispute resolution architecture, the organisation may be forced to design its response in the middle of the dispute.

That is rarely the best moment to decide who has authority, what evidence is required or which process should apply.

Technical Trust Is Not Institutional Trust

Much of the current debate around agentic AI is concerned with technical trust.

Can the agent be authenticated?

Is the system secure?

Can its actions be traced?

Did it act within its permissions?

These questions are vital.

But businesses also depend on another form of trust: institutional trust. Institutional trust is the confidence that, when a decision is challenged, the organisation has a fair and credible process for addressing it.

A customer may accept that an AI agent made a decision. What they may not accept is being told that the system followed its rules and that nothing more can be done.

A supplier may understand that an autonomous agent accepted contractual terms. What matters next is whether the business will recognise the agreement or challenge the agent’s authority.

An employee may be informed that an AI-enabled system contributed to a workplace decision. The deeper question is whether that decision can be questioned by someone with the authority to reconsider it.

An explanation is not the same as a remedy.

An audit trail is not the same as a resolution process.

A technically accurate record may establish how an outcome arose without determining whether the outcome was fair, authorised or legally effective.

This distinction will become increasingly important.

Organisations will not build confidence in agentic AI merely by proving that their systems are identifiable and traceable. They will build confidence by demonstrating that autonomous actions remain open to meaningful challenge and responsible review.

That is the role of a dispute resolution architecture.

Why Existing Governance May Not Be Enough

Many organisations are already developing AI governance frameworks. They are establishing approval processes, risk classifications, data controls, acceptable-use policies and oversight committees.

These measures are necessary.

But most governance frameworks are designed primarily to decide whether a system should be deployed and how its performance should be monitored.

They may be less developed when it comes to contested decisions.

A governance framework may explain who approved the technology.

A risk register may identify potential harm.

A technical log may show what the agent did.

A supplier contract may allocate some categories of liability.

None of those measures necessarily provides a coherent answer when an affected party asks for the action to be reversed, reviewed or remedied.

This is not simply a procedural gap.

It is a governance gap.

An organisation that can deploy autonomous systems but cannot respond credibly to disputed autonomous actions is not fully prepared for agentic AI.

The weakness may not become visible during testing. It may emerge only when a decision has already affected a transaction, customer relationship, employee or regulatory obligation. By that stage, the organisation may discover that different teams have different understandings of responsibility.

The technology team may focus on whether the system performed correctly.

The legal team may focus on contractual exposure.

The compliance team may consider regulatory obligations.

The operational team may want to restore the process quickly.

The person affected may simply want to know who is accountable and what will be done.

A dispute resolution architecture gives those perspectives a common framework.

Without it, the issue can move rapidly from a disputed AI action to a wider legal, operational and reputational problem.

Why Dispute Resolution Experience Matters

Dispute resolution offers a useful perspective because conflict rarely begins with a complete system failure.

It more often begins with ambiguity.

Authority was not as clear as one party believed.

Expectations differed.

Evidence is incomplete.

Responsibility is shared.

A process worked as designed, but the outcome still feels wrong.

These are familiar features of commercial and organisational disputes.

Agentic AI will not remove them.

It may amplify them.

Several systems may contribute to one decision. Human judgement may be mixed with automated action. The system may have acted within its formal permissions while moving beyond what the organisation commercially intended.

A purely technical review may establish the sequence of events without resolving the competing interpretations.

A legal review may identify contractual rights without addressing the commercial relationship.

A regulatory investigation may focus on compliance without providing a practical remedy to everyone affected.

Dispute resolution architecture matters because it recognises that contested AI actions will often sit across several disciplines at once.

The central question will not always be whether the system malfunctioned.

It may be whether the organisation exercised authority responsibly, whether another party reasonably relied on the agent’s conduct and how responsibility should be shared across the wider AI ecosystem.

Those are questions of judgement, fairness and accountability.

They require more than technical assurance.

Why This Is a Boardroom Issue

Dispute resolution architecture should not be treated as a specialist concern for technology lawyers or AI teams. It is a boardroom issue because autonomous systems can create consequences across the organisation.

A disputed AI action may delay a transaction, damage a commercial relationship, trigger a regulatory inquiry or expose weaknesses in the organisation’s governance. It may also reveal that the organisation has delegated more authority than senior leadership realised. Boards therefore need to look beyond the question of whether AI agents can improve efficiency.

They should also ask what kinds of decisions those agents are being permitted to make and how the organisation will respond if those decisions are contested.

The issue becomes more significant as systems move from recommendation to execution.

An agent that suggests a supplier creates one level of risk.

An agent that negotiates terms, accepts the contract and initiates payment creates another.

An agent that identifies a potential compliance issue is different from one that automatically restricts a customer, employee or transaction. The closer the system moves to creating legal, commercial or personal consequences, the stronger the need for a credible resolution framework. This is also why the issue belongs with general counsel, risk leaders and senior decision-makers.

The question is not simply whether the technology is functioning.

It is whether the organisation has retained the ability to question, interpret and take responsibility for what the technology does.

Why It Matters for Responsible Adoption

The case for dispute resolution architecture is not an argument against AI autonomy.

It is an argument for more credible adoption.

Organisations will be more willing to delegate authority when they understand how contested actions will be managed. Customers and counterparties will be more willing to interact with AI agents when they know there is a meaningful route to review. Employees will have greater confidence in AI-enabled processes when accountability does not disappear behind the system. Regulators will be more likely to trust organisational governance where responsibility remains visible and accessible.

Dispute readiness therefore supports innovation. It helps organisations move beyond the assumption that trust depends only on preventing things from going wrong.

Trust also depends on what happens when they do.

No system will eliminate disagreement.



No identity framework will prevent every contested decision.

No audit trail will settle every question of authority, fairness or responsibility.

The organisations best prepared for agentic AI will be those that recognise this early.

They will understand that autonomous systems require not only trusted identities and technical controls, but also an institutional response when actions are questioned.

Dispute Readiness Is Part of AI Readiness

The ITU’s work on trust and identity is an important milestone in the development of agentic AI.

Identity, delegated authority, interoperability and lifecycle assurance will help create the foundations for trusted autonomous systems. But those foundations will be tested the moment an authorised action is disputed. At that point, the organisation will need to answer a different set of questions.

Should the action stand?

Was the authority genuinely intended?

Who is responsible for the outcome?

What happens where several systems or providers contributed?

How can the affected person obtain a meaningful response?

These are not secondary questions.

They are part of whether agentic AI can be adopted responsibly and at scale.

Identity tells us who acted.

Technical governance helps explain how the action occurred.

A dispute resolution architecture determines what happens when the outcome is challenged.

That is why the conversation must begin now.

Not after the first significant dispute has reached the boardroom.

Not after a regulator becomes involved.

Not after a customer, supplier or employee discovers that no one is clearly responsible.

As organisations move from AI-generated outputs to AI-enabled action, dispute readiness must become part of AI readiness. The question is no longer simply whether autonomous systems can be trusted to act. It is whether the organisations deploying them can be trusted to respond when those actions are disputed.

About the Author

Avinder Laroya is a Partner at Kingsley Wood, a triple-qualified international legal practitioner, Chartered Arbitrator and accredited mediator with more than 20 years' experience advising businesses, entrepreneurs, international organisations and professional services firms on complex commercial, governance and cross-border matters.

Her practice sits at the intersection of law, governance and dispute resolution, with a particular interest in how emerging technologies including AI are reshaping organisational accountability, institutional trust and the way disputes arise and are resolved.

Drawing on her experience in litigation, arbitration, mediation and strategic legal advisory work, Avinder works with organisations to navigate legal risk while preserving commercial relationships and supporting confident decision-making. She is committed to innovative and human-centred approaches to conflict resolution.

As organisations adopt increasingly autonomous AI systems, Avinder believes the conversation must move beyond technical trust to consider governance, accountability and what she describes as Dispute Resolution by Design ensuring organisations are prepared not only to deploy AI responsibly, but also to respond effectively when its decisions are challenged.



To learn more about Avinder's work and areas of practice, please visit her Kingsley Wood profile or her personal website at https://www.avinderlaroya.com/

12 / COMMUNITY & CONNECTIONS

Circle news, Off the Record and ways to get involved

Original edition context: September and October 2026 dates and future-tense event references below are retained from the contributor copy. Please contact the Circle for current arrangements.

Welcome to Community & Connections

Our inboxes are full. Slack is constantly pinging. Teams, meetings run back-to-back. There's always another attendance note to write, another deadline to meet, or another draft that somehow needs one more tweak. It's all too easy to become absorbed in what's next.

Yet somewhere between the deadlines, diary reminders and the day's ever-growing to-do list, we can lose sight of what makes Kingsley Wood such a great place to work. It isn't simply the matters we handle or the results we achieve it's the people we do it with. The colleague who takes the time to answer a question. The Slack message that sparks a conversation. The coffee after a KW Circle event that leads to a new collaboration. The quiet check-in after a demanding week. The introduction to someone you've never worked with before.

Those moments will never appear in an attendance note or on a file. They won't feature in a completion statement, a counsel's brief or the Court bundle. Yet they're often the moments we remember most.

Welcome to Community & Connections, a space dedicated to celebrating moments, the people behind them and the culture we're building together.

Community & Connections is your place to keep up with what's happening across the Women's Circle, discover upcoming opportunities, share ideas and help keep the conversation going between editions.

Whether you've attended an event, have a suggestion for a future speaker, or simply want to connect with colleagues across the firm, this space is for you.

We hope you'll enjoy this edition and, more importantly, become part of the conversation.

Around the Circle

Keeping you connected.

"The Women's Circle isn't just about supporting women, it's about strengthening the culture of Kingsley Wood."

We hope these moments become more than just dates in the diary, they become opportunities to discover something new, meet someone new and contribute to the culture we're building together.

Our Journey So Far...

The KW Women's Circle has already had an inspiring start.

On 5 March 2026, we proudly celebrated International Women's Day and officially launched the KW Women's Circle. It was a fantastic opportunity to bring colleagues together and hear from an exceptional panel of guest speakers, Obi James, Juliana Olayinka and Janhavi Dadarkar who shared their experiences, insights and reflections on leadership, resilience and career development.

We continued the conversation on 21 May 2026 with an engaging workshop led by our very own Victoria Ten on Neurodiversity in Legal Practice. The session encouraged thoughtful discussions around wellbeing, inclusion and performance, reminding us that an inclusive workplace is one that recognises, values and celebrates the different strengths each of us brings.

Looking Ahead

And this is only the beginning.

The Women's Circle has an exciting programme of events, discussions and initiatives planned for the months ahead. Together, we'll continue exploring topics that inspire conversation, encourage professional growth and strengthen the connections that make Kingsley Wood such a unique place to work.

Throughout the year, you can look forward to:

• Inspiring guest speakers
• Networking opportunities
• Lunch & Learn sessions
• Wellbeing initiatives
• Panel discussions
• Social events
• Mentoring opportunities
• Celebrating the achievements of colleagues across the firm

Whether you join us for one event or every event, we hope you'll find something that informs, inspires and helps you feel even more connected to our community.

Youtube For Beginners

Hosted by Malcolm Zoppi an online workshop on 11th September 2026

In the age of AI, a strong personal brand is what helps set a lawyer apart and video is one of the most effective ways to build it at scale, reaching hundreds of prospective clients from a single recording shot in the comfort of your home. Join our beginner-friendly workshop on starting an educational YouTube channel, where we'll cover everything from what you need to get going (less than you may think!), to creating your account and cheaply delegating the editing. No experience required. Contact the Circle for current event information

Listening Circle 2: Growth, Progression and Commercial Confidence

Hosted by Avinder Laroya Listening Circle on 16th October 2026

Following the success of our first Listening Circle, the KW Women’s Circle will host its second session in October 2026.

This facilitated and confidential conversation will create space to reflect on professional growth, career progression and the confidence needed to build opportunities, strengthen relationships and develop a sustainable practice.

The session will support participants to:

• gain greater clarity about their professional goals and next steps;
• reflect on barriers to progression and how these might be addressed;
• build confidence in communicating their value, expertise and ambitions;
• explore practical ways to strengthen visibility, relationships and commercial confidence;
• learn from the experiences and perspectives of other’s across the firm; and
• identify realistic actions to take forward after the session.

Participants will be encouraged to share experiences, explore common challenges and support one another in a constructive and confidential environment.

Interested in joining us?

Register your interest using the sign-up link below. Places will be limited.

Contact the Circle for current event information ↗

The Women's Circle belongs to everyone who takes part in it.

Have an idea for a guest speaker? Is there a topic you'd love us to explore? Know someone doing something worth celebrating? We'd genuinely love to hear from you.

Our best ideas often come from conversations with colleagues across the firm, so please don't hesitate to get involved.

After all, the strongest communities aren't built by committees alone they're built by the people who choose to be part of them.

You can contact Avinder Laroya at avinder.laroya@kingsley-wood.com or speak to any member of the Women's Circle Committee.

Off the Record

A chance to get to know the people behind the work.

One of the themes running through this first edition is that some of the most meaningful moments at work begin with something remarkably simple, a conversation.

As Kingsley Wood continues to grow, so does our community. New colleagues join us, new Partners bring fresh perspectives, and our teams continue to evolve. Whilst many of us work remotely, we're all part of the same firm, and every new connection helps shape the culture we're building together.

With that in mind, we'd like to keep the conversation going.

In each edition of Community & Connections, we'll ask a few questions designed to spark conversation, share experiences and help us get to know one another beyond the Teams meetings, Slack messages and emails that fill our working days.

There are no right or wrong answers, just different perspectives from across the firm.

Simply choose one (or more) of the questions below and send us your answer via Slack or email. We'll feature a selection of responses in our next edition (anonymously, unless you'd like to be named).

This edition's questions...

💭 Career Corner

What's one piece of advice that's stayed with you throughout your career?

Whether it came from a mentor, a colleague, a client or even a family member, we'd love to hear the advice that continues to guide you today.

🤝 Community Moment

What's one small thing a colleague has done that made your day a little easier?

Sometimes it's the smallest gestures that leave the greatest impression, answering a question, sharing their experience, checking in after a busy day or simply making time to help.

☕ Behind the Status

If your Teams status could tell the truth, what would it say?

Whether it's "On my third coffee," "Definitely listening...", "Trying to remember why I joined this meeting," or "Waiting for my Amazon delivery," we're looking forward to reading your most honest (and creative!) answers.

After all, the best conversations don't always happen in meetings and the best connections often begin with a simple question.

Have Your Say

Every great community is built on shared ideas and shared voices. If there's something you'd like to see featured in a future edition, whether it's a story, an achievement, an event or simply an idea we'd love to hear from you.



Please contact Fezaa Sheikh by email or on Slack.