A Q&A with David Pester

As TLT’s Managing Partner for nearly two decades (2001–2020), David Pester oversaw enormous growth across the firm and significant change in the wider legal industry. Ahead of him retiring as a partner, he sat down with Callum Morgan, a sixth-year Legal Solicitor Apprentice, to reflect on how the profession has evolved since the start of David’s career and what the future may hold for those just beginning theirs.

Callum: Thank you so much for taking time to speak with me. What has your career looked like, and what are some of your main reflections?

David: I joined one of TLT’s legacy firms as a trainee, so in practical terms I’ve spent my entire career at the same firm. While that might sound static, my experience has been anything but. I moved from trainee to solicitor to what was associate to partner, before taking on leadership roles including head of a business group, Managing Partner for nearly 20 years, and later Head of Growth. In many ways, it has felt like working at several different firms as the organisation evolved, each stage presenting new opportunities to adapt and reinvent.

One of the key lessons I share with people starting out in the legal profession is the importance of being open to opportunity, even when the timing doesn’t feel perfect. There’s absolutely nothing wrong with staying in the same role, but for me, stepping into leadership in my late 30s came at a moment when I was enjoying my legal work, yet sensed the opportunity might not come again. That decision was shaped by a mix of timing, support from colleagues and mentors - both inside and outside the firm - and a willingness to take the opportunity if elected.

As I come to the end of my time as a partner, I intend to remain closely connected to TLT as well as developing a new phase in my career whether as a non-executive director or advisor, supporting new and established businesses as they navigate the challenges ahead.

Callum: I’d be interested to hear about the merger that formed TLT, back in 2000 – how did that come about?  

David: Now you’re testing my memory!

The merger that created TLT came together in the late 1990s, at a point when the two predecessor firms already knew each other well. They were based next door to one another, and several partners had longstanding professional relationships. More importantly, both firms recognised that the legal market was changing and that future success would require greater scale and investment than either could achieve alone.

There was also a strong client led driver. Key clients were beginning to expect more resource and capacity, particularly for panel appointments, and it became clear that combining would allow the firm to offer greater depth and breadth. While there was some overlap in what the firms did, they were also complementary in key areas, having developed at different speeds due to differing investment capacity.

From the outset, the merger was driven by the principle that two plus two had to make more than four. The aim was not for one firm to dominate the other, but to create something genuinely new - a focused firm with a clear market proposition, selective industry strengths and an early commitment to technology. Although the merged firm was relatively small at the time, that clarity of purpose provided the foundation for TLT’s long-term growth, without relying on largescale mergers in the years that followed.  

Robert Bourns played a pivotal role in stabilising the business prior to me becoming managing partner and then working with me alongside as the first senior partner of the firm, and together we were able to work with other partners and people to build TLT into what it's now become.

What about you Callum – how has your career looked so far and what drew you to TLT?  

Callum: After I finished sixth form, I got my A-level results and I had to make the big decision of whether I wanted to go to university and follow the traditional route of trying to get a training contract, or  pursue the legal solicitor apprenticeship, which was a new route at that time. I have loved growing up in Bristol and I wanted to stay here and get some hands-on experience, so when I first joined the firm, I actually joined to carry out a paralegal apprenticeship.  

At the firm, I worked within the Real Estate Services General team which is now known as Core Services(?). I worked for two years and alongside working, I would have a study day each week where I could carry on with my studies. Once I qualified as a paralegal, that gave me the opportunity to join the legal solicitor apprenticeship programme.

The apprenticeship has been a great opportunity to work in a variety of teams within the firm. I've rotated every six to twelve months, and I've worked in a range of teams. I started worked at an administrative level, then as a paralegal and now, I am part of the trainee cohort. It's been a great opportunity and an invaluable experience. I've managed to gain a law degree as part of the apprenticeship alongside working at TLT and now I'm in the final stages, sitting the Solicitors Qualifying Exams (SQE).  

David: It's fantastic that you've been able to take that journey in that way. I didn't do a law degree and then did a crossover qualification and that was quite helpful in my thinking. For me personally, everybody's different, but it made me think quite carefully about whether I really wanted a career in law or not. And if you're going to spend a significant amount of time in an area, it's quite interesting to have a broader perspective.  

The legal sector has always offered different routes in, but there is now much greater emphasis on widening access and enabling people from a broader range of backgrounds to build and develop their careers. Firms are ultimately shaped by their people, and having a diversity of experiences and perspectives makes the organisation stronger.

Creating flexible entry routes, where individuals can choose the point and pace at which they enter the profession also helps ensure that talented people are not excluded simply because they don’t follow a traditional path.

Callum:  I completely agree about the range of different backgrounds these apprenticeships bring to the firm. Alongside the training contract route and the Legal Solicitor Apprenticeship, we now also offer the new internal non-rotational Practice Area training contract, the Pre-PEAT Traineeship in Scotland and non-legal apprenticeships within Business Services. The variety these pathways bring is so important, and it opens up opportunities to people who may not be able to pursue the traditional university route.

Looking back again on your career, how have client expectations of their legal advisors changed?

David: I’ve been practising as a lawyer for nearly 40 years, and while a lot has changed over that time, there are some fundamentals that remain constant. One of the most important is how you build trust and lasting relationships with clients and why that really matters.

It’s very easy to assume that work will always come your way because of who you are or the firm you’re in, but that can be shortsighted. There will always be a small number of niche areas where firms are genuinely the go-to choice, but for most clients, it comes down to empathy, trust and understanding.

Those qualities enable you not just to advise, but to support, challenge and work alongside clients effectively. They’re non legal skills, but they’re critical ones. They show up in how you deliver your advice: whether you keep your promises, whether your approach is clear and aligned to how that particular client works, and whether you can adapt. Clients differ in what they need and expect, so flexibility and the ability to build a genuine relationship remains just as important now as it ever has been.

At the same time, a lot has definitely changed. Pricing models are very different, ways of working have shifted significantly, and the pace of change is faster than it’s ever been. That said, I’d add one note of caution: there are moments when it’s absolutely critical to slow down and really think about the advice you’re giving, rather than rushing to an answer.

The skill that takes time to develop is being able to deliver what a particular client needs - whatever the practice area - in a way that’s clear, accessible and genuinely actionable. That’s where real value sits. Simply setting out the legal position isn’t enough anymore; clients can find that information themselves. The question now is where you add value, and that comes from insight, judgement and the ability to translate complexity into practical advice that actually helps clients move forward.

The ability to adapt, whether that’s navigating new areas of law or working across different business models, has become increasingly important. Legal advice is now delivered in many ways, from small specialist teams to larger, more structured delivery models, and that evolution has accelerated over the last decade.

While many fundamentals of the profession remain the same, clients are far more focused on efficiency than they once were. There’s less tolerance for inefficiency, and rightly so. This isn’t about being the cheapest provider but delivering the right insight, at the right time, in the right way, and with a value proposition that genuinely makes sense.

That principle has probably always existed, but it’s expressed differently today. Client expectations vary depending on their experience and sophistication, which inevitably shapes the relationship. However, whether you’re a small firm or a global organisation, the core opportunities and challenges around delivery, developing people and working with clients are surprisingly similar.

Callum: I completely agree. And your point regarding evolving law and the new areas that are coming into focus, such as AI leads me onto my next question. What is something that makes you feel optimistic about the future of law?

David: What makes me optimistic about the future of law is its durability. It’s a mature sector, and while mature industries are often disrupted by technology and new entrants, legal services have shown real resilience. At its heart, the profession is still about service, relationships and trust - and those are built by people.

The way firms operate is evolving, from traditional partnerships to more flexible and innovative delivery models, but that evolution is a strength rather than a threat. The sector continues to attract passionate, capable individuals who are committed to adapting and improving how legal services are delivered.

You don’t need to be the biggest firm to succeed. What matters is clarity about who your clients are, why they choose you and how you deliver value. Those fundamentals remain strong, even as the pace of change increases. That’s what gives me confidence in the future of the profession.

Callum: As someone at the start of their legal career, I’d be interested to know what you think will be the most important skills for the lawyer of the future?

David: I would say adaptability and a willingness to evolve. Flexibility, open-mindedness, curiosity and genuine enthusiasm for learning all matter enormously. There will be areas of law and types of advice that don’t yet exist, so being able to spot emerging issues, seek out new opportunities and develop your thinking will be critical.

At the same time, lawyers need broader awareness beyond technical expertise. That includes understanding different delivery models, appreciating what clients really need, and working effectively with colleagues - whether that’s developing people internally or building relationships externally.

Curiosity sits at the heart of all of this. Taking the time to listen, observe and learn - particularly from clients - is invaluable. As a profession, we probably don’t listen enough, yet we learn a huge amount by paying attention to how clients operate and what they value.

Finally, seeking perspectives beyond your immediate environment can be incredibly powerful. Alongside internal support, having trusted external voices to challenge and guide you can make a real difference over the course of a career. In short: be curious, be flexible, be openminded, and keep listening.

In your career with TLT so far, do you have the opportunity to be open-minded and curious?  

Callum: Yes, absolutely. Throughout my time at TLT, I’ve consistently found that open‑mindedness and curiosity are not only encouraged but expected. There is a strong culture of learning through collaboration, whether that’s engaging with clients, working closely with colleagues, or staying connected to developments across the wider profession.

Being involved in client meetings within my Family seat was particularly insightful. Observing how experienced solicitors and partners deliver advice, and navigate complex or sensitive matters provided insight that you simply can’t gain from technical work alone.

The experiences gained in all of my seats include opportunities to speak at events and present case law updates and these have played a significant role in developing my confidence, judgment, and communication skills.

Overall, TLT fosters an environment where curiosity is seen as a strength. We’re encouraged to ask thoughtful questions, learn by observing different approaches, and actively shape our own development. That culture of openness has been invaluable in helping me grow as a developing lawyer.

David: That’s great to hear. Thanks for speaking to me today – it's been a great discussion, and I am feeling confident that the future of the firm and of the legal sector is in safe hands!

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