In today’s rapidly evolving digital landscape, professional services firms are under increasing pressure to embrace technological advancements in order to remain competitive. One of the most disruptive technological innovations since the invention of the World Wide Web in 1989 is Artificial Intelligence (AI). By integrating AI into their operations, firms can enhance client value while allowing human talent to focus on tasks like creativity, insights, and personal relationships—areas where AI cannot compete. Embracing AI enables companies to create new products, services, and processes, ensuring they remain flexible in the face of changing client needs and employee demands.

To support firms in navigating this digital transformation, Lancaster University developed the Digital Acceleration for Professional Services (DAPS) programme. This initiative invited senior decision-makers from five Preston-based accountancy and legal firms to engage in an intensive, multi-session learning experience. The participating firms were:

● Forbes Solicitors: Colin Pendlebury (IT Director) and Michael Houghton (IT Operations and Support Manager)

● Harrison Drury: Simon England (Managing Partner) and Martin Holmes (Head of IT)

● SBCA Chartered Accountants: Chris Bond (Owner)

● Brabners: Nikki Whittle (Partner, Corporate Team).

Over the course of three months, the programme delivered seven sessions aimed at helping participants adopt digital technology and make the most of AI's capabilities.

The programme began in November 2024, starting with two foundational sessions that focused on relationship-building and creating a strong, collaborative peer group.

Building bridges

The initial two sessions were designed to foster relationship-building and establish trust within the group, enabling participants to learn from one another and share insights on how they were navigating the challenges of digital transformation.

For Chris Bond from SBCA, these sessions were valuable in shaping his perspective on the sector’s challenges.

"Those early discussions grounded my thinking, especially on two critical issues: people and AI," Chris said. "In today’s fast-evolving accounting landscape, there's a shortage of skilled professionals, and the cost of talent has become prohibitively expensive. Additionally, we face the challenge of staying competitive with technology. Small firms like mine can’t afford to bring in a CTO to lead R&D, so any investment we make in technology must be highly targeted and add real value."

The sessions also involved baseline benchmarking, value measurement, peer learning through case studies, and discussions of future scenarios. These activities provided participants with a structured approach to mapping their digital journeys and identifying the steps necessary to integrate new technologies effectively.

Colin Pendlebury from Forbes found that these sessions created a bond of trust and collaboration between firms that typically operate in silos.

"What we all quickly realised is that while there’s a lot of hype around AI, we’re all in the same boat," he explained. "We’re all figuring out how to use the technology more effectively."

Exploring the future of digital technology

The "Future Digital Worlds" workshop gave participants the opportunity to meet with academics and practitioners who shared their expertise in AI, data analytics, cybersecurity, and technology adoption. Notable experts in the field included Dr. Amjad Fayoumi (Associate Professor in Information Systems), Dr. Mahmoud Gad (Associate Professor at Lancaster University Management School), Sadie Whittam (Senior Lecturer in the Law School), Dr. Cara Molyneux (Senior Research Associate), Prof. Martin Spring (Professor of Operations Management), Prof. James Faulconbridge (Professor in Organisation, Work and Technology), and Dr. Alan Gilchrist (Senior Lecturer in Marketing).

For Nikki Whittle from Brabners, this session was a pivotal moment.

"Getting a clear picture of how technology is impacting our sector was an eye-opening experience," she said. "I was surprised to learn that professional services firms are lagging behind other sectors, but I was pleased to discover that Brabners is ahead of the curve compared to others."

Nikki was particularly struck by Sadie Whittam’s presentation on the impact of technology in legal practice, which emphasised how AI is reshaping the role of legal professionals.

"When I started in law, it was about drafting documents and understanding strategy," she explained. “Today, AI can handle much of this basic work. The challenge for trainees now is how to add value in a tech-driven world. This shift has also changed my personal view on the future of law. Traditionally, law was seen as a prestigious career path, but younger generations are now more interested in being influencers or entrepreneurs. As the legal profession adapts to better serve clients, these changes will also help keep it relevant for those candidates who are familiar with AI."

The right tools for the job

The "Digital Toolbox" session, led by technology expert Derek Southall (Founder and CEO of Hyperscale Group), provided participants with a comprehensive overview of the digital tools available to professional services firms.

Chris Bond from SBCA found it particularly useful in understanding how AI could streamline traditional tasks, especially in statutory and compliance work.

"Some of the concepts were mind-boggling, but it made me realise we need to act now or risk falling behind," he said. "Automation and AI aren’t futuristic ideas anymore - they’re already reshaping the industry."

Future products, processes and people

The "Realising the Future Firm" workshop, supported by Dr. Alan Gilchrist, focused on the design and development of new products, services, and processes. The session also explored how to update people strategies to incorporate new roles and AI competencies. Participants also discussed how to redeploy talent into more meaningful roles and explored the potential for collaboration with external partners to create new value propositions.

For Martin Holmes of Harrison Drury, the session helped identify potential tech-savvy individuals within the firm who could act as digital champions.

"Education is key to our success," Martin said. "We want our team to view AI as a tool to enhance their work, not replace them. The message has to be clear: failing to embrace AI means falling behind in the evolving workplace."

Brabners has already taken significant steps toward embracing digital transformation. The firm’s newly appointed Head of AI is tasked with developing an AI strategy that encompasses both technological transformation and education within the firm.

Nikki Whittle believes that communication about AI is key to overcoming concerns about job displacement.

"The concern that AI will take our jobs is widespread," she explained. "It’s crucial to communicate that AI isn’t replacing human roles; it’s enhancing our ability to focus on value-driven tasks. AI helps us work smarter, not harder, and improves the client experience."

The session also encouraged participants to explore how AI could enhance their service offerings.

Chris Bond from SBCA shared how AI could revolutionise the presentation of financial information.

"The big driver for us is that while AI will change many of the day-to-day tasks within accountancy, the human element - the ability to bring meaning, emotion, and context to the numbers - will always be indispensable," Chris explained. "Clients aren’t excited about raw data; they’re excited about what those numbers can help them achieve, whether that’s buying a Ferrari or a house. By making financial data more relatable through digital tools, we hope to make clients feel more invested in their financial progress, ultimately leading to deeper engagement with our firm."

A deeper understanding

Participants also had the opportunity to develop their project ideas with an individual consultation with a technology expert Derek Southall.

For Harrison Drury, these consultations provided clarity on balancing ambitious growth targets with the need for a solid IT infrastructure.

"At the beginning, Simon and I were looking at technology from a different perspective," Martin Holmes said. "The sessions helped us develop a balanced approach to technology adoption, and our 2030 strategy reflects a phased approach to digital transformation, allowing us to adopt new technologies confidently."

Leading cultural change

The "Leading the Way & Creating Impact" workshop focused on creating and communicating a compelling vision for digital transformation within the firm. Participants learned how to engage their teams in the process, ensuring they were ready for the changes ahead.

Forbes Solicitors used this session to focus on staff engagement across all levels of the organisation.

"Watching everyone get hands-on with the tools was a real 'wow' moment," Colin Pendlebury recalled. "People realised the potential of these tools, which helped us gain buy-in and secure leadership support."

Brabners also explored new methods of communication to engage all employees in the firm’s digital transformation efforts. Nikki Whittle emphasised the importance of inclusive change.

"Change needs to be led by all levels of the firm, not just senior leadership,” she said. “The best champions for change might be those closest to the technology and the work being done."

Sharing insights

The final "Demonstrating Acceleration" workshop allowed participants to review their progress and share insights from their individual projects.

For SBCA, Chris Bond shared that the firm had implemented chatbots to answer routine inquiries from clients.

"While automation can handle many of our day-to-day tasks, it’s still the human element that makes accounting meaningful," Chris said. "AI can manage raw data, but it’s our job to interpret that data and provide the context that clients value."

For Forbes, the insights gained from the programme played a key role in its ongoing digital transformation. The firm has already implemented a Compliance Chatbot to automate routine inquiries, and it plans to explore AI’s potential in areas like HR, case prediction, and sentiment analysis.

Colin Pendlebury said: "AI is a tool to assist with tasks, not replace people. Embracing it is essential to staying competitive."

The firm is now exploring further engagement with Lancaster University, including student internships and Knowledge Transfer Partnerships, to continue its digital innovation journey.

Harrison Drury is already integrating AI into its operations, using chatbots and voice recognition tools to assist staff and streamline processes.

"This programme has shown us two things: the exciting potential AI offers and the hard work required to make it a reality," Martin Holmes said. "Our strategy outlines a phased approach to technology adoption, and we’re excited to move forward with it."

When it comes to implementing AI, Brabners, like many firms tackling digital transformation, is focused on building the right foundations through robust data and systems architecture. Nikki’s own AI project, developed as part of DAPS, focuses on marketing, specifically using data analysis to improve how the firm targets clients. She sees it as a vital part of the firm’s education process.

“Start small and focus on easy wins,” she said. “People need to see the benefits for themselves. It’s all about proving that change can happen, not forcing big shifts all at once.”

While these changes are taking place within the business, Nikki’s own transformation has been the most significant.

“I used to be the dinosaur who asked, ‘Why change something that isn’t broken?’ and was skeptical of new buzzwords like AI,” she reflects. “One thing I’ve learned from this programme is that adopting new technologies isn’t just about the tech itself. It’s about understanding the problems we’re trying to solve and ensuring the solutions meet the real needs of the firm and its clients.”

“This course has made me more open to the future of AI in law. It has empowered me to question the strategies and changes being made within our firm. Having an informed voice at the table is invaluable.”

Collaboration is key

Nikki is also exploring how the key learnings from DAPS can be extended beyond her and Brabners.

“Bringing the sector together like this has been invaluable. I’ve had the chance to meet and collaborate with a fantastic group of people, and I look forward to staying connected. There’s tremendous potential for collaboration.”

The programme also created opportunities for collaboration among firms, leading to the exploration of joint ventures such as a co-operative software project to improve efficiencies and reduce costs.

"This programme has reinforced our belief that collaboration, not competition, leads to better solutions," Martin Holmes said.

DAPS is part-funded by the UK government through the UK Shared Prosperity Fund and is delivered by Lancaster University as part of the Lancashire Universities' Innovation Programme.

The UK Shared Prosperity Fund aims to improve pride in place and increase life chances across the UK by investing in communities and place, supporting local business, and developing people and skills. For more information, visit UK Shared Prosperity Fund Prospectus.

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