We’ve worked alongside each other, personally and professionally, for over a quarter of a century.
Before we met, our careers were already developing along parallel professional paths in environments where financial, legal, regulatory and operational oversight were critical.
Even then we shared the same standards: clarity, accuracy and attention to detail.
Today, we’re using our rare combination of 60 years’ experience to support law firm owners with the strategic financial and operational oversight they need to navigate the unique financial demands of the legal sector.
With over three decades in finance, my career has taken me from corporate banking with Chase Manhattan to managing £50m+ budgets within local government.
Along the way, I’ve worked across a range of high-pressure environments — from complex industrial businesses, through to South Wales Police and on to the Official Receiver.
Those early roles in commercial and industrial sectors are where my analytical foundation began. In businesses facing declining demand, budgeting, variance analysis, and management reporting weren’t optional — they were essential to survival. For my colleagues, the business, and for me. Those experiences shaped how I think today.
In local government, the Police, and the Official Receiver, I combined financial analysis with regulatory scrutiny and procedural control. Here I developed a disciplined, audit-level approach to financial records and controls — not just record-keeping, but building evidence-based systems.
Managing £50m+ public sector budgets reinforced that sense of responsibility. Because I was accountable for numbers at that scale, the detail mattered. I learned it’s not just about reporting figures, but understanding what sits behind them — and, more importantly, being able to interpret and communicate that clearly to decision-makers.
For the past 14 years, my work has been primarily focused on the legal sector. I’ve worked closely with law firm owners, leading internally on SRA audits and developing bespoke financial reporting beyond the limitations of standard legal accounting systems.
That’s where my focus is today — bringing together financial clarity, investigative thinking, and practical insight to support law firms in making confident, informed, strategic business decisions.
By the time we met, I was already a Fellow of the Institute of Legal Executives, specialising in debt recovery within a dispute management team at a busy city law firm.
Over 25 years within the same firm — working in commercial litigation while navigating multiple mergers and structural change — gave me a rare depth of institutional understanding of professional practice from the inside. From client onboarding through to fee recovery, I developed a strong grasp of efficient and effective file management, SRA Accounts Rules and the operational mechanics that underpin profitable legal practice.
For me, file management was a fundamental part of strategic operations. From file opening to matter resolution and right through to billing and recovery, I learned to determine outcomes by being disciplined about processes. It was always part of my role to ensure my time was billed and my costs got paid. On time.
Progressing to senior level provided me with opportunities to take on training responsibilities both for internal teams and corporate clients.
Once described by senior management as “a rock in a whirlpool” — I bring that same structured operational capability to the support we provide today.
Together, our backgrounds allow us to see professional service businesses from every angle — financial, legal, operational and strategic.
From small-town professional practice to corporate environments, from night study to professional qualification, our journeys shared common themes: discipline, progression and real-world application.
Law and finance have always intersected.
It was a natural evolution to recognise that our combined experience places us in a uniquely valuable position.
We founded Moore Financial Management in 2016 and grew the firm to full capacity.
Along the way, we came to understand that our distinct but aligned disciplines allow us to identify issues others might miss — and to resolve them in a structured, balanced way.
Over time, a clear pattern has emerged.
Many law firms are capable and committed, yet operating without the level of financial structure, reporting discipline and governance they truly need.
Not through lack of ability.
But because growth often outpaces control.
That gap creates stress and risk. And it limits strategic progression.
We help to close that gap.
Our work is not about compliance. It’s about helping directors and partners lead with clarity.
Today, we work exclusively with Law firms — combining 60 years of financial experience, public sector governance and legal operational insight with active regulatory engagement.
The result is a structured approach to:
