Our client: a leading UK set of media and entertainment barristers, recognised for its work in defamation, privacy, intellectual property, sport and related human rights matters. Operating in an environment shaped by regulatory reform, cost pressures and shifting client behaviour, senior leadership recognised the need for a clearer, more consistent understanding of client expectations.
While informal client conversations were already taking place, these did not provide a complete or reliable view of client experience across chambers. There was a strategic commitment to placing client insight at the centre of decision‑making, particularly to understand how market changes might affect demand, relationships and long‑term planning.
The challenge
Client feedback was being gathered in an ad hoc way and depended largely on individual initiative. Insight was fragmented and rarely aggregated in a way that could inform chambers‑wide discussion or strategy. Leadership wanted a structured, independent and cost‑effective feedback programme that would deliver meaningful insight while fitting the culture and practical realities of chambers.
A key concern was ensuring clients would engage positively with an external feedback process, and that interviewers would understand both the nuances of chambers and the sensitivities of client relationships.
The approach
Chambers worked with Acuigen to introduce a structured client feedback programme using senior executive interviewers, supported by CustomServe and Transcripts. Feedback was gathered independently through in‑depth interviews, enabling clients to speak openly and provide considered input.
Acuigen’s experience working with other sets of chambers and the seniority of its interviewing team helped reassure both barristers and clients. The programme was designed to remain flexible, allowing questioning to evolve as insights began to emerge.
Delivery and insight
Throughout delivery, Acuigen worked closely with chambers, adapting to time pressures and leadership availability. Interim insight was shared when required, enabling early engagement with senior decision‑makers. Final findings were presented to all Members of Chambers at an Away Day, creating space for collective discussion about priorities, behaviours and opportunities for improvement.
Impact and outcomes
Clients responded positively to being asked for feedback, many noting that this was the first time they had been invited to share their views by barristers. The process reinforced chambers’ commitment to innovation and client focus.
The insight confirmed some existing assumptions but also revealed new perspectives, highlighting specific actions for follow‑up with key clients and identifying themes that informed longer‑term planning. Careful analysis delivered a clearer understanding of competitive positioning, surfaced key issues affecting the client experience, and identified new market opportunities that chambers continue to pursue.
Client feedback moved from being informal and sporadic to a credible source of evidence supporting strategic thinking, service development and relationship management during a period of significant change.