The first half of 2025 has been a reality check for the conveyancing sector. A post-SDLT deadline environment brought short-term relief, but the challenges beneath the surface haven’t gone away. In fact, they’ve become more pronounced.
As we look to the rest of the year, the key question is: are we prepared for what’s next?
A more stable, but not yet settled market
Market confidence has edged up slightly thanks to cooling inflation, a plateau in interest rates, and cautious optimism among buyers. But transaction volumes remain well below the peaks seen during the SDLT holiday years. While first-time buyer activity shows signs of improvement, stretched affordability continues to keep many would-be movers on the sidelines.
For conveyancing firms, this means adapting to a market that’s steady, but not surging. Firms hoping for a return to volume-driven growth may be disappointed. Instead, success will be defined by efficiency, client experience, and the ability to scale operations up or down at short notice.
AI and automation are no longer optional
The second half of 2025 will see tech adoption move from a competitive edge to a survival imperative. Automation for routine legal tasks, intelligent workflows, and predictive case management are already transforming how forward-thinking firms operate.
Firms that still rely on manual processes or patchwork systems will struggle to compete on cost or speed. We predict more consolidation in the market, with smaller high street firms either merging, exiting, or being acquired by tech-enabled operators who can deliver consistent service at scale.
Client expectations are changing fast
Today’s homebuyer expects transparency, speed, and regular updates. That means the traditional model of reactive communication is no longer fit for purpose. As we move through 2025, proactive, structured, and multi-channel communication will become the norm.
At ONP, structured messaging plans, digital touchpoints, and automated status updates have helped reduce client anxiety and manage expectations. This is not just a nicety; it’s a commercial necessity. Firms that communicate well retain clients, avoid complaints, and reduce case delays.
Pressure on people and performance
One major lesson from the SDLT deadline was that operational resilience matters more than ever. The firms that coped best were those that had invested in scalable systems, structured training, and scientific resource planning.
The ongoing talent shortage in legal services isn’t going away, so we expect firms to double down on workforce engagement and upskilling. Retaining experienced staff, while equipping junior lawyers with better tools and support, will be critical to maintaining quality and throughput in a competitive market.
Policy unpredictability still looms
While we await further clarity from the next Budget and housing white papers, the industry remains vulnerable to sudden policy shifts. Any government intervention—whether aimed at stimulating first-time buyers or unfreezing the wider market—can cause surges in volume that expose operational weaknesses.
The sector needs better early warning systems and more meaningful consultation between government and practitioners. Until that happens, the ability to flex quickly and absorb policy shocks will remain a competitive differentiator.
Where we go from here
The remainder of 2025 won’t be defined by dramatic highs or lows. Instead, it will reward firms that embrace agility, invest in infrastructure, and put the client experience at the centre of operations. We’re likely to see more emphasis on partnerships, shared platforms, and collaborative approaches to handling volume when it returns.
At ONP, our focus remains on scalable excellence. That means robust tech, sharp planning, engaged people, and honest, timely communication. Those principles helped us deliver under the SDLT deadline pressure, and they’re what we’re banking on for the rest of the year.
In short, the firms that will thrive in the second half of 2025 won’t be the biggest or the cheapest—they’ll be the ones best prepared for change.
By Craig Underwood is chief operating officer at Movera
