When it comes to law firm leaders who bridge tradition and technology, Paul Sams stands in a category of his own. With the energy of a start-up founder and the strategic thinking of a seasoned managing partner, Paul is quietly reshaping what a forward-thinking law firm can look like. While many legal professionals are only just beginning to grapple with the pace of digital transformation, Paul has long been ahead of the curve - both in mindset and in action.
From self-teaching himself on a hand-me-down Spectrum computer at age five, to now leading Dutton Gregory toward a bold vision of tech-enabled growth, Paul’s path is defined by passion, a love of tech, and a clear understanding of where the legal industry is heading.
Xperate sat down with him to talk about law firm challenges, embracing legal tech, and why the client journey should be as smooth as buying a sweater!
You’re well known for saying you wanted to be a solicitor from the age of seven. What sparked that so early?
Yes, I remember it clearly - my parents were making their Wills. We visited a solicitor’s office where we were served tea in china cups and saucers, and my sibling and I were given squash. As we were leaving, my dad handed over a wad of cash and pointed to a shiny Mercedes in the car park, saying, “That’s the solicitor’s car.” That was it - I was hooked. I thought, I want to be that person. Of course, I didn’t realise then what being a solicitor actually involved! But the impression stuck. Later, some teachers told me I’d never make it in law, which just gave me even more drive. A mix of passion and a healthy dose of spite got me to where I am today.
You’ve led departments and now you're leading a growing law firm. What has that journey taught you about what it takes to grow a successful practice?
That growth isn’t just about size. It’s about building the right foundation - culture, people, processes, and technology. At Dutton Gregory, I’m proudest of our people. We've developed a leadership training programme called Emerging Leaders, which is accredited by the Chartered Management Institute - and that’s just the start. Investing in our people is how we future-proof the firm. When it comes to tech and IT, having more than just someone to “turn it off and on again” is absolutely essential. I believe in the power of our talented, in-house IT and Innovation team, who deeply understand the inner workings of the firm, can anticipate needs and build solutions.
What are your plans for the future growth of the firm?
My goal is to grow Dutton Gregory into a £50m, Top 100 firm. It’s not about buying up firms or adding hundreds of people overnight. It’s about smart, sustainable growth - adding the right people in the right roles, opening a couple of well-placed offices, and most importantly, using technology as the growth engine.
You’ve been into tech since childhood. How has that shaped your approach as a managing partner?
Massively. I’ve always seen technology as something to embrace, not fear. Unfortunately, that’s not always the case in law - many managing partners still see tech as a necessary evil or something to delegate entirely. But I believe if you’re leading a law firm today, you have to be curious about tech, understand what it can do and be open to change. The legal industry isn’t immune to disruption, and clinging to old ways of working won’t serve anyone - not your staff, not your clients. We shouldn’t be afraid of change; we should be driving it.
From your perspective, what is the biggest challenge facing law firms today?
The biggest challenge facing law firms today is not tech itself - it’s the mindset around it. The tools are out there. In fact, there’s more legal tech on the market now than ever before, and it's improving rapidly. But what holds firms back is often the reluctance to adopt and use those tools effectively. Lawyers, by nature, tend to be cautious and risk-averse (which is great when you’re handling complex legal matters), but not so great when it comes to operational change. Many still see technology as a disruption rather than an enabler. That mindset has to shift, but it’s a huge challenge.
How do you see client expectations evolving, and how are you preparing your team to meet those expectations?
Client expectations are rising faster than ever. We live in an Amazon Prime world - people want instant updates, real-time tracking and complete transparency. That’s now the benchmark, even for professional services. Good legal advice isn’t enough – clients want to know what’s happening, when it’s happening and what it means for them without chasing for updates. Communication is the key driver here. Legal tech, if implemented well, can make that happen. It doesn’t replace the human side, but it does enhance it.
You’ve used the metaphor that buying legal services should be like buying a sweater. Tell us more…
It should be that simple and comfortable. You walk into a shop, pick a sweater, you know the price, the fit, the return policy - and you walk away satisfied. Why can’t legal services feel the same? Clients want to know what’s happening, how much it will cost, and what their options are - without wading through jargon or waiting two weeks for a call back. That’s where technology makes the difference. It brings transparency and improves communication at scale that would be impossible to manage when handling a large caseload.
What innovations are you personally excited about in legal tech?
Right now, I’m particularly intrigued by enquiry management tools. In areas like conveyancing - where inbound enquiries can be high volume - these tools could transform how quickly and effectively we respond to potential clients. That alone could unlock massive efficiency gains.
What excites you most about the future of the legal industry?
That it’s finally becoming more accessible. You no longer have to come from a particular background or have an Oxbridge degree. It’s not a closed shop anymore - and that’s a great thing. At Dutton Gregory, we’re passionate about helping people gain access to law - whether that’s as clients or future colleagues. We want to be part of opening doors and creating opportunities.
You mentioned operational transformation as key to growth. What’s next for Dutton Gregory on that front?
We have just completed working with Xperate on a significant Practice Management System (PMS) implementation and data migration. It’s a big step, and one that will modernise our internal systems, streamline processes, and improve how we serve clients. It’s not just an IT project - it’s a strategic shift. This collaboration is helping us lay the tech foundation for the kind of agile, client-focused firm we want to be.
And finally, what is the difference between a good law firm and a great one?
A good law firm delivers legal advice. A great law firm delivers confidence. The difference is in the experience - how the client feels, how empowered the staff are, and how seamlessly everything runs behind the scenes. Great firms don’t just focus on legal outcomes; they focus on clarity, communication, and culture. They invest in their people, not just their profits. They embrace technology, not as a bolt-on, but as a strategic driver.
Take a read of our case study on how Xperate supported Dutton Gregory through their new practice management system implementation. Click here to read in full.
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