Forsters - True Picture

Forsters training contract review 2026

The Firm

From first impression, a career in the City might seem crowded and daunting, and not everyone thrives in that environment. Thankfully, you’ll be pleased to learn that there is a genuine alternative at Forsters. From the firm’s singular West End base, “We take happiness seriously,” training principal Anthony Goodmaker tells us, “we’ve always stood out for providing top quality legal advice to our clients and for having a commitment to being a welcoming, friendly and collaborative environment.” It’s something that trainees affirm too: “They’re here to teach you and make you a good lawyer, learning and development is prioritised. I can see a future here.”

“They’re here to teach you and make you a good lawyer, learning and development is prioritised. I can see a future here.”

So, what trainees at the firm becoming specialists in? Private client and real estate undoubtedly spearhead the firm’s offering, and Chambers UK awards the firm strong rankings in the likes of family/matrimonial finance for high-net-worth individuals, and a top-tier nod in real estate (and agriculture and rural affairs) in London. “Over the last few years, we’ve really grown and strengthened our litigation practice across dispute resolution, construction, employment, family, and trusts and estates,” Goodmaker explains. In fact, it’s something that adds “a good counterbalance to those transactional ebbs and flows.”

The Seats

A Forsters training contract consists of six four-month seats. While some sources admitted “it can be quick in rotating, the benefit is that you do get more breadth of experience.” Trainees are very much encouraged to sit within tax, trusts and estates (private client) and commercial real estate. Seat allocation itself was described as “personable.” After submitting preferences alongside an optional CV, trainees then go on to catch up with the learning and development team as well. For those offered an NQ role, the final seat is their qualification choice: “It’s really good as a trainee to receive NQ or associate level work with that safety net.”

Firstly, tax, trusts and estates (also known as private client), is one of the signature practices at Forsters. As such, “it’s a really big team,” sources pointed out, which also has recently expanded its immigration offering. Divided between onshore (domestic) and offshore (international), trainees are able to experience both sides of tax and estate planning for high net worth individuals and families, who understandably are anonymous due to the discrete nature of the work.

Day to day, they outlined being involved in “lots of client meetings which is great,” and picking up the pen to draft tax reports, wills, trusts and lasting power of attorney (LPAs). Research shapes up another portion of the work, with some “horrendously niche” questions landing on their desks as well. “It’s one of the more technical seats; it’s quite black letter law heavy!” one trainee emphasised.

Commercial real estate is the other core practice. From large institutional investors, funders, developers and occupiers, the team advises across a variety of industries including build for rent, retail, industrial and care home facilities. In one recent deal, the firm advised Knight Dragon in connection with its £8.4 billion redevelopment and regeneration scheme of Greenwich Peninsula.

Very recently, it has grown its offering with the addition of real estate funds. However, the bread-and-butter work is asset management related to landlord and tenants, as “for trainees its easier work to understand and get involved in,” a source explained, adding, “I did more meaty transactions as well, like a big portfolio lease sale!”

With a lot of project management, trainees must stay organised: “there are lots of little spinning plates that you need to keep an eye on and know all the details of.” Staple tasks include on smaller files, negotiating and drafting leases, marking up documents from the other side and flagging any issues, answering queries over email and attending client calls, as well as being involved in the signing and closing processes. As for responsibility, sources rated it highly: “It’s a good seat to work at different levels, having that added experience of taking the lead and working as part of a big team on transactions.”

“It’s a very tight knit team and so things get filtered down more. You can see how your work is being used…”

For those interested in the built environment, there is also a construction disputes practice which handles matters for property investors, developers, landowners and occupiers. Comparatively it’s a much smaller team, but it works with some big names such as The Crown Estate, Netflix and KPMG. Here, the team successfully defended the Ministry of Defence in the High Court, allowing the reacquisition of armed forces housing back into public ownership for £5.99 billion.

“It’s a very tight knit team and so things get filtered down more. You can see how your work is being used,” insiders told us. With disputes related to fire safety and other Building Safety Act related issues, “it’s a really technical seat, with a lot of construction lingo to learn!” As such, trainees are tasked with lots of research as well as drafting letters to the other side.

Other contentious work falls under Forsters’ disputes practice, which handles everything from commercial litigation right through to trusts and estates disputes. “There are some big cases,” insiders quipped, from investment to shareholder and professional negligence claims. Sources were pleased with the variety as it meant “the day to day is very different.”

Of course, while tasks vary depending on the matter at hand, trainees can get involved in everything from “strategy meetings where you’re invited to share your opinion” to drafting letters and witness statements, preparing exhibitions and bundling for court. What’s more, they also had the opportunity to attend court too. As a snapshot, the team recently acted for Hipgnosis Music Limited in a dispute against Hipgnosis Song Funds – which is valued at over £1 billion and holds the rights for artists including the Red Hot Chilli Peppers, Justin Bieber and Shakira – and its former director, for allegedly diverting business opportunities.

Trainee Life

As trainees were quick to highlight when asked about the culture of the firm, “the partners have a real sense of work life balance which feeds down.” Keeping to its West End ethos, the firm moved up the road from Mayfair to Marylebone in 2024. Now together under one roof, “we definitely have a small firm friendly culture,” a trainee observed.

There’s lots going on as well! From events welcoming the new trainee cohort and the headline fancy dress-themed NQ party in October through to the Christmas and summer parties and various team socials. More casually, the commercial real estate team runs a weekly quiz as well for a fun 15-minute break. There are extra-curricular clubs from choir and run club which are opportunities to unwind and connect.

“…the partners have a real sense of work life balance which feeds down.”

One thing in particular that was flagged was “a real big push for social mobility.” As Goodmaker points out: “We’re really excited about the start of our first ever solicitor apprenticeship scheme. Starting in September, we’ll have four apprentices join us for a six-year apprenticeship. The calibre of the applicants of which there were hundreds and hundreds has just completely blown us away.”

The firm has various networks across gender, race and social mobility, open to all which “brainstorm what we can do to improve and put into action.” A trainee noted, “If I have an idea, I can email the team who will look into it, that is respected as the committee meets every few weeks.”

With a focus on mental health, recently there has been a talk about switching off after work presented by mental health first aiders, who are also on hand at the firm. As for representation, gender in particular was praised as “there are more female than male partners here which is rare for law firms.” Whilst it was recognised that there is room for improvement in other areas, it was agreed: “It’s a big focus of the firm.”

“A senior will ask how much time you have to explain xyz to you – moments like that really stand out.”

“It’s generally a flat hierarchy; people are approachable so you can ask questions,” trainees explained, “A senior will ask how much time you have to explain xyz to you – moments like that really stand out.”Supervision too received positive reviews overall, with trainees receiving regular constructive feedback and catch ups that are both pastoral and work related. “They’re good at keeping me up to date so I’m never surprised at mid and end of seat reviews,” an insider shared.

Newbies kick off their time with a week long intensive induction, followed by department specific and firm-wide training throughout. Topics covered include soft skills like reclaiming your attention and focus on work, building confidence and crash courses on will drafting and updates on changes in the law from knowledge development lawyers. This continues into qualification with an NQ training programme covering the essentials from “how to lead on a matter and building relationships with clients.”

The Marylebone office was described as “light and airy, with plenty of places to go for a break and quick chats.” There’s also the added benefit of plenty of “nice eateries and bars” nearby.  Everybody is expected to be in the office at least 50% of the week and most outlined being in three to four days. With hot-desking “you can be sitting next to a partner, you learn so much by listening to people and moving around,” a source reflected.

Although hours vary from seat to seat, on average trainees described working from 9am to 6-7pm as standard. If things can busy with a deal or court deadline, it can stretch out for longer and with some weekend work, but generally we heard: “it’s rare to work late into the evening.” In turn, they agreed “the salary is fair for the market and hours.” Although one did note wishing for more transparency “as there is not a lot of information about salary progression after qualification.” All in all, trainees agreed: “It’s a pretty good gig here.”

Starting in March, the qualification process is outlined to trainees: “The learning and development team is good at talking things through with you, they’re a point of contact to go to if you are worried,” a source told us. The list of teams that are hiring is released, and it’s up to candidates to speak with those teams to indicate their interest before applying. The application is a letter covering why they’d like to join, following which interviews are held, some of which involve case studies. “The general message is they want to retain us,” trainees expressed, “people come here to stay.” In 2025, Forsters retained 10 out of 12 qualifiers.

How to get a Forsters training contract

Spring Vacation Scheme: 13-17 April 2026 (1 week)

Summer Vacation Scheme 1: 8-12 June 2026 (1 week)

Summer Vacation Scheme 2: 15-19 June 2026 (1 week)

Applications

Each year, the firm receives around 1200 vacation scheme and training contract applications. Initially, there is an online application form which requires some background information on the applicant and their education, followed by three questions. The firm is looking to hear about a variety of experiences, skills and work experience (legal or non-legal) in a clear and concise way.

Assessment and interviews

The firm hosts assessment days for the vacation scheme and training contract applicants and typically invites around 24 candidates to each day. The structure and tasks of the day vary, but a previous example involved group tasks such as working in smaller groups to discuss topics, complete challenges, solve problems, and presentations. There are also written tasks which involve working independently on a piece of work. When it comes to interviews, first-rounds are usually around 30 minutes with two members of the early careers panel. The questions will be aimed at understanding why the candidate wishes to become a solicitor, as well as assessing their commercial awareness.

The vacation scheme

Following completion of the online application form and self-recorded video interview, those who stand out will be shortlisted and invited to an assessment day. If an applicant shines during the assessment, they'll receive a vacation scheme offer or final interview (if applying for the training contract directly). The application process is identical for both vacation scheme and training contract applications. All assessment days will take place in February/March and final interviews for direct applicants will take place in either April or June alongside the vacation schemes.

There are hundreds of applications for a vacation scheme each year, during that process the firm is keen to see candidates’ personality, passions, and inspiration for pursuing law. Try and avoid mentioning the more commonly given answers; for the firm, this includes talking about the six-seat rotation and intake size. Those on the vacation scheme will be given tasks that mirror that of a trainee and also participate in workshops and social activities. Candidates will experience sitting in one department, but they will get to network with people from all across the firm.

Open days and other opportunities

The firm also offers open days that include presentations and networking opportunities. There is also a Q&A session with Early Careers that gives potential applicants the opportunity to directly ask any questions they have and seek guidance on their career path. Finally, the firm offers a First Year Insight Day for students who are still studying and not yet eligible to apply for training contracts or vacation schemes. The day allows students to see what the firm has to offer and get a taste of different departments they may have an interest in.

Interview with Anthony Goodmaker, training principal

Chambers Student: How would you describe the firm? How would you describe its position in the market?

Anthony Goodmaker: We’ve always stood out for providing top quality legal advice to our clients and for having a commitment to being a welcoming, friendly and collaborative environment. That is represented by our location, for all intents and purposes we’re a leading London law firm, but we’re not in the City, we’re in the West End. We see that as a differentiator in the market not only for our staff but our clients, as the City brings its own stereotypes about billables, pressure and corporate culture. Sure, we can’t escape some of those things given the nature of the work, but we try to do it differently, it’s written in our values and people always point out that it is fairly unique because we take happiness seriously. We really hope our staff are happy, we know that happy people do good work and stay a long time, and as such we find that we have a low turnover rate.

Historically, the firm has had two main powerhouses, real estate and private wealth; the two counterbalance each other perfectly. Real estate is innately transactional and cyclical in its nature, driven by market conditions with peaks and troughs like other transactional practices. Whereas private wealth is advisory and, in some ways, it’s not only always busy but counter cyclical as when things go badly in the market generally people want personal advice. Over the last few years, we’ve really grown and strengthened our litigation practice, across dispute resolution, construction, employment, family, and trusts & estates. They’ve all been very busy and their share of the revenue as grown. Having that disputes practice is a good counterbalance to those transactional ebbs and flows in the market as well.

CS: Are there any highlights from the last year you think it would be helpful for our readers to know about?

Goodmaker: Let’s start with the immigration practice, we had Tracey Elvogidis and a few associates join us – this has been an obvious bolt onto our private wealth practice. Previously we did a bit of immigration work within the existing private client team, but Tracey is a real market leader, and the team is already well-embedded and running – it’s great. It’s been really popular amongst the trainees as well. Over a year ago now, Jo Keddie joined us with the employment practice. They are about to take on their first NQ from the trainee pool! It’s also been popular amongst trainees during seat rotation, it’s great to see a team which trainees enjoy growing. I sit in the commercial real estate team; we’ve just been joined by Noel Ainsworth to establish a real estate funds practice. Like immigration for private client, funds is an obvious specialism within real estate. Not only does it enable our team to experience an additional area of the law and potentially upskill themselves on funds work, but it is also a massive in for us and our clients because we can now provide them with an even fuller range of real estate services.

In terms of big changes coming up, we’re really excited about the start of our first ever solicitor apprentice scheme. Starting in September, we’ll have four apprentices join us for a six-year apprenticeship. The calibre of the applicants of which there were hundreds and hundreds has just completely blown us away; we’re really looking forward to them joining our trainee pool in four years. We’re really excited about seeing the next generation of trainees continue to come through. Another 12 trainees will join us in September and so we will have 24 in total by then, which is the highest we’ve ever had.

CS: How would you describe the training environment/culture that you have aimed to create at the firm?

Goodmaker: I work very closely with Sharon, our head of learning & development, and Krupa who is responsible for the day-to-day oversight of the trainees, and the feedback we get is that there is a lot of training on offer. We’re very receptive to feedback; we’re constantly adapting the training that is on offer departmentally and firmwide. Sometimes trainees will approach us and say actually, we need some more training on how to onboard new clients or open files, finance or compliance matters as the regulatory world is only become more onerous, and it’s great that trainees are part of understanding what we need to do. The first week is fully induction; we try and front load the learning of the systems and getting to know the firm, and experience some of the life in their seat as well. There is regular training for trainees related to each seat and there are specific inductions for departments too. In addition to that, trainees are invited and expected to attend all the training given in a department during their seat.

CS: What’s the current set up with remote working for trainees? Is there a set number of days where trainees are expected to come into the office?

Goodmaker: Everyone is expected to be in the office to be in the office at least 50% of the time (subject to business need) which is usually two to three days. Most people are in three or four days a week. We have a fantastic new office in Baker Street; we’re all under one roof in the single London office, it’s a fantastic environment to work, learn and socialise, so we strongly encourage the trainees to come in. Even on Mondays and Fridays, just like today the office is buzzing, which I think speaks a lot to our culture. But we do understand that trainees might want or need to work from home from time to time, we trust the trainees like another employee to strike the right balance.

CS: What sort of person thrives at the firm? How can a candidate really impress at interview?

Goodmaker: We genuinely mean this; what we’re looking for is not just trainees, but the associates and partners of the future. Not only someone that we would want to work with, but also someone that we would want to put in front of our clients, that we trust to work hard and demonstrate their intellectual rigor through their work. That doesn’t mean we’re looking for one type of person; we absolutely appreciate the fact that having a diverse workforce is hugely beneficial. At interview, we really want people to be personable; lawyers are salespeople, we sell legal services in exchange for fees and with the advancements in tech and AI, it’s all the more important that people can maintain a conversation, be engaging, enthusiastic and proactive. Ultimately, what we’re looking for is the person behind the candidate and whether we think they would make a great colleague.

CS: Does the firm have any set recruitment targets around diversity?

Goodmaker: We have no fixed targets; while the information is in the application system, we mark applications blind and interview people blind, so we don’t see their name, sex, ethnicity and education. People need to meet the minimum academic criteria and then they are assessed on the merits of their answers at interview.  The thought process behind that is removing that potential for bias and people are able to disclose any special circumstances whether socio-economic, academic and personal, to be taken into account. We respect that it can be sensitive, and we don’t actually see that information as we use UpReach’s system to alert us to it. This is with the intention of levelling the playing field and us being sensitive to why different candidates present themselves in different ways with different experiences.

CS: And finally, do you have any advice for those thinking about pursuing a career in law? Either at your firm or more generally?

Goodmaker: First of all, you have to persevere – it can take a while; I didn’t get a training contract in the first round of applying. It took me to the very end of my second cycle to get the training contract at Forsters. Firms have different personalities and are looking for different things, so it’s really important to home in on why you’re applying to a firm because it will come out in the wash through the interview process. Be open-minded, it’s very easy to think you want to commit to a certain area of the law, but in reality, as a junior and even before you start your training contract, it’s hard to know exactly what your preferences are going to be. Our trainees come with the intention of staying at Forsters for a long time with qualification in mind, which is fantastic. There are so many former Forsters trainees embedded in the firm across all the departments, and lots have gone on to make partner myself included. A general message for everyone that goes through the process is the hardest thing to do is get your training contact, once you have your training contract the world is your oyster! People move firms a lot more than ever before, once you have your qualifications, your skills and experience in a law firm are valuable, there is so much more open to you.

Also, we had a charity event last week, we walked 26 miles from Hampton Court to Millennium Bridge, and it was one of those opportunities to get away from your desk and raise money but also meet people in different teams. One of the interesting conversations I had was with a trainee and an associate who had joined our corporate team from a big city firm, who reiterated a message I’ve heard a lot over the years: ‘Wow you’re so lucky to have trained here, don’t take for granted how friendly the people are and how great the work is.’ It goes back to what I said at the beginning, we’re a genuine alternative the City, you’ll be doing the same work but in a friendly environment; that feedback makes me proud to have trained here and made partner here.