Wedlake Bell LLP - True Picture

Wedlake Bell training contract review 2026

The Firm

With the City seemingly crowded with hundreds and thousands of firms, it might feel like analysis paralysis. But upon closer inspection, you’ll find there are a few defining characteristics sprinkled in. Few are “a full-service law firm not just in corporate law, but also its private client practices,” insiders pointed out, nodding to Wedlake Bell’s reputation for its work with high net worth individuals and families. “Our core practices consist of private client, real estate, litigation and business,” training principal Parminder Sidhu confirms; “the firm is incredibly proud of the training it provides across the breadth of areas; the level of experience trainees can get running their own files and working on big deals.”

A swift glance at our sister guide Chambers UK confirms that Wedlake Bell shines for its art and cultural property law and restructuring/insolvency prowess nationally. The firm also goes on to receive recognition for its real estate, corporate/M&A and construction, as well as private wealth law expertise in Chambers High Net Worth.

“They want you to succeed; it’s a nice bunch, which was what I was looking for - being able to get on with colleagues and enjoy a good work life.”

With only eight trainees a year, our interviewees valued the small trainee intake and the on-the-job opportunities that presents: “I didn’t want to be lost in a trainee cohort or be a small cog in a huge wheel.” Deputy training principal Harriet Forster highlights: “It has the right the balance of being big enough to do big-ticket transactions and interesting matters, but with that small firm familiarity where you still know everybody.” The cultural benefit stood out from initial interactions with members of the firm across open days and vacation schemes: “They want you to succeed; it’s a nice bunch, which was what I was looking for - being able to get on with colleagues and enjoy a good work life.”

Creating positive impressions, a trainee recalled: “You really get to know people, there is a lot of effort put into the vacation scheme and people remember you from it.” Early careers manager Annabel Hale adds: “Everyone is very different across all the intakes; we’re really looking for someone who’s enthusiastic, who is going to get stuck in and make the most of the culture and opportunities at WedlakeBell.”

The Seats

Before starting the training contract at Wedlake Bell, future trainees attend an intro session and speed networking events with departments to get to know them. Incomers then meet with the early careers team to discuss “how we’re feeling and if we have an idea of where we’d like to go – it’s an open conversation,” an insider detailed. Afterwards trainees submit their seat preferences, repeating the process for each rotation. It’s worth noting that as commercial property and private client are the biggest practices, there is a high chance of undergoing a stint in either. What’s more, as it’s a small cohort “most departments will take on one trainee at a time.”

“On smaller, lower value matters, you’re encouraged to take the lead…”

The commercial property practice encompasses asset management and advising clients on investments, sales and disposals. You’ll find a variety of sectors here, across residential and commercial developments, life sciences, data centres, retail and entertainment, with clients such as Revolut, Oxford Science Enterprises and Hugo Boss making up the books. Broadly, the team is split into core commercial property and housebuilders handling the acquisition and planning of development site: “You work across core and housing teams, you’re not siloed to just your supervisor's work,” a source pointed out.

On the asset management side, rookies described leases and licences as the bulk of their work: “On smaller, lower value matters, you’re encouraged to take the lead drafting and reviewing amendments and being the lead contact on emails.” One insider shared, “It’s a lot of responsibility, but I was always able to ask questions, so you don’t feel like you’re drowning.” On bigger matters such as portfolio sales, trainees are primarily tasked with due diligence and research. One recent headline includes the firm having advised Global Holdings Group on the for £49.5 million purchase and leaseback of 10 Great Pulteney Street in London from fashion retailer Boohoo.

The private client practice encompasses arts & luxury, residential property, family and private client. Private client in particular is split between onshore (UK based); offshore (international); and disputes for high net worth individuals and families. As such, given the discrete nature of the work, client names are kept under lock and key! While we can’t detail any cases the team is currently working on, sources did give us an outline of their day-to-day, which included drafting lots of wills, letters of wishes and LPAs (lasting power of attorneys).

Both the onshore and offshore practice handles tax advice and trust planning which is especially “interesting with the status changes for non-doms, it’s been very busy.” While the work is carefully supervised by partners in the team, trainees aren’t hidden away: “Definitely your emails get checked, but I send most myself and clients know my name. When there is a client meeting, I’ll be there to take notes – you’re present in correspondence!” an interviewee attested.

Over in insolvency and restructuring, the team mostly tackles contentious work. Handling all aspects of fraud, asset recovery and disputes, “it’s really fast-paced and exciting work,” an insider told us, “people get sent out on raids of properties.” Rookies aren’t just sat at their desks: on the infrequent occasion a raid takes place, or a case unfolds into a full-blown trial, they’re in on the action. In a cross-border payroll VAT fraud case, the team is acting on behalf of liquidators in the liquidation of Umbrella Care. The liquidation was commenced by HMRC after £34 million worth of VAT, PAYE and NI was diverted from the company.

With lots going on, trainees “must be organised and stay on top of things,” from legal research, drafting applications for court, instructions and liaising with counsel, witness statements, alongside preparing bundles and exhibitions, on top of attending settlement hearings and court as well.

“There really is the scope to get involved in every stage of the process, you’re not hidden behind an army of people.”

The corporate practice is driven by its mid-market private M&A, and alternative investment market equity and debt capital markets work, alongside its advisory function. Keeping to its built environment expertise, the team advised the shareholders of FM Conway, valued at £580 million in 2024, on its sale to VINCI Construction. As a rule of thumb, trainees take on a project management role, due diligence and their fair share of drafting ancillaries and, depending on how they progress, can take a stab at main documents like the share purchase agreement (SPA): “There are lots of chances to take on further responsibility and push things forward.”

With advisory work there is the opportunity to take on further ownership, as “you do the research, prepare the advice and deliver it to the client (with the team ready to jump in if there is anything to add).” One smiled: “There really is the scope to get involved in every stage of the process, you’re not hidden behind an army of people.”

Over in the IP and commercial practice, the work encompasses commercial contracts such as for the procurement of goods and services, sales and marketing, and all things IP rights related from advice to trademark filings and prosecutions. “You have no idea what you are going to be working on each day,” an insider described; “for example, a pension scheme with data protection issue wanting a policy drafted, an arts and luxury transaction with a copyright feature, or any time there is a commercial purchase agreement for solar panels, etc.”

Given clients come from the retail, leisure and luxury brand sectors, you’ll find big names here from Tesco and Lacoste to Maldon Salts.With such variety, rookies can get involved with lots of drafting, including policies, general services and sales agreements and copyright infringement notices. They’re also tasked with keeping track of work streams, which a trainee detailed involves “going to client meetings with talking notes and action points for afterwards.”

Trainee Life

“It’s very social and that just flows from the top down – you can have a chat and a laugh with the managing partner which is rare for a City managing partner.”

Wedlake Bell’s culture received rave reviews. “It’s a real flat hierarchy; it’s an open and friendly culture, I don’t feel nervous talking to partners or anything like that,” a source shared. It turns out they are a social bunch as well: “It’s very social and that just flows from the top down – you can have a chat and a laugh with the managing partner, which is rare for a City managing partner.” All staff members are invited to the annual firm-wide ski trip, which is subsidised and with free lessons offered for beginners. There is also a spring walking trip, which was a stroll around Bournemouth this year. More casually there is a monthly social with pizza and drinks hosted on the terrace during the summer: “it’s a nice way to meet different people.” There are also various clubs to get involved in as well, from running, netball and football – “a lot of us are very avid football fans!”

With views of St Paul’s Cathedral, the office is nice and central; perfect for commuting especially as trainees and NQs are expected to be in the office five days a week. Some did voice a wish that “juniors had more flexibility in terms of working from home.” Though the firm did tell us that there is flexibility to this arrangement if you ask. There are plenty of office perks to be enjoyed from Pilates to free breakfast, which alternates between hot and continental Mondays and Fridays, and lunch. “I hate cooking, so it saves so much time and it’s always good,” an insider quipped.

Everybody is encouraged to donate 50p for each meal and this goes towards the firm’s charity of the year, which this year is the ‘Footsteps Foundation’. Of course, there are other benefits to being the office, too: on top of “fostering a happy environment,” we heard that the open-plan format makes it easier for trainees to ask questions and learn on the job… and “listen into those juicy client calls.”

“I’ve enjoyed working with all my supervisors,” a trainee reflected. With regular weekly catch ups, there is always time to ask questions and interviewees also valued the fact that “if things are too much they’ll step in and speak for you to the rest of the team.” Formal feedback is received at the mid- and end-of-seat review. For newbies, support also comes in the way of a second-year trainee buddy. Typically, trainee specific training is held at the start of the seat with team-wide sessions such as knowledge and case updates throughout. But “as some teams are smaller, you’re trained as you work through the tasks. Bigger teams might have it more structured, but given the size it's more on the job really,” an insider explained. Moreover, rookies who studied the SQE can also complete an optional short version of the ‘Professional Skills Course’ (PSC) at the firm.

“…a pretty good work/life balance.”

As for the hours, on average trainees outlined working from around 8.30 or 9am until 6pm or so, which was described as “a pretty good work/life balance.” Occasionally there are later logoffs, but otherwise “they don’t want you to stay later than you are needed,” a source reassured. That said, practices such as insolvency and corporate can be known for longer hours, particularly heading up to a closing. In turn, most felt satisfied with their compensation: “The salary is good given you can be confident that by 7.30 to 8pm you will be finished with work,” an insider added. In anticipation, it was noted by a couple that “as the firm progresses and continues to expand into the market, we expect that salaries will increase proportionally.”

Another advantage of being a part of a smaller cohort means qualification is “an ongoing discussion” throughout the training contract. Starting in January, a discussion is held outlining the process, following which candidates are encouraged to reach out to their prospective teams to show interest. Thereafter, preferences are submitted and the job list is formally released. If more than one candidate applies for a position, interviews are held.

Looking to the future, an insider told us, “I can see myself here a long time. Lots of women have children here, and that is a big thing for me.” Across the board, “there is a running joke that people are here forever and, if they do go, they boomerang back to the firm,” a rookie laughed. In 2025, Wedlake Bell retained all of its qualifiers.

How to get a Wedlake Bell training contract 

Vac scheme deadline: 23:59 on 12 January 2026 

Training contract deadline (2027): 23:59 on 1 May 2026 

Open day (training contract): 23:59 on 17 November 2025 

APPLY HERE 

Trainee profile 

Wedlake Bell offers eight training contracts each year. HR Director Natalie King tells us the firm is after candidates who are “well rounded, happy to be exposed to different areas and open to new opportunities.” She adds: “We're a sociable, friendly and supportive firm with a diverse mix of talent – we look for people who fit in well with that.” Law and non-law graduates are equally encouraged to apply, as are those who've had a previous career, though bear in mind that candidates are expected to have the usual minimum 2:1 degree. The firm also partners with Rare Recruitment. 

Application and interviews 

Prospective trainees at Wedlake Bell need to be solid across the academic, extracurricular and work experience spheres alike. The online application form, which is the same for both vacation scheme and straight-to-training-contract applicants, contains room for a covering letter. For this, candidates need to concentrate on structure and grammar as well as the content itself. 

The firm chooses its vac schemers after a one-stage interview process which also involves a written assessment. 

Between 30 and 40 direct training contract applicants are invited to a first-stage interview. This takes place with two members of Wedlake Bell's training committee comprised of partners, solicitors and the HR team. “We have fairly set questions for that interview,” King says, “so that we get a good level of consistency across all candidates.” Some are centred on candidates' university studies and background, while others test commercial awareness. 

The second interview also incorporates a set of written tests. “They're not necessarily about the legal profession, but they do test all the obvious skills like organisation, grammar, spelling and common sense,” says King, adding that the content of these change annually. 

During each interview stage, candidates will be asked to complete a written test. 

The firm is also holding an open day in December 2025 to allow candidates to gain more insight into the firm. 

Vacation scheme 

Wedlake Bell's vacation scheme typically takes place in July and lasts three weeks. There are eight spots available each year. Those who attend sample a different department each week, where they work alongside trainees on typical tasks as well as more substantive undertakings like research and drafting. The placement also features lunchtime practice area talks given by senior lawyers, plus various client meetings and events. “It’s a three-week interview so don’t take your foot off the gas,” advised trainees. “Speak to as many people as possible.” 

Solicitor Apprenticeships 

Wedlake Bell began recruiting Solicitor Apprentices in 2023, with the first cohort joining the firm in September 2024. Further information is available on the firm's website. 

Interview with Parminder Sidhu, training principal, Harriet Forster, deputy training principal, and Annabel Hale, early careers manager

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

Parminder Sidhu: We’re a full-service city law firm with a two-hundred-year history; we’re mid-70s in terms of partners and 400 overall employees. Our core practices consist of private client, real estate, litigation and business. Within each of those we have smaller departments known as subgroups. For example, my team residential property is a part of the private client group, which also has private client, family and arts & luxury within.

Harriet Forster: It has the right the balance of being big enough to do big-ticket transactions and interesting matters, but with that small firm familiarity where you still know everybody.

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

Annabel Hale: Overall, the last year was a positive year, with continued steady growth. We’ve had a few lateral partners join and it’s been a good year for trainee retention as well – we are delighted to have 100% on our trainees staying on.

Sidhu: I will mention a new partner that joined the private client team this summer, Simon Blackburn. His specialism is agricultural, rural land and landed estate, and we’re hoping to grow that side of the work. He works between us and the private client team, there are opportunities there now for junior lawyers to get hands on experience in that field, pardon the pun.

Forster: It’s about looking for where there is an obvious gap, or something that could be built on. We have a big private client team and a lot of property work, but we didn’t have anyone focused on rural landed estates. And so, we’re specifically looking for someone i.e. now Simon to do that. It’s about strategically adding people, rather than growth for growth’s sake.

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

Sidhu: It’s a very supportive and encouraging environment. We have mentoring and buddy systems for trainees. The firm is incredibly proud of the training it provides across the breadth of areas; the level of experience trainees can get running their own files and working on big deals. It's that culture of encouragement for trainees to grow and experience that in a safe environment to push themselves forward and do the best that they can.

Hale: Also, it’s anapproachable culture; people don’t have offices, it’s open plan which works well for the trainees making sure they can approach people easily to ask questions, and it really helps them settle into the different teams. We place a lot of value on support; the size and set up of our firm also feeds really well into that.

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? / How has the pandemic impacted the way the training contract is run?

Hale: Trainees are expected to come into the office five days a week. They are able to request to work from home as there is an element of flexibility, but primarily we’re in the office as we have an in-person culture. The trainees do all have a work from home set up as well, so they can work from home if they need to. It does vary depending on role, but generally people are in the office three or four days a week building up to five.

Forster: We encouraged supervisors to be in the office a reasonable amount of time as well, because there are no point trainees being here if there is no one to learn from and speak to. Partners are supposed to be in 3.5 days a week on average across the year, setting the tone.

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

Hale: It’s a relatively small intake with eight trainees. Everyone is very different across all the intakes; we’re really looking for someone who’s enthusiastic, who is going to get stuck in and make the most of the culture and opportunities at Wedlake Bell. We have academic requirements and expect people to work hard and do a good job, but we also want people who are also going to really contribute as well.

Sidhu: In terms of submitting the application, it’s very much a human process, you’re having it reviewed to interview. We don’t rely on any AI to go through the application as there is no one fit that works for us. We are looking at each individual and their own merits, rather than having our ideal trainee and everyone should tick all the boxes, so we look at every individual application on its own.

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

Hale: We don’t have any set targets, but we organize a lot of diversity and inclusion pipeline programs that feed into our recruiting process. All of our applications are reviewed on an anonymous basis, and we use Rare’s Contextual Recruitment System as well. At the end of each recruitment year, we review all our recruitment statistics on an anonymous basis so we can monitor that process, and how candidates are feeding through each stage.

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

Sidhu: We have students on a placement with us at the moment. I had a chat with them yesterday over lunch about how things are going. One of the tips I gave to them was to use their opportunities in legal work experience to learn from it and highlight that in their application forms. But also, to think about other work experience they might have which isn’t legal, such as customer service and tutoring, and to not ignore those and look favorably on how they might apply them in the workplace as a trainee.

Forster: Those transferable skills sometimes people don’t think about what they have learned and how they draw out how they have developed. Trying to get some form of legal experience is important these days and it's not easy for everyone, but any opportunity to have exposure to that whether it be volunteering at university or law school at a legal advice clinic. Anything that is giving you a taster is so helpful both for your applications and for your development and making sure that you want to do it.

Hale: Making sure people are making the most of opportunities like insight and open days, and virtual work experience. So, when they do come to an interview, they have that insight as well which gives them some edge. Also, making sure that they do ask questions on insight days. Generally, in the process try and be yourself, be enthusiastic and really make sure you are thinking about those transferrable skills as sometimes people underestimate how important practical work experience is, for example anything customer service related. And really think about the type of law firm that would be the best fit for them and whether they would thrive in a smaller environment, with a smaller intake and if that would suit them better than a really big set up.