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Sarah has over 15 years’ experience advising on a range of deal-driven commercial arrangements helping clients give legal effect to the commercial arrangements necessary to achieve their goals.
This includes supply chain management, routes to market, strategic alliances, brand exploitation and sourcing arrangements.
Sarah has tremendous commercial acumen having spent a large portion of her career in-house at Alstom and has completed key secondments including Accenture, Northgate Information PLC, IMI PLC and Siemens PLC.
"Sarah is an exceptional commercial lawyer, has extensive knowledge of the sector we operate in and shows a genuine interest in her clients’ interests. Sarah has tremendous commercial acumen and is an asset in helping to shape a deal as well as being skilled in negotiating and drafting agreements." - CEO, Sport Sector.
"Sarah provided the project team with clear, professional legal guidance which we have trusted and respected and ensured that risk has been managed in accordance with demonstrating a clear understanding of the operational business need." - Project Director, Leading Motoring Organisation.
If a business trades only in the UK, the issue is less clear as the UK Government may choose to include equivalent legislation anyway. It is generally accepted that the data protection laws are out-dated and I suspect that data protection will not stay the same for long, even though we are leaving the EU. In other words, there will be some reform. We just don’t know what it will look like.
“Over the last couple of decades the UK automotive sector has changed immeasurably. We have moved from an era of rapid decline in outputs to a reinvigorated sector with renewed growth at all tiers and strengthened supply chain resilience.
“We have partnered with clients to move traditional manufacturing into hi-tech, IP driven businesses adopting advanced manufacturing techniques across the automotive sector and helping them achieve competitive advantage and their growth ambitions.
“One of the key issues continues to be building resilience in the automotive supply chain. Supply chains in the sector have come under increasing pressure in recent times with the unstable economic climate. Supply chains are now more sophisticated and highly integrated and a failure at any level can seriously impact the rest of the chain.
“Our commercial and sourcing team regularly advise on both sourcing strategy and backshoring arrangements within the sector. The trend within the automotive sector has tilted more and more towards reshoring as organisation’s focus more on quality, lead times and innovation.
“The advantage gained by reducing the time from design to production and the intangible benefit of the supply chain being close by has resulted in a huge change in focus from the offshoring of recent years to local supply chains flourishing.
“It is important to maintain the strength of these local supply chains and vital that OEMs and SMEs ensure that supply chains are as robust as possible, have flexibility to adapt to new market conditions and future proof the organisations strategic objectives.
“The skills shortage remains one of the biggest issues in not only automotive but across the whole of the manufacturing sector and developing a more stable supply chain to attract the strong skills base around it is critical to developing a successful innovation led climate to continue the growth of the automotive industry.”
These recent adjudications stress the need for businesses to ensure that their marketing campaigns do not fall foul of the ASA codes of practice as it can lead to adverse publicity.
“The Halfords advert highlights the requirements for savings claims within the advertising codes of practice. Halfords believed they had complied with the code by referring to the basis of the comparison and the proportion of stores that had charged the higher price. The ASA concluded that as the price was listed on a website then consumers would be misled into believing that the quoted higher price was the usual online selling price. This demonstrates the need for marketing teams to consider the context and medium of the specific campaign.
“We work with lots of businesses to help them push the boundaries of their marketing campaigns whilst remaining within the requirements of the Codes of Practice. The principle for marketing communications under the Code is that they should be legal, decent, honest and truthful. All marketing communications should be prepared with a sense of responsibility to consumers and society and should reflect the spirit, not merely the letter, of the Code.”
McIlroy has claimed that the Horizon contract signed when he was 22 is an ‘unconscionable bargain’ and is invalid and unenforceable on a number of grounds. McIlroy states that he was inexperienced, did not have independent legal advice at the time and he had to pay his agent excessive fees compared to Graeme McDowell who was on superior terms with Horizon.
“The case will rest on whether McIlroy can successfully argue that the contract was so grossly oppressive and one sided that it would be unfair to enforce it. We have seen a number of high profile disagreements with sport management agents in recent years including Wayne Rooney’s dispute with Proform Sports Management. The difference with that case however is that Rooney was a minor and the contract was voidable.
“McIlroy was 22 when he signed the Horizon contract and also of course shortly after signed a 10-year lucrative contract with Nike, putting him amongst highest earners in global sport. It will be interesting to follow if McIlroy can convince the court that he was manipulated to enter into the Horizon deal and it was ‘unconscionable’ and unfair especially as it coincided with the multi-million Nike deal.”