As we round out 2025 we thought that rather than do a post looking back at the last year we would ask our Founder and Managing Director Mike Renville to give some insight into why he decided to set up a costs firm, the evolution of the costs sectors, and related points.
We are very much looking forward to 2026, looking to grow with our clients, old and new. We hope that you have all enjoyed the festive break and have a successful 2026!
What inspired you to launch your own legal costs company?
As a teenager I had an ambition to start a business but had no idea what sort. At 24 I fell into costs (like most costs practitioners do) and after being employed for about 6 years I realised this might be the answer. There were a lot of costs companies around that time which seemed to come and go and I wanted to build a company which put quality and integrity above everything. When the firm I was working for suddenly ran into difficulties I thought it was now or never, so I took the leap.
In your view, how has the cost law sector evolved over the last 30 years?
The costs sector is almost unrecognisable from 30 years ago. What was once a small niche sector with limited oversight has become a highly specialised and regulated field, with far greater scrutiny and higher expectations. Change really accelerated from the Woolf reforms in 1999. Since then, the volume of costs case law has soared, and costs litigation is now seen as a practice area on its own. The requirements for the job have evolved with these changes and costs practitioners increasingly need a wide range of strengths including tech literacy, commercial awareness, and outstanding communication skills.
Were there any key turning points or milestones that shaped your journey?
Looking back, I think one of the main turning points was the introduction of the Jackson reforms. At the time, the reforms appeared to represent a major challenge to our sector but I am a strong believer in treating change as opportunity and meeting it head on. As it turned out, the reforms helped us to grow due to smaller claims becoming captured by fixed costs, the introduction of costs budgeting and Solicitor/client cases becoming more prevalent.
What’s something clients often say about working with you or your team?
I think we are known for having extremely high standards across the board and a professional approach which feels personal, not corporate. We are probably classed as a mid-size costs consultancy, and this was always my goal . It means we don’t need layers of process to deliver quality. Our structure keeps decisions quick and communication clear. Clients often tell us they value the continuity of working with the same experienced people throughout a case.
What are your plans or goals for the future of the company?
We plan to grow the company in a sustainable way whilst ensuring we don’t lose sight of what we already do well. Growth for us isn’t just about size; it’s about developing our people, refining our processes, and staying adaptable as the sector evolves.
Is there an aspect of work where your involvement had a significant impact—whether through cost savings, advice, or resolving a complex issue?
Our clients are increasingly coming to us for assistance with charging success fees and shortfall costs. This can be a complex area to navigate and has enabled us to utilise our expertise in the Solicitor/client costs arena more often. We have had several success stories where our Solicitor clients have been on the end of a challenge and we have been able to help them to navigate to a positive outcome. It’s an area where the law is still developing, so being able to guide clients with clarity and confidence feels particularly worthwhile.
