What two days at LIDW revealed about the disputes hiring market

Spend two days speaking to forensic leaders at LIDW, and a clear picture emerges: demand is there, but finding the right talent is becoming far more complex.

Demand is strong, but shifting. Hiring is active, but more selective. And the shape of the talent market continues to evolve in ways that aren’t always immediately visible.

Here’s what stood out for me, from my own conversations and the panel sessions.

 

Specialist expertise is where demand is concentrating

There was little ambiguity on this point: most firms are busy!

But the work driving that activity is increasingly concentrated in specific areas. Post-M&A disputes, energy-related matters, and other highly specialised engagements came up repeatedly in conversation.

Clients are seeking deeper technical expertise, often in highly complex or sector-specific scenarios. And as a result, hiring isn’t just about adding capacity, it’s about adding precision.

For firms, that changes the equation. The challenge isn’t whether to hire, but whether they can access the right expertise at the right level, in a market where that talent remains limited.

 

Independent firms are redefining how they compete for talent

One of the more interesting threads running through LIDW was how independent firms are positioning themselves against larger, often private equity-backed competitors.

Historically, compensation has been one of the clearest differentiators. That’s beginning to shift.

Across conversations with firm leaders from the US, UK and Europe, a consistent pattern emerged: compensation models are evolving beyond base salary.

Commission structures, performance-linked bonuses, and more meaningful revenue sharing are becoming central to how these firms attract and retain talent.

It’s not simply about matching the highest base pay. It’s about offering a clearer link between individual contribution and reward, alongside something harder to quantify, but equally important: autonomy.

For many high performers, the ability to influence direction, build a practice, and feel genuine ownership over their work is proving to be a compelling alternative to more structured environments.

 

The next generation of leaders is already visible

Another shift is happening slightly earlier in the talent lifecycle.

The future leaders of the disputes market aren’t waiting to reach Partner to build their profile. They’re doing it now.

Across Senior Managers and Directors, there’s a noticeable focus on visibility: whether through LinkedIn, industry groups, speaking opportunities, or even less traditional forums like running clubs and supper clubs.

What’s striking is that technical development is now running in parallel with personal brand development.

In a market where credibility and reputation carry significant weight, those who invest early in building a network and a voice are positioning themselves differently.

Over the next five to ten years, many of these individuals will define the next wave of leadership across the profession.

 

More applications, but a narrower pool of truly strong candidates

If demand is strong, the candidate market presents a more complex picture.

Application volumes are up. That’s not the issue.

The challenge, as discussed consistently across firms, is the increasing variability in quality.

Identifying candidates who combine three critical elements - technical expertise, commercial awareness, and the ability to communicate effectively - remains difficult.

This is particularly important in disputes and investigations, where the value of the work often lies in how clearly complex findings can be articulated and defended.

For hiring managers, the bottleneck isn’t attracting interest. It’s filtering effectively. And increasingly, that is where process - how candidates are assessed, not just sourced - is becoming a differentiator.

 

AI is changing where value sits, not replacing it

Unsurprisingly, AI surfaced in almost every conversation. But the tone was notably pragmatic.

There’s little sense that AI will replace forensic accountants. Instead, the firms gaining the most traction are those using it to shift how work is done. Routine, lower-value tasks are being streamlined. Data is being processed more efficiently. And in doing so, time is being freed up for the areas clients ultimately care about most: judgement, insight, and narrative. And over time, that is likely to further elevate the importance of the skills that are already hardest to hire for.

 

A market that rewards getting hiring decisions right

Taken together, these trends point to a market that remains busy, but increasingly selective. Demand is there. Opportunities are there. But the margin for error - particularly in senior or specialist hires - remains extremely tight.

Because in this space, hiring isn’t just about filling a role. It’s about ensuring that when expertise is needed - often in high-stakes, high-visibility situations - it’s already in place.

 

Adam Nelson leads our Forensics, Investigations & Disputes hiring at Leonid. If you would like an informal appraisal of the current market in your area, please do get in touch for a friendly discussion!