In the latest instalment of our #OfftheRecord series, Nick Rees sits down with Chris Mitchell, Director of Clerking at Rose Court Chambers.
With nearly three decades of experience across some of the country’s leading Criminal and Regulatory sets, Chris has seen the evolution of clerking first-hand. From his early days at Four Brick Court Chambers to leading at Rose Court – a pioneering, values-driven virtual Chambers – Chris shares insights on leadership, sustainability, and the future of the Criminal Bar.
Q: Chris, we’ve known each other for several years, but could you start by sharing a bit about your journey into clerking and how your career has progressed to this point?
“I was intrigued about the profession from a young age, particularly around the time I was introduced to Mike Strong at 1 Middle Temple Lane. We met my dad’s cousin, Johnny Pyne, in Chambers, and that early exposure sparked my interest in clerking.
I began clerking in 1996 at 4 Brick Court, working with Michael Corrigan and Clive Barrett. My brother was a Junior Clerk in the same building as Michael Eves, so clerking was something I grew up around and understood from an early age. It’s very much a family profession. While my brother went into Family Law, I was naturally drawn to working with Criminal Barristers and Solicitors.
Over the years, I worked at several Criminal and Regulatory Chambers, including Thomas More Chambers, 36 Bedford Row, and 23 Essex Street. But I would say I learned the most under Marc King at Carmelite.
We had a strong work ethic in the clerk’s room, and the expectations around dealing with Solicitors and managing cases were clear. Together with Dean Allen, Tony Eraclis, and Matt Butchard, we successfully ran an exceptionally busy practice over a long period of time.
Many of the systems I learned there I’ve since introduced elsewhere, and I’m now implementing them here at Rose Court.”
Q: Aside from the excellent pitch from the recruiters, what attracted you to the Director of Clerking role at Rose Court Chambers?
“Haha, I appreciate that you were joking in your question, but in all seriousness, I think having someone in recruitment whom you trust and value really makes a difference. As you said, we’ve known each other a long time, and I know I can speak to you in confidence about the market and get an honest opinion on what could be right for me.
Beyond that, it was the people. I first spoke with Mark Fraser after being introduced by a Solicitor, and I was impressed by the Directors’ vision for the future. We exchanged ideas on how to approach challenges, and those conversations were always positive.
Chambers also came highly recommended by Solicitors I knew well. Trusted colleagues at the Bar confirmed it was a quality set, which gave me further confidence.”
Q: What excites you most about joining a specialist, values-driven Chambers like Rose Court?
“The opportunity to build for the future. Rose Court is a relatively young Chambers but already has a strong, established team. That gave me confidence that I could help develop individual practices further and add to the collective strength already in place.
Working with a receptive team, all with the right attitude towards growth and development, is hugely motivating.”
Q: Now that you’ve been in post for a few months, what have you discovered so far?
“I’m fortunate to draw on years of experience in Criminal and Regulatory clerks’ rooms. While the fundamentals of Criminal practice remain the same, I’ve seen how much the process has changed – particularly with trials being moved at short notice. The courts are under huge pressure, with limited capacity and a shortage of counsel, and the backlog is a real challenge.
What has struck me most at Rose Court is the team ethic. Members consistently support each other, and that makes a huge difference in navigating the current climate.”
Q: What are your immediate priorities for the clerking function and for Chambers as a whole?
“My immediate priority is ensuring every member is working at the level they want to, while also getting the breaks they need. Supporting individuals in a way that balances ambition with well-being is, in my view, fundamental to growth.
Looking longer-term, we want to grow Chambers with the right candidates – people who fit with our team ethic and values. That cultural alignment is as important as professional ability.”
Q: Supporting members and strengthening client relationships is central to clerking. What’s your approach?
“As a Clerk, you have to be attuned to people’s needs – not only supporting them but recognising where you can step in to help them achieve their goals or grow their practice.
Honesty is crucial: always putting forward the right counsel for the right case and doing everything possible to support instructing Solicitors. Strong working relationships often evolve into lasting friendships, and I’ve built many of those connections over the years.”
Q: How do you define success, and how do you motivate others to achieve it?
“Success lies in the relationships you build, the quality and volume of work you attract, and the standard of service you deliver to Solicitors. If Chambers consistently provides that level of service, Solicitors return again and again.
Motivation comes from creating an environment where people feel supported, valued, and part of something collective. When you get that right, people naturally bring their best, and success follows.
I’ve been part of many successful teams, both in my professional and personal life, and once you have trust within the group, you can really reach new levels.”
Q: Rose Court was founded during the pandemic and has pioneered the virtual model. Where do you see the greatest opportunities for Chambers in the coming years?
“The biggest opportunity lies in building on what already makes Rose Court distinctive – its forward-thinking approach. The pandemic proved Chambers can operate effectively in a virtual environment, and Rose Court has shown that not only can it work, but it can thrive.
In terms of Criminal practice, there will continue to be strong demand in serious crime and Regulatory work. We are also seeing more crossover into areas such as financial crime, fraud, and cases with an international element. With a talented and ambitious team, we are well placed to grow in those areas.
At the same time, there is a real opportunity to strengthen long-term relationships with Solicitors by offering consistent, reliable service and supporting them through the pressures of the system. If we continue to combine first-class advocacy with a modern, flexible model of practice management, Rose Court can build further on its reputation.”
Q: What’s the biggest challenge facing the Criminal Bar in the next decade, and how will you address it?
“One of the biggest challenges is sustainability – both in terms of the profession and the people within it. The pressures on the criminal justice system are significant: underfunded courts, a backlog of cases, and counsel often stretched thin. If these issues aren’t addressed, the risk is that talented people either don’t come into the profession or don’t stay.
For me, a key part of tackling that challenge is supporting members in a way that makes the profession viable and rewarding. That means looking after wellbeing, making sure people get proper breaks, and managing practices so they can grow at a sustainable pace. It also means building strong, transparent relationships with Solicitors so we can secure the right work for the right counsel, ensuring fairness and balance.
At Rose Court, I want to create an environment where people can build long-term careers, feel valued, and see opportunities to progress. If we get that right internally, we’ll be in a much stronger position to face the wider challenges in the system.”
Q: What’s one thing your new colleagues might be surprised to learn about you?
“Growing up, I was a Liverpool fan, until my dad and two older brothers made it quite clear that wasn’t allowed. I swapped the dizzy heights of Liverpool’s success for the hopes and dreams of the mighty West Ham. Great decision all round!”
Q: And what goals have you set for yourself this year?
“I set myself a goal every year. Sometimes it’s work-related, and other times it’s personal – like running a marathon, completing a skydive, or competing in a white-collar boxing match.
This year, my goal may sound a little cliché, but I’m focusing on Chambers: making sure we collectively move towards where we want to be and that meaningful progress is made.
On a personal note, my son is starting his own business, and supporting him in achieving his goals will also be a key marker of a successful year.”
The Verdict
Chris Mitchell’s journey from 4 Brick Court to Director of Clerking at Rose Court Chambers reflects both the tradition and transformation of clerking at the Criminal Bar. His early influences in family and Chambers life, the discipline of Carmelite under Marc King, and his time across some of the busiest clerks’ rooms in the country have shaped a leadership style that blends high standards with a deep focus on people.
What stands out is Chris’s emphasis on sustainability – ensuring Criminal practice remains viable not just for Chambers but for the individuals within it. His belief that wellbeing and trust underpin long-term success is particularly relevant as the Bar continues to face systemic pressures.
Rose Court’s pioneering virtual model, combined with its team ethic and specialist focus, gives it a distinctive place in the market. Under Chris’s leadership, the set looks well-positioned to grow, expand into new areas of practice, and challenge assumptions about how Chambers can operate.
And on a personal note, whether it’s Chambers growth, West Ham loyalty, or supporting his son’s entrepreneurial venture, Chris’s approach remains the same: keep building, keep adapting, and never stand still.
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