In our first instalment of the #OfftheRecord series, Nick Rees sits down with Rob Wagg, Chief Executive of New Park Court Chambers. With a distinguished 23-year career in the RAF, followed by leading a team of 136 management consultants at global consultancy Atkins, Rob brings a wealth of unique experience to the world of Chambers management.
In this interview, we explore Rob’s remarkable transition from military service to legal leadership, discovering how his diverse background shapes his approach to Chambers management. From securing the Chambers of the Year 2024 award to pioneering initiatives in sustainability and pupillage preparation, Rob shares his insights on leadership, innovation, and the future of the Bar. We delve into the challenges of maintaining tradition while driving change, the importance of people-centred leadership, and what it takes to build a successful Chambers in an evolving legal landscape.
Q: Rob, you’ve had a successful career before taking on your current role as Chief Executive of New Park Court Chambers. Could you share a little bit about your earlier career and any defining moments that have led you to this point?
“I spent the majority of my time, in fact the majority of my life in the RAF, I served 23 years. I finished as a senior officer and that was an immense, fantastic experience. I learned a lot, I experienced a lot, I got to travel a lot, did some great things, did some stupid things, but that really helped to shape me.
I then chose to leave because it felt like the right time for me. I joined Atkins, the global consultancy, where I led a team of 136 management consultants. And I did that for a couple of years before joining New Park Court nearly three years ago – three years at Easter. I’ve only ever actually had three real jobs.”
Q: The RAF operates in cycles for service commitments. Could you explain how that works?
“So originally I’d signed on to nine years, then 22, and then I was signed on to age 60. The RAF offered me a full career to retirement. But I left after 23 years, which is what we call resigning your commission, you retire from the service. Ultimately I did not want any regrets in terms of trying my hand as a leader in industry, so the decision to leave was entirely my own.”
Q: You undertook an MBA following your time in the RAF. Was that part of their external support?
“The RAF sponsors two people a year to do an MBA program. There’s a couple of conditions to it. One is that you have to be perceived by the RAF to have a future in the RAF in terms of progression, as in, can we see you getting further than where you are, where using an MBA would be useful as in working with industry, working in the MOD’s headquarters in London.
Second of all is, do you have the credibility to be able to do it? My first degree was in business management, so for me, it was just an evolutionary sort of next step. Once you undertake that, you then agree to a minimum additional commitment. From doing the MBA, I’d agreed that I would serve for a minimum of another three years as a result of it, which was always my intention anyway.”
Q: What inspired you to take on a Chief Executive role in a Barrister’s Chambers?
“So there’s a lot of parallels between Chambers, the Bar, my time at Atkins, and definitely my time in the RAF. I had a great time in the RAF, but I wanted to be tested, stretched and challenged in a new environment. I didn’t want to be sat on my deck chair at age 80, regretting I’d not given civil life a bash.
I joined Atkins, and I really enjoyed that. But that came with some frustration because as a global company, some of the other ideas I had were really difficult to implement because I didn’t have full autonomy.
And that’s what I really wanted, a role where I could really influence, where I could be accountable, responsible, but embrace both of those. And a role that spoke to me, my person-centred leadership approach, because we are not Toyota, we do not produce a tangible product at the end of the week. We’re a people business, a people organisation, so our focus has to be on people.”
Q: Last year, Chambers picked up the coveted Chambers of the Year 2024 award. How do you build on that success?
“I’m absolutely delighted. I can’t tell you how special it feels. And more so because I was wonderfully privileged enough to be the one to march down to the stage and accept the award on everyone’s behalf. We mustn’t lose sight of this success, because we have rightly been celebrating it.
We were the only set outside of London to be shortlisted. So we were representing not only our circuit, but all the other circuits and the other eight billion people on earth outside of London. While I do take an immense amount of pride, because it does genuinely represent the efforts of every single person associated with New Park Court, I certainly don’t see it as an end.
It’s helping us to achieve what I want it to, which is it has given us an enhanced platform to share our expertise, our stories and our capabilities with new audiences and new potential clients. The directories will tell you that there are three ‘star individuals’ on the North Eastern Circuit, and we have two of them, and that deserves to be shared and celebrated.”
Q: You’ve been quite innovative with various initiatives at Chambers. Could you tell us about some of these?
“We were the first carbon negative Chambers in England and Wales and in terms of our University Outreach Programme, I don’t see anybody else doing anything quite like what we do.
We also introduced a pre-pupillage program that starts a year before they join us. Those that are successful will be invited to our networking events and spend time with their future pupil supervisors. We try to introduce them to the groundwork of being a practitioner before they start, so they can focus more on becoming a future barrister rather than the mechanics of pupillage.
These initiatives are born out of my past experiences where I think they offer real value in terms of both our moral and business responsibilities.”
Q: What challenges do you see for the criminal bar specifically?
“The criminal bar is under quite a bit of pressure, not just in terms of sustainability, but growth and retaining those people in it.
What we are seeing is there is demand for people wanting to join the criminal bar from pupillage. Getting people in isn’t necessarily a challenge, but the CBA reports that retaining them is, because it’s a heavy workload, particularly in terms of RASSO work.
Regarding the condition of our courts and going to work in somewhere where the ceiling tiles are collapsing, the toilets don’t work, if you do need the toilets, you need to go to Costa over the road… all that plays into people’s conscience and psyche in terms of how long you can support and do that.
But what I see every day is criminal barristers going to work, grizzling it out, because they absolutely see and feel a personal responsibility to justice. And that is something that you cannot but admire.”
Q: Looking at the broader legal landscape, what changes do you anticipate?
“London is the legal centre of gravity. If you want shipping, aviation, global arbitration, there are very few firms in Leeds that specialise in that. You need to be within touching distance of the Temple, I would suggest.
But one of the things that I know Dubai in particular are working on is attracting more of the global arbitration type work. And we know at the moment that we’ve got some of the big sets of chambers that do that sort of thing, have either got outposts in Dubai or Singapore, or they go out there to do conferences and lead on client expos.
Just looking at the potential shifting sands, I think there is a threat and challenge to London’s position, given the attractiveness of Dubai, and others, over the next decade or so for being that global centre for arbitration.”
Q: What are your key focuses for the next 12 months?
“At the front of my mind at the moment is sustainable growth through quality, not quantity. I mean maintaining the culture and ethos of our organisation and not rapidly diluting it.
The data tells me that the volume of practicing Barristers is unlikely to change significantly over the next decade, while we anticipate demand for services to increase around 10 percent. So sustainable growth is very important. We are working towards being proactive and not reactive to this challenge as I can see it coming.”
Q: And maybe the most important question of the interview… As a long-standing Spurs fan, what leadership advice would you give to manager Ange Postecoglou?
“Well, you absolutely took the words right out of my mouth, because I would be very surprised if big Ange was sat in his condo right now, desperately waiting to hear from Rob Wagg as to what he should or shouldn’t have been doing. However, he’s going to get it, whether he’s expecting it or not.
Spurs have been having a tough time recently, Nick, as you know, lots of injuries to key players. And that reduces both the quality of the team, but also it heightens fatigue because Spurs simply do not have the players to rotate or rest. So it acts as a double blow because of that.
In terms of leadership, what stands out to me and what I think is really telling is how the team have reacted while being under pressure from the fans, the media, pundits, football journalists, etc., because not once have I seen a player’s head drop or a player drop when they’ve been being substituted.
The Elfsborg game, which Spurs won 3-0, with all the goals being scored by Academy products, is brilliant. What really stood out for me though, and it was just a couple of split second snapshots, was the reaction of the injured senior players who were sat on the front row watching the game in their civvies, woolly hats and gloves because it was cold. But seeing their instinctive reactions when our Academy graduates scored, leaping up, celebrating, applauding the goals, applauding the team, the success of the team, you can’t imitate that.
That instinctive level of spirit and camaraderie tells me that although things are tough at the minute, no doubt about it, the team believe in Ange’s leadership. And that is so, so important. So my advice would be stay strong, continue to lead from the front and importantly, continue to be fully accountable because that is the burden and privilege of leadership.”
The Verdict
Rob Wagg’s leadership at New Park Court Chambers exemplifies how non-traditional paths to Chambers management can bring valuable perspectives and drive positive change. His blend of military discipline, commercial acumen, and people-centred leadership has not only led to prestigious recognition but has also created a blueprint for modern Chambers management that respects tradition while embracing innovation.
His approach demonstrates that success in Chambers leadership isn’t just about understanding the legal sector – it’s about bringing fresh perspectives while respecting the Bar’s essential traditions. Under his stewardship, New Park Court has shown how Chambers can evolve and innovate without compromising their core values, whether through groundbreaking environmental initiatives, comprehensive outreach programmes, or strategic growth plans.
Perhaps most significantly, Rob’s story highlights the changing face of Chambers management. His focus on sustainable growth, people-centred leadership, and strategic innovation offers valuable lessons for other Chambers navigating the challenges of a rapidly evolving legal landscape. As the legal sector continues to face new challenges – from talent retention to international competition – leaders who can balance tradition with innovation will be increasingly valuable to Chambers’ success.
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