Conveyancers aren’t resistant to change, says Julie Williams, head of service delivery at Complete ASAP – they’re just tired of hearing the same conversations without seeing any positive action. In National Conveyancing Month, Julie shares a reminder that behind every transaction are professionals navigating complex regulation, economic pressures and evolving client expectations.
At a recent conveyancer roundtable we hosted, one thing became clear very quickly: the industry isn’t waiting around for government reform. This isn’t because conveyancers don’t want change – but because they have heard the promises before.
The home buying and selling process has been ‘on the verge of transformation’ for years. Yet for the professionals dealing with it daily, the reality remains the same: delays, fragmented communication and a chain that can easily fall apart.
And while policymakers continue to talk about modernisation, the sector itself is already trying to modernise in real time, often without the structural support it needs.
What conveyancers actually want in 2026 is not more government announcements – it’s fewer bottlenecks.
The uncomfortable truth: relationships are a productivity tool
Conveyancing is still treated as a process problem. But the roundtable discussion kept returning to something far more human: relationships.
The biggest gains in speed and efficiency don’t always come from technology. They come from better working relationships between firms acting on opposite sides of transactions, and from stronger collaboration between conveyancers and sales progressors.
Too often, the industry operates in silos, causing transactions to slow down. This is in spite of the fact that everyone wants completion, fewer fall-throughs and a smoother experience for clients. But when communication becomes transactional, the process becomes fragile. One comment was that if the industry wants to speed up transactions, it may need fewer email chains and more real conversations.
Turnaround times are under pressure, but not for the reasons people assume
There is a shared ambition to reduce turnaround times, with 10 weeks cited as a realistic target for a smoother process. But the key word is shared. Conveyancers are not indifferent to speed; they are actively trying to improve it.
The bigger issue is that the process still relies on bottlenecks that haven’t evolved with the rest of the sector. AML and source-of-funds checks were raised as a major obstacle. These checks are essential and will only become more rigorous, but they remain time-consuming and inconsistent. Clients often struggle to provide the right documentation quickly, and firms are left stuck between compliance obligations and pressure to move faster.
The system is increasingly digital, but too much of the process still behaves like it’s analogue.
Reform fatigue is real
If there was one mood that dominated the conversation, it was scepticism – particularly around government reform.
The sector has heard for years that reform is coming, that digitalisation will be prioritised, and that the transaction process will be simplified. Yet many of the issues professionals face today are the same ones they faced five years ago.
Leasehold reform delays were also highlighted as a particularly frustrating example: complex, slow-moving, and leaving uncertainty hanging over transactions that are already hard enough to manage. Conveyancers are naturally resistant to change that isn’t workable.
The industry is adopting tech
Digital onboarding is now widely embraced. Many firms are exploring automation tools to reduce admin burdens and improve client experience. AI is increasingly part of the conversation.
But the tone is cautious, and for good reason. This is a sector dealing with high-value transactions, sensitive data, and clients who are often stressed, time-poor and unfamiliar with the process. Accuracy is everything.
The industry doesn’t need AI hype, it needs AI that genuinely reduces repetitive tasks, improves transparency, and helps clients feel informed – without compromising compliance or trust.
Recruitment pressures are still holding the sector back
Recruitment and retention remain a challenge, and hybrid and flexible working are now essential for attracting talent. The market has changed, and firms that fail to adapt will struggle to compete. Supervision, training and continuity can suffer, particularly when teams are stretched. And when staffing is inconsistent, transaction speed inevitably suffers too.
So, what’s the real priority for 2026?
The themes discussed at the ASAP roundtable point to a clear set of priorities for the year ahead, which are:
- Reduce turnaround times where possible.
- Increase transparency across the chain.
- Improve collaboration between stakeholders.
- Strengthen communication (yes, including more phone calls).
- Adopt AI to improve efficiency and customer experience, with proper safeguards.
These aren’t dramatic demands. They are practical. The conveyancing sector doesn’t need vague reinvention. It needs realistic improvements that reduce friction.
In National Conveyancing Month, this is a reminder that behind every transaction are professionals navigating complex regulation, economic pressures and evolving client expectations.
The real progress in 2026 will come not just from legislation, but from collaboration, technology used responsibly and a renewed focus on communication. The future of conveyancing will be decided by whether the process becomes easier to deliver, and trust.
About the author
Julie Williams is head of service delivery at Complete ASAP. She has over 35 years of wide-ranging residential conveyancing experience, from managing transactions to overseeing volume operations. She co-founded ConveyAssist, an early UK-based outsourced title checking business, after moving from frontline conveyancing. Today, she’s responsible for the conveyancing partner network at Complete ASAP. Her extensive career means she has experienced decades of change in the sector and is passionate about working to improve the experience for all involved, from educating the home mover to supporting the development of process, practice and technology.
