IWD Interview – Joe Ferrigno

This International Women’s Day, we are turning the spotlight outward.

We asked leading men across the profession to recognise the women who have influenced their careers, shaped their thinking, and continue to drive meaningful change within the legal industry. From respected mentors to rising stars, their reflections celebrate the women whose leadership, resilience and expertise are helping to define the future of the profession.

Next up is Joe Ferrigno, Senior Clerk at Essex Court Chambers and widely recognised as one of the leading clerks at the Bar. Joe oversees the strategic management and development of all members of Essex Court Chambers, alongside the implementation of chambers’ global business strategy and client relationships.

Joe plays a central role in shaping the direction of one of the Bar’s leading commercial sets and in 2023 he was awarded Senior Clerk of the Year at the Legal 500 Bar Awards.

In his reflections for this International Women’s Day series, Joe considers the significant shift he has witnessed across the profession during his career. He highlights the growing presence and leadership of women in areas of practice once dominated by men, particularly in complex commercial work and civil fraud. Joe also reflects on the transformation of the clerking profession itself, where women are increasingly entering, staying, and reshaping the culture of the clerks’ room.

Is there a woman whose work is shaping the future of the Bar/solicitor profession that deserves greater recognition?

Over the span of my career in the areas of law we practise, it would be impossible to name all the women who are now shaping the Bar and solicitor profession in meaningful ways – we would simply run out of space. What is clear, however, is that there are areas once dominated almost exclusively by men where women are now not only present, but leading front and centre, senior, and in growing numbers. Civil fraud is a striking example, with many female-led and female-dominated teams.

When I started at the Bar, women were few in number and rarer still in the senior ranks. Progress has taken longer than it should, and there is more to do, but the trajectory is positive. Those now occupying these positions deserve recognition not only for their achievements, but for the additional obstacles they overcame to reach them.

In clerking, the transformation has been equally significant. What was once a role rooted in manual processes and overwhelmingly male has evolved into a modern, professional discipline in which women play a central role. Increasingly, women are entering the profession later, often highly educated and bringing valuable experience and maturity – reshaping both the perception and the reality of the Clerks’ room.

Who represents the next generation of leadership we should be paying attention to?

Look at female Clerks. They’re not only entering the profession in growing numbers, but they’re also staying. When I began my career, female Clerks were rare; those who were also mothers were unheard of. Change may be slower than we’d like, but the direction is clear – we’re moving toward real gender diversity in the running of Clerks’ rooms. Without a blueprint, this generation is shaping careers on their own terms and driving cultural change from within. It’s powerful to witness.

 IWD

What does International Women’s Day mean to you personally, as a leader in the legal profession?

It’s a moment to reflect on progress, and to open honest conversations with the women I lead about what still needs to change. We can ask men for their views but lived experience matters. IWD is a timely opportunity to consider where we’ve come from, where we are, and where we want to go.

Why is it important that men actively participate in conversations about gender equality?

The work of gender equality isn’t finished. Those in positions of power have the greatest ability to create lasting change. While some women hold senior roles, most are still held by men, who have a duty to lead these conversations.

What responsibility do senior men have in creating opportunities for women at the Bar/in firms?

In Barristers’ Chambers, progress rests on two fundamentals: recruit talented women, and support them with thoughtful, practical policy. When women are given the opportunity, they integrate quickly and assert themselves confidently in environments that have traditionally been male dominated. But recruitment alone is not enough – the culture and infrastructure must enable them to succeed, with policy implemented with the person in mind.

When I became Senior Clerk, addressing gender imbalance, both within the Clerks’ room and among our tenants, was a priority. We worked to make Chambers a more attractive and genuinely supportive place to build a career. We designed policies with individuals in mind: enhanced parental leave and agile working for staff, baby loss and menopause policies, and a comprehensive parental leave policy for members. Rather than assuming a one-size-fits-all model, I’ve aimed to remain responsive to those using these policies, recognising that when the environment is right, obstacles to utilising opportunities are hopefully less insurmountable.

Beyond internal change, we have supported wider initiatives such as “The Commercial Bar – A Great Choice for Women”, a series of events encouraging more women to consider a career at the Commercial Bar hosted by some of the Magic Circle sets. Chambers have organised a series of Women in Law Dinners, where our female Members invite female guests from specific practice areas to meet, network, and celebrate their successes. We do this at junior level too, with a series of breakfasts and drinks to encourage more entrenched female networks at a much earlier stage.

When I became sole Senior Clerk, we had two female Clerks on the table, 13 female barristers and one female Silk. Today, that has grown to five table Clerks, two female Junior Clerks, 25 female barristers and nine female Silks. Greater representation has not happened by chance; it has been a clear priority, and one we have worked to improve.

Through both policy and visible representation, we are working to remove barriers to a career in Chambers and I am confident that as more women enter the profession, the pace of change will continue to accelerate.

What changes have you seen for women in the profession during your career – and what still needs to happen?

 One of the starkest differences has been the impact of motherhood on career progression. The historic gender imbalance at Silk level reflects a time when combining life at the Bar with raising a family was extraordinarily difficult. While it is still far from easy, it is now increasingly possible to be both a present mother and a high-performing barrister, and we are seeing more women successfully sustain both roles.

There remains work to do around work–life balance and the way the Bar operates. Within Chambers, we have sought to ease that pressure through enhanced parental leave policies, bridging loans, extended leave and, importantly, tailored return-to-work plans built around individual circumstances and timing.