We’re pleased to welcome James Stebbings to the Legacy Futures team as our new Head of Legacy Administration.

James brings extensive experience, knowledge and leadership from across the legacy sector. He joins us from Macmillan Cancer Support, where he has led the legacy administration team, and has also helped shape the wider profession through the Institute of Legacy Management (ILM), including five years as Chair.

We asked James to share what first attracted him to legacy giving, the changes he has seen during his career and why he believes this is such an important moment for the future of legacy administration.

The draw of legacy giving

When I took my first sector job at Cancer Research UK, I loved the idea that I could use my knowledge and experience of wills and probate, while also working for an amazing charity. What I discovered was a wonderful, collaborative sector built around the remarkable gifts that supporters leave to charities in their wills.

Legacy administration is fascinating because it combines technical and legal expertise with the human side of the work. Every estate is different, and every situation requires its own approach.

What has kept me passionate about the sector is the opportunity to help charities make the most of the incredible generosity of their supporters. These gifts can transform charities and the causes they support, and it is a privilege to play a part in ensuring that generosity has the greatest possible impact.

The changing world of legacy administration

The biggest shift has been the electronification of everything we do. I would say that the move from letters to emails and from paper files to electronic files has been negative for legacy managers. The move to email has greatly increased the volume of correspondence without clearly delivering more information - I know I am not alone in finding it far harder to locate information in electronic files rather than paper. These changes have made it harder and more stressful to manage larger caseloads.

I think the next stage of technological change could be very different. AI tools have the potential to help legacy managers navigate files, save time and improve how information is reviewed and managed.

The opportunity is to use technology to take care of some of the more routine work, giving legacy professionals more time to focus on complex cases, problem solving and the decisions where their experience really matters.

The importance of judgement

For me, what makes a great legacy manager is good judgement. You need to know when to be proactive and demanding, and when a different approach is appropriate. You need to understand what your organisation is due while also considering the likelihood and cost of recovery.

Sometimes, knowing when to stop is the most important decision - there is no single formula for managing an estate. Experience matters, but so does the ability to consider each case individually and decide on the best approach.

Alongside that, kindness, sensitivity and good communication are essential. Legacy managers represent their charities and have an important role in ensuring that people are left with a positive impression of legacy giving, even during what can be a difficult time.

Recognising the value of legacy administration

With income from other fundraising channels under pressure, there is an increasing focus on legacy income. That creates greater expectations from finance teams, directors and trustees, who understandably want to know what funds are coming and when.

But legacy administration involves uncertainty. Predicting exactly when an estate will be finalised, or when income will arrive, is not always possible. That uncertainty is a normal part of the work, not a reflection of skill or experience.

I would like to see legacy administrators more widely respected and trusted for the expertise they bring. We need to do more to help charity leaders understand the complexity, skill and judgement involved, and legacy administrators should feel confident in making sure their advice is heard.

Representing the sector

One of the things I am particularly proud of is the opportunity I have had to represent the sector and contribute to wider discussions about legacy and charity law.

When I was a Director at the ILM, the Law Commission consulted on technical issues in charity law. I felt strongly that legacy professionals should have a voice and I worked through the consultation materials, developed a survey for members and submitted a response on behalf of the sector. This led to an opportunity to meet with the Law Commissioner leading the work and was my first real experience of influencing policy.

Since then, I have been fortunate to represent the sector on several important issues, including HMCTS delays and inheritance tax on pensions. There have certainly been times when I have felt like an imposter, but I would always rather be in the room representing the sector than it has no representation at all. I would encourage others not to let self-doubt stop them from contributing.

A new chapter

I have loved every minute of my time at Macmillan, but after 14 years I felt ready for a new challenge. For me, it had to be the right opportunity, and this was it. What particularly excites me about Legacy Futures is the opportunity to bring together different areas of expertise to support charities. The group has decades of experience across legacy giving, with people, data, insight and practical services all working towards the same goal.

I believe there is a real opportunity to make the journey from notification through to receiving a gift as straightforward as possible. Every charity named in a will should be identified and notified promptly, and charities, executors and families should have the support they need throughout the process.

Technology will be an important part of that. AI has the potential to reduce the time spent on tasks such as finding and entering information, but it should support rather than replace professional judgement. For me, the real opportunity is to give experienced legacy professionals more time to focus on the cases and decisions where they can make the greatest difference.

Looking to the future

The future of legacy giving is incredibly positive. More people will have the opportunity to leave gifts to charity in their wills, creating a significant opportunity for charities and the causes they support.

But realising that opportunity will require the right expertise and infrastructure, as well as a continued focus on the people behind every estate.

Legacy giving is ultimately about an individual choosing to support a cause that matters to them, often through one of the most significant gifts they will ever make. Our responsibility is to honour that generosity by helping charities receive what their supporters intended.

Five years from now, I would like success to mean that charities have confidence in the expertise available to them and feel well-supported in managing their legacy programmes.

I’m looking forward to working with the team at Legacy Futures, our partners and the charities we support, to build on the fantastic work already being done and help shape the next chapter of legacy administration.