Tatiana Sharposhnikova is the founder and CEO of Sharpwell Property Law, a London firm which helps buyers from all backgrounds overcome some of the most common and frustrating hurdles that can come with home purchases. A multi-lingual solicitor with over 20 years’ experience in UK property law, she specialises in complex and cross-border transactions for high-net-worth and international clients – drawing on her own experience as a successful property investor. Tatiana is a vocal campaigner on what she calls a “crisis” in conveyancing, defined by growing completion times, lack of oversight and outright discrimination against legitimate buyers. She has challenged the industry to adopt her firm’s principles around communication, leading from the front on transactions and keeping buyers informed at every stage.
What was your career path to your current role?
When I moved to the UK from Russia 25 years ago, I didn’t know where working life would take me. All I had was a suitcase and a determination to build something successful. I balanced my law studies at the University of Kent with being a single mother, never letting go of my ambition to make it in the world of property. I started as a trainee solicitor in 2002, working my way up the ladder in corporate and property, before I was finally able to start my first practice in March 2012.
I remember the day we started, thinking “how on earth did I get here?” – but since then I’ve built an amazing team around me and we occupy a real niche in the market. A lot has changed in UK property over the last 25 years, and it hasn’t always been for the best. I’ve also seen how the property industry has changed since I arrived in the UK, and how differently it treats international buyers compared with three decades ago. I want to make it better for buyers, while perserving the sector’s reputation as somewhere desirable, secure and well-regulated.
Did you have any other career ambitions?
I’ve always wanted to build and lead an excellent team, united by a meaningful mission. For me, success isn’t just about building a great business; it’s about creating a culture where talented people can thrive, doing work that matters, and making a real difference to our clients and the communities we serve.
What keeps you motivated in your work?
What keeps me motivated is seeing ambitious people within our team embrace our mission, strive to grow and develop, and ultimately become exceptional players. We hire people from all backgrounds, with cultures, perspectives and languages from all over the world, and I find it incredibly rewarding to see people realise their potential.
Equally, I’m motivated by seeing the company evolve into an exceptional environment where talented professionals can excel, feel valued and, most importantly, know that they are contributing to something bigger than themselves — a shared purpose that makes a genuine difference.
If you could change one thing about the transaction process, what would it be?
I’d make the whole process more transparent and predictable for clients. Buying or selling a property is often one of the biggest financial and emotional decisions people make, yet the journey can still feel fragmented and uncertain. The time buyers spend waiting, chasing different parties for answers and living in limbo is not helpful – it costs money, creates anxiety and causes transactions to fail altogether.
I’d like to see greater collaboration between all parties, better use of technology and more consistent communication, so clients always understand where they are in the process, what is holding things up and what happens next.
What has been the best development in conveyancing in the last 20 years?
Without question, the use of technology to make conveyancing more efficient and accessible. Digital communication, electronic searches, online identification, case management systems and more recently AI have transformed how we work.
The real opportunity, though, is not technology for technology’s sake. It’s using it to remove administration and repetitive tasks so that our lawyers and teams have more time to focus on the client and the parts of the transaction where professional and often personal judgement really matters.
And the worst?
I think the downside of progress has been the temptation to focus too heavily on speed and efficiency at the expense of the client experience. And despite the push, we still have some of the longest transaction times in Europe!
Conveyancing can become very process-driven – what I’d call “conveyer belt conveyancing” – but behind every transaction is a person or family making a significant life decision. If we lose sight of that, we risk making the process efficient for the professional but unnecessarily stressful for the client.
Do you think conveyancing will ever be fully digitalised?
I think much more of the process will become digital, and AI and automation will undoubtedly play a much bigger role. But I don’t believe truly excellent conveyancing will ever be completely digital.
Property transactions involve complexity, judgement, negotiation and, importantly, people. Technology can provide speed, information and efficiency, but it can’t replace the reassurance, empathy and professional judgement that clients need when they are making such a significant decision.
Do you think it should be?
No. I’m a strong believer in technology, AI and well-designed systems, but excellent client care is just as important as speed and efficiency.
A client needs more than a digital process. They need to feel that someone understands their situation, is taking ownership of their transaction and will guide them through the difficult moments. AI and systems can improve the journey enormously, but they can’t provide that human reassurance or the sense that someone is genuinely in their corner.
What’s the best piece of advice anyone ever gave you regarding your career?
To surround yourself with talented senior professionals who are better than me. Leadership isn’t about being the smartest person in the room, but about bringing in great people, giving them the autonomy to thrive, and empowering them to build exceptional teams of A players. That’s how you create an organisation that is stronger than any one individual.
What advice would you like to give to someone just starting out?
Be ambitious, stay curious and don’t be afraid to put yourself outside your comfort zone.
Build your reputation by being someone people can trust, not just someone who is technically good at their job.
Take responsibility and always look for ways to improve.
And perhaps most importantly, find a purpose in what you do. A career is much more rewarding when you feel that your work is contributing to something bigger than simply getting the job done.
Tell us something people may be surprised to know about you…
People may be surprised to know that I’m not just the CEO of a property law firm and a qualified English solicitor, I’m also an active property developer.
Together with my business and life partner, we have a portfolio of holiday lets and HMOs, and we’re currently completing a commercial-to-residential development.
I know the stress of property investing because I live it too. I don’t always have all the answers, but I do understand what keeps property investors awake at night.
That experience has shaped the legal team I’ve built. Lawyers who don’t just understand property law, but understand property investing, the commercial pressures and the risks involved. Because investors need more than lawyers. They need a legal team that understands the bigger picture.
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