Early exposure, high‑stakes cases — Michael McKitrick on fast‑tracked development in Scottish litigation

Juggling criminal trials, civil actions and major public inquiries, Michael McKitrick charts the fast, hands‑on journey that took him from trainee to partner.

Progression to partnership within a short period is still relatively rare in the Scottish legal profession and often reflects a combination of opportunity, trust and readiness rather than a single defining moment.

Michael McKitrick joined PBW Law while still completing his diploma and progressed from trainee solicitor to partner within five years. His practice spans both civil and criminal law and includes work in public inquiries and other high-profile matters.

Here, Michael speaks with Ahsan Mustafa about early responsibility, mentorship, developing confidence in advocacy, and what partnership has meant in practical terms.

You joined PBW Law while still completing your diploma and progressed from trainee to partner in a relatively short period. Looking back, what do you think were the key moments or decisions that shaped that trajectory?

I started work experience with the firm in 2019 while completing my diploma. I was supported by the team and accepted a traineeship in early 2020, right in the middle of lockdown, which was a difficult time to start. Much of the early advice and supervision had to be done remotely. I quickly became fully involved in the work. I inherited a varied caseload from a predecessor who was around 18 months qualified, which was a real baptism of fire. The cases covered both criminal and civil work, and I was very well supported by Peter Watson, the managing partner.

At the time, I had already accepted a traineeship elsewhere with a much later start date. Peter asked if I would start earlier and told me he would personally train me and that the work would be hands-on. That decision made a significant difference to how quickly I developed.

How did working part-time during your diploma influence the way you approached practice once you qualified?

It gave me early exposure to the reality of practice and to the importance of detail. I quickly learned that nothing is casual and that every step has to be done properly. There is a reason we do things the way we do. My colleagues were very good at explaining not just what to do, but why it mattered. Even something as routine as Crown disclosure summaries requires care and thought. That early exposure gave me a strong appreciation that everything we do has consequences.

What did you find most challenging in the transition from trainee to qualified solicitor, and again from senior solicitor to partner?

In the early days, I was never particularly confident about appearing in court, but I had to get on with it. I found that the anticipation of criminal trials was often worse than the reality. I was quite a quiet person and had to push myself out of my comfort zone, often before I felt ready. Doing a wide range of court appearances accelerated my development and helped build confidence through experience.

Your practice spans both civil and criminal law. How has working across those areas shaped your approach to advocacy and client care?

Doing both has been extremely helpful. Criminal work, in particular, has strengthened my advocacy because civil cases do not always proceed to proof. Criminal practice requires you to think on your feet, and many of those skills transfer directly. I find it valuable to have a well-rounded practice and to see how different areas overlap.

My civil litigation work is varied. It includes judicial reviews, personal injury claims, contract disputes and other civil actions for damages ranging from modest sums to multi-million-pound cases, fatal accident inquiries, public inquiries, regulatory matters such as police misconduct cases and appeals to the Police Appeals Tribunal, and occasional employment tribunal work. I also do a lot of defamation work, which sometimes involves cross-border litigation when defenders and/or social media companies are based elsewhere. That breadth has helped me develop a flexible and practical approach to litigation.

You are regularly involved in cases with significant public interest elements, including matters involving police officers and public inquiries. What additional responsibilities come with that type of work?

I have been heavily involved in the Sheku Bayoh Inquiry, representing police officers. That involved extensive preparation, regular client meetings and close liaison with counsel. Working alongside senior figures such as the Dean of Faculty has been a hugely valuable experience. I’ve learned a lot from him over the past few years and have really enjoyed being in his company at the inquiry. 

I have also been heavily involved in the Scottish Covid-19 Inquiry for two Core Participant groups, the M9 Fatal Accident Inquiry, the Park Inn Fatal Accident Inquiry and other deaths in custody cases. We are currently preparing for the Emma Caldwell Inquiry. These proceedings involve large volumes of material. The usual rules of evidence do not apply in the same way at inquiries. The chair of a public inquiry – or the sheriff in a fatal accident inquiry – has wider discretion over what forms part of the inquiry, and the process is inquisitorial rather than adversarial. Advocacy in that context requires a different mindset, and I would encourage anyone interested in this work to observe experienced inquiry advocacy when possible. 

Has your understanding of what it means to be a good litigator changed since you first qualified?

Yes, it has developed significantly. I have been given a great deal of freedom and trust to develop my own approach. Watching different counsel appear has shown me that there is no single right way to litigate. Styles vary, but many are equally effective. Seeing leading KCs in action has been invaluable. Ultimately, I want to litigate in a way that feels authentic to me rather than trying to imitate someone else.

You have spoken publicly about the role of mentorship in your career. What qualities matter most in a mentor, particularly in litigation practice?

Trust has been fundamental for me. I was given responsibility earlier than I thought I was ready for it. Peter Watson has an answer to almost every problem, and more importantly, he creates an environment where mistakes can be discussed openly. I was told never to hide mistakes, to talk about them, and to fix them. That made a huge difference. I struggled with imposter syndrome early on because I felt I was being exposed to complex work very quickly. At one point, Peter told me plainly, “You are a litigation lawyer. Never doubt that.” That reassurance stayed with me.

I also remember being a three-month trainee dealing with a difficult case and having a long call with Ewen Campbell, advocate. He talked through the strategy and told me that even senior counsel found the case complicated. I really appreciated that lengthy call and reassurance from someone like him at that early stage. I now want to make sure I am doing similar for junior colleagues. Sometimes taking a few extra minutes to explain something properly makes all the difference. 

How has working closely with senior figures at PBW Law influenced your own approach to supervising and developing others?

It has reinforced the importance of creating a safe environment for learning. I try to give junior colleagues space to stretch themselves, while making it clear that support is always there. Trust, patience and openness are central to that approach.

As a newly appointed partner, how do you see your role in shaping the firm’s culture and future direction?

We have regular partner meetings, and a key focus is staying on top of technological developments. I began suggesting ways to introduce artificial intelligence (AI) tools early on and was encouraged to explore those ideas. The firm is open to innovation, provided it is used responsibly.

AI can save a significant amount of time and allow us to focus more time on analysis rather than manual review. Alongside innovation, I want to maintain the culture of openness, trust and support that I benefited from as a trainee. 

What does partnership mean to you beyond the change in title?

It means having a voice in shaping the future of the firm and continuing the culture that helped me develop. It also gives clients confidence that the firm trusts me with responsibility. I am grateful for that trust, while being conscious that I still have a great deal to learn.

How do you balance the commercial responsibilities of partnership with the demands of complex litigation work?

One advantage of training and progressing in a smaller firm is early exposure to how the business operates. I was learning about aspects of running a firm even before becoming a partner, which helped me understand the commercial realities alongside casework.

What surprised you most about becoming a partner?

It was largely what I expected. There is a bit less time for purely personal caseload work and I have a greater focus on oversight, business development and strategic planning.

What skills or attributes do you think are most undervalued in early-career litigators? Looking back, is there anything you would have done differently?

I would probably have worried less. Confidence comes with experience. Early on, I put a lot of pressure on myself and struggled with imposter syndrome. With hindsight, that was unnecessary.

What advice would you give to trainees or junior solicitors who aspire to partnership?

Do not wait until you feel ready to do things. Do not shy away from responsibility. You often rise to the occasion when you step outside your comfort zone. Watch excellent lawyers, ask questions and seek guidance from those further along in their careers. It is demanding, but it is achievable.

Finally, what are you most looking forward to in this next stage of your career?

Continuing to help run the firm and to develop as an advocate. Despite becoming a partner, I know I still have a great deal to learn, and I am confident I am in the right place to do that.

Michael, thank you for taking the time to speak with the Journal.

Written by Ahsan Mustafa, senior associate within the banking litigation team at Aberdein Considine LLP.