We recently sat down with Michael, Consultant at Engage, to discuss his appointment as Chair of the High Court Enforcement Officers Association. Michael reflects on taking on the role, shares his priorities for the Association, and discusses his vision for the future of the profession. As a valued member of the Engage team, Michael’s appointment reflects the depth of expertise and leadership we bring to the enforcement sector.
Firstly, congratulations on your appointment as Chair of the High Court Enforcement Officers Association. What does this role mean to you personally and professionally?
This role means a great deal to me. I have worked within the HCEOA and served on the Board in a number of roles, including Complaints, Treasurer and Vice Chair, so I am very proud to have been re-elected by the membership over the years. I am also grateful that the Board has shown confidence in me to lead as Chair of the Association.
The role comes with real responsibility. Together with the Board, I want to continue helping to shape what High Court Enforcement looks like as we move forward. I have set myself three key areas to remain focused on: Championing the interests of the membership; Continuing to build on the aims and objectives of the Association; and Ensuring that the value and professionalism of our work are properly recognised across the legal and business communities.
You’ve worked within the enforcement sector for many years. What changes have you seen in the industry, and what excites you most about its future?
I am what you would describe as a career High Court Enforcement Officer and, before that, a Sheriff’s Officer. I am proud of that. When I reflect on the years I have spent in the sector, High Court Enforcement has evolved significantly. Key milestones include the change to High Court Enforcement Officers in 2004, the introduction of Taking Control of Goods in 2014, seven years after the Act was passed, the formation of the Enforcement Conduct Board in 2021, and now it is starting to have an effect through various standards and, of course, the 2026 fee amendment, which changes how fees are applied.
What is very clear to me is that change is always happening. In today’s world, where everything is instant, change is happening much faster. That is a good thing, provided it is balanced and well thought through.
I think we are in very exciting times, if you can say that about enforcement. We are evolving to meet today’s challenges by improving transparency in what we do. Enforcement businesses now have much stronger auditing and control mechanisms, and cases are increasingly available online so clients and debtors can see what has happened, and what is happening, in real time.
Technology is improving and allowing greater automation, which in turn enables people to spend more time with debtors to find practical solutions and better outcomes. We are also seeing improving standards in how we approach everyone affected by enforcement, greater diversity in the workforce, both in offices and in the field, and the potential for legislative reform to improve the services and scope of what can be offered. So there is a lot already happening, and a lot still to come.As Chair, what will be your key priorities for the Association over the coming months and years?
I have set out five key priorities for myself and the Association. While some of them are not new, they remain extremely important, and we will continue campaigning to achieve them.
Ensuring the safety and well-being of our members and Enforcement Agents;
Ensuring the sustainability of the profession, including working with the Ministry of Justice to help establish a regular review and implementation process for changes to enforcement fees;
Campaigning to make it easier for possessions and judgments on debts under £600 to be enforced through the High Court;
Supporting members and engaging with the ECB around the implementation of standards and complaints processes; and
Attracting and supporting students who want to become HCEOs.
The enforcement sector plays an important role in supporting access to justice and economic recovery. What do you think are the biggest challenges facing the industry today?
This is an interesting question, and for me it splits into two main areas.
The first is public perception. Society today is very different, but the public’s general perception of enforcement is still often stuck in the past. We need to work to change that. Many people do not see the role played by HCEOs and Certificated Enforcement Agents as a key role within the justice system.
We are Officers of the Court, appointed to enforce Orders of the Court. When we attend, we are doing so because the court has directed us to.
We are a key part of the justice system. In the High Court world, we support businesses and individuals to recover money owed within a properly regulated and responsible framework. At the same time, we have responsibilities to debtors to ensure fair and proper treatment.
The second challenge is the lack of freedom of choice for creditors when deciding which Court Officers should enforce their judgments. At the moment, creditors face a two-tier system. For debts over £600 that are not regulated by consumer credit legislation, a creditor can choose whether their judgment is enforced through the High Court or the County Court. For debts under £600, or those that are consumer credit regulated, they can only use the County Court Bailiff service.
The County Court Bailiff service provides an important service, but, like many government departments, it is underfunded and under-resourced while dealing with increasing demand. I find it difficult to understand why this position continues when HCEOs are qualified professionals, appointed through the Lord Chancellor’s designated person, operating under government regulations, and working within businesses accredited by the Enforcement Conduct Board to support proper standards in enforcement.
The County Court Bailiff service is limited by the resources available to it, whereas HCEOs can bring greater resources to meet demand where the work allows. The County Court Bailiff service is funded by Government, while HCEOs are funded by claimants and debtors, so there is no cost to Government.
Collaboration across the sector is increasingly important. How do you see the Association working with government, industry partners and stakeholders to drive positive change?
The HCEOA enjoys a good relationship with Government and with other partners, including the CCUA, ECB and MALG. We will continue to maintain and build on those relationships so we can help drive positive change, as we have already done. Collaboration is important because meaningful reform only happens when the sector, government and stakeholders are able to work together constructively, understand one another’s priorities and challenges, and focus on practical outcomes.
What opportunities do you see for innovation and technology in improving outcomes for customers, creditors and enforcement professionals?
There are many innovations that will benefit the sector, and we are already seeing some of them. For example, language tools can help Enforcement Agents communicate more effectively with people in their chosen language. Digital channels, such as web apps and messaging platforms, allow clients and debtors to view cases, provide updates and engage more easily. AI can also support case management by identifying cases that may need additional review, helping with voice calls, capturing details, assisting with enquiries and directing people to the right teams.
There are also improvements in body-worn video, including the potential for live viewing and access to live case data. Data analytics can help trace debtors who are difficult to locate and can also help substantiate claims made about circumstances. Used properly, technology should improve outcomes for everyone by making enforcement more transparent, efficient and responsive, while still keeping people at the centre of the process.
As someone who advises organisations across the industry, what qualities do you believe make an effective leader in today’s enforcement environment?
I think effective leadership in today’s enforcement environment starts with experience and judgement. You need to understand the situations that people face, both debtors and creditors, and recognise that every case has people behind it. At the same time, you need to understand how businesses work, what pressures they are under, and the key triggers that can make a situation better or worse.
For me, a good leader has to be calm, fair and practical. They need to listen, make decisions, communicate clearly and bring people with them. They also need resilience, because enforcement is not always an easy environment, and they must be willing to adapt as the sector continues to change.
Looking ahead, what would success look like for you in your tenure as Chair?
For me, success would mean leaving the Association better placed to face the next stage in the evolution of enforcement, with a strong, well-trained team that understands the challenges ahead.
Of course, I would also like to make real progress against my five key priorities and see them brought forward in a meaningful way, which links to my key aims as Chair.
What advice would you give to those looking to build a long-term career in the enforcement and collections sector?
Being an HCEO is a career, not just a job. Becoming an HCEO takes time, effort and determination, and it is not easy, but we regularly have new people becoming authorised after completing their training.
Like most professional careers, it is rewarding. I can say from personal experience that it feels good when you are successful with a case. That might be because you have handled something particularly difficult, such as an aircraft or a work of art, or because you have helped someone in a difficult situation reach a good solution and left them in a better place.
Most of what we do involves very normal, everyday things, but the difference is how you do it. When you do it properly, you meet good people, help them resolve an issue and come away knowing you have made a positive difference. That still feels good every time.
Finally why is independent oversight of the Enforcement Sector important?
Although the ECB is currently a voluntary accreditation body, it has very strong uptake across the High Court sector and wider enforcement industry, and 98% of all writs enforced are enforced by accredited businesses.
I see it as a positive step in the sector’s journey, providing independent oversight of our activities and holding us to account if standards are felt to have dropped. It also gives assurance to the public that enforcement services are subject to independent scrutiny.
It conducts regular reviews and maintains a fully independent complaints service, separate from enforcement businesses, which debtors can use if they feel they need to complain.
The ECB is notably independent, with no direct influence from the enforcement sector. It is funded by the enforcement sector as part of accreditation, with no public money used to support it.
Government has made clear that it will seek to bring forward legislation, when parliamentary time permits, to give statutory underpinning to the ECB, and we fully support that.
