Founder & Principal Adviser
Gareth Newbery
Gareth Newbery founded Newbery Advisory in 2026 after nearly eleven years working inside international law firms and legal services organisations: seven years at Baker McKenzie and nearly four years at Fragomen. At Baker McKenzie, he led People & Culture programmes across more than 30 EMEA offices and 5,000 employees.
His work has focused consistently on the organisational side of change: how leadership teams build commitment, how professionals change how they work, and how investment in people and technology translates — or fails to translate — into measurable business results. He has worked across law firms, professional services and complex multi-country organisations throughout his career.
He is a Prosci-certified change management practitioner and holds an MBA from Manchester Metropolitan University. His expertise sits at the point where leadership intent, operational processes and day-to-day behaviour meet. He does not select or implement AI systems; he helps firms create the ownership, capability, working practices and measures needed for those systems to produce sustained business value.
Co-Founder & Business Director
Sofía Domínguez Ramos
Sofía Domínguez Ramos co-founded Newbery Advisory and leads business development, communications and commercial coordination. She helps ensure that the firm’s positioning, market activity and client experience remain closely connected to the needs of the professional-services organisations Newbery Advisory is built to serve.
Trained as an architect, she began her professional career in London before returning to Spain to take on responsibilities in the management of property-holding companies and business assets.
Throughout her career, she has worked with law firms, advisers, financial institutions, suppliers and leadership teams, coordinating complex projects and translating business needs into clear, actionable decisions.
At Newbery Advisory, she brings together commercial judgement, structural rigour and a strong sensitivity to the client experience. Her role is to ensure that the firm maintains a clear, relevant proposition that remains closely connected to the real challenges facing the organisations it advises.
Evidence, not assumption.
We combine leadership and stakeholder evidence with structured methods — including workflow review, capability and adoption assessment, and friction mapping — to distinguish stated ambition from day-to-day reality. We look at where work slows, how decisions are made, who owns the process, how people use the available tools and what the existing measures can support. Low adoption is treated as evidence to investigate, not automatically labelled as employee resistance.
If we're not the right fit, we'll say so — and point you toward alternative routes rather than push a programme.