Financial stability is crucial for any business and law firms are no exception. A survey released last week showed that increasing profitability remains the top concern for the majority of UK firms, despite the fact that the last financial year was a record-breaker ...
Last month we brought you insight on what it is that makes the job of managing a law firm so tough.
Next Monday The Lawyer will unveil its annual Global Litigation Top 50 . What, you ask, does this have to do with The Lawyer Management? It’s a fair question but stick with us.
The lot of the law firm leader is not always a happy one. This week’s cover feature unpicks that statement a little. We quizzed dozens of past and present managing and senior partners on what it is that makes the role so tough. Who would have thought that one of the recurring themes would be that it can be “lonely”?
Has there ever been a time of more change among the top levels of law firm management? Not that we can remember, anyway.
Scottish firm Burness Paull strengthened its cash position by over £2m in the first full year following the merger of Burness and Paull & Williamsons, with the figure rising from £3.6m to £5.8m.
French firm Veil Jourde has capped off a strong 2014 with the hire of a competition team from Winston & Strawn led by partner Emmanuel Tricot.
Penningtons more than doubled its debt in the year it took over cash-strapped Manches, with a number of its partners giving personal guarantees that the loans would be repaid.
Servicing debt and dealing with staff costs including historical pension liabilities continued to preoccupy firms in the 2013/14 financial year, LLP accounts filed with Companies House have revealed.
Allen & Overy (A&O) saw its total staff costs reduce by £15m in 2013/14 largely thanks to shifting a swathe of its support function from London to Belfast over the past few years.