The Lawyer Asia Pacific 150 is the only research report to provide a ranking of the top 100 independent local firms and top 50 global firms in the region. The report offers critical review of some of the fastest growing firms and their strategies, a country-by-country guide to leading legal advisers and legal services market trends, plus exclusive insight into the current business development opportunities in the Asia Pacific. Read more
This year, The Lawyer’s annual ranking of the largest UK law firms by turnover is available as an interactive, digital benchmarking tool. For the first time this will allow you to manipulate each data set against the metrics of your choice.
Hill Dickinson senior partner David Wareing has launched a firmwide consultation process in a bid to create a “defineable” brand “like DLA Piper”.
Hill Dickinson’s management has embarked on a three-year plan with the aim of pushing the firm’s bottom line back up to 2007-08 levels.
It has launched the consultation process among partners in a bid to unify the firm’s disparate groups.
“We want to get back to where we were three years ago in terms of profit,” said Wareing. “We’ve improved our game in terms of our internal [management] structure and now we want to make sure that partners understand their roles when it comes to managing and developing clients.
“Whereas our last three-year plan was aimed at reaching £100m in turnover, this one is much more based on the bottom line and creating a one-firm approach. Our challenge over the next three years is like DLA Piper’s was - it’s about creating a defineable Hill Dickinson.”
Wareing added that the firm was open to ABS-style investment in its fraud and volume businesses, where funding is important if it is to compete with larger players in the market.
He also revealed that the firm was in informal talks with “three or four” national and London firms about a possible tie-up.