Hill Dickinson apes DLA in brand drive

14 November 2011 | By James Swift

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.