Categories:North East

DWF loses Newcastle head Flynn in wake of Crutes deal

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  • The big mistake Flynn made was alienating the NE leek growers who made up a sizeable proportion of DWF's Geordie client base.

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  • What's all this nonsense about him coming from a small firm and joining a major national, so the cultures didn't fit? The article (and reality) is quite clear:- John left after problems post-merger with Crutes. The Crutes partners used to dream of being as big as Dickinson Dees, their culture was hardly that off a "national firm". It sounds to me like John couldn't hack working with the poor quality of Crutes lawyer he was forced to share a water-cooler with.

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  • Anon 4:38,
    If that was the case, why did he make the decision to merge his North East office of DWF with Crutes? He probably could have merged with any of the North East firms!
    I feel a bit sorry for Johnny Flynn. He should have moved to a big firm a decade ago. Then he might have been able to make a go of it.
    PS, I'm interested to know what your colleagues make of him pretending to be the de facto "Captain" of Dickinson Dees in his "Leek" interview?

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  • In 2012 DWF's turnover rose by 23% (18% taking into account inflation).

    In 2012 Dickinson Dees turnover rose by 1.3% (minus 3.7% taking into account inflation).

    Which begs the question, why the hell would DWF recruit a Dickinson Dees partner to grow their business!

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  • Dear Anon 4.38

    You have written "their culture was hardly that off a 'national firm'".

    Do you work at Dickinson Dees by any chance? You write as if you do.

    Seriously it is a shame he's left the legal market but I'm sure he will continue to make an enormous contribution to the North East business community. He would be the ideal person to represent the interests of local businesses.

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  • Hard lines. However once you appreciate that his role was basically to spot a good merger opportunity in Newcastle and then to integrate the firm into DWF, saying he had "integration difficulties" is pretty damning.
    I don't pay heed to the rumours, they always seem to appear about anyone who has the temerity to leave Dixon Dees. He's just as good as he always was, he just didn't measure up to what a big firm like DWF needs. He'll be back soon. Does anyone know why he still features on the DWF website?

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  • It looks like he either couldn't or forgot to manage upwards. Whatever anyone says, it is a step up to move to a rapidly expanding / high performing firm like DWF.

    The odds were always stacked against him. It was such an odd decision to pluck a manager from Dickinson Dees; especially as he was presumably one of the decision makers in the years when similar firms (Dibb Lupton Allsopp, Addleshaws & Hammonds) became international powerhouses and DDees didn't.

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  • After living the charmed life of being an equity partner at Dickie Dees for 25 years, it must be very tough to have your performance evaluated against the yardstick of a modern, progressive and demanding law firm like DWF. Well done for being brave enough to take the challenge and sorry that those 25 years probably contributed to you not being able to fulfil your ambitions for the office.

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  • The lesson that can be learned from all of this is if your boss tells you to grow the office, don't deliver a parable about a leek.

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  • One of the most popular partners at Dickie Dees, but never a leader nor a corporate figurehead. He was best at saying, after the event, that he would have done it differently.
    You would have expected a major player like DWF to have done their homework. Maybe they have underestimated the work needed to dominate the Geordie market.

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