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| Turnover | £80m | | Profit per equity partner | £380,000 | | Equity spread | £225,000-£450,000 | | Net profit | £30m | | Profit margin | 38 per cent | | Revenue per lawyer | £317,000 | | Revenue per partner | £1,013,000 | | Revenue per equity partner | £1,013,000 | | Total no of fee-earners | 353 | | Total no of assistants | 173 | | No of partners | 79 | | No of equity partners | 79 | | Total no of female partners | 14 | | Total no of female equity partners | 14 | | Total no of staff | 703 | | Leverage ratio (equity partners/fee-earners) | 2.2 | | Representative clients | Allianz Cornhill Aviva Ernst & Young PricewaterhouseCoopers | |
Barlow Lyde & Gilbert (BLG) had a static year,
with a minute turnover rise and no change in average
PEP.
The firm maintains its grip on the insurance and
professional negligence market and also appeared
in a number of high-profile general commercial litigation
cases. Its biggest case continues to be its
representation of Ernst & Young (E&Y) in the ongoing
Equitable Life trial in the High Court. Led by
Clare Canning, the team has had a number of small
successes over the summer of 2005, culminating
in July's news that Equitable was dropping a large
part of its claim against E&Y.
In contrast, the firm's non-contentious practice
had a terrible year. Corporate head John Longdon
left at the end of 2004, joining former BLG banking
partners Graham Wedlake and Neil James at
Winston & Strawn. The losses, which effectively
closed down BLG's banking practice and left it with
little corporate expertise, suggest that the firm's
non-contentious side is struggling to keep up with
the powerful litigation practice. The departure of
IT head Kit Burden to DLA Piper Rudnick Gray Cary
reinforced the view that BLG may be better off
focusing on the litigation it is so good at.
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