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| Turnover | £56m | | Profit per equity partner | £280,000 | | Equity spread | £164,000-£400,000 | | Net profit | £9.2m | | Profit margin | 17 per cent | | Revenue per lawyer | £306,000 | | Revenue per partner | £903,000 | | Revenue per equity partner | £1,697,000 | | Total no of fee-earners | 259 | | Total no of assistants | 121 | | No of partners | 62 | | No of equity partners | 33 | | Total no of female partners | 7 | | Total no of female equity partners | 2 | | Total no of staff | 484 | | Leverage ratio (equity partners/fee-earners) | 3.7 | | Representative clients | Royal bank of Scotland HSBC Lloyds TSB KPMG Accor Westminster City Council | |
The ongoing restructuring within Stephenson
Harwood appears to be showing results after the
firm increased profitability for the second year in
a row.
Last year the firm continued to implement its
strategy to refocus on areas of strength, in particular
banking and finance. It hired a new head of
Islamic finance from Calyon (formerly Credit Lyonnais)
and saw the managed loss of its entire private
capital and family team to Charles Russell last year.
Such changes helped average PEP to increase by
a staggering 20 per cent, reaching £280,000 last
year. That followed a similar 17 per cent rise in PEP
in 2003-04.
However, at the same time, the firm's turnover
lost more ground, dropping 4 per cent from £58.6m
in 2003-04 to £56m last year. It was the second
consecutive year that turnover slipped following
an 8 per cent revenue drop in 2003-04.
But despite the declining turnover, the firm
remains adamant that the restructuring is showing
results, pointing to an increase in fee income
for the banking and asset finance practice of 140
per cent in the last three years.
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