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| Turnover | £24.6m | | Profit per equity partner | £229,000 | | Equity spread | £110,000-£232,000 | | Net profit | £5.5m | | Profit margin | 22 per cent | | Revenue per lawyer | £157,000 | | Revenue per partner | £547,000 | | Revenue per equity partner | £1,025,000 | | Total no of fee-earners | 157 | | Total no of assistants | 112 | | No of partners | 45 | | No of equity partners | 24 | | Total no of female partners | 8 | | Total no of female equity partners | 3 | | Total no of staff | 285 | | Leverage ratio (equity partners/fee-earners) | 4.7 | | Representative clients | Merseytravel
Metropolitan Police
Smurfit
Exxon Mobil
Arts Council of England
London Borough of Hackney | |
Bircham Dyson Bell continued to reinvent itself
in 2004-05. The 45-partner firm had been struggling
with its image as a sleepy Westminster firm, but had
some success modernising itself after offering clients
communications and public affairs advice alongside
more traditional legal services.
The new line secured a five-year appointment
as the exclusive public affairs adviser to Merseytravel
- a longstanding legal client of the firm.
Along with the takeover of social housing firm
Jenkins & Hand, the changes saw PEP up 5 per cent
to £220,000. Turnover was up 8 per cent to £24.7m.
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