|
|
|
| Turnover: |
£21.2m |
| Profit per equity partner: |
£220,000 |
| Earnings per partner: |
£140,000 |
| Equity spread: |
£120,000-£320,000 |
| Net profit: |
£5m |
| Profit margin: |
22 per cent |
| Revenue per lawyer: |
£158,000 |
| Revenue per partner: |
£442,000 |
| Revenue per equity partner: |
£1.06m |
| Total number of fee-earners: |
188 |
| Total number of assistants: |
86 |
| Total number of partners: |
48 |
| Total number of equity partners: |
20 |
| Total no of female partners: |
15 |
| Total no of female equity partners: |
3 |
| Total no of staff: |
330 |
| Leverage ratio (equity partners to assistants): |
1:5.7 |
| Representative clients: |
Crest Nicholson,
EDF Energy,
London
Borough of Croydon,
London Development Agency,
Royal Bank
of Scotland,
Thistle Hotels | |
|
*SELL |
DMH STALLARD, the result of a merger between
South East firm DMH and London outfit Stallard in
January 2005, saw PEP rise by 22 per cent on last
year’s £180,000 to hit £220,000. But turnover
failed to keep pace last year. Fee income edged up by
just 6 per cent to £21.2m, partly as a result of DMH
not having taken on Stallard’s shipping arm. The
merger is also the main reason the debt level is
proportionately high, with a gearing ratio at year-end
of 44 per cent.
DMH Stallard distributes its profit between its 20
equity partners on a 10-step modified lockstep.
The chairman and an external adviser assess
performance factors and agree remuneration at
the start of the financial year with practice heads.
Last year partners at the bottom of the lockstep took
home £120,000 and those at the peak £320,000.
Sixty per cent of profit was distributed in the
first month of the last financial year, with the
remainder paid out by July.
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Related Tables
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