Name: Simon Lewis
Organisation: Brabners
Role: Partner
Location: Manchester
Trained at: Halliwells
Year qualified: 2005
What’s your most vivid memory from being a trainee?
When I was in my corporate seat I had spent weeks on a big deal and the disclosure bundle (in the days before online data rooms) had grown to about 30 lever arch files of paper. The page turn was going to take hours and a couple of other trainees were drafted in to do it with a couple of trainees from the other side. At some point in the evening they had been told to go and get some food as it was going to be a late one.
They sauntered back a couple of hours later very pleased with themselves as rather than a quick pizza they had had steak and a nice bottle of wine, all at the firm’s expense. They didn’t feel so good the next morning when the exorbitant expense claim was passed round all the corporate partners to a mixture of horror and amusement. They did get it paid though (and got a special mention at the Christmas party).
What is the thing in your professional career that has terrified you or taken you out of your comfort zone the most?
Taking over as leader of Brabners’ Sustainability & Environmental Green Group (SEGG). Many years before I had been chair of the Manchester Young Solicitors Group, but that was with fellow junior lawyers and largely consisted or organising social/educational events so not very high stakes. Sustainability is a key part of Brabners’ business strategy and the Managing Partner and Chief Executive both attend meetings, so it felt very high stakes. But I’ve settled into the role and couldn’t have asked for more support from Nik (managing partner) and Robert (CEO) – particularly in respect of my more unconventional suggestions like becoming a B Corp and investing in peatland restoration.
What is the wisest thing anyone ever said to you (and who said it)?
My old head of department told me that you shouldn’t be afraid to look stupid in order to make sure you understand something fully. You know yourself that you aren’t stupid, so if something doesn’t make sense it is either very complicated (and merits further explanation) or the person explaining it isn’t doing a good job. Either way, you are likely to look more stupid if you pretend you know and then make a hash of what you are instructed to do.
What advice would you give to someone who wants to get to where you are/do the job you do?
Be pragmatic in the advice you give clients and be bold enough to give a view. Bland technical answers setting out options with no guide as to which are most suitable are not useful to clients. The ultimate decision is for your client to make, but lawyers who assist in making a decision are the ones who gain repeat instructions – just make sure you caveat it enough so you aren’t giving commercial advice!
What’s your best friend from law school doing now?
He owns a consultancy firm providing professional advice to VC/PE funds.
