Insider Insights: Strategic Success Stories from Leading ......FBC Manby Bowdler, explores the challenges and beneﬁ ts of introducing a ﬁ rm-wide client service charter, the culture

EditEd by Laura SLatEr

Insider Insights: Strategic Success Stories from Leading Law Firms

EDITED BY LAURA SLATER


Head of events and booksLeah Darbyshire

Commissioning editorLaura Slater

Editorial assistantEdward Bowes

Published by ARK Group:

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ISBN: 978-1-78358-254-9

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© 2016 ARK Group

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DISCLAIMERThis publication is intended as a general guide only. The information and opinions it contains are not intended to provide legal advice. The publishers bear no responsibility for any errors or omissions contained herein.

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Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii

About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi

Chapter 1: Quest for change – The impact of a culture of continuous innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1By Patrick Allen, senior partner at Hodge Jones & Allen

Innovation culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3Recent changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4Client communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5Legal aid cuts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5Key performance indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6Lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Chapter 2: Reservoir of trust – Build trust and confi dence in your leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9By Jim Rishwain, chair of Pillsbury

Strategic industry focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Building confi dence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Fiscal management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14The next big challenge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Chapter 3: Funding blueprint – Improve your relationship with your bank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19By Steven Evans, former fi nancial director at SGI Legal; currently chief fi nancial offi cer at Harrington Brooks and director of One Advice Group Ltd

Laying the groundwork . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Funding requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Winning support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Measuring returns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Contents

iv

Contents

Chapter 4: X-raying matters – How to improve matter risk management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25By Peter Bennett, COO Bates Wells Braithwaite (London) LLP

The eureka moment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Creating the system . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28How it works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29The second eureka moment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Impact on the fi rm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Improving risk management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Expanding the scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Client risk assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Future plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39The core secrets of PII risks – or how to reduce your PII claims and premiums . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Chapter 5: Raising standards – Introducing a client service charter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45By Kim Carr, managing partner of FBC Manby Bowdler

Measuring service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Examining results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Changing fi rm culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Chapter 6: Eliminating waste – Using lean six sigma to improve business processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51By Stuart Whittle, IT and operations director at Weightmans

LSS in practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52New business line . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Challenges faced . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54Return on investment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Chapter 7: Commercial intelligence – Why NewLaw fi rms should have an ERP system . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57By Michael Burne, CEO at NewLaw fi rm Carbon Law Partners

Needs assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58Investment criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59Business benefi ts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

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Chapter 8: Countdown to launch – Merging marketing on a tight deadline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65By Jeff Berardi, global chief marketing offi cer and Debra Woodman, former Asia-Pacifi c director of business development, at K&L Gates

Pre-merger . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66Day one . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69Post-merger . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Ongoing work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Chapter 9: Flat hierarchy – Why your law fi rm needs an inclusive culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73By Linda Woolley, managing partner at Kingsley Napley

Open communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74Core values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77Challenges and lessons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77A foundation of trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Chapter 10: Holistic parity – Achieving gender equality without targets or quotas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81By Suzanne Todd, family partner and head of the women’s networking group at Withers (www.withersworldwide.com)

Role models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82Values and culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83Engagement levels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Focus on L&D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Flexible working . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85Networking groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86The future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Chapter 11: Remote control – How remote working keeps clients and lawyers happy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89By Simon Harper, co-founder of Berwin Leighton Paisner’s alternative legal services provider Lawyers On Demand (www.lod.co.uk)

In the beginning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90The next big thing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

vi

Contents

Law in the cloud . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91The pilot process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Remote working myths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Remote managed teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94The future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

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It is no secret that the legal market is changing fast, and law fi rms that are standing still are seeing the sand shift beneath their feet. Growth has become more diffi cult, clients are more demanding, and market conditions increasingly competitive. In these challenging times, some fi rms have kept their eyes on the shifting landscape, altered their course, and forged the way ahead; others are struggling in the quicksand.

Through a series of case studies from leading law fi rms that have become adept in navigating the changing market, this book provides fi rm leaders with insight into, and lessons learned from, change initiatives and innovations successfully implemented by their peers. Practical advice is provided in four crucial areas: strategy and practice management, client management, marketing and business development, and human resources.

As the author of the fi rst chapter in this book notes, ‘trying to stick with the past has worked in no other area of business’ – so why should law fi rms be any different? The fi rms that succeed in the future will be those that arrive at novel ways of performing work more effi ciently, effectively, and deliv-ering greater value to clients. All of this starts with thinking innovatively. In Part One of this book, ‘Strategy and Practice Management’, Patrick Allen, senior partner at Hodge Jones & Allen, refl ects on the leadership and management lessons learned from building continuous innovation into his law fi rm’s culture, the changes that were necessary, and the chal-lenges that were overcome.

Recognising that change can only occur in an environment of trust, in the next chapter, the chair of Pillsbury, Jim Rishwain,

Executive summary

viii

Executive summary

shares how he built a culture of confi dence, knowledge sharing, and communication within Pillsbury to power the fi rm’s global ambitions.

When it comes to planning for the future, law fi rms today are no longer viewed as sure bets, whether by the bank or the insurance company. In the next chapter, Steven Evans, chief fi nancial offi cer at Harrington Brooks and director of One Advice Group Ltd (formerly fi nancial director at SGI Legal), explains why improving your relationship with your bank can pay dividends, and describes the steps taken at SGI Legal to include the bank in the fi rm’s business planning.

Following on from this, in the fi nal chapter in this section, the COO of Bates Wells Braithwaite (London) LLP, Peter Bennett, looks at the imperative for a broad and effective risk-manage-ment strategy, describes the evolving approach to risk at Bates Wells Braithwaite, and reveals how the system has saved the fi rm £6 million in PII premiums.

What is a reasonable response time? What do you clients really expect in terms of service delivery? In the fi rst chapter in Part 2, ‘Client Management’, Kim Carr, managing partner of FBC Manby Bowdler, explores the challenges and benefi ts of introducing a fi rm-wide client service charter, the culture shift required, and the tools and techniques designed by others that can help you measure progress and drive improvements.

As clients increasingly scrutinise and question the work done by their law fi rms, demand greater value, and expect to see law fi rms using the kinds of effi ciencies they themselves employ, in the next chapter Stuart Whittle, IT and operations director at Weightmans, explains how Lean Six Sigma has enabled the fi rm to cost-effectively tailor services, remove waste and vari-ations to save time and effort for both the fi rm and its clients, and improve then standardise processes, boosting effi ciency.

Growth is not as straightforward today as it once was. But although some fi rms look back fondly to the ‘good old days’, the ever-evolving technology fi rms have at their disposal can dras-tically improve speed of response, effi ciency, and deliver huge

ix


amounts of useful data and intelligence that are the foundation of a modern growth strategy. One tool at law fi rms disposal is an ERP platform. In the next chapter, the CEO at NewLaw fi rm Carbon Law Partners, Michael Burne, describes how his fi rm has successfully used an ERP to boost effi ciency, grow its client base, and deliver greater value to clients.

When two fi rms merge, cultural differences can be one of the biggest obstacles to overcome. In the next chapter, Jeff Berardi and Debra Woodman of K&L Gates reveal how they integrated their fi rms’ marketing functions on a tight merger deadline and built a strong working team with members of both merged fi rms.

An inclusive culture builds fi rm-wide trust in the managing partner and increases buy-in decisions – even unpopular ones. In the fi rst chapter in the ‘Human Resources’ section, Linda Woolley, managing partner at Kingsley Napley, provides tips and guidance on building a culture of open communication and trust.

Diversity is top of many fi rms’ agendas, and small wonder why – clients are increasingly demanding more diverse perspec-tives, and moreover more diverse fi rms are proven to perform better. Unlike many law fi rms that are struggling to promote and retain women, Withers LLP is close to achieving gender parity in its partnership in London – without the use of targets or quotas. In the next chapter, Suzanne Todd describes how the fi rm has achieved this feat.

Finally, Simon Harper, co-founder of Berwin Leighton Paisner’s pioneering alternative legal services provider, Lawyers On Demand, looks to the future of staffi ng and explores how law fi rms and in-house counsel are turning to a remote work-force to help them do more for less.

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Patrick Allen qualifi ed as a solicitor in 1977 when he founded Hodge Jones & Allen in Camden with Henry Hodge and Peter Jones. From day one he was the fi rm’s managing partner and combined this with the position of senior partner following Henry’s retirement in 1998. The fi rm was founded with the particular aim of helping individuals assert and defend their rights and to correct miscarriages of justice. Many of the fi rm’s fi rst cases were funded by the legal aid scheme and legal aid still funds a substantial proportion of the fi rm’s criminal defence, care and housing cases.

The fi rm now has 225 staff and is still situated in modern premises close to Euston station. The fi rm’s principal teams are Housing, Family, Criminal Defence, Civil Liberties, Personal Injury, Clinical Negligence, Wills and Probate, Employment, and Dispute Resolution.

For the last 20 years, Patrick has specialised in complex personal injury and multi-party cases. He was the leader of the Hodge Jones & Allen team that managed the Gulf War illness claims for UK veterans and the New Cross Fire inquest. He also managed the MMR and Sheep Dip multi-party actions and played a lead role in the King’s Cross Fire and Marchioness Litigation on behalf of claimants. He acted in many miscarriage of justice cases with claims for compensation against the Home Offi ce.

Patrick was president of the Association of Personal Injury Lawyers (APIL) 2003-2004 and APIL Law Society Council Member 2002-2006, and sat as a Deputy District Judge from 1998 to 2014. He is a member of the Law Society Civil Justice Committee. He also acts as a Deputy for many brain injured clients. Patrick writes and lectures on personal injury law, costs and management.

About the authors

xii

About the authors

Peter Bennett has been chief operating offi cer (COO) of Bates Wells Braithwaite since 2006. During that time BWB has expanded from £8 million to £25 million with a 225 headcount, converted to an LLP and then to an ABS, and has then become the only law fi rm in the UK to gain the world accreditation for being a socially responsible profi t-making business (B Corps). He is the compliance offi cer for fi nance and administration (COFA), risk manager, data protection offi cer, leads the risk and compliance service, as well as having director level reports in accounting, Human Resources (HR), fi nance, and Information Technology (IT). A director of professional standards and risk will complete the Management expansion in August 2016. Peter is a member of the Management Board working closely with BWB’s managing partner. He represents BWB on two expanding non-law joint ventures as well as the BWB CIO charity, and also serves as the honorary treasurer of a major charity. He has a total of 28 years of experience as chief offi cer in law fi rms. Three of these were solicitors, including BLM and two were barristers Chambers including Maitland Chambers.

Jeff Berardi is the chief marketing offi cer (CMO) for the global law fi rm K&L Gates. As CMO, Jeff leads global marketing and business development efforts for the fi rm’s more than 45 offi ces located throughout the United States, Europe, Asia, South America, Australia, and the Middle East. Within this role, he maintains primary responsibility for the various function areas in the department, including strategic planning, regional and practice-based business development, PR and media relations, creative direction, and digital marketing communications. Jeff joined the fi rm in 2004 and has been CMO since 2006. A regular speaker at industry conferences, Jeff currently serves as a Seven Generations board member for the international nonprofi t organization City Year, Inc. and is a past member of the Global Editorial Advisory board for Managing Partner Magazine.

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Michael Burne thrives on fi nding a better way to do things. Especially where change, disruption and bucking the trend are involved. Through to his core this is what he is about. And what he does. His career has taken him from solicitor within London’s Magic Circle to director at board level within large fi nancial institutions. Along the way he became very frustrated with the practice of law. He had fi rst-hand experience and a deep-rooted knowledge that the traditional law fi rm model was broken. It didn’t work for lawyers or clients. Michael knew there had to be a different way, a better way. For lawyers. For clients. So the belief that this existed launched him on a journey where research, exploration, and dogged determination has brought him to where he is today, CEO of Carbon Law Partners. A commercial law fi rm, where they are doing things a different way. A better way.

Kim Carr obtained an LLB (Hons) Law Degree from the University of Birmingham in 1982, before completing the Law Society Finals at the College of Law in Guildford in 1983. Kim joined FBC Manby Bowdler as a trainee solicitor and qualifi ed as a solicitor in 1986, became a partner in 1989 and was appointed managing partner in 2005. Kim’s leadership skills have been pivotal in driving positive change at the fi rm. Her belief in staff engagement leading to the delivery of a stellar customer service and successful growth has seen the fi rm retain a one star status in the Best Companies list for the second consecutive year.

In an innovative move in 2015 Kim created and implemented a Strategic Management Board, made up of three other individ-uals, partners and non-partners/non-lawyers, responsible for spearheading the fi rm’s future development and growth. Kim was awarded the LawNet Managing Partner of the Year Award in 2012, which recognised her outstanding performance and leadership, and in 2015 Kim was appointed chair of LawNet. Kim is the fi rst woman to hold the role in the network’s 26 year history. Kim is an Independent Governor at the University of Wolverhampton and a member of MENSA.

xiv

About the authors

Steven Evans had ten years experience working in senior fi nance roles within the legal sector prior to joining Harrington Brooks. During this period he had direct managerial respon-sibilities for client monies which exceeded £50m. He has also managed the due diligence and fi nancial integration process on a number of mergers and asset acquisitions. Steven holds a BA (Hons) in Business Administration and has been an associate of the Chartered Institute of Management Accountants for 13 years.

Simon Harper co-founded fl exible legal services provider LOD in 2007 whilst an equity partner at Berwin Leighton Paisner (BLP). From there the LOD business went from strength to strength, and in 2012 Simon stepped down from the partner-ship to lead LOD full time.

Today LOD has over 600 lawyers across seven locations worldwide. American Lawyer Magazine has named Simon a top 50 innovator of the last 50 years – one of only three UK lawyers to be recognised as such, and the FT Legal Innovative Lawyers Awards 2015 named him as ‘Legal Innovator of the Year’ for ‘sending shockwaves through the legal industry’.

James M. Rishwain, Jr. is the fi rm chair and chief executive offi cer (CEO) of Pillsbury Winthrop Shaw Pittman LLP, an international, full-service law fi rm with strengths in energy, fi nancial services, real estate, and technology. His primary responsibility is to execute the fi rm’s strategic plan and poli-cies established by the Pillsbury Board, which he chairs. He is the board’s key adviser, the top executive in the Pillsbury leadership, and the fi rm’s chief visionary, decision-maker, and communicator. In addition, he conducts a highly commended real estate practice, representing some of the most successful real estate developers, investors, lenders and owners. He was named to the Los Angeles Business Journal’s list of ‘Who’s Who in L.A. Law’, was California Lawyer’s 2005 Attorney of the Year, and has been among the Daily Journal’s Managing Partner A-List. Mr. Rishwain is active in many civic and community

xv


organisations in the City of Los Angeles, including those with respect to sports and entertainment, schools and foster chil-dren, parks and homeowners associations, and energy and infrastructure. Mr. Rishwain received his bachelor’s degree from the University of California, Los Angeles and his J.D., cum laude, from Pepperdine University School of Law.

Suzanne Todd is an experienced family lawyer who advises clients on the full range of issues which arise on the breakdown of a relationship. She has particular expertise in dealing with complex fi nancial cases often with an international or trust related element. She has a wealth of experience in private law disputes over children including dealing with residence, contact arrangements and leave to remove a child from their place of residence. In addition to this, her work includes drafting pre- and post-nuptial agreements and dealing with the breakdown of relationships between cohabitees.

Stuart Whittle is a qualifi ed lawyer by trade, having practised law as a professional indemnity lawyer since 1995. He has been a partner at Weightmans since 2002. During 2003, Stuart become involved in Weightmans’ IT: designing, developing, and rolling out case management systems across the fi rm. In 2005 Stuart took on responsibility for Weightmans’ IT depart-ment and in 2010 was promoted to IS and operations director with responsibility for IT, HR, Knowledge Management (KM), Projects, Facilities, Risk, and Marketing – and since then he has been a member of Weightmans’ Board.

Stuart regularly presents at events with special areas of interest being around BPR and helping lawyers to work smartly in an uncertain market where prices are being squeezed and the quality of the service that is delivered to the client needs to be continually improved. He is a certifi ed Lean Six Sigma Master Black Belt and is currently responsible for a partner-led team who are rolling out Lean Six Sigma projects within Weightmans to enable its lawyers to deliver value to their clients cost effectively.

xvi

About the authors

Debra Woodman has built a solid career specialising in busi-ness development for law fi rms across the Asia Pacifi c region. Born and raised in Melbourne, Australia, she completed her undergraduate studies at the University of Melbourne and then moved to Tokyo, Japan to complete a Masters in Law after being awarded a Japanese Government Scholarship. After this time she went on to set up the marketing and business development function at the Tokyo offi ce of Hogan Lovells. Her next position at Linklaters saw her play a critical role in facilitating the integration of a Japanese law fi rm with the Linklaters Tokyo offi ce.

In her most recent role of director of business development, Asia Pacifi c at K&L Gates, Debra was responsible for the busi-ness development and marketing communications activity for the fi rm’s four offi ces in Australia and its seven offi ces in Asia. Debra holds a Bachelor of Arts (Honours) from the University of Melbourne and a Master of Laws from Hitotsubashi University. In 2015 she completed the Asialink Leaders Program run by Asialink Business. Currently Debra is taking a short break from what has been a busy career to spend time with her two young sons before they commence their school years.

Linda Woolley is the managing partner of Kingsley Napley. She qualifi ed with Kingsley Napley in 1992 and became a partner in 1998. Linda was a criminal lawyer for many years, with particular experience in fraud and international investigations. She was president of the London Criminal Courts Solicitors Association in 2006. Linda became joint managing partner of Kingsley Napley in 2004 and sole Managing Partner in 2007.

Chambers have described her as ‘strong and solid’, ‘extremely professional’, and ‘fi rst class’. Legal 500 described her as ‘a skilful practitioner’ and ‘thought of very highly by her peers’.

Documents

Insider Insights: Strategic Success Stories from Leading ......FBC Manby Bowdler, explores the challenges and beneﬁ ts of introducing a ﬁ rm-wide client service charter, the culture