Legal Business

Addleshaw Goddard wins claim for £12.6m in ‘hard earned’ fees from Berezovsky estate

legal-business-default

In a judgment published today (28 July) at the Senior Courts Costs Office, Addleshaw Goddard has won its case against the administrators of Boris Berezovsky estate over £12.6m in ‘hard earned’ fees.

The estate’s administrators, Grant Thornton’s Nicholas Wood and Kevin Hellard, had refused to pay the legal fees, which related to the $6.5bn litigation undertaken by Berezovsky against Roman Abramvoich and over 30 other matters, as they believe the estate to be insolvent. The administrators argued against Addleshaws claim on several grounds including that the contract had been a conditional fee agreement rather than a contentious business agreement and that even if owed that the firm would rank alongside unsecured creditors.

However, Costs Judge Master Campbell found in favour of Addleshaws in all arguments, saying: ‘The fees were hard earned on AG’s part and without the firm’s exertions, the creditors could usefully reflect that there would have been no fund over which they can now lay claim. Given too, that but for his death, the money would long since have been paid to AG, I consider it is only just that the firm’s bills should be cleared without further delay.’

The firm, with a team led by partners Mark Hastings and John Kelleher, acted for Berezovsky on his landmark $6.5bn dispute with Abramvoich and is now set to recieve the £12.6m plus costs and interests. The Russian oligarch signed an engagement letter in May 2009, with a later letter in October laying out the terms which gave a 50% reduction if the case failed and then two levels of fee if the case was successful that were based on the amount recovered.

The firm said in a statement: ‘Addleshaw Goddard has not, and will not discuss the arrangements this firm entered into with the late Mr Berezovsky, save to say that the steps the firm has taken are to ensure that funds are paid in accordance with the arrangements agreed and the instructions given by the late Mr Berezovsky.’

Addleshaws’ Hastings instructed Nicholas Bacon QC and Danial Saoul of 4 New Square on its claim alongside South Square’s John Briggs. The administrators turned to Holman Fenwick Willan for their defence, which instructed 4 New Square’s Robert Marven and Stephen Atherton QC from 20 Essex Street.

michael.west@legalease.co.uk

For more coverage of the landmark Berezovsky litigation see: Battle Royale

Legal Business

Addleshaws launches AG Consulting ahead of contract lawyer offering

legal-business-default

As it looks to return to its pre-financial crisis form Addleshaw Goddard is set to launch AG Consulting, which will provide a range of new services to general counsel and in-house legal teams, including panel and risk management.

The consultancy falls within the firm’s existing client development centre (CDC) which was established in 2005. The focus will be on seven business lines: spend analytics, legal process analysis, legal risk management and horizon scanning, knowledge management, legal project management, legal needs analysis and panel management.

Speaking to Legal Business, Greg Bott, who is heading up the venture, said: ‘These are all areas where clients need more help and support than ever before.’

The unit will include a contract lawyer offering, which is currently in the final stages of development and is set to launch shortly. The new service uses a pool of qualified lawyers and paralegals, and will also be offered to clients on a stand-alone basis as well as for Addleshaws’ internal use to fill gaps left by lawyers seconded to clients or where one-off projects require extra personnel.

Addleshaws will be offering both AG Consulting and its flexible resourcing capability on top of its current Manchester-based transaction services team, which consists of paralegals mainly carrying out document processing and high-volume work.

kathryn.mccann@legalease.co.uk

Legal Business

Addleshaws launches AG Consulting ahead of contract lawyer offering

legal-business-default

As it looks to return to its pre-financial crisis form Addleshaw Goddard is set to launch AG Consulting, which will provide a range of new services to general counsel and in-house legal teams, including panel and risk management.

The consultancy falls within the firm’s existing client development centre (CDC) which was established in 2005. The focus will be on seven business lines: spend analytics, legal process analysis, legal risk management and horizon scanning, knowledge management, legal project management, legal needs analysis and panel management.

Legal Business

‘Not job done but it is the first step’: Addleshaws’ turnaround emerges as revenues grow 12% to £193m

legal-business-default

After having elected managing partner John Joyce (pictured) to help turnaround what had been a string of lethargic results following the financial crisis, Addleshaw Goddard has posted double digit revenue growth of 12%, up from £171m in 2013/14 to £193m for the financial year 2014/15, while profits per equity partner (PEP) are expected to return to 2012/13 levels.

The turnover rise takes revenue to its highest level since 2007/08 and just shy in nominal terms of the £195m it achieved then. While the firm’s PEP figure has yet to be released, it is expected to have grown faster than the 12% revenue rise, putting it past £437,000 – a figure that compares favourably with the £440,000 in 2012/13 and comes after last year’s PEP fell by 11% to £390,000. The results will also see larger pay packets for fee and non-fee earners at the firm, with a ring-fenced bonus pool for strong performers being increased up to fourfold.

According to Joyce, the 675-lawyer firm has also ended the year in a positive cash position for the first time since 2009. Speaking to Legal Business, Joyce said the revenue figure was at the top end of the firm’s expectations: ‘It is an awesome result – to quote our financial director. It’s not job done but it is the first step along the way. It shows we are on the right track. And it is not just in the numbers either, it is in the atmosphere within the firm and the general vibe around the offices is much more positive.’

Addleshaws best-performing service lines were corporate, commercial and litigation – which all grew in excess of 12%. A result which Joyce puts down to a general pick up in the market and the fact that the firm has picked up some big transactions particularly in top-end litigation. Joyce is confident that the result is also evidence that the ‘A Fresh Perspective’ strategy, rolled out in December 2014, is working.

‘I think the result is a mixture of both the strategy and the general market. Part of it is the strategy but in a favourable market which enables you to deliver better on it,’ he said. ‘It shows we have got ourselves back on a different trajectory than what we were. I would say that we have broken out of that decline spiral and therefore that should make us more attractive for people that want to come and join us. I think the other great thing about this year as well is the fact we ended it with cash at bank rather than debt.’

The results will go some way towards meeting the key financial performance targets put in place by the firm’s new strategy, including achieving at least £250m in fee income by 2017/18 with an equity spread of £300,000 to £1m, a 30% profit margin.

kathryn.mccann@legalease.co.uk

For more on Addleshaws’ new strategy and its impact see: Last orders – Addleshaws gets behind its new leader, but can it regain its form?

Legal Business

Another management departure at Olswang as GC Callander leaves to take on new role at Addleshaws

legal-business-default

Addleshaw Goddard has hired Olswang’s general counsel (GC) and partnership secretary Simon Callander as it expands its partnership secretary role, left vacant by Peter Smith last year, to include GC responsibilities.

Callander, who had worked at Olswang from November 2011, is the latest management exit from the firm after global director of human resources Ffion Griffith, who also sat on the firm’s executive committee, left in March. He specialises in areas including major commercial contract negotiation, litigation and risk management, and operational leadership and management.

Legal Business understands that Callander accepted an offer from Addleshaws in March and is currently working out his notice period before joining the firm in September. The general counsel portion of the role is new for the firm and was added, according to a spokesperson, because ‘there is a sense that the firm would benefit from somebody taking on that role and responsibility. It covers a wide range of areas including risk.’

The partnership secretary role at Addleshaws has been vacant for just over a year since Peter Smith retired last May. Smith, who served in the role for almost five years, was previously the global COO of Baker & McKenzie and was based in Chicago. He was also chief executive of the now defunct Norton Rose M5 Group from 1990 – 1998.

The move follows news earlier this month that Olswang had elected intellectual property partner Paul Stevens as chief executive, taking over from Michael Burdon who carried out the role on an interim basis following former chief executive David Stewart’s resignation in October last year. Stewart’s exit came after differences emerged with other management figures over the firm’s strategy, expansion plans and spending.

kathryn.mccann@legalease.co.uk

Legal Business

Winning work: Addleshaws picks up lead role on Tate & Lyle’s joint venture break up

legal-business-default

Addleshaw Goddard has secured a lucrative mandate from British-based multinational Tate & Lyle, a client traditionally associated with the Magic Circle firm Linklaters.

The firm is acting for Tate & Lyle in the breaking up and subsequent sell-off of its Eaststarch joint venture with The Archer Daniels Midland Company (ADM), an American-based global food processing and commodities-trading Corporation. Under the terms of the agreement, ADM will take full ownership of corn wet mills in Bulgaria and Turkey and will own a 50 percent stake in a wet mill in Hungary. Meanwhile Tate & Lyle will receive a cash consideration of €240m and take full ownership of the Eaststarch facility in Slovakia.

The team is led by retail and consumer head Andrew Rosling, with support from ex-Linklaters partner Bruce Kilpatrick advising on competition and regulatory issues. Ben Woolf, corporate lawyer at Tate & Lyle, worked on the deal from the in-house side.

Eversheds advised ADM on the deal with a team led by the co-chair of Eversheds’ cross border M&A team Robin Johnson and head of UK commercial in Manchester Tom Bridgford.

Addleshaws also worked with two firms from their international best friends network Rotterdam headquartered Loyens & Loeff and German-based Noerr on certain cross-border jurisdictional issues.

Legal Business understands that Tate & Lyle is a new client relationship for Addleshaws, and while the firm has carried out some pieces of work already for company, this is the most significant instruction to date.

kathryn.mccann@legalease.co.uk

Legal Business

Last orders – Addleshaws gets behind its new leader, but can it regain its form?

legal-business-default

National thoroughbred Addleshaw Goddard has consistently struggled to find its form since the credit crunch. Kathryn McCann assesses if new MP John Joyce can galvanise the firm.

‘There is a general sense of optimism in the firm at the moment,’ comments one former Addleshaw Goddard partner of their old shop. ‘But then you have got to realise how bad it was. The reason why people are so upbeat is because the last four or five years have been nothing short of a disaster. It has stopped the rot, but the big challenge is what’s going to happen next.’

Legal Business

The window opens for Addleshaws but only for so long

legal-business-default

One of the biggest mysteries of the UK legal industry since the wipe-out of 2008/09 is whatever happened at Addleshaw Goddard. The firm had a fine pedigree, the best partnership in the North West, a client-base to die for and a credible City merger under its belt in 2003 when it hooked up with Theodore Goddard.

Rivals often point to the lack of an international practice as holding the firm back but there are plenty of firms in its weight class that have performed strongly since 2009 with relatively lean international networks or none at all, among them Macfarlanes, RPC, Stephenson Harwood, Mishcon de Reya and Travers Smith.

Legal Business

Making partner: Addleshaw Goddard doubles its promotion round to 18

legal-business-default

Addleshaw Goddard has doubled its number of partner promotions in its latest round, making up eighteen lawyers across six practice areas compared to eight in its March round last year.

The firm’s real estate group was the biggest beneficiary of the round with six partners made up, while its transaction services team (TST) was the smallest with just one. Corporate, commercial and litigation each had three, while there were two new partners in the finance group.

Commenting on the promotions senior partner Monica Burch (pictured) said: ‘Refreshing and strengthening our partnership through internal promotions and lateral hires in key core business growth areas, as well as areas of opportunity for us, is a key element of our plan to develop the firm and deliver better for clients. Each promotion case was approved on its own merits both in terms of the calibre of the individuals and the strength of the business case.’

Last year, the firm, which recorded a 171-strong partnership in the LB100, made up eight partners – all of whom were male – in its initial round, and promoted a further partner, Vicky Niescier, in the summer bringing the year’s total to 9. This round has seen women account for over a third of those promoted.

The firm revamped its strategy at the end of last year with the target of becoming a top-20 firm by 2019 and a profit per equity partner spread of £300,000 to £1m. Part of this will be driving forward partner performance with five key performance indicators.

Earlier this month, Pinsent Masons also boosted its promotions round with 29 lawyers making partner at the firm and taking its total partnership to over 400.

The full list of promotions by practice area is below:

Commercial

Phil McGough

Rona Bar-Isaac

Rachel Uttley

Corporate

Andy Green

Simon Wood

Graham Cross

Finance

Rebecca Garner

Simon Courie

Litigation

Sonia Campbell

James Herring

Graeme Warburton

Real Estate

Andrew Williamson

Andrew Martin

Gary Sector

Catherine Fearnhead

Anna Heaton

Colette Withey

TST

Mike Potter

kathryn.mccann@legalease.co.uk

Legal Business

An 11-strong panel: Ashurst and Addleshaws lose out as Carillion finalises adviser review

legal-business-default

Construction giant Carillion has finalised its legal panel review, with Ashurst and Addleshaw Goddard losing spots and Irwin Mitchell gaining a place for the first time.

Set to run for a two-year term until 2017, Carillion’s new 11-strong panel comprises Slaughter and May, Linklaters, DLA Piper, Clyde & Co, Clarkslegal, FBC Manby Bowdler, Irwin Mitchell, Kennedys, MacRoberts, Pinsent Masons and RPC.

The review was run by company secretary and director of legal services, Richard Tapp, and firms were asked to present client initiatives with regards to diversity and innovation. The company has continuously made efforts to tighten up the number of panel spots. Carillion’s 2009 panel review, which at that point comprised 14 firms, saw Addleshaws, legacy Barlows and Kennedys join the roster for the first time.

Carillion is one of the earliest adopters of innovative business solutions and subsequently altering the way it does business with external advisers in a bid to keep costs down.

Having established its own legal outsourcing arm, Carillion Advice Services (CAS), the company diverts the commoditised and quasi-legal portion of all its workload to Newcastle-based CAS, which is also now used by its panel law firms to service their own needs.

It became a requirement for panel firms during the company’s last review in 2012, and Tapp first trialled the CAS arrangement with panel employment advisers Clarkslegal. In 2013, Slaughter and May followed suit announcing it had begun offering the services of CAS to Vodafone, an arrangement that has since been extended to other clients. CAS has now grown in the last 18 months from carrying out contract review work for Carillion across the UK to across the globe, and the initiative has notably helped the company keep legal costs at the same level they were ten years ago.

Other moves to reduce costs include using external firms in a collaborative network, where firms agree standard forms of documentation for their Carillion work and meet twice a year. Carillion also asks its network of advisers to identify the potential legal issues that could impact its business in the future.

Tapp previously told Legal Business: ‘It works best if all the firms are getting work and we keep the network fairly small. I appreciate we are quite demanding so its quid pro quo.’

sarah.downey@legalease.co.uk