Royal Dutch Shell has implemented a rule that all new legal matters must be priced using ‘appropriate’ fee arrangements (AFAs), following the oil major’s most recent panel review in April 2016.
AFAs, which include capped fees, fixed fees and contingency fees, have been in place for all litigation work since June 2014, but now apply to all legal matters. In addition, every piece of work will be put out to tender to three or more panel firms.
Addleshaw Goddard managing partner John Joyce is to stand for re-election for a second term beginning May 2017, it was revealed at the end of November as partners at the firm voted to acquire HBJ Gateley’s three Scottish offices in Aberdeen, Edinburgh and Glasgow.
Joyce, who was appointed into the role in May 2014 for a three-year term, is hoping to serve another four years as managing partner, following recent changes to the firm’s partnership deed that extended the terms of both managing partner and senior partner by a year.
Continue reading “Joyce stands for re-election as Addleshaw partners vote through Scottish merger”
Legacy SJ Berwin on the brink as global managing partner stands down
Persistent troubles at King & Wood Mallesons’ (KWM) beleaguered European arm came to a head in November as the partnership, which is carrying more than £30m in debt, failed to get a deal over the line to recapitalise its business. As Legal Business went to press, the firm was assessing its options for a merger or pre-pack administration deal. It was understood that a shortlist of potential suitors had been drawn up.
Arbitration today is full of routine corruption and rogue elements disrupting the process, argued Quinn Emanuel Urquhart & Sullivan’s Stephen Jagusch QC (pictured) at Legal Business‘s International Arbitration Summit in November.
The second annual arbitration event held at The Brewery saw a panel comprising a quartet of silks, including Jagusch, Boies, Schiller & Flexner’s Wendy Miles QC, Fountain Court Chambers’ Brian Doctor QC and 20 Essex Street’s Duncan Matthews QC.
Slaughter and May and Addleshaw Goddard are targeting the fintech market, following in Simmons & Simmons’ footsteps to develop funds that back free legal advice to fintech clients.
In May Simmons launched a £100,000 fund to cover free advice for up to four fintech start-ups. In November Slaughters upped the ante, putting £300,000 forward for its initiative. Meanwhile, Addleshaws has also announced it will provide up to £500,000 worth of legal mentorship and advisory programmes for up to 16 selected start-ups over the next 12 months.
Continue reading “Slaughters and Addleshaws follow Simmons in developing fintech funds”
Long-running dispute reaches Court of Session
One of Scotland’s leading independent firms, Burness Paull, is defending a $210m claim relating to legacy business Paull & Williamsons, Legal Business has learned, with a procedural hearing understood to have taken place in the Court of Session – Scotland’s supreme civil court – in November.
Continue reading “Burness Paull defends multimillion-dollar claim relating to legacy business”
Merger will create a $1bn firm with over 1,000 lawyers
In what is the largest announced US law firm merger of 2016, Washington DC’s Arnold & Porter and New York’s Kaye Scholer confirmed last month they are to merge, creating a firm with $1bn in revenue.
Continue reading “United states: Kaye Scholer/Arnold & Porter union sees reshuffle in City practice”
In November the long-running Excalibur litigation came to a head as London’s Court of Appeal (CoA) found the third-party funders who bankrolled the case liable for the successful defendants’ £20m indemnity costs.
The dispute stems from the original litigation in 2013, a $1.6bn energy battle brought by Excalibur Ventures against Gulf Keystone Petroleum and Texas Keystone where it was alleged it was entitled to a 30% share in the rights of four oil fields in Kurdistan.
Continue reading “Excalibur judgment leaves dispute funders with £20m bill”
First-time instruction for Kirkland in €2.4bn purchase
Freshfields Bruckhaus Deringer has advised on two of the largest European real estate transactions of 2016 as The Blackstone Group purchased a property portfolio from German real estate group IVG Immobilien for €3.3bn while Singaporean sovereign wealth fund GIC picked up warehouse company P3 Logistic Parks from TPG Real Estate for €2.4bn.
Freshfields Bruckhaus Deringer and CMS Cameron McKenna reprised their advisory roles as the Ministry of Defence (MoD) made a £1.1bn extension to the largest accommodation private finance initiative project it has undertaken.
In November the MoD amended its long-running Project Allenby/Connaught contract to include an army basing programme, which will provide new accommodation and improve facilities for soldiers. Negotiations have ensured the original transaction, which had a value of £8bn and was signed in 2006, will continue without disruption.
Continue reading “UK projects teams earn their stripes as MoD makes key changes to army deal”
Firm completes Beijing merger, plans Shanghai return in 2017
Fieldfisher re-established its China practice in November by merging with 12-partner Beijing firm JS Partners in a combination that operates under a Swiss Verein structure.
Continue reading “‘We learnt a few lessons’: Fieldfisher tries again in China”
Dentons has scaled up its Central American ambitions with plans to combine with regional firm Muñoz Global.
The combination, if approved by both partnerships, will give Dentons a presence in Costa Rica, Nicaragua and Panama in early 2017. The global firm will merge with 53-lawyer Muñoz Global, a firm newly-created by Arias & Muñoz founders José Antonio Muñoz and Pedro Muñoz, who have split away from their former firm which will contrive to operate as Arias in El Salvador, Guatemala and Honduras.
Continue reading “Dentons cracks Central America as key local player Muñoz Global joins network”
Madeleine Farman reports on recent remuneration changes among the City elite
With the growing threat of losing star partners to aggressively-expanding US firms, the Magic Circle’s traditional remuneration models have come increasingly under pressure. Last month Linklaters voted through changes to its remuneration model, while at press time Clifford Chance (CC) was due to complete a review of where partners should sit on its lockstep in a bid to retain key contributors and manage under-performers, 18 months after voting through the last set of changes.
Madeleine Farman and Victoria Young assess the firm’s reboot after a tough post-2008 run
Traditionally a strong lender side practice in London built around relationships with clients like Deutsche Bank and Goldman Sachs, White & Case’s banking team has moved on since the loss of a four-partner team to Latham & Watkins back in 2010. The exit of then co-head of banking Chris Kandel and his team was a significant hit to a practice that had been established at the peak of the 2000s credit binge as one of the City’s top leveraged shops. Continue reading “Finance view – White & Case reinvents its London banking practice with some success”
Georgiana Tudor assesses the New York-headquartered firm’s sluggish development
Like all major global law firms, Shearman & Sterling has had its reverses in recent years, albeit a few more than most. The fundamental question that has dogged the firm in Wall Street, London and Germany, is whether this proud US outfit is prepared to move quickly and decisively enough to convincingly get past those setbacks.
Though it will be outdated by the time this issue hits desks, I am professionally obligated I suppose to return to the subject of King & Wood Mallesons (KWM) as the firm’s troubled European business reaches what must be the decisive chapter of its post-merger tale.
With the recapitalisation deal having failed to secure the required backing from the legacy SJ Berwin partnership that would have seen its Australian and Chinese counterparts offer much-needed support, the only obvious next step in Europe if the firm is to stay in anything like a coherent whole appears to be a transfer to another firm. With debts over £30m and partners peeling away, the chances of that outcome do not look great. That is even before you address the complications of shifting part of a business contained within a multi-profit centre verein.
Continue reading “Buck-passing and buyers’ remorse as KWM saga nears end”
Well, it is nearly over and few in the profession will mourn the passing of 2016. Not since the banking crisis of 2008/09 have 12 months so drastically recast the environment in which law firms ply their trade, most strikingly, of course, in June’s vote for Britain to quit the EU and November’s election of Donald Trump as the 45th US president.
It would be an understatement to say the majority of City lawyers were hoping both votes would go the other way. Now the profession is facing a 2017 as unpredictable and unnerving as 2009 seemed in the aftermath of Lehman’s collapse. That year heralded an unprecedented wave of job cuts and recast the industry. But despite comparable uncertainty, 2017 does not yet look as threatening. Firms remain in their leaner New Normal form and after a tumbleweed prelude to the Brexit vote and a quiet summer, a wave of deal-making has powered many firms as business gets on with investments put on hold.
Continue reading “After shocks of 2016, law leaders may need to start thinking”
It is often rightly noted that law is a conservative old game, as can be gleaned from the identikit strategies of City law firms. Invest in transactional work and international offices, manage your partnership proactively, half-heartedly corporatise the business and hire a load of non-lawyer professionals with dubious mandates. Makes sense right? Except when everyone else does it. Turns out there is a little thing called supply and demand and if you are chasing clients in the same place as everyone else, it is harder to make a buck.
And as the entertaining, buccaneering, bling-styled ascent of Mishcon de Reya illustrates, going your own way can be obscenely good business and fun to boot. Mishcon wanted to change in the 1990s but still decided to stick to what it was good at. Luckily what Mishcon was good at proved to be a licence to print money as disputes, private client and real estate boomed even as larger City law firms looked elsewhere. As ever the most important thing in business and life is being lucky but you don’t move Harvard Business School case studies saying that.
Continue reading “What does Mishcon know that your managing partner doesn’t?”
‘There is a pause in the activities firms like ours service. The question is, for what? Business may get used to a continuum of uncertainty.’
Steve Cooke, Slaughter and May
After a year of mergers, Brexit, and Trump, law firm leaders reflect on the 12 months gone by and size up the year ahead
A COMPLETE WORLD
‘The world has become more complex, and clients are looking for advisers who can cut through the red tape and help them navigate the choppy waters. That’s our sweet spot – the harder a deal becomes the more we feel at home.’
Charlie Jacobs, senior partner, Linklaters (more…)
The conglomerate’s EMEA GC on forging a groundbreaking sole-adviser mandate and its recent $16.5bn merger
In an area of the profession obsessed with talking up innovation and downplaying costs, David Symonds, EMEA general counsel (GC) for recently merged entity Johnson Controls International (JCI), is a name synonymous with both.
Continue reading “Client profile: David Symonds, Johnson Controls International”
