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Shop around

Kraft Foods’ hostile takeover of Cadbury sparked renewed hysteria about foreign takeovers of the UK’s FTSE 350. For the Magic Circle, it means a client base under threat. LB reveals the winners and losers in the great British sell-off

Slaughter and May has acted for the target in more foreign takeovers of British household names than any other law firm in the past five years. Freshfields Bruckhaus Deringer is the only Magic Circle firm to have seen its FTSE 350 client base shrink over the same period. And it is Freshfields, Clifford Chance and Allen & Overy that most often get the call from bidders as foreign direct investment changes the face of the elite corporate client base in the UK.

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Safety net

As the number of international arbitrations has grown, so too have calls for a speedier and more cost-effective process. However, the apparatus of international arbitration remains strong in the face of criticism

International arbitration, with the twin props of the New York Convention and the Panama Convention, is the safety net above which the daredevils of cross-border business perform. Its integrity and proper functioning are fundamental. But as international arbitration has grown and evolved, so too have a few of its imperfections.

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Stepping up

With the departure of high-profile practice head Jonathan Kelly, the Simmons financial services litigation team has lost a leader in investment banking disputes work. New chief Robert Turner will have a fight on his hands if the firm is to remain a Magic Circle rival

To say that Robert Turner has big boots to fill is to underestimate the size of the task ahead of him. Turner took over as head of financial services litigation at Simmons & Simmons on 1 April, with a background of acting in disputes on behalf of hedge fund managers. But for all his strengths, he enjoys nothing like the profile and reputation of his predecessor Jonathan Kelly – nor indeed his predecessor’s predecessor, now firmwide managing partner Mark Dawkins.

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A new cut

Private wealth has changed. No longer the sole reserve of the moneyed upper classes, LB finds firms cashing in on a new breed of international entrepreneur

Picture the scene. Tarquin Huntersley-Cooper, an ageing member of the landed gentry, needs some trust planning to secure the future of his dilapidated 70-acre country estate. Dressed from head to toe in Prince of Wales tweed, he pays a visit to his lawyers, Reginald Hurley & Sons, a two-partner provincial firm that has acted for his family for generations. Settling down on an antique leather Chesterfield in the dusty study, they quickly knock out a draft before retiring to a wood-panelled smoking room for a snifter of fine cognac and some Cuban cigars.

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Shaking it up

As more global law firms establish offices in Brazil, some have tied-up with local firms while others remain unattached. Legal Business finds out who has the right mix

The big news in the Brazilian legal market has been the surge in the number of international players joining the party. UK and US firms, including Squire, Sanders & Dempsey, DLA Piper, Simpson Thacher & Bartlett and Mayer Brown, have all set up shop in São Paulo in the past two years (see box, ‘International office launches in Brazil’). The new arrivals join those who have been resident for some time, including Allen & Overy, Linklaters, White & Case and Clifford Chance. The number of Global 100 firms in São Paulo, Brazil’s key commercial and financial centre, has grown from six to 12 since 2007.

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Without a paddle

The continued exodus of high-profile partners from White & Case’s City operation suggests the Global London leader still has serious management issues. It’s time someone took charge

In last year’s Global London issue, White & Case’s newly appointed London executive partner Oliver Brettle reacted defiantly to LB’s suggestion that the office had morale issues. It wasn’t correct that ‘one or two vocal former members of the team should give rise to a more general impression that there is a problem with morale in the office’, he insisted.

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Talent scouts

With the City’s law firms bogged down by plummeting profits and disaffected partners, the Americans have seized the chance to hire some serious big cheeses. Here, LB names our top ten laterals of the year

If you thought one of the most turbulent 12-month periods that the legal market has ever seen would result in partners hunkering down and getting on with whatever work they could find, then think again. Since our last Global London survey a year ago, no fewer than 64 partners have opted to up sticks and join US firms on this side of the Atlantic, and not all of them were moving because they were pushed.

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Crunch time

The past few years have seen dramatic changes at Lawrence Graham and Nabarro, two firms hit hardest by the real estate downturn. But as LG approaches its 300th anniversary, it is looking its age, while Nabarro still has its bite

Before you embark on a rebrand there’s so much to consider. How much are you willing to invest in a renaming and follow-up marketing campaign? How do you attract new clients without alienating longstanding business partners? Will you share your identity with a household-name electronics manufacturer? Evidently, the last issue is easily overlooked. Continue reading “Crunch time”

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Reinventing the wheel

With the SRA on the verge of overhauling the regulatory system yet again, our third annual Legal Business/Marsh risk management round table looked at how ever-moving goalposts will affect successful risk management in the new decade

At the top of a rain-lashed Gherkin on a chilly February night, yet another review of thelegal profession’s regulatory system was discussed, as industry experts came together for dinner to debate some of the most important issues facing law firm managers as we enter a new decade. Continue reading “Reinventing the wheel”

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A hive of activity

bees

Israel has the highest number of lawyers per capita of any country in the world – one lawyer for every 166 people – and so far it has managed to keep them all busy. For a country with a population of 7.3 million, a legal profession boasting 44,000 participants is quite some feat (the UK has 150,000).

In the past decade many of the top Israeli firms have doubled in size and have regularly been outperforming the wider market. The economy has flourished, international business has taken off and law firms have reaped the rewards. Now they just have to keep up the momentum. Continue reading “A hive of activity”

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Waltzing on

Austria’s banking system was rocked by the near-collapse of Hypo Group Alpe Adria and its resulting nationalisation. Legal Business looks at the law firms called in to save the country’s sixth-largest lender, and the lucrative mandates picked up by Austria’s top legal advisers in response to recent events

For Austria’s law firms, it looked like party time when BayernLB acquired Hypo Group Alpe Adria (HGAA) back in 2007. HGAA was a top player in Balkan markets such as Croatia, Bosnia and Serbia. BayernLB expected the profits to roll in and HGAA’s IPO was eagerly anticipated. Continue reading “Waltzing on”

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Cards on the table

Wragge & Co’s decision to launch in Paris sees its notoriously prudent partnership taking a rare gamble. Legal Business reveals the ambitious new strategy now underpinning Birmingham’s largest legal powerhouse

If you’re wearing a suit when you meet Quentin Poole you’ll feel overdressed. He looks more like a teacher than a lawyer: no jacket, top button undone, no tie. The softly-spoken senior partner of Birmingham’s biggest firm perfectly personifies the self-styled benevolent culture of Wragge & Co, a culture that ensures it is a permanent feature on the Financial Times’ best places to work list. But, like the firm, Poole’s unassuming demeanour masks a resolute efficiency that it is a mistake to underestimate. Wragges’ business ambitions are far from modest.

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Renaissance man

From challenged leader to merger architect and LB Management Partner of the Year – it’s been quite a turnaround for Lovells’ David Harris

When David Harris collected his Management Partner of the Year award from Legal Business at Grosvenor House in mid-February, it wasn’t just the David Bowie soundtrack that brought a smile to his face. Though Bowie is a hero of this polo-playing guitarist, that smile was prompted by the day job, and the apparent vindication of his ambitious plan to transform Lovells from a mid-tier everyfirm into a global player.

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Burning platforms

While firms have been talking tough on developing effective risk management teams, the preparation ends now. With fundamental changes to the profession around the corner, risk teams need to be primed for action

While the first Legal Business and Marsh risk management survey two years ago examined the need for a risk management function, and last year’s report looked at the very specific challenges facing firms in the teeth of a global recession, this year finds firms very much needing to get in shape. Talk is cheap, and the emphasis now is on getting risk management and compliance teams ready to tackle the fresh structures and regulatory pressures in a new decade.

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Putting out new fires

This section looks at the key risks identified by the top 150 firms in the UK in our third risk management survey. While last year client bankruptcy, credit problems and other recession-related fears dominated risk managers’ agendas, this year some of those fears may have abated.

Of the potential risks identified by risk managers, the threat of clients being acquired or declared bankrupt has fallen sharply, scoring on average 2.6 out of five, compared to 3.6 last year (see ‘Legal risk profile’ table, opposite).

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Finding a voice

The reality for a number of firms is that up until now their risk teams have been wading through treacle to get their firms in shape. Now that the concept of effective risk management is universally recognised, the hard work begins for some: getting the appropriate level of support internally. To our survey question ‘What are the main barriers to implementing a risk management culture at your firm?’, the response ‘getting proper “buy-in” from fee-earners’ came up time and again. Continue reading “Finding a voice”

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Staggering about

There’s no doubt that there was a hardening of the professional indemnity (PI) insurance market in the past year for firms outside the LB100. The advantages of the soft market have truly come to an end. Many smaller firms have been hit hard by the hikes in premiums, due primarily to the rising number of claims within conveyancing, coupled with an increased chance of the firms failing, and the impact of fraudulent activity in the market.

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Leading ladies

Positive discrimination for men? Only in Turkey. Legal Business analyses a legal market where female commercial lawyers almost always top the class

The UK’s legal market has never been an easy place for female lawyers. This became abundantly clear in the 2009 LB100, which charts the UK’s top 100 law firms by revenue. Among these firms only 22% of the partners and 17% of the equity partners are female. Given that the overall percentage of female lawyers is 47%, it is hardly encouraging to see that only 37% of those promoted to partner in 2008/09 were women. These statistics do not make good reading for young British female associates, particularly if they are working at one of the Major City or Global Elite firms, where the percentage of female partners is 18% and 16% respectively. Continue reading “Leading ladies”

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Time for change

With some of the cornerstones of Swiss identity – banking and secrecy – under threat, the country’s law firms are caught up in the maelstrom. LB uncovers how Switzerland’s conservative legal community has been responding to the upheaval.

Switzerland recently encountered its most significant period of economic turmoil, and its lawyers are right on the front line. Although the consequences of the financial backlash were largely kept at bay through government intervention, hitherto unknown banking and investor losses were recorded. Continue reading “Time for change”

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Over a barrel

A recent victory in The Hague has green-lit a record-breaking $100bn claim by Yukos’ majority shareholders against the Russian Federation. Legal Business investigates an arbitration that could change the face of international investment forever

On 31 May 2005, Mikhail Khodorkovsky shuffled into the spartan confines of Moscow’s Meshchansky courtroom for the last time, his hands and feet bound in shackles. Alongside co-defendant Platon Lebedev, he was placed inside a steel cage, flanked either side by armed militsiya guards. He was not facing trial for murder or some other violent crime, but for alleged fraud and tax evasion as part of a wider case against Russian oil giant Yukos, of which he was CEO.

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