Victoria Young speaks to the management duo about the transformed mid-market player
‘We’ll be the first to admit the firm of five years ago wasn’t delivering what the partners wanted,’ says Fieldfisher managing partner Michael Chissick. In 2012, Legal Business took a close look at Field Fisher Waterhouse and at the time the mid-market law firm was desperate for a suitor. Three years, two failed merger talks and several high-profile partner exits later, and Fieldfisher has undergone a reboot far beyond its change of name.
Continue reading “‘We needed to move on’: Why Fieldfisher has turned its back on the dating game”
Michael West talks to the Australian PI giant about its eventful Quindell acquisition
After over three months of intensive due diligence that saw Slater & Gordon (S&G) reconstruct the accounts of Quindell’s Professional Services Division (PSD) following accusations of dubious accounting, both sides agreed a £637m deal, which is expected to close this month, that will see S&G acquire the division and bolster its share of the UK’s highly competitive £2.5bn personal injury (PI) market.
Continue reading “The £637m bet – Slater & Gordon on its daring play in UK’s personal injury market”
Sarah Downey assesses the post-merger state of NRF’s dispute resolution practice
With Norton Rose Fulbright (NRF)’s eye-catching union now over a year old, the top ten UK firm has achieved the enviable feat of creating, through a succession of global bolt-ons, a 3,800-lawyer firm with $1.9bn in revenue, almost without fallout.
Its 138-fee-earner (excluding trainees) City dispute resolution practice is something of an exception, having lost a handful of its star players, including Dorian Drew, adviser to ex-Barclays’ chief executive Bob Diamond on the Libor scandal, who last year left for Clifford Chance.
Continue reading “Silver linings playbook: can Norton Rose Fulbright bring its disputes team into the global elite?”
Sarah Downey reports on the property leader’s attempts to position itself.
With its five-year financial performance standing out as one of the worst of the top 50 in last year’s LB100 and at least one abandoned merger talk under its belt, Nabarro is perceived by a number of clients and rivals as a firm in need of change.
Heavily dependent on a mixture of high-end but also commoditised property work, the firm has dropped down the UK legal rankings from its 2008 high, when it stood in 23rd place on the back of a revenue increase of 16% to £142.4m.
Continue reading “Always a bridesmaid: can Nabarro revive itself post-Lehman without a partner?”
Reckless ambition, inept management and greed: a case study in how not to run a law firm
In February 2009, this magazine published a cover feature charting Halliwells’ dramatic fall from grace. Entitled ‘The Flight of Icarus’ (see LB191), it revealed how, through what proved to be a fatal combination of reckless ambition, ineptitude and greed, the firm’s management had scuppered what formerly ranked as one of the UK’s fastest growing and most promising names.
Thanks to a series of ill-judged strategic decisions – such as a controversial property deal that saw the equity partners share a secret £15m kickback – Halliwells had, in the space of a few short years, gone from being debt-free to teetering on the brink of financial collapse.
Continue reading “Rest in pieces”