One year since he became Eversheds’ chief executive, Bryan Hughes is reshaping a business badly bruised by the downturn. Can he be the firm’s new messiah?
For a moment the persona slips. The studied slouch stiffens. The I’m-the-man-for-a-crisis composure loses its gloss a little. ‘We’ve got a fairly emotive brand for some reason; we do attract views,’ he sighs, getting worked up by the web commentariat or ‘the blogs’ as he calls them. ‘I don’t know if it’s a question of whether we’ve been too successful too quickly, or whether people see us as a threat, or whether we’re just big and therefore people want to put the boot in.’
Continue reading “The life of Bryan”
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.
Continue reading “Without a paddle”
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.
Continue reading “Renaissance man”