Allen & Overy and Shearman & Sterling today announced (1 March) the names of the key leadership term that will head A&O Shearman once the $3.5bn merger completes on 1 May – with no UK-based partners making the line-up.
A&O’s current interim global managing partner and Middle East and Turkey regional managing partner Khalid Garousha has been elected senior partner of the combined firm. The managing partner role, meanwhile, has gone to current Paris managing partner Hervé Ekué.
Continue reading “London partners overlooked as A&O Shearman reveals post-merger leadership”
Simpson Thacher has announced that Wheatly MacNamara will take over from Jason Glover as London managing partner in October. Glover, who has led the office since 2016, will remain at the firm in a strategic role. The news comes as the City office recorded a 23% rise in revenue for 2023.
MacNamara (pictured), whose practice focuses on real estate acquisitions, dispositions and joint ventures, joined the firm in 2005 and has been a partner since 2016. Her client book includes Blackstone, KKR, KSL, Apollo and Northwood. Continue reading “Simpson Thacher unveils new London head as office posts double-digit revenue growth”
‘What defines Baker McKenzie over the last few years is the sheer amount of work that has gone into financial integration. This is a massive achievement but it has come at a cost. Now, establishing the differentiator to attract the next generation is important. It isn’t going to turn into Kirkland & Ellis, but what is going to drive that entrepreneurial aspect now Bakers looks more like other firms?’ So speaks one commentator of the quandary facing Baker McKenzie, a sentiment reprising a prevailing theme of our 2017 deep dive into the firm, ‘Waking the Giant’, which found a firm struggling to maintain its unique international selling point amid escalating globalisation of Big Law.
Then, the firm had just embarked on a new and ambitious phase, with the respected veteran intellectual property (IP) partner Paul Rawlinson instated as its first British chair in October 2016. The mandate? To implement the firm’s 2020 strategy, which focused on integrating Bakers across three profit pools, increasing profitability and growing the firm’s transactional practices in London, New York and China. Continue reading “Baker McKenzie: One eye open”
Pallas Partners has taken advantage of its alternative business structure (ABS) to appoint its first non-lawyer, chief administrative officer Linda Penfold, to the partnership.
Penfold has more than 20 years of leadership experience in global law firms, managing operations across multiple jurisdictions and, at Pallas, has a mandate to lead the business services functions, office operations, and add strategic vision in improving client service. Continue reading “‘Why shouldn’t she?’ A new take on partnership as Pallas takes first non-lawyer into the fold”
‘There is such a sense that we need to walk the walk. More so than I’ve ever seen before. This has captured the attention of many senior management partners. People are now taking ESG and diversity and inclusion as seriously as anything else in the firm.’
The view of Doug Bryden, Travers Smith’s head of risk and operational regulatory, certainly chimes with attitudes to the environmental, social and governance (ESG) imperatives held by senior corporate lawyers interviewed for our inaugural ESG report. Continue reading “We good corporate citizens – ESG report”
Rob Booth, one of the leading lights of the in-house legal community, will be stepping away from his position as general counsel (GC) and company secretary at The Crown Estate to become the company’s new head of assets.
As part of a leadership reshuffle, former Hogan Lovells chair and experienced adviser to The Crown Estate, Nicholas Cheffings, will assume the role of interim head of legal and company secretary. Continue reading “Booth takes on new role at The Crown Estate as Cheffings named interim head of legal”
As client issues become increasingly complex, working collaboratively to provide solutions is critical. But Professor Laura Empson and David Morley ask: can leaders maintain a collaborative culture in the world of remote working?
Client issues tend to be sprawling and messy – all the more so as the world becomes more complex and uncertain. In finding solutions to complex problems, individual professionals need to bring together people with complimentary skills and perspectives to get the best results. Continue reading “Guest comment: Collaboration in isolation”
After posting resilient financial results in the wake of the pandemic, Herbert Smith Freehills (HSF) has recognised the efforts of staff worldwide by gifting everyone a 5% bonus at the same time as announcing its new senior partner, Rebecca Maslen-Stannage.
In a statement, HSF chief executive Justin D’Agostino said: ‘The firm is performing well so far this year. In recognition of that, we will be paying all staff globally a one-off financial payment of 5 per cent of salary, payable in March. I am delighted that all our people will be sharing in our good performance. This is an acknowledgement of their dedication and hard work, in the face of the tremendous disruption and challenges experienced in the last year. This special payment is made in addition to our usual 2021 bonus round.’ Continue reading “HSF shrugs off Covid concerns to reward staff with bonus as new senior partner is unveiled”
Leading a professional firm with offices spread across multiple countries always creates a tension between global and local priorities. Professor Laura Empson and David Morley argue that what feels like a leadership challenge, is actually a deeper and very human struggle.
In our podcast –Leading Professional People – and in these blogs, we find ourselves frequently grappling with a timeless and very human paradox that sits right at the centre of what it means to lead a professional firm. Continue reading “Guest comment: the global/local leadership conundrum”
Professor Laura Empson and David Morley ask what makes partnerships so distinct from corporations in what they demand of the people who lead them
Immerse yourself in a strong and successful professional partnership, even for a short time, and it becomes clear that these are unique entities requiring a very distinct kind of leadership. Continue reading “Guest comment: Balancing acts – partnership versus corporation”