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• Many of our partner candidates have not crossed the Rubicon and decided to move. However, they seek expert market intelligence to help focus their thinking and determine whether a move is the solution.
• Articulating frustrations, working out whether they will simply be replacing one set with another, analyzing pros and cons, finding out their market worth and demand – this is all part of a crystallising process which can end up with the decision to stay put, at least for a while longer.
• Moving is traumatic – it takes a ‘pull’ as well as a ‘push’. A common ‘push’ revolves around poor management.

• Many of the frustrations at this level are to do with Management: too lax or too bureaucratic, too opaque or too woolly, it is important for Management to get it right. Consistently poor profits, under-performing partners, a poor international network, an ‘eat-what-you-kill’ environment, overly-strict conflict rules, poor cross-selling are but some of the frustrations we come across.
• It is important for partners to know that they aren’t going from the frying pan into the fire. To distinguish those firms which are well-managed from those that are not. We have already done our due diligence – based on the experiences of the thousands of partners we handle. Many are quite happy to speak to our partner candidates directly.
• Surprisingly, good management is not always associated with the best brands. A number of national and lesser known firms have done surprisingly well, whilst some of the more established names have wobbled.
• It is not always easy to distinguish which firms doing well in reality from those that have done well historically. Our added value here is our expert market intelligence, derived from our unique position as partner specialists.

• Almost 70% of our clients are US firms – not least because they have been heavy recruiters over the last 7 years. We have advised many of them from start-up, finding them their first London partner and helping them grow thereafter.
• Largely thanks to the US culture, many senior equity partners can now enjoy the challenge of a final move. The 50+ age group is fruitful hunting ground for many of our US clients looking for gravitas and market profile. We have made it our business to know the retirement policies of most US (and UK) law firms in London.
• A number of US law firms have made well publicised (and expensive) mistakes. Over the years, we have directed much partner traffic going through them. So we can easily identify the right environment for the each type of equity partner.
• Working in a US firms offers a different dynamic, not least because you are in a ‘foreign office’, away from the Mother Ship. We can guide you through the pressures this imposes on you and help you choose the firm that will allow you to develop your practice to its full potential.
• We will expose the pitfalls as well as the benefits of working for a US or International firm. Asking the right questions is a good beginning: a global platform is good for clients, but what about the cross-sell culture, between offices and between continents? How much work really is referred from the US? Is this a firm with strategy or mere objectives?