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Personal PR in a Law Firm: A Strategic Asset for Career Growth

personal PR law firm
personal PR law firm

In the competitive world of legal practice, a law firm’s reputation often hinges on the collective reputation of its partners, associates, and staff. Personal public relations (PR) has become an increasingly important tool for legal professionals looking to establish themselves as authorities in their chosen field, build meaningful connections, and advance their careers.

For lawyers, effective personal PR goes beyond merely creating a positive image; it’s about strategically positioning yourself to stand out in the market and attract both clients and professional opportunities.

The Role of Personal PR in a Law Firm

Personal PR is not just about self-promotion but about managing and enhancing your professional brand in a way that resonates with clients, colleagues, and industry peers. In a law firm, personal PR is vital for a number of reasons:

  • Establishing Expertise: You need to differentiate yourself by showcasing your legal expertise and knowledge. Personal PR strategies such as publishing articles, speaking at industry events, and participating in thought leadership activities all help to solidify your reputation as an authority in your area of practice. This not only attracts clients but also enhances internal visibility, potentially leading to greater responsibilities and career advancement.
  • Building Strong Networks: Networking is a critical component of any lawyer’s career. Personal PR allows you to proactively engage with key stakeholders in the industry. By attending conferences, seminars, and other professional events, you increase your visibility and create opportunities for collaboration, business development, and client referrals.
  • Creating Trust and Credibility: Lawyers who cultivate a strong personal brand through PR efforts are more likely to be seen as trustworthy and credible. Whether it’s through social media engagement or speaking at panels, presenting yourself consistently and authentically fosters trust among clients and colleagues. A good reputation can often be a deciding factor when clients are choosing their legal representation.
  • Career Advancement: For associates and junior partners, personal PR can play a crucial role in career advancement. Law firms often have internal competition for promotions, and those who take the initiative to showcase their skills, knowledge, and leadership potential are more likely to be considered for higher roles. A proactive approach to personal PR can help you get noticed by the right people within your firm, even if you don’t directly manage client relationships.

Key Elements of Personal PR for Lawyers

  • Branding and Positioning: Before launching a personal PR strategy, lawyers need to define their personal brand. This involves understanding what makes you unique, your strengths, and the value you provide to clients and the firm. Positioning yourself as a niche expert or an innovative thinker can set you apart in a crowded legal marketplace.
  • Content Creation: Publishing original content, such as articles, blog posts, and whitepapers, is an excellent way to demonstrate expertise and increase visibility. You could write about legal trends, significant cases, or your practice area’s evolving landscape. The content can be published on your firm’s website, in legal publications, or on social media platforms.
  • Social Media Engagement: Social media platforms like LinkedIn, Twitter, and even Instagram have become powerful tools for professional networking. You should maintain an active and professional online presence by sharing relevant legal insights, engaging with others in the industry, and participating in conversations about legal developments.
  • Speaking Engagements and Media Appearances: Public speaking opportunities such as webinars, conferences, and podcasts are invaluable for personal PR. They allow lawyers to demonstrate their expertise in front of a live audience, potentially reaching clients and peers they otherwise wouldn’t have. Media appearances, whether on television or in print, can dramatically raise your profile and add credibility to your name.
  • Client Relationships: While networking and outward-facing PR efforts are important, personal PR also involves developing strong, authentic relationships with clients. Client referrals and testimonials can be a powerful form of PR. Offering personalised services, going the extra mile, and maintaining strong communication with clients fosters loyalty and encourages them to recommend your services.

Personal PR and Firm Culture

A successful personal PR strategy for any lawyer should align with the values and goals of your firm. While individual branding is important, it’s equally essential to contribute positively to your law firm’s collective reputation. You should strive to be an ambassador for your firm while also building your own personal brand. A lawyer who is known for their expertise in corporate law, for instance, can raise a firm’s profile in that area, creating win-win opportunities for both the lawyer and the firm.

Common Pitfalls to Avoid

  • Over-Promotion: It’s important to balance self-promotion with humility. A constant focus on personal achievements without showing a willingness to contribute to the team or firm can come across as self-serving.
  • Inconsistency: Your personal brand should be authentic and consistent across different platforms and interactions. Mixed messages or contradictory statements can undermine credibility and confuse clients and colleagues.
  • Neglecting Traditional PR: While social media and digital content are essential in modern personal PR, traditional PR strategies such as client relationship-building, networking, and industry reputation still play an integral role in your career advancement.

A key strategy for a thriving career

Personal PR is a crucial tool for lawyers looking to succeed in a competitive legal marketplace. By strategically managing your professional brand, cultivating strong relationships, and positioning yourself as a thought leader, you can enhance your career prospects and contribute to the success of your law firm. In today’s highly competitive legal world, a lawyer's personal PR can be the difference between a stagnant career and a thriving one.

Get in touch

If you need help to hire or would like to discuss your career options and current opportunities, get in touch with Chris Excell at chrisexcell@srmrecruitment.com

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The Escalating Pay Divide Between US and UK Law Firms

escalators legal pay divide

The 2024 Partner Compensation Survey by Major, Lindsey & Africa highlights the escalating pay divide between US and UK law firms, particularly at the trainee, newly qualified (NQ), and partner levels. The US market is known for pushing compensation to unprecedented heights, particularly among top AmLaw 200 firms, which have created a competitive pay scale difficult for UK firms to match. However, this rapid rise in salaries, while beneficial for recruitment and retention, raises concerns about long-term financial sustainability.

Trainee and NQ Pay: A Competitive Edge in the US and UK

Compensation for first-year trainees has risen in both the US and UK, though a distinct gap remains. Magic Circle firms in the UK typically offer trainee salaries between £50,000 and £60,000, but US firms with London-based offices have raised starting trainee pay to around £65,000 to £75,000 for the first year. For NQs, or newly qualified lawyers, the disparity is even more significant. UK-based Magic Circle firms often start NQs around £125,000 to £150,000, while US firms in London offer between £160,000 and £175,000 for equivalent roles. Meanwhile, NQs at top firms in the US begin with a starting salary of approximately $215,000 to $220,000, a level that sets some of the highest entry-level compensation packages worldwide.

The surge in trainee and NQ pay results from several key factors:

  • a highly competitive talent market
  • growing client demand, and
  • firms’ need to build their bench of young lawyers.

For US firms, the growing demand for associates, particularly in corporate and litigation departments, has pushed firms to set record-high compensation packages. London-based US firms have responded similarly, matching or exceeding Magic Circle offers to attract talent who might otherwise join UK firms. As London grows as a central legal hub, these firms recognise that offering competitive pay is critical to staffing the talent they need to meet demand.

However, some analysts and insiders suggest these rates are unsustainable in the long-term. Increasing pay at the junior level is advantageous for recruitment but can destabilise financial structures if economic growth slows, deal flow decreases, or the market for legal services declines.

US vs. UK Partner Pay: Structurally Different Models

At the partner level, US law firms lead in both average pay and profit distribution, as highlighted by the 2024 Partner Compensation Survey, which revealed an average annual compensation for AmLaw 200 partners of $1.4 million. This figure is up significantly in recent years, with partner earnings even higher in major markets such as New York, where pay frequently exceeds $2 million. Some US firms, especially those following an “eat what you kill” model, see partners earning several million dollars yearly based on personal or small-team performance and the ability to generate high billable hours or significant client business.

In contrast, the partner pay structure in UK firms, particularly among elite Magic Circle firms, tends to be more conservative. Partners’ profits per equity partner (PEP) often range between £1 million and £2 million. UK firms generally follow a lockstep model, where pay is determined by tenure and seniority rather than strictly by individual business generation. This structure promotes stability and equity among partners but can make it challenging for UK firms to match the top-heavy, high-reward models seen in the US.

Recently, some Magic Circle firms have modified their models by introducing elements of performance-based bonuses. This hybrid approach helps UK firms remain competitive as US firms aggressively expand into the London market. Yet, even with these adjustments, there is a notable difference in compensation, with US firms continuing to lead in partner pay due to their focus on profit maximisation and high billable hour targets.

The Hidden Costs of Rising Salaries

One of the main concerns regarding the escalating salaries is sustainability. While firms have increased pay across levels to keep pace with market competition and attract top legal talent, many industry observers are questioning how long firms can maintain these rates. Partner pay remains heavily dependent on overall firm profitability and high client demand, and junior lawyer salaries can strain budgets in times of reduced profits or slowing demand.

The financial cost of recruiting and retaining high-paid associates and partners is considerable, and not all firms have the resources to sustain this model long-term. For example, firms reliant on large transactional practices could face challenges if deal flow slows or if the economic environment becomes less favourable. With the current high salaries, firms have limited room for error in managing costs and ensuring profitability. If demand for legal services slows or recessionary pressures increase, firms may need to freeze pay increases, reduce bonus offerings, or even cut back on hiring.

For junior lawyers, the high pay comes with its own costs. Elevated compensation packages are often linked to higher billable hour expectations, creating intense pressure on associates to deliver. This pressure has contributed to high attrition rates, with young lawyers frequently citing burnout as a reason for leaving firms in search of better work-life balance. Firms are now grappling with the need to not only attract talent with higher pay but to retain it by managing workload and addressing quality-of-life concerns. Without addressing these issues, firms may face continued high turnover rates, even with competitive compensation packages.

Future of Pay Structures in the Legal Market

The future of pay structures in the legal market is likely to depend on several key factors, including the broader economy, client demand for legal services, and law firm profitability. If firms continue to see record profits and consistent demand for complex legal services, they may be able to sustain elevated salaries. However, if demand falters, some firms may face the need to adjust compensation structures, including potentially moving away from guaranteed salary increases and tying more compensation to performance-based bonuses.

In addition, some analysts believe that UK firms may see more pressure to adapt and integrate performance-based pay structures for partners and possibly even associates, to keep pace with US firms. However, the sustainability of any new model will depend on each firm’s profitability, as well as its ability to adapt to changing market conditions.

Both US and UK firms face a challenging balancing act: they need to offer competitive pay to attract top talent while also ensuring that their financial models remain sustainable. Junior lawyers and partners alike will likely continue to benefit from competitive pay structures, but firms may increasingly focus on balancing pay with work-life quality, retention initiatives, and stability over rapid expansion.

Conclusion

While US law firms currently lead in pay across partner, NQ, and trainee levels, the aggressive push for higher salaries across the legal market is placing pressure on both US and UK firms to maintain profitability while keeping top talent. Firms are balancing the immediate benefits of high compensation with the longer-term need for financial stability and sustainability. Ultimately, whether these pay scales prove sustainable will depend on global economic conditions, demand for legal services, and firms’ ability to adapt to a rapidly evolving legal landscape.

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Law Firm Mergers: Navigating the Fallout with Allen & Overy, Shearman & Sterling, Taylor Vinters, and Mishcon de Reya

train tracks legal mergers

With the recent announcement of Matthew Meyer's departure (the former CEO of Taylor Vinters) from the new entity Mishcon De Reya & Taylor Vinters, along with the upcoming merger of Locke Lord and Troutman Pepper (effective January 1, 2025), now is an opportune time to re-examine the legal landscape from a merger perspective, weighing both the advantages and challenges.

The legal industry has undergone a significant transformation in recent years, with law firm mergers becoming increasingly prevalent. As law firms seek to expand their market reach, diversify their service offerings, and enhance their competitive positioning, mergers have emerged as a strategic tool to achieve these objectives.

However, the fallouts from merging two law firms can be complex, often resulting in cultural clashes, client retention challenges, and operational difficulties. This article examines notable mergers, including Allen & Overy's merger with Shearman & Sterling and Taylor Vinters' partnership with Mishcon de Reya, highlighting the implications and challenges associated with these significant legal consolidations.

The Motivations Behind Law Firm Mergers

Mergers in the legal sector are often driven by several key factors:

  1. Market Expansion: Law firms aim to broaden their geographical footprint and client base. For instance, Allen & Overy, a prominent, Magic Circle law firm in the UK, sought to strengthen its position in the US market through its merger with Shearman & Sterling.
  2. Practice Area Diversification: Merging with a firm that specialises in different practice areas allows firms to offer a more comprehensive range of services. This was arguably a key motivator for Taylor Vinters, a Cambridge-based law firm known for its tech and innovation practices, as it partnered with Mishcon de Reya, which has a robust reputation in the corporate and litigation sectors.
  3. Cost Efficiency: Mergers can lead to economies of scale, reducing operational costs and improving profitability. Larger firms can often negotiate better rates with vendors, share resources, and streamline administrative functions.

The Fallout: Cultural and Operational Challenges

Despite the strategic advantages, the aftermath of a merger can be fraught with challenges. The combinations of Allen & Overy with Shearman & Sterling and Taylor Vinters with Mishcon de Reya provide insight into the potential fallout from such partnerships. There are of course other examples, but I find these two examples are from very different ends of the spectrum.

Cultural Integration Issues

One of the most significant hurdles in any merger is the integration of distinct organisational cultures. Allen & Overy and Shearman & Sterling, while both prestigious firms, had different approaches to client service, work-life balance, and management styles. Reports indicated that the cultural fit was a concern, with some employees feeling a sense of uncertainty and anxiety about the future.

Similarly, Taylor Vinters and Mishcon de Reya faced challenges in aligning their cultures. Taylor Vinters, known for its entrepreneurial spirit and focus on technology, contrasted sharply with Mishcon de Reya's more traditional and structured environment. This divergence led to internal friction as employees adjusted to new expectations and norms.

Client Retention and Transition

The transition period following a merger can create anxiety among clients. Firms often worry that clients may feel neglected or confused during the integration process, prompting them to seek alternatives. For instance, following the merger between Allen & Overy and Shearman & Sterling, some high-profile clients expressed concerns about the continuity of service and the potential loss of personalised attention.

For Taylor Vinters and Mishcon de Reya, retaining existing clients became a top priority. The firms had to ensure that clients were well-informed about the changes and reassured that the quality of service would remain high. Clear communication strategies and dedicated client transition teams became crucial in managing these relationships.

Operational Difficulties

Merging two firms involves more than just aligning cultures and retaining clients; it requires significant operational integration. Both Allen & Overy and Shearman & Sterling faced challenges in harmonising their technological platforms, billing practices, and administrative functions. Discrepancies in technology systems can lead to inefficiencies and frustration among employees, ultimately impacting client service.

Taylor Vinters and Mishcon de Reya also encountered operational hurdles as they integrated their systems and processes. Streamlining operations while maintaining the quality of legal services required considerable effort and resources.

Broader Trends in Law Firm Mergers

The recent mergers underscore broader trends within the legal industry:

  1. The Rise of Globalisation: As clients increasingly operate on a global scale, law firms are motivated to merge to provide seamless services across jurisdictions.
  2. Client Demand for Comprehensive Solutions: Clients prefer firms that can offer a one-stop-shop for their legal needs. Mergers allow firms to consolidate expertise and offer a broader range of services.
  3. Adapting to Technological Changes: The legal sector is rapidly evolving due to advancements in technology. Firms merging with tech-focused partners can enhance their capabilities and remain competitive in an increasingly digital landscape.

Conclusion

The mergers between Allen & Overy and Shearman & Sterling, as well as Taylor Vinters and Mishcon de Reya, illustrate both the potential benefits and the challenges that come with law firm consolidations. While these mergers aim to create stronger, more versatile entities, they also require careful management of cultural integration, client retention, and operational alignment.

As the legal industry continues to evolve, firms must navigate these complexities with strategic foresight, ensuring that they meet the needs of clients while fostering a cohesive internal environment. The future of law firm mergers will likely depend on a firm’s ability to adapt and innovate in a rapidly changing landscape.

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Schillings opens in Dublin as the city continues its appeal to international law firms

Trinity College Library, Dublin
Trinity College Library, Dublin

There is no doubt that the legal sector in Dublin has been experiencing a remarkable transformation in recent years, which is again evidenced by the recent expansion of Schillings, a renowned London-based law firm specialising in reputation management and privacy law. This move is part of a broader trend that has seen Dublin emerge as a prime destination for international law firms seeking to establish a presence within the European Union.

Dublin: the gateway to the European market

Schillings' decision to open its first EU office in Dublin underscores the city's growing importance in the global legal landscape. This strategic move not only highlights Dublin's appeal as a gateway to the European market but also reflects the increasing demand for specialised legal services in areas such as data privacy, cybersecurity, and digital rights.

There are a number of factors which contribute to Dublin’s ongoing appeal to law firms. Its common law system, familiar to many international firms, coupled with an English-speaking workforce and EU membership, creates an environment that is both accessible and strategically advantageous. Moreover, Dublin's reputation as a tech hub, home to European headquarters of many global technology companies, further enhances its appeal to law firms specialising in related legal areas.

Influx of international law firms

The influx of international law firms to Dublin, including notable names like Vinson & Elkins (who also announced their Dublin office earlier in September), Ashurst, DLA Piper, Dentons, Bird & Bird, Browne Jacobson, and Squire Patton Boggs has had a significant impact on the local legal market. It has created new job opportunities for Irish legal professionals and fostered a more competitive environment, potentially driving innovation and excellence in legal services. This trend has positioned Dublin as a key centre for legal expertise, particularly in areas such as financial services, technology law, and intellectual property.

However, this transformation is not without its challenges. Local Irish firms have faced increased competition, and there are concerns about how this internationalisation might impact the unique character of the Irish legal system and profession. Despite these challenges, the overall outlook for Dublin's legal sector appears positive, with the potential for job creation, innovation, and enhanced legal services for clients.

Dublin's growing stature in the global legal market

The expansion of international law firms into Dublin also reflects the city's growing economic importance. As more companies choose Ireland as their European base, the demand for sophisticated legal services has naturally increased. This symbiotic relationship between business growth and legal service expansion is likely to continue, further enhancing Dublin's position in the global legal market.

As Dublin continues to solidify its position as a key legal hub within the EU, it stands poised to play an increasingly important role in the global legal services market. The city's ability to attract firms like Schillings demonstrates its growing stature in the international legal community. As more firms establish a presence in Dublin, it's likely to create a virtuous cycle, further enhancing the city's reputation and attracting even more legal talent and businesses.

Conclusion

The opening of Schillings' Dublin office is emblematic of a larger trend that is reshaping the legal landscape of Ireland's capital. This development not only benefits the firms establishing a presence in the city but also contributes to Dublin's economic growth and international prestige. As Dublin's star in the international legal community continues to rise, we will continue to observe how this transformation impacts the broader legal sector and Ireland's position in the global economy.

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The European Patent Court: Evaluating Its Impact Since Inception

The European Patent Court (EPC) has emerged as a pivotal institution in the landscape of intellectual property rights within Europe. Officially launched in 2023, this specialised court aims to streamline patent litigation across member states, enhancing consistency and efficiency in patent enforcement. We assess the impact of the EPC since its inception, including looking at several key areas of progress and challenges.

Establishing a unified patent system

One of the primary goals of the EPC is to support the Unitary Patent system, which allows inventors to obtain a single patent that is enforceable across multiple European Union (EU) member states. This system significantly reduces the administrative burden and costs associated with securing patent protection in multiple jurisdictions. By centralising patent litigation, the EPC aims to eliminate the disparities in patent enforcement that previously existed due to varied national legal frameworks.

Enhanced legal certainty and efficiency

The EPC has already demonstrated its potential to provide greater legal certainty for patent holders and third parties alike. The court's specialised nature ensures that cases are handled by judges with specific expertise in patent law, leading to more informed and consistent rulings. This expertise is critical in complex technological disputes where nuanced understanding of the subject matter is essential.

Moreover, the centralised nature of the EPC helps avoid the risk of conflicting decisions from different national courts. Prior to the EPC, a patent holder might face multiple litigations in different countries with potentially different outcomes. The EPC mitigates this risk, offering a single forum for patent disputes that applies uniform standards across the participating states.

Economic and competitive advantages

From an economic perspective, the EPC offers significant benefits to businesses operating within Europe. The reduction in litigation costs and the simplification of legal processes make it easier for companies, particularly small and medium-sized enterprises (SMEs), to protect their innovations. This enhanced protection fosters a more favourable environment for research and development, encouraging investment in new technologies and bolstering Europe's competitive edge in the global market.

Early challenges and criticisms

Despite these advantages, the EPC has faced several challenges in its early stages. One significant issue has been the slow pace of ratification by some EU member states. While key countries such as Germany and France have ratified the agreement, others have been slower to adopt, limiting the court's reach and effectiveness.

Additionally, there are concerns regarding the court's accessibility for smaller businesses. While the EPC aims to reduce costs overall, some critics argue that the initial costs and procedural complexities may still be prohibitive for SMEs. Ensuring that the court remains accessible to all inventors, regardless of their size, will be crucial for its long-term success.

Looking ahead: future prospects

The future of the EPC looks promising as more member states complete their ratification processes and the court's mechanisms become more refined. Continued efforts to simplify procedures and reduce costs will be vital in making the EPC a truly accessible and effective institution for all European innovators.

Moreover, as the court builds a body of case law, its role in shaping European patent jurisprudence will become increasingly significant. This developing jurisprudence will not only provide clarity and predictability for businesses but also set precedents that can influence patent law beyond Europe.

Conclusion

Since its inception, the European Patent Court has made considerable strides in transforming patent litigation in Europe. By centralising and harmonising the enforcement of patent rights, it offers enhanced legal certainty, efficiency, and economic benefits.

However, the court must continue to address challenges related to accessibility and the pace of member state participation to fully realise its potential. As the EPC evolves, it promises to be a cornerstone of Europe's innovation ecosystem, fostering a more dynamic and competitive market for technological advancements.

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The Future of Litigation Funding

Litigation funding in the UK
Litigation funding in the UK
By Jonathan Smyth, Senior Legal Recruitment Consultant

With the government set to commission a review into third-party litigation funding and the possibility of regulating this space, the future of how disputes are funded in the UK could face seismic change. The PACCAR decision of July 2023 effectively ruled that many existing LFAs are, in essence, unenforceable.

Legalfutures.co.uk noted that the issue had been debated in the House of Lords earlier this month, Conservative peer Lord Hodgson noting his concern about the amount of damages funders took, their control over cases and claimants’ exposure to costs, and noted how much the industry had grown since then.

“Another important development is the emergence of sovereign wealth funds in funding class actions…these might well be undertaken for commercial not monetary gain. Consider if a sovereign wealth fund – say a Chinese sovereign wealth fund – engineered a class action against a UK high-tech company: it might be seeking not financial reward but to impede the company’s developments, to upset its reputation or, if it is lucky, as the proceedings go on, to get access to some of the technology within the company.”

The debate is particularly relevant given the recent publicity given to the Post Office Horizon scandal and the significant positive impact that third-party litigation funding had on behalf of the affected postmasters, referenced by Nadim Zahawi in his recent City A.M. article, arguing that the possibility of over-regulation of this area risks making this course of action “unavailable to other unfairly maligned groups who may need to seek justice in the future.”

In practice, this review could not only mean a significant change to future funding arrangements, but also the need to review and possibly renegotiate existing agreements. Nicola Henshall at NRF notes that “in many cases, the funded party will need further investment to continue the proceedings, and it will be in both the provider and the recipients’ interests to find a workable solution. However, reopening negotiations may have detrimental consequences for one side or the other.”

Legislation is expected to be forthcoming to provide greater clarity on the future of third-party litigation funding, however, with no set timeline for this, funders and parties face an uncertain period as to whether or not any judgement awarded may be possibly affected by any potentially retroactive statute.

Get in touch:

Need help with your legal recruitment or to find your next role? Contact Jonathan Smyth on jonathansmyth@srmrecruitment.com or 07957 986390.

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From journalism to law, taking the plunge with a new career challenge: a Q&A with Rob Hands, Commercial Ops Manager at RPC

Not all legal career paths are linear – some people take a less than traditional route to the roles they hold today: Rob Hands, Commercial Operations Manager at law firm RPC is one of those individuals. Chris Excell, Head of Legal Recruitment at SRM, spoke to Rob to understand, among other things, his interesting route into the legal world and the challenges he’s faced, his remit and responsibilities at RPC, and how he sees the future of remote working.

You have had an interesting route through to the legal world, can you talk to us about your background and how you ended up working within law firms.

My father was a sports journalist and from a relatively early age, it seemed like a brilliant way to earn a living – to get paid for watching sport. Unoriginally, I thought I would follow in Dad's footsteps – and joined the sports desk of The Times doing the results. Over time, I moved up the ladder, such that 15 years later, I had become part of the management structure of the paper, moving across both The Times and The Sunday Times. It was a fantastic period but I began to think about whether I could translate my skills into another sector – and take on a new challenge before I got too long in the tooth.

My wife is a qualified lawyer, so I know a fair few legal people socially – and after I had done some research, I began to see that there were plenty of parallels between journalists and lawyers, not least in terms of their approaches to work and passion for what they do. I had worked alongside a variety of lawyers in the corporate legal team at News UK (the papers' parent company) and could see where my abilities could complement those in private practice. So I took the plunge and made the move three years ago.

What is the toughest challenge you have found stepping away from your media-based background?

Proving myself again. After more than 20 years in newspapers, I had a reputation, I knew a lot of people, I knew exactly how things worked – and how to get things done. Now I was starting over – not quite from scratch, and with the benefit of life experience – but I had to show that I could do a good job in an initially unfamiliar environment. It was very much a "one step at a time" approach, learning the nuances of a new world and listening to advice. Probably the most intriguing part of it has been navigating the quirks of a partnership structure, where there are notionally many "business owners".  

What are your remit and responsibilities at RPC?

I am Commercial Operations Manager at the firm. I work for the Commercial group (which covers all sectors that the firm offers apart from insurance – such as IP and Technology, Media, Corporate and Banking Litigation, among others), and principally for Jeremy Drew, Partner and Group Head. My role is to ensure that the group, operationally speaking, is working at optimum levels to allow lawyers to focus on winning and delivering great work of the highest quality. Initially I have had a relentless focus on financial hygiene, but have also helped with strategy, personnel and other key areas to sustain and augment the group's work, with involvement in the development of AI within the practice areas and general better use of technology to deliver for clients.

How do you see the long-term vision for RPC?

I first came across RPC about a decade ago and heard about their media litigation reputation from the Times titles' perspective (one of the editorial lawyers there did actually train at RPC). A few years later, I worked on a matter with News's IP counsel where she brought in David Cran to help us. Off the back of those interactions, I had an impression of the size and range of RPC – but the growth in the business since has been startling. The firm's culture is outstanding and with some immensely talented senior and junior lawyers, coupled with progressive and energetic work on the business services side, I see no reason why the growth of recent years cannot be continued. 

Tell us about your reflections on how the traditional working week has changed since the Covid-19 pandemic – do you seeing this changing back to a full-time working in the office week?

I always felt that the remote working phenomenon that Covid enabled might be short-lived – not least because humans typically like interacting with other humans, and doing so via a screen is not the same. But what seems evident is that while I suspect there will be more of a shift to "back in the office" across all industries, I find it hard to believe that this will revert to the previous norm of a metronomic five-day office week. What is more interesting is how businesses will define the purpose of the office in this hybrid world – those that can deliver a stellar "in-office experience" will reap the benefits, from enhanced team cohesion and creativity most of all.

What do you look for in an “ideal” candidate and what are the challenges you have faced with recruits?

There is no such thing as the ideal candidate – that is often hugely subjective. What I would always look for is energy, enthusiasm and people skills. Most other competencies can usually be readily learnt – but those three attributes are hard to fake, yet vital for the success of a team enterprise. In terms of challenges faced with recruits, I can only generalise – and say that everyone, however good at talent spotting, can make hiring mistakes, but typically if you have developed the right environment for talent to flourish in, it will.

Can you share with us your thoughts on using executive search firms?

The best search firms are a synthesis of two things – identifying the right potential candidates for roles (which often entails telling good people that they are not right for a role they think they would be) and properly understanding what the clients want in their search for new talent. It isn't easy – and requires humility and concentration. I have had experience of very good ones – and they stand out a mile. Much like lawyers, it's the chemistry with the client that often makes the difference.

What’s your experience of working with SRM – we helped with your move to RPC remember!

SRM, in the shape of Chris Excell, has been terrific for me. Chris is one of those rare individuals who is prepared to take some time to understand the individual – and then thinks sensibly and intelligently about where there might be a real "fit". He is also phlegmatic enough to understand that not everything comes off, and to deal with Kipling's twin imposters in an equable fashion. In my case, it was his lateral thinking that took a chance conversation with Jeremy Drew, and his knowledge of what I was keen to achieve, to matching the two of us.

And finally… what are your hopes/aspirations for when Leicester City gain promotion to the Premier League?

I am not prepared to jinx the Foxes' admittedly very positive prospects by speculating about promotion. Leeds United and Ipswich Town, and perhaps Southampton, are worthy rivals. It has been, though, an excellent season at the King Power and should the current form be maintained, I would hope that City can hold their own against PL teams once more.

Need help with your legal recruitment or to find your next role?

Get in touch with Chris Excell today on + 44 7595 748826, email
chrisexcell@srmrecruitment.com or connect with him on LinkedIn.
https://www.linkedin.com/in/chrisexcell/

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Building your CV: How to stand-out in the competitive UK job market

Building your CV: How to stand-out in the competitive UK job market
When thinking about starting your search for a new job, the first thing you should do is take a look at your CV. The UK has a highly competitive job market, and many hiring/recruitment managers will be inundated with CVs. In order to give yourself the best possible chance of standing out, securing interviews, and ultimately your ideal role, it’s important to make sure your CV is up to scratch and shows all the necessary information.

Here are our top tips to make sure your CV stands out:


  • It is important that your CV is formatted in a clear, concise and chronological format using bullet points, with your most recent role listed first. Ensure job titles are clear and the font is consistent and easy to read.

  • Ensure your contact information is up-to-date and listed at the top of your CV along with a link to your LinkedIn profile.

  • Try to avoid listing too many soft skills. You can achieve this by adding a ‘Responsibilities and Achievements’ section underneath each role on your CV and, where possible, adding tangible/measurable achievements.

  • Your CV does not need to be crammed onto one or two pages, although keeping it reasonably concise is important. Interviews are where you will be given the opportunity to talk about your experience in more depth.

  • Only list work history that is relevant to your current job search. Your most recent role is going to be the most important and relevant part of your CV and all prior experience will provide more context to employers.

  • When outlining previous work history, it is beneficial to add a small description on previous companies as they may not be widely recognised within the UK.

  • When listing your education history; your high school, university and post-university qualifications are relevant, however, transcripts, grades and primary school education is not relevant, so leave those off.

  • Spelling and grammar: a well-presented and thoroughly proofread CV reflects professionalism and attention to detail. Why not ask a friend to proofread your CV before sending it off? Don’t fall at the first hurdle because of avoidable typos or poor grammar.


At SRM Recruitment, we’re here to support you and your career aspirations. If you’d like further advice or have any questions on the job market in the UK, please contact a member of the team.
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Flexible working: “I am empowered and entrusted to work the pattern I need, to get the job done.”

Natasha Stoddart is a recruitment consultant working with part-qualified and transactional finance professionals in London. As a mother of two young children, she joined SRM Recruitment in 2022 after seeking a role that would allow her to work flexibly. Flexible working is something she is incredibly passionate about, so we spoke to Natasha about her experience of flexibility at SRM and if it’s lived up to her expectations.

Q: First of all, tell us a bit about your situation, why you joined SRM and why SRM’s flexible working appealed to you?


I am a mother to two young children. I was made redundant from a previous employer at the start of lockdown whilst pregnant with our second child! It can be quite daunting considering options and returning to work as a new mum. It felt like a lot to juggle, however, SRM recruitment made the transition back to work so smooth and straightforward. The main reason it works so well is the company has a flexible working policy, whereby I am not required to be sat at a desk from 8am-6pm, 5 days a week.

Instead, I work 4 days a week and get the work done. If I need to leave early for school pick up and then catch up on my work in the evening, that is not an issue. Without this flexible working it would have made it practically impossible for me to return to work, without feeling like I am constantly sacrificing the needs of my children.

Q: How has SRM’s model enabled you to balance work and home life?


I am empowered and entrusted to work the pattern I need, to get the job done. I am given support and the tools I need to do my job. There are so many statistics demonstrating the positive outcome of a workforce who feel entrusted – it has a direct positive impact on productivity and output. SRM operates a grown-up environment, the opposite of micromanagement! By being able to make time for family, work 4 days a week and work from home sometimes, I feel much more able to juggle all aspects of my life, which results in a healthy and happy employee.

Q: In your experience, in what way do you think SRM’s flexible working is different to what some other companies offer?


I have experience of working in other companies where the employees are put under pressure to hit KPI after KPI, it is frowned upon to leave work early, and working a 4 day a week would simply not be an option. It excludes people who need flexibility from the workplace, yet these people can have so much to offer and bring to the company. I recently saw an article by Forbes, which said that companies with greater gender and ethnic diversity consistently outperform the competition, so it makes great business sense for companies to offer more flexibility to their employees.

SRM certainly takes a forward-thinking approach and are the true definition of flexible. It is not a parent thing; it is a people thing. The people who work at SRM are given autonomy and if they need flexibility (however that may look) it is not an issue. No one is made to feel bad.

Some businesses still seem to think output is reliant on being in an office and at your desk 10 hours a day. However, visibility does not necessarily equal productivity. That is down to the type of people a company choose to hire. If a person is a self-starter and passionate about that job, they will be that person regardless of whether they are working from home or in an office. People do not work their hardest and their best non-stop for 10 hours a day. A study by Gallup found “highly engaged teams show 21% greater profitability” – if firms focused more on engagement and less on visibility, I’m sure they’d see some impressive results.

It is healthy to have balance, have a life, and come to work feeling passionate and energised for the work you do. I also appreciate the value SRM place on health; the company provide monthly small group personal training sessions. I know this is something other businesses may offer, however SRM offer this during working hours, which again makes it an inclusive activity.

Q: What do you think are the benefits of SRM’s truly flexible working model and why is it so successful?


Number one - it broadens the pool of people who can be employed by SRM. This means that SRM have the best people on the team, not just the ones who can be physically present all hours 5 days a week.
Number two – culture. This flexibility allows employees to live their lives, whilst succeeding at work. An empowered and engaged workforce show up with energy, passion and purpose. And having a happy and driven workforce makes a huge difference to company culture!

Here at SRM, we understand that life comes first. It’s important that our staff can find balance, which is why we operate a relaxed but grown-up environment and offer full flexibility so that people can shape the working day to suit them and their responsibilities away from the office. It’s just one of the many reasons why our people love working at SRM.
If you’d like to find out more about working for SRM, click here
https://www.srmrecruitment.com/about-srm-recruitment/work-for-srm/
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8 ways that working in-house can elevate your career in private practice

SRM
SRM

Moving from private practice to an in-house position is something a lot of lawyers think about in their career. However, few realise that making this move can actually offer a number of benefits for their longer-term career should they wish to move back to private practice. The transition can provide valuable insights, experience, and skill development that can enhance your legal career and make you a more well-rounded professional. You also get to be at the heart of an organization and get to know the internal operations intimately.

Here are 8 other benefits of how becoming an in-house counsel can aid your future private practice career:

  1. Diverse experience:
    Working in the industry exposes you to a different perspective on legal matters. You'll gain a deeper understanding of how businesses operate, the challenges they face, and their legal needs. This varied experience can make you a more versatile and effective attorney if you decide to return to private practice.

  2. Industry-specific expertise:
    By working in the industry, you can develop specialized knowledge in a particular sector or area of law that may be in high demand. This expertise can be a valuable asset if you return to private practice, as you'll be able to cater to clients with specific industry-related legal issues.

  3. Networking opportunities:
    While in the industry, you'll have the chance to connect with professionals outside of the legal sphere. Building a strong network in the corporate world can open doors for potential clients and referrals when you re-enter private practice.

  4. Client perspective:
    Working in the industry allows you to see legal matters from the client's perspective. This first-hand experience can help you better understand their needs, expectations, and concerns, enabling you to provide more practical and client-focused legal advice.

  5. Business acumen:
    Spending time in the industry can enhance your business acumen and understanding of commercial realities. This knowledge can be invaluable when advising clients on legal issues that have a significant impact on their business operations.

  6. Personal growth:
    The transition from private practice to in-house can be a period of personal growth and development. You'll likely face new challenges and responsibilities, helping you build resilience, adaptability, and leadership skills that can benefit your future legal career.

  7. Improved negotiation skills:
    Working in-house often involves dealing with various stakeholders, including legal counsel. This experience can sharpen your negotiation skills, making you a more effective advocate for your clients when you return to private practice.

  8. Competitive advantage:
    Lawyers with both private practice and industry experience often stand out in the legal market. Potential clients and law firms may see this combination as a unique advantage, as you can offer a holistic approach to legal matters.

Despite the numerous benefits, transitioning between sectors can also present some challenges, such as adjusting to different work environments and cultures. However, the diverse skill set and insights gained can be highly valuable in building a successful and fulfilling legal career.

If you’re considering a move from private practice to an in-house role, or vice versa and would like to discuss your options and current opportunities, get in touch with Chris Excell at chrisexcell@srmrecruitment.com

Related blogs you might be interested in:
How difficult is it to move as a lawyer from industry to private practice?
Is it best to qualify as a lawyer in-house or private practice?