‘There is no question that tech is the reason we’ve been so successful. Without it, the results could have been catastrophic.’
Melissa Butler, White & Case
Global 100 leaders give their prognosis as they roll up their sleeves to face the challenges of a tough year ahead
Getting it right
‘The biggest opportunity in the UK is innovation and has been for some time. There is so much more we can do to enhance legal services and recent events have put that in the spotlight. The firms that get it right will do very well. The biggest threat is the ongoing uncertainty. We don’t know how long the impact of the pandemic will last and how difficult conditions will get. We have to keep planning and adapting. We will do this by staying close to our clients, looking after our people, contributing to the communities that we touch and continuing to innovate.’
Gareth Price, managing partner, Allen & Overy
No surprises
‘What’s going to happen in the world? Much will depend on the introductions of vaccines and the pace at which they get rolled out. But if you had told me in March that a) we were going to still be in this mode in the middle of November and likely looking at another six months, and b) we’d be doing as well as we are, as an economy and at Goodwin, I would have been surprised.’
Rob Insolia, chair, Goodwin
Stay home
‘My big concern when this started was how we were going to be able to function. The results are we can pretty much do everything and anything because of the technology. Truthfully, it’s almost too good. The challenge we’re going to have when this is done, and not just us, you’re going to have lots of people who say: “I don’t need to come to the office.” And I believe it is still important to have people together in an office.’
Scott Edelman, chair, Milbank
Bull run
‘My sense is things are likely to stay busy. I am more bullish on that than I was two or three months ago. We are still approached about potential deals. When we notice a slowdown in a number of pitches that is a red flag, but we haven’t seen that. As the economy slows and prices compress, that is an opportunity for many of our clients. We’re not like a Magic Circle firm, we have a diverse range of clients, not one or two that are hugely responsible for driving our revenue.’
Louise Nash, partner, Covington & Burling
True colours
‘The pandemic has been very clarifying of what the true culture of a firm is. I’m thrilled with how our culture has withstood these challenges and has been highly supportive of its people. Compassion, support and understanding – we have done that really well. It’s great how productive and committed people have been. Management style has to be well connected and empathetic in times that require that.’
Kim Koopersmith, chair, Akin Gump Strauss Hauer & Feld
Here before
‘People in leadership have been through crisis before in 2008. They have takeaways from that and have calm heads. They’ve been through something similar and know not to make knee-jerk reactions. There is no question that tech is the reason we’ve been so successful. Without it, the results could have been catastrophic.’
Melissa Butler, executive partner for London, White & Case
Perpetual motion
‘Given the level of uncertainty created by the pandemic, clients are understandably choosing to work with proven firms, particularly on their most significant matters. So much has changed in such a short period of time, it is difficult to predict the trajectory of the legal market. It will be interesting to see whether those firms that have undertaken exponential growth in recent years will maintain this momentum.’
Pranav Trivedi, London office head, Skadden, Arps, Slate, Meagher & Flom
Stick to plan
‘Covid-19 has not had a major impact on our plans, obviously there are areas where it has effects, but moving forward my plans are a focus on our clients and a focus on our community, and it has not changed that or the overall vision I had for the firm.’
Gerry Pecht, global chief executive, Norton Rose Fulbright
More to do
‘Our priority is coming through the pandemic and positioning ourselves to get through it with resilience. Our targets for leadership are to have 30% leadership roles held by women, and we’ve already achieved that – 33%. Twenty-six per cent of partnership is female, but there’s more work to do.’
Paul Jenkins, managing partner, Ashurst