Legal Business

US law firms in London must adapt their business strategy to account for new challenges and opportunities

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Global London Davitt Jones Bould

On the face of it, things are going very well for US law firms in London. Last year, Cravath launched a London-based English law offering, Akin Gump’s London revenue jumped by 25% and Greenberg Traurig took on 15 new lawyers in London.

While London will continue to provide opportunities for US law firms – due to its position as a leading financial centre and its attractiveness for a global client base – acute disruptions are forcing leaders in US law firms to reconsider their international approach.

Legal Business

Sponsored briefing: The award-winning real estate lawyers offering flexible support to legal teams

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Legal affairs Davitt Jones Bould

Dr Peter Allinson, chief executive of specialist real estate law firm Davitt Jones Bould, explains how the practice is partnering with other firms to help them approach their workflow in a strategic and adaptable new way

Now, more than ever, law firms and their partners are under pressure to maintain quality and consistency in their service delivery in the face of ever-tighter timescales, downward pressure on pricing and volatile market conditions. In response to this, we are already seeing the industry adapting business models and processes to improve cost-efficiency and become more flexible and responsive to the fluctuations in demand – from north-shoring and the outsourcing of legal processes to automation and the exploration of AI.

Legal Business

Sponsored focus on Davitt Jones Bould

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Davitt Jones Bould

Davitt Jones Bould, Level 24 The Shard, 32 London Bridge Street, London SE1 9SG
T: 020 7870 7500 | E: peter.allinson@djblaw.co.uk | W: www.djblaw.co.uk
The Legal 500 rankings (London): Commercial property: corporate occupiers; commercial property: investors; commercial property: developers; planning; property litigation; local government

  • National firm specialising in real estate law.
  • Circa 40 lawyers averaging over 20 years Post Qualification Experience (PQE).
  • All lawyers come from senior roles at City, international and national law firms or in-house roles.
  • Advised on some of the UK’s most famous landmarks including Admiralty Arch, 10 Downing Street, St James Park, Hyde Park, Horseguards Parade, the Sandringham Estate, House of Lords and the Old Admiralty Building.
  • Clients include The Royal Parks, UK Health Security Agency, TV celebrity chef Rick Stein’s restaurant group and a number of top 20 law firms.

 

The team

Chief executive: Dr Peter Allinson (pictured)

Legal 500 ranked lawyers

  • Madeleine Davitt, senior partner
  • Tony Fitzmaurice
  • Sean Bulman
  • Teresa Kamppari Baker
  • Louisa Swanton
  • Melanie Greer-Walker
  • John Qualtrough
  • Kevin Fry
  • Maeve Bonner
  • Jonathan Warner-Reed
  • Philippa Hipwell
  • Yohanna Weber
  • Tim Sylvester-Jones
  • Stuart Bould
  • Michael Wear
  • Richard Holmes
  • Abi Kay

At a glance: Davitt Jones Bould

Headcount: Over 40 lawyers, averaging over 20 years’ PQE

Number of offices: Four (London West End, London City, Birmingham, Manchester)

Key clients: The Royal Parks, UK Health Security Agency, TV celebrity chef Rick Stein’s restaurant group and a number of top 20 law firms.

Legal Business

Sponsored briefing: Are we on the cusp of an evolution in the legal sector, when collaborative ways of working between firms will become the norm?

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Davitt Jones Bould

Covid-19 has disrupted almost every sector of the economy. Dr Peter Allinson, chief executive of Davitt Jones Bould, asks whether the pandemic has acted as an accelerant to fundamental shifts already at play in the legal profession, and offers his perception of a growing spirit of collaboration in the industry

While the last 12 months has seen as much disruption as any of us have witnessed in our careers, it remains true that the legal profession is used to weathering adverse business cycles. My observation, drawing on many years’ experience, is that the most resilient firms are those that have a strong sense of who they are, what they do best, and truly where their core business is. If that is the case, then they can ride out the worst of the ‘boom and bust’ and avoid the need to treat their people as a ‘disposable’ item.