Eversheds Sutherland news, updates and analysis | Page 1 of 20

While interest in transatlantic tie-ups is currently peaking in the wake of the A&O Shearman and Herbert Smith Freehills Kramer deals, one firm that is ahead of the trend du jour is Eversheds Sutherland.

The firm – the result of the 2017 combination of the UK’s Eversheds and Atlanta-based Sutherland Asbill & Brennan – has since 2017 been led by co-CEOs Lee Ranson and Mark Wasserman, but is now entering its next leadership phase, with fresh names taking over at the top.

The joint UK-US leadership model in operation since the merger is continuing, with Keith Froud, managing partner of the firm’s business outside of the US, named co-CEO alongside Texas-based global energy co-head Lino Mendiola following an uncontested election, with the duo set to take up their roles in the second quarter of 2025.

Ranson is stepping down after two terms, while Wasserman has led the firm’s US arm through five terms as managing partner and co-CEO. 

The change represents the first top-level leadership shift since the 2017 merger, since when it has achieved global growth of more than 50%, with total revenues rising from around $800m to $1.48bn.

Over the same period, Eversheds Sutherland International – which reports separately to the firm’s US arm – has seen revenues grow even more sharply, increasing 70% from £438.6m in 2016-17 to £749.4m this year. 

Speaking with Legal Business, Mendiola emphasised the shared vision between the new leaders: ‘Keith and I are proud to be the first leaders elected since the merger. Our priority is to bring people together. It’s vital that everyone understands our strategy, vision, and goals, feeling part of our collective momentum.’ 

Froud acknowledged the legacy of outgoing leaders Ranson and Wasserman, describing them as ‘outstanding leaders’, while also acknowledging the importance of a smooth leadership transition.

Mendiola added: ‘Over the past seven years, we’ve experienced a smooth journey marked by increasing alignment each year. This leadership transition is yet another step toward strengthening that alignment. This change is a natural progression in the evolution of a large organisation like ours.’ 

A strategic objective for the firm is global growth. ‘In today’s fast-paced world, agility is essential for both our clients and us. Supporting different regions will be crucial for driving this growth,’ Froud explained. 

He pointed to several areas for expansion, including cross-border transactions, multi-jurisdictional disputes, and global regulatory advice: ‘Globalisation raises interesting philosophical debates about its direction, but the demand for international cross-border advice in professional services is undeniably high.’ 

The decision to continue co-CEO roles supports the firm’s commitment to collaboration. ‘At this stage in our evolution, the co-chief roles help support that partnership message we want to convey, but we’re open to possibilities for the future,’ said Froud. 

Mendiola continued: ‘It was natural to have co-CEOs at the time of the merger in 2017, with each firm having its own leaders. Now, after seven and a half years of observing how well that has worked, it’s clear that this structure has been effective.’ 

Regarding financial integration, Froud stated that it is not an ‘immediate’ plan, but something they ‘can’t say never’ to down the line.  

Mendiola added: ‘We share a lot right now in terms of clients, strategies, and systems, and it’s working well. We’ll continue with what has been effective, as it makes sense for now.’

‘We don’t have a large ship to turn around; instead, we have the opportunity to keep our hands on the wheel and maintain the direction that Mark and Lee have set over the last several years.’ 

As the new leadership team takes shape, Mendiola, who has spent nine years as a partner in Eversheds’ energy team including the last three as co-head of global energy said: ‘As I transition from practising law to a leadership role within the firm, I’m dedicating time to smoothly transfer some of my clients to other partners. This period allows me to shift my mindset from that of a practitioner to a full-time law firm leader, and I truly appreciate having this time to make that transition.’ 

As Ranson prepares to step down, he said his successors should ‘stay close to clients.’ He cautioned: ‘It’s easy to become subsumed by the internal demands of the role as chief executive, but keeping a close connection to clients keeps you sharp and grounded.’ 

‘Our culture and values are unique and are why our people want to work for us, and why clients like working with us – protect it as the prized asset that it is.’ 

Meanwhile, partners Keri Rees and Helen Thomas have been elected as managing partners of the international business, while Adam Cohen has been appointed executive partner of the US business. With a clear focus on global growth and client service, Eversheds Sutherland is poised for continued success under its new leadership. 

anna.huntley@legalease.co.uk 

Eversheds Sutherland has announced several new appointments to its senior leadership team across its practice groups and business services teams.

Succeeding Paul Worth, who is retiring at the end of December following 21 years at the firm, Mark Davenport will take on the role of litigation and dispute management practice group head. Davenport led the commercial dispute resolution team for the last three years. Taking on Davenport’s role as head of CDR is Lisa Barge, the former head of real estate litigation, whose boots will in turn be filled by Will Densham.

Meanwhile, from 1 November, James Trafford will take over from Gurjit Atwal, who has decided to step down after four years in the role of real estate practice group head. Atwal will continue to be a part of the real estate leadership team, as well taking on a new role as the firm’s social mobility partner sponsor.

Finally, Rob Bullough has joined Eversheds as the firm’s chief property officer, taking over from Paul Dunn who is retiring from before the new year after 11 years of service at the firm. Bullough arrives at the firm from UBS, where he spent the last 17 years working in leadership positions within the real estate team.

‘It will be different,’ said Trafford in an interview with Legal Business, explaining what his appointment to the role of real estate practice group head means for his day-to-day. ‘I will be responsible for co-leading our global real estate practice and forming our strategy. I have had various management roles before so I can build on that experience. I have spent 20 years in our real estate team building and leading our teams. I see myself spending more time with our partner group and I will be involved in developing our strategy.’

He added: ‘The last few years I have been leading the financial aspects of our business, which is a really important part of the practice head role. I was also involved in the recruitment of lateral hires in Dubai, Paris and Edinburgh, where I got to understand those markets really well and appreciate them as areas of growth for our business.’

Asked how he will split his time between fee-earning client work and management, Trafford responded: ‘I will maintain my client partner roles. We are very keen for practice heads to retain client-facing involvement. We are better at leading our teams if we do, as clients lie at the heart of everything. I am keen to understand what drives them and their pressures.

‘I will spend less time leading projects and working as a fee earner though. There is a long lifespan for the kind of energy and infrastructure work I do, so going forward my time is going to be weighted heavily towards management.’

Trafford detailed his approach to taking over the role from his predecessor and making it his own: ‘I have spent a while working with the two preceding practice heads and I have tried to learn from them. I have a clear understanding of what the role entails, which I see as a link between the partners and the executive team. Communication is super important, and I also care deeply about the next generation – I want to foster the right environment for them to progress.’

Probed further on what his appointment represents for the firm and its overall strategy, Trafford replied: ‘It means that real estate is core to our firm. I wouldn’t want to do the job if that wasn’t the case. We offer solutions to complex real estate mandates and we are well-placed to win and deliver competitive work. We spend a lot of time developing a one team working culture which works really well, and I have been encouraged by other firms who see us as a competitive threat to their business.

‘In three words, I would say our practice group strategy is: Ambition, confidence and opportunity.’

Ayesha.Ellis@legalease.co.uk