Legal Business

Reed Smith adds 10% to European headcount with hire of 50 lawyers from KWM

Posted on |
Strategic recruitment King & Wood MallesonsReed Smith

Reed Smith has hired what is understood to be the largest group of lawyers from collapsed legacy SJ Berwin in a move which adds 10% to its European headcount.

The US firm has hired 50 fee-earners, including 17 partners, three counsel, 22 associates, one jurist and seven trainees, nine other support staff.

In London, the firm hired financial regulatory partners David Calligan, Tim Dolan, Tamasin Little and Adrian Brown, corporate partners Delphine Currie and Mark Sanders, private equity partner Laura Brunnen and tax partner Gareth Amdor.

The former KWM financial services regulatory team led by Calligan advises banks, funds, real estate, private equity and retail banking, as well as advising on structured finance matters.

In Paris, Reed Smith is joined by seven partners including competition and antitrust partners Marc Lévy and Natasha Tardif, tax partners Sylvie Vansteenkiste, Fanny Combourieu and Raphaël Béra and corporate and private equity partners Guilain Hippolyte and Pierre-Louis Périn.

In Germany, Reed Smith will be joined by competition and antitrust partner Tilman Siebert (in Munich) and litigation partner Francis Bellen (in Frankfurt). According to the firm, the two teams will work closely together on major cartel damages cases and other contentious competition matters, representing global corporates, financial institutions and private equity houses.

The partners and their teams are expected to join the firm on Monday 23 January and follow several lawyers and business services personnel who have already joined the firm on Monday 16 January. The 50-strong group represent many of the same clients as Reed Smith, and the teams are understood to bring with them clients ‘in the multiple double digits’.

‘It is a mutually rewarding opportunity,’ said Tamara Box, managing partner for Europe and the Middle East.

Box added: ‘These teams recognised that our global platform, strong collegiate culture, and high quality client base were a good fit for them.’

The US firm had been in discussions with the partners for a few weeks and has been through ‘robust internal processes’ since early December, before KWM filed a notice to appoint administrators on December 22.

‘We found these KWM partners really stood out in the process as being very collaborative and team oriented, having clearly built sustainable businesses within their teams by working really well together. That was ultimately what helped us hone in on them, alongside the fact that they stood head and shoulders above others in terms of advancing our strategic priorities,’ said Box.

She also explained that partners were independent in the process, all pursuing opportunities at various firms. Reed Smith’s conversations with KWM were more about smooth transition of work and clients.

‘It was a pretty opaque process, but we are aware that partners had independent conversations with other firms both within and outside of the process. We believe every single partner had other offers, and in most cases multiple offers,’ Box added.

Read more: ‘Outside the Box: Can Reed Smith’s new Euro heads take the firm’s London practice to the next level?’

Legal Business

Reed Smith poised to take more KWM heavyweights in Europe as Proskauer hires in London

Posted on |
Strategic recruitment King & Wood MallesonsReed Smith

Reed Smith continues its quest to recruit King & Wood Mallesons (KWM) partners in Europe and is in talks with corporate heavyweight Mark Sanders in London and a leading trio in Paris.

M&A specialist Sanders, Paris co-head of funds Arnaud David, head of tax Sylvie Vansteenkiste and head of EU, competition and regulatory Marc Levy are all in talks with the US firm. All four partners are among legacy SJ Berwin’s top billers, having raked in nearly £6.5m together last year.

When hiring is complete it is expected Reed Smith will have taken on the largest group of partners from the global giant’s beleaguered European arm. The US firm is talking to other partners in France, Germany and London, and has been targeting practices such as financial regulation, funds, tax and private equity. It is understood the talks are at due diligence stage.

Among his key mandates, Sanders played a role in the £2.4bn sale of a stake in data giant Global Switch to a consortium of Chinese investors in December 2016.

David is co-head of funds, and his work includes buyout, infrastructure, mezzanine, debt, fund of funds, venture, corporate, real estate and special focus funds.

Vansteenkiste is one of the founding members of SJ Berwin’s Paris office and head of tax, with 20 years’ experience in complex tax structuring of investment funds.

Levy is head of the EU, competition & regulatory department. He joined SJ Berwin as a partner in 2003 and was elected a member of the Paris management committee in 2012.

Most recently, Reed Smith was also reported to be taking on the bulk of the firm’s financial regulation team in London led by partner David Calligan.

Reed Smith Europe and Middle East managing partner Tamara Box (pictured) said: ‘We confirm that we continue to progress with very positive discussions with a number of impressive European KWM partners. As you would expect from a global law firm of the size and calibre of Reed Smith, we have very robust processes in place which focus on strategic alignment and strong integration with all new partners or teams who join our firm. While we therefore still have some work to do internally to ensure all that our own procedures are fully satisfied, we remain optimistic about the potential opportunities for us to grow in London, Frankfurt, Munich and Paris through these discussions.’

Meanwhile, Proskauer Rose announced today (9 January) that it has hired tax partner Stephen Pevsner from KWM Europe. Pevsner will join Proskauer’s London tax practice, and he focuses on UK and international M&A and private equity transactions, corporate reorganisations, and new business formations. He follows in the footsteps of former managing partner Rob Day and finance partner Andrew Wingfield, who also joined Proskauer last year.

KWM’s European arm is expected to file another intention of notice to appoint administrators today, giving the firm’s various suitors more time to finalise deals to take on parts of the legacy business, including agreements about work in progress within already announced large team moves, including DLA Piper, Greenberg Traurig, Reed Smith and KWM’s Chinese arm.

georgiana.tudor@legalease.co.uk

For more on King & Wood Mallesons, subscribers can read ‘Branded’ for an in-depth look at the firm

Legal Business

Reed Smith takes on finreg team as KWM exits continue

Posted on |
Strategic recruitment King & Wood MallesonsReed Smith
legal-business-default

US firm Reed Smith is the latest to hire from King & Wood Mallesons (KWM) European practice, taking on the bulk of the firm’s financial regulation team. It is also in discussions with a number of other partners in Europe.

The team is led by partner David Calligan and includes several other partners in the London office.

Calligan joined SJ Berwin in 1989 from The Securities Association and now acts principally for banks, broker dealers and investment management firms.

It is understood that Reed Smith’s global managing partner Sandy Thomas has flown to London to participate in talks with partners from the legacy SJ Berwin practice.

Reed Smith’s managing partner in Europe and Middle East Tamara Box (pictured) said in a statement: ‘I confirm that we continue to have positive discussions with a number of impressive European KWM partners. We remain committed to investing in top legal talent and, at this time, are optimistic that we will be joined in 2017 by some great ex-KWM lawyers.’

She added: ‘As you will appreciate, however, negotiations continue and we have our own usual protocols and processes to follow around such potential hires. At this time, I am unable to confirm any definitive hires,’ she added.

The news comes as today (21 November) City firm Macfarlanes made a triple lateral hire with three partners from KWM, taking on Tom Usher, Cameron Firth and Christoph Humpe, and the KWM’s former European senior partner Stephen Kon as a consultant.

Partners have been peeling away from the legacy SJ Berwin practice after the partnership, which is carrying more than £30m in debt, failed to agree to a recapitalisation plan in November.

K&L Gates and Orrick, Herrington & Sutcliffe have also taken on a number of lawyers from KWM’s Munich office, while one of KWM’s top billers Craig Pollack and part of his team are to join Covington & Burling.

DLA Piper will take on real estate partner William Naunton and several members of his team including partners Cornelius Medvei, Bryan Pickup, Ed Page, George Burrha and Jeremy Brooks. Managing associate Omer Maroof will also join as a partner, alongside eight other lawyers and three trainees.

Tax partner Clive Jones will join Greenberg Traurig, alongside top biller Steve Cowins and Marc Snell, M&A partners Michael Goldberg and David Fitzgerald and partner Matthew Priday along with their teams.

georgiana.tudor@legalease.co.uk

Read more on KWM in ‘Comment: The moment of truth arrives in the SJ Berwin saga’

For an in-depth assessment of KWM, subscribers can see our July cover feature ‘Branded’



Legal Business

Outside the Box: Can Reed Smith’s new Euro heads take the firm’s London practice to the next level?

Posted on |
Leadership Reed Smith
legal-business-default

Georgiana Tudor and Victoria Young talk to Tamara Box and Andrew Jenkinson about competing in the London market

Three years ago, Legal Business noted that an upwardly-mobile Reed Smith was, in its own understated fashion, making notable strides in the City under EMEA head Roger Parker. The London office had been performing well on the back of investment in lateral hires to develop its key sector groups. In 2012, London revenues jumped 21% to £114.7m from £94.5m, with Parker predicting UK revenues of $200m for 2013.

Legal Business

Leadership and the modern GC: a special report

Posted on |
In-house Reed Smith
legal-business-default

We teamed up with Reed Smith to ask which skills the GCs of tomorrow will need to lead and what the future holds for in-house leadership training.

Menu

Legal Business

Taught leaders – executive training for the ambitious GC

Posted on |
In-house Reed Smith
legal-business-default

Leadership training has until recently neglected the growing ranks of GCs. To begin our Insight special with Reed Smith, we assess the educational options for in-house counsel striving to meet growing skills demands

In 2012 the MBA degree established itself as the most popular subject of postgraduate education in the US, accounting for more than a quarter of all enrolments according to the US Department of Education. Along with the usual diet of macroeconomics, management theory and financial accounting, MBA programmes have ensured that those who seek to carve out a corporate career focus on one quality above all others: leadership.

Legal Business

The art of leadership in Asia – an evolving role for legal heads

Posted on |
Leadership Reed Smith
legal-business-default

What does leadership mean in a region where the role of the in-house lawyer is rapidly evolving?

‘Becoming an in-house lawyer has not traditionally been a desirable career path for Asia’s top graduates,’ says Amy Ng, general counsel (GC) for the Asia-Pacific region at global real estate company CBRE. ‘But we are seeing a lot of change now in the number of people leaving private practice to work for a business.’

Legal Business

Perspectives: Peter Wexler, Schneider Electric

Posted on |
In-house Reed Smith
legal-business-default

French energy management company Schneider Electric has been on a buying spree lately, most recently with its £3.4bn acquisition of Invensys, completed in 2014. These deals have seen the number of lawyers at the company rise to nearly 300, leading Peter Wexler, Schneider’s US-based group general counsel, to reflect on what it means to lead and train a legal function.

‘One of the key things about leadership is how you develop your talent,’ says Wexler. ‘I want to be around good people and smart people, so I personally interview most if not all who join this department. I tell them this: “If you make a decision and it’s wrong we’ll fix it, and if it’s well-reasoned and in the best interests of the company then I will support you even if it ends up being a catastrophe because I don’t want you to be afraid of making decisions.”‘

Legal Business

Perspectives: Louise Pentland, PayPal

Posted on |
In-house Reed Smith
legal-business-default

As GC of Nokia during the complex carve-out and sale of its handsets division to Microsoft, Louise Pentland refined her leadership skills at the sharp end. An early exposure to a formal in-house training programme was, she says, vital preparation for a senior role. ‘I was lucky because I joined Nokia at a very early stage in my career and their internal training is all around being the best you can be, developing networks, and getting results without trampling on people.’

Since that time, says Pentland, a growing skills gap between in-house and private practice has made structured training even more necessary. ‘Companies are more flexible in their understanding of the role of corporate counsel and lawyers are more willing to step across boundaries. It’s a far better situation from a career development and employee retention point of view but it means in-house lawyers need leadership skills and GCs need to ensure staff have those skills.’

Legal Business

Perspectives: Penny Dudley, Bupa

Posted on |
In-house Reed Smith
legal-business-default

When Penny Dudley, former legal director of Bupa’s international health insurance division, was asked to move into the chief legal officer role earlier this year, it was an opportunity to reflect on the importance of non-legal skills. ‘We have a strong focus on leadership at Bupa at all senior levels, but it’s a big step when you go from one part of a business to overseeing the entire group. It brought it home that you need to make sure in-house lawyers have these skills at an early stage. It’s a bit late to start investing in leadership once you’ve put someone on the executive committee.’