Lee Ranson was restless. It was late 2018 and Eversheds Sutherland’s co-chief needed something different: a viable plan to double revenue over the next five years.
A few months earlier, he and US-based co-chief executive Mark Wasserman had joked about telling the firm’s partner conference in New York they were floating on the stock exchange. Now Ranson turned his mind to a public offering, or at least the options to attract external investment. But it was not about his law firm. This was about Eversheds’ alternative legal service offerings, covering consulting and flexible lawyering, then generating £29m annually. A tidy sum, and growing rapidly, but just 3% of the firm’s overall revenue.
