Case Studies

Having succeeded (with our help) in getting themselves on a stable footing, and with the bank now on side, the firm’s management was in a strong position to capitalise on opportunities to cement their position in the market via merger and acquisition.

This firm had experienced difficulties with its IT systems in extracting useful, accurate and meaningful management information. Therefore our first task was to work with the firm’s management and the accounts team to make sense of where they were, and what they wanted to achieve.

This firm was referred to us by their bank, as they had caused the bank’s relationship manager significant problems over recent years through ineffective financial management and a seeming unwillingness to respond to his attempts to resolve the situation. We immediately set to work analysing the situation and getting to grips with the issues.

This client has over ten equity partners. They have grown steadily and consistently, but were reaching a point where decisions about the future needed to be made. Their issues were largely the consequences of their success and they were moving into another league. They had had a number of partnership strategy sessions over the years and we were asked to see if we could help them to move on to further success...

This client is a high street firm, which had the old three-legged stool mix of Conveyancing, Legal Aid and General Private Client work, with an element of Commercial Property. We were asked to help following a difficult period of more than two years. One of the founding partners had retired and the replacement had not brought the same degree of control and direction to the activities of the firm. Some of the departments, particularly the Legal Aid departments, had become very, very busy but had not been managed...

This client is a firm with teams of equity partners. They are well known in their field and rightly perceived to be very successful. They had enjoyed a period of growth in turnover, partners and profitability. Early in 2008, as the economy started to turn down and the credit crunch began to take effect, the managing partner, a longstanding client, felt that the likelihood of their maintaining their run of increased profits was very slim (they were already substantially down on their year-to-date results) and the state of the economy meant that the following year was unlikely to be any better...