Case study: TLT
TLT is one of the few law firms to have grown rapidly during the boom years and still come through the recession in good shape. Created in 2000 following the merger of Lawrence Tucketts and Trumps, the firm has more than tripled in size over the last decade. Revenue at the Bristol-based outfit now stands at £41m. Profit per equity partner is £285,000. Mergers with niche banking and financial services practice Lawrence Jones in 2005 - which saw TLT establish a London base - and commercial firm Constant & Constant in 2007 have played a large part in that growth.
February 10, 2011 at 04:14 AM
2 minute read
TLT is one of the few law firms to have grown rapidly during the boom years and still come through the recession in good shape. Created in 2000 following the merger of Lawrence Tucketts and Trumps, the firm has more than tripled in size over the last decade. Revenue at the Bristol-based outfit now stands at £41m. Profit per equity partner is £285,000.
Mergers with niche banking and financial services practice Lawrence Jones in 2005 – which saw TLT establish a London base – and commercial firm Constant & Constant in 2007 have played a large part in that growth.
Managing partner David Pester (pictured) emanates a dynamism that has come to define the firm. One of the first to react to the downturn – Pester began a comprehensive strategy review in December 2007, culminating in 26 job cuts – he has also been among the quickest to take advantage of current market conditions.
Over the last year TLT has made a number of lateral hires; most recently bringing in mortgage litigation partners Gavin Dowell and Paul Heeley from specialist practice Glenisters. "There are some excellent people out there right now," says Pester, "and our relatively small size has enabled us to be nimble and take advantages of opportunities."
The foundation of the firm's growth is its strong litigation focus, with disputes now accounting for around 75% of the work done by its financial services group – TLT's core practice area. Pester hopes to continue building on the firm's strength in this area, alongside developing its leisure, retail and technology teams.
"These are the areas we want to be famous for," he says. But characteristically focused on the future, Pester also has one eye on a recovery. "We are now actively looking at what the situation may be like in the next few years in some of our non-contentious areas," he says.
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