By Brenda Sapino Jeffreys | February 27, 2020
Chair Mark Kelly said the firm improved its financials by going after more sophisticated matters, resulting in 6.1% revenue growth.
By David Gialanella | February 27, 2020
A healthy 8.9% gain in revenue per lawyer, to $540,000 from $496,000, drove the overall revenue increase for the Haddonfield-based firm.
By Lizzy McLellan | February 27, 2020
On average, niche and boutique firms showed lackluster performance in 2019. But that's far from the full story.
By Dan Packel | February 27, 2020
Global managing partner Alexander "Sandy" Thomas said the firm posted record highs in its three most important metrics: revenue per lawyer, profits per partner and gross revenue.
New York Law Journal | Analysis
By Jamie Diaferia and Andrew Longstreth | February 26, 2020
Judging from conversations with law firm leaders, anxiety pervades the managing class. Their concerns have less to do with the acquisition of new business than the war for talent—at all levels, from first-year associates to senior partners.
By David Thomas | February 26, 2020
Partner profits were also up significantly in what chairman Richard Trobman called an "absolutely amazing year."
By Jack Newsham | February 26, 2020
Some receivables that would normally come in December arrived in January, reducing 2019 revenues, but the firm's London office revenues were one particularly bright spot.
By Dan Packel | February 25, 2020
In a year that saw long-running merger talks with Allen & Overy finally end up nowhere, the firm grew revenue by 4.3% and boosted profits per equity partner by 2.4%.
The Legal Intelligencer | News
By Lizzy McLellan | February 25, 2020
The firm has seen strong revenue growth for several years in a row, but this year revenue per lawyer was also up significantly.
By J. Mark Santiago | February 25, 2020
Pay for performance is not a new concept in this country. The ideas and concepts underlying a graduated pay scale based on contribution and merit are deeply ingrained in our society. However, in general law firms have been slower to adopt pay for performance systems. What law firms need now, and this article describes, is an approach to partner compensation that closely links a partners pay to their ability to contribute to the achievement of the firm's strategic objectives.
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