Symphony Legal Ltd
Having worked for over 35 years within a number of advisory firms I now use my skills and experiences by working with organisations as a trusted advisor and occasionally in a non-executive capacity.
I have a particular experience in working with Professional Practices. Having been the practice manager and then joint managing partner of a mid-tier accountancy firm I understand the challenges of running a firm. I have particular expertise in the legal sector and understands the impacts the sector faces. I have lectured for the SRA, The Law Society, to members of R3, the ICAEW, and run training courses for many banks including Lloyds, Barclays, HSBC, Nat West and RBS
I have reviewed and worked with over 300 firms ranging from sole practitioners to top 50 practices and I understand the complex puzzle they face and can provide objective advice to help them manage through those challenges.
Can having a non-executive help a law firm's management?
Can having a non-executive help a law firm's management? Keynote Theatre In the last few years there has been an increasing pressure on law firms to demonstrate that they are effectively managed. This has included the SRA Principal 8 – effectively requiring the firm to be run as a “business” and increasing challenges from lenders along similar lines. Some firms have employed non-lawyer CEOs whilst others are utilising a non-exec advisor. This seminar will look at the SRA requirements under Principal 8, consider some thoughts on corporate governance issues for law firms, look at the need for a non-exec and comparison to a full-time CEO, consider how might a non-exec role be scoped and give some examples of how the role has been used.
Running a law firm as a business. Symphony Legal Theatre 5 All law firms must be run as a business and in this session we will consider the key principals and provide some practical guidance and current hot topics for improving your firms performance.
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