Innovation is nothing new, but it’s never been more important. Read my latest comment piece in the The Journal of the Law Society of Scotland here.
"An incredibly wise counsel, and a constant voice of reason."
“Stephen's contribution to our successful, confident business, was indispensable and permanent.”
“Stephen is unique. In legal practice he achieved amazing things. We have gained real and lasting benefit from working with him.”
“His straightforward and fearless approach, make him the perfect role model, while at the same time his friendly personality provides an accessibility often lacking from other business 'gurus' ".
“He has helped to steer us through tricky waters with warmth and wit and always been available with wise counsel, advice and solutions. His knowledge of the UK legal profession has been a fantastic resource for us.”
"Stephen works closely with our senior leadership team. He has a unique insight into what drives successful lawyers and strategies alike. We really enjoy working with him."
"Stephen has been an absolutely indispensable help in the growth and management of our business."
"Stephen's ability to grasp the nuances of different legal markets, and the clients' different expectations within them, is second to none."
"Our ROI based on Stephen's experience and insight makes his consultancy one of the shrewdest decisions we have ever made."
"Stephen (we were partners at Golds) thinks in a different way to most in the legal profession. He is not afraid to get under the skin of issues and challenge entrenched practices. He knows how to change businesses for the better."
"Stephen is one of the few consultants who has done the hard work of personally building his own legal firm. When he coaches, his understanding of the challenges resonates with partners and has proved a real help to many careers."
I founded and for over 25 years led a multi-award-winning law firm. Today, I am a consultant and non-exec, acting as a trusted adviser to law firm leaders throughout the UK and internationally.
It's a very fair question. You can judge by the testimonials from senior lawyers above and in full here. Clients say they find I am knowledgeable, pragmatic, enjoyable to work with and deliver results.
I write and speak extensively - you can see all my articles here.
If you think we could be a fit, do call me on 0044 7968 484232, or email me at email@example.com. I am always delighted to talk confidentially, and completely without obligation.
I provide expert, practical guidance on: Leadership and Strategy, Making Rainmakers, Mergers and Acquisition, Tenders and Pitches, Coaching and Mentoring Key People.
Great rainmakers come in many shapes and sizes. There is no secret formula. Creating the right sales and marketing strategy, pricing well, communicating effectively and avoiding the bear traps are the vital skills, and they can all be acquired.
Successful strategy relies on two elements: the original conception and effective implementation. No two firms are the same, but the challenges are similar: Where do we play? How do we win?
The greatest demands often have little to do with client work, but with creating the right strategies for the business and ourselves, making successful relationships with colleagues, managing conflict, dealing with personal stress and managing the balance between our business and personal lives.
Tendering and pitching are both art and science. The nuts and bolts of the proposition need to be right: people, price, sector experience, location, structural and financial robustness, and so on.
The decision to merge or be taken over is usually life-changing and rarely easy. There are competing pressures. What are the strategic imperatives for both sides? Does the prospect of new markets and greater resources compensate for loss of control or the risk of a valued culture being submerged?
As I try never to forget, especially right now, I’m blessed to have clients whose needs occupy me daily and quite often, nightly. It’s very tempting in these times to lower the flag a little. But I know that outside of misconduct, negligence, or running out of cash, the biggest mistake a professional can make is to stop marketing because we are weary, and too busy with what’s happening in the moment.