There are many ways of dealing with the dual challenges of under rewarded high flyers and over rewarded under performers. Making sure that reward and performance systems are right is critical to the growth strategy of a firm.

In the first webinar of the Professional Practices Alliance Growth Strategy Webinar series, Chair Zulon Begum,

Results from one of the polls during this week’s webinar, ‘Partner Performance Management and Remuneration Systems: Under-Rewarded High-Flyers & Over-Rewarded Under-Performers’, with the majority of attendees stating that their partner profit allocation system deals with ‘high-flyers’ “well enough”, and 29% agreeing their system deals with them “very well”.

If you missed the webinar, the recording

We are delighted to invite you to the Professional Practices Alliance (PPA) discussion, ‘Partner Performance Management and Remuneration Systems – Under-Rewarded High-Flyers and Over-Rewarded Under-Performers’ on Wednesday, 20 April 2022. Join our chair, Zulon Begum (CM Murray LLP), and expert panel, Beth Hale (CM Murray LLP), David Shufflebotham (Pep Up Consulting) and Corinne Staves (Maurice

There are many reasons why a law firm may consider a merger. Mergers can be a useful way of expanding into different practice areas or locations, to increase the operational capacity and efficiency of the firm, increase its revenue and market growth, or for succession planning purposes.

In the latest episode of CM Murray’s Ten-Minute

We are delighted to share with you the recording of our recent Professional Practices Alliance (PPA) webinar on ‘What might the Future hold for Law and other Professional Services Firms?’, in which our expert guest speakers from the Law Society of England and Wales (LSE&W) discuss the future of Law and Professional Services firms based

Listen to the latest Professional Practices Alliance webinar recording, in which Chair Claire Watkins (Buzzacott), and speakers Zulon Begum (CM Murray LLP), Corinne Staves (Maurice Turnor Gardner LLP), James Currie (Buzzacott), and Rob Millard (Cambridge Strategy Group) discuss:

  • How important it is for firms and partners to understand that taking advantage of the transitional period

The success and stability of any professional services firm will often depend on its ability to retain its best people. There are of course many “push” and “pull” factors (some of which will be outside the firm’s control) that will determine whether some partners remain committed to a firm. Long-term home working during the pandemic

The LLP Agreement of any professional firm is a living document, as it is a constant reference point throughout the business cycle of the firm. As well as containing day-to-day management and decision-making provisions, an LLP Agreement needs to adequately address all of the crucial junctures commonly faced by professional services firms, for example partner

Recent changes to working practices and attitudes of the next generation of professional advisers have reignited an old debate on whether a Limited Liability Partnership (“LLP”) is the most desirable legal structure for today’s professional services practices.

Many practices are structured as either an LLP or a private limited company (“Company”). There are also some

As the economy starts to emerge from the impact of the COVID-19 pandemic and multiple lockdowns, many law firms will be considering not only how they can ensure the firm survives but how to bounce back stronger and more resilient to the economic challenges they may have faced during the past year. This might include