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

The transition that any firm must undergo if it is to survive and thrive after its founders retire affects every aspect of the organisation. It is at the same time both strategic and intensely personal. For founding partners, it involves giving up control of an organisation that in many cases defines who they are and

Today’s PPA webinar on ‘Transitioning from Founder-Led to Perpetual Governance Models’ with expert panellists, Rob Millard (Cambridge Strategy Group), Fernando Pelaez-Pier (F.Pelaez Consulting, fpelaez@fpelaezconsulting.com), David Shufflebotham (PEP Up Consulting), Claire Watkins (Buzzacott) and Zulon Begum (CM Murray LLP) was brilliant!

Above is a screenshot from the session of Rob Millard’s and David Shufflebotham’s excellent