Sentences with phrase «highest profits per partner»

The highest profits per partner on The American Lawyer «s Am Law 100 rankings in 2015 came in at $ 6.6 m (# 5.3 m) at Wachtell Lipton Rosen & Katz, while the rainmakers and leaders at a select few firms can make at least twice that.

In this case, the TNT that set off the avalanche was Herrmann's observation in an earlier post that of the 10 U.S. firms with highest profits per partner, «only one has any connection to a blog.

Some of that wealth stems from her husband, George T. Conway III, a partner at the New York law firm Wachtell, Lipton, Rosen & Katz, which has long boasted the legal world's highest profits per partner.

Not exact matches

The profits - per - partner numbers for Canada's big firms are not widely available in the same way as those of Americans (AmLaw 200) and U.K. (U.K. 200) lawyers, and — so I've been told — are not as high.

DLA Piper has posted a double digit increase in net profit to a record high of $ 667m (# 404m), while average profits per equity partner rose 12.5 % to $ 1.49 m (# 903,000), also a record high.

They essentially have significantly higher profits per equity partner figures than the UK average.

But for MacEwen, asking whether $ 160,000 is too high a salary is the wrong question; the ratio of associate salaries to PPP (profits per partner) also matters.

Macfarlanes this week (24 June) reported that, while turnover jumped by 4.5 % to a new high of # 110m, its profits remained almost static, falling slightly from average profits per equity partner (PEP) of # 1.125 m last year to # 1.1 m.

Average profits per equity partner (PEP) have also steadily crept back to levels approaching 2007 - 08 ′ s record high of # 616,000.

Using the profit per partner metric allows comparing the relative contribution to the firm's profits per equity partner of, for example, a low - margin practice area having high associate leverage and a high - margin, partner - intensive practice area.

Maister's Formula for Profitability, which has been influential in shaping law firms» profitability strategies, provides insight into the variables that can be leveraged to keep profits per partner high.

His extended note begins, «A possible explanation for the lower profits per partner in the U.K. is that clients in the U.K. are more sophisticated, demanding, less willing to pay high rates, and more insistent on budgets... If U.K. companies spend less proportionally on legal fees, there's less money to go round...»

Mayer Brown saw revenue inch up 0.2 % last year to reach a new high of $ 1.26 bn (# 1.03 bn), while profit per equity partner (PEP) fell 7.1 % to $ 1.45 m (# 1.19 m)

DAC Beachcroft has posted rising turnover and profitability for the 2016 - 17 financial year, with profit per equity partner (PEP) rising to a new record high.

Profit - per - partner (PPP) and revenue remain high at law firms, so how can they be on the way out?

With revenue growth near 12 percent and profits per partner growth of close to 14 percent last year, Latham & Watkins blew past its previous high - water mark for revenue, and roughly matched its prerecession record for profitability, according to reporting by The American Lawyer.

The firm also pushed profitability to record levels, with U.S. profits per partner (PPP) jumping more than 12 percent to $ 1.38 million — its highest returns since the three - way merger between U.K. firm DLA, Chicago's Piper Rudnick, and San Diego - based Gray Cary Ware & Freidenrich in 2005.

US firms» generally higher profit per equity partner (PEP) and top - of - equity figures help them hire the biggest billers, but the other enabling factor for many US firms is the flexibility of their partner remuneration systems.

Wells Fargo's Jeffrey Grossman continues: «In past years, the high - profit firms — which the bank identifies as firms posting $ 2 million in profit per equity partner or higher — have mostly bucked the wider trend of falling hours that has plagued their less - profitable peers.

Regional partners also enjoyed higher profits — more than 70 % of those who grew profit per equity partner (PEP) reported an increase of more than 10 %, compared to less than 40 % of City firms.

Professional services firms are struggling with a high volume of write - offs, historically low realization rates, and delayed collections — all of which negatively impact working capital and profits per partner.

While Kramer Levin Naftalis & Frankel's gross revenue hit a new high in 2011, the firm's profits per partner fell 3.5 percent, according to The American Lawyer's reporting.

Now, with clients increasingly demanding higher - value performance and partners equally demanding profit - per - partner growth, training and mentoring have largely become optional extras.

Now, with clients increasingly demanding of higher - value performance and partners equally demanding of profit - per - partner growth, mentoring and training has become largely an optional extra.