After Keith's summary of the realization rate and
profits per partner metrics at the matter level, the management committee debate becomes even more lively.
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.
Not exact matches
As for «
profits per partner,» the
metric that matters most to firms, nineteen firms had
profits per partner of $ 2 million or more, an increase of four over last year.
New financial
metrics — including margin percentage, leverage,
profit per partner hour and revenue
per lawyer — deliver greater insight into matter profitability.
Dundas & Wilson has reported significant fall key financial
metrics with turnover down 11 %, net
profit down 21 % and
profits per equity
partner plunging 22 %.
Allen & Overy (A&O) has posted double - digit growth across all key
metrics after a standout year in which revenue and
profit per equity
partner (PEP) rose to record levels.
Akin Gump Strauss Hauer & Feld has posted a double - digit increase in
profits per partner (PEP) for 2017, with the
metric rising 13.5 % to $ 2.4 m after another strong year for lobbying and dealmaking.
Dentons has opted to stop reporting average
profits per equity
partner, citing the
metric as «meaningless» for a global firm, and claiming it could be potentially damaging to client relations.
The stakes for 2023 are greater than today's industry
metrics of gross revenues and
profits per equity
partner.
Once
profits per partner became an important
metric (and an important means of hanging on to each firms» most productive
partners), BigLaw developed other techniques to inflate PPP.
As for other key financial
metrics, the firm's overall attorney head count decreased by 1.8 percent, or five lawyers, its revenue
per lawyer jumped 5.8 percent to $ 640,000, and its
profits per partner rose 3.8 percent to $ 680,000.
Profits per partner is not really the
metric upon which you and your
partners thrive, is it?
•
Profit per partner: 15
per cent (note, the move away from this
metric should be seen as a very positive development)
What better way to prove QUALITY than key
metrics like gross revenue, revenue
per lawyer, and
profits per partner.