Sentences with phrase «profits per partner of»

According to the most recent Am Law 100 financial data, Squire Sanders had gross revenues of $ 518 million and profits per partner of $ 765,000 in 2010.

Back then, the firm had just come off a banner year, with profits per partner of $ 2.9 million for 2006, double the figure from 2002.

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.

As explained by David Maister in his seminal book (Managing the Professional Service Firm, Free Press Paperbacks, 1993), «it is only by understanding the profit per partner of different practices, services (and even engagements) that the firm can manage its «equity investments» (partner time) wisely.»

Not exact matches

Cenovus reported fourth - quarter net income of $ 620 million or 50 cents per share on Thursday, well ahead of $ 91 million, or 11 cents per share, in the year - earlier period, thanks to better refinery profits, stronger oil prices and production that almost doubled after it bought out its oilsands partner, Houston - based ConocoPhillips, last year.

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.

Contrary to some reports, the investment has not made him the world's wealthiest musician; the $ 1.4 bn will be split between the six founding partners of Elevation Partners, which only get 20 per cent of partners of Elevation Partners, which only get 20 per cent of Partners, which only get 20 per cent of profits.

Ross Williams, the founder of WhiteLabelDating himself said that some of his company's partners managed to reach a pretty decent monthly profit, but only after spending in the north of $ 60.000 per month on marketing.

«We have seen the arrival of the world's first # 1bn law firm, Clifford Chance, and Pinsent Mason's astonishing 71 per cent increase in profits per equity partner (the all important benchmark for law firm performance).»

Data from Legal Week «s UK Top 50 and The American Lawyer «s Global 100 rankings shows that the 10 largest UK firms by revenue have increased profit per equity partner (PEP) by an average of 15.7 % during the last five years, compared with 24.7 % across the 10 largest US firms.

The ongoing spat around the value - or otherwise - of firms reporting profit per equity partner (PEP) shows no sign of abating, with a stream of industry leaders weighing in on the debate.

Travers Smith has reported revenue growth of 13 % and an increase in profit per equity partner (PEP) of 8 % for the year ended 30 June 2016.

Profit per equity partner tops # 760,000 on back of 8 % rise in UK turnover following strong 12 - month performance at City firm

But because of growth in head count and a drop in demand, particularly in the corporate and finance sectors, profits per partner (PPP) fell by 4.3 percent, to an average of $ 1.26 million, and revenue per lawyer (RPL) dropped 1.2 percent, to $ 818,000.

I've seen the profession swing from the giddy, extravagant days of $ 1,000 / hour billing rates and $ 2 million profits per partner to its current morass of massive layoffs, pathetic efforts to stem the breach in the dike by cutting back on luxury toilet paper purchases and ABA bar dues and the growth of offshoring legal contract work to India.

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.

But even so, average profits per partner at the top 10 were # 872,000, almost twice the average profits of # 444,000 at the 11th - to 25th - ranked firms.

Watson Farley & Williams and Holman Fenwick Willian have posted rising profit per equity partner (PEP) figures for 2016 - 17, while insurance rival Kennedys has seen PEP dip after a sustained period of international expansion.

Big law sees «agile» as a means of driving up their profit per partner.

Thus the dual LawLand trends of lateral movement fed by lack of alliegiance to the institution as well as mergers to create ever larger hotels feds the inherent structural instabiliy percolating just below the surface hidden by stories of improving firm performance and profits per partner.

DWF has broken through the # 200m barrier with revenue growth of 7.6 % against a 9.8 % drop in profit per equity partner (PEP).

Under the leadership of senior partner Michael Ward profit per equity partner (PEP) increased nearly 10 % to # 288,000 in 2013 - 14.

This will come at a particularly bad time for law firms, which are getting very strong signals from corporate clients that they're tired of underwriting the latest record profit - per - partner numbers.

Linklaters has become the first magic circle firm to announce its 2016 - 17 results, posting a 7.8 % hike in profits per equity partner (PEP) alongside a revenue rise of almost 10 %.

Macfarlanes defied the depressed UK and European markets this year to record its second set of strong financial results in a row, with revenue up by 11.6 % and profits per equity partner (PEP) increasing by 9.5 % for 2012 - 13.

The firm saw revenue climb 2.3 % to # 1.31 bn from last year's figure of # 1.28 bn, while average profit per equity partner (PEP) remained stable at # 1.21 m.

It reached turnover of # 1.303 bn for 2011 - 12, and saw profit per equity partner (PEP) rise 7 % to # 1.078 m.

It also posted a healthy increase in profits per equity partner (PEP) of 7.6 % to # 1.398 m, widening the gap between arch-rival Linklaters, which managed a 5.9 % increase in PEP to # 1.313 m.

Mishcons took in revenues of # 149.4 m during the year, an increase of 17 % on 2015 - 16, while profit per equity partner (PEP) hit # 1.1 m, a 10 % increase on last year's figure of of # 1m.

In one of the articles that accompanies the report, Nicholas Bruch, senior analyst at ALM Legal Intelligence, which assisted in compiling the results, and Hugh A. Simons, an industry analyst and former COO at Ropes & Gray in Boston, write that 78 percent of the firms in this year's Am Law 100 surpassed their pre-recession levels of profits per equity partner — and did so in large part through management.

In fact, in many cases, the impact was «profound,» writes reporter Richard Lloyd, citing the examples of Clifford Chance, where profits per partner fell by 41 percent, and Latham & Watkins, where they dropped by 20.5 percent.

Profitability has also grown by 2 %, according to the results of the 16 firms that have given profit per equity partner (PEP) figures.

Last month Dentons reignited the debate on the validity of publishing profits per equity partner.

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.

Dundas & Wilson has announced its 2010 - 11 financial results, posting revenues of # 62m against profits per equity partner (PEP) of # 325,000.

Dentons» decision to cease publication of its annual profits per equity partner (PEP) has its backers within the legal profession: according to a survey of partners, just under half think financial transparency is «irrelevant» to anyone outside the firm itself.

Yet law firms persist in using another type of PEP (profits per equity partner) as a measure of success.

When this is combined with an ownership model and media culture that gives a distorting emphasis to profits per partner, the total cost - base of the law firm can be significantly inflated beyond sensible levels of cost - efficiency and market sustainability.

Turnover at Hogan Lovells International, which encompasses all of the firm's operations outside of the US, rose 8 % last year, while profit per equity partner (PEP) jumped 25 %, the firm's limited liability partnership accounts have shown.

The article explains that a firm generating $ 1 million in profits per partner likely has a book of business average of at least $ 2.5 million.

The sale of D3 is also thought to have contributed to a 10 % drop in profits per equity partner (PEP).

Braithwaite has overseen a solid period of growth during his ten - year tenure as managing partner with the firm recording a 14 % rise in average profits per equity partner last year to hit # 366,000, with the firm's fee income standing at # 56m.

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.

When The American Lawyer released its Am Law 100 report last week, many noticed a correlation between increased PPP (profits per partner) on the one hand and the decline in the number of equity partners and growth in the category of non-equity partners on the other.

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.

Even opponents to using profit per equity partner (PEP) as a measure of law firm success would struggle to contend that a firm posting a 19 % year - on - year fall in profit was in anything other than a challenging position.

The UK Law Firm of the Year award, sponsored by Lamb & Brandformula, went to Shoosmiths after a hugely successful 2014 - 15 financial year in which the firm recorded an impressive 44 % hike in profits per equity partner alongside a solid revenue rise of 10 %.

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

Average profits per equity partner (PEP) at the northeast firm hit # 366,000, a 14 % rise on last year's mark of # 321,000.

The data reflects the 2014 calendar year and orders the leading US law firms by overall revenue, number of attorneys, profits per partner, and various other measures.