The law firm economic model shows that
profits per partner takes four additional variables into account beyond merely realization rate.
Not exact matches
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.
As one of the fastest growing areas and increasingly lucrative areas of legal practice, it explains why some of the world's most profitable firms — Kirkland and Ellis (annual
profits per partner $ 4.1 m), Quinn Emanuel ($ 5m), and Slaughter and May ($ 3.6 m)-- are now
taking a slice of the available pie.
The City firm
took in fee income of # 57.5 m for the last financial year, broadly in line with the 2011 - 12 figure of # 57.6 m, while
profits per equity
partner (PEP) fell 3 % from # 303,000 to # 293,000.
Davis Polk: According to reporting by The American Lawyer, the firm
took in $ 910 million, up from $ 870 million, and its
profits per partner rose to $ 2.3 million from $ 2.2 million.
Risk -
taking represents a greater threat to
profits per partner than an opportunity for the firm to make a statement about its confidence in its abilities.
Some additional distinctions between Liam Brown's «law company» and the traditional law firm include: (1) performance and reward structures that value output over input; (2) closer alignment with the financial and enterprise objectives of the consumer; (3) a corporate structure that
takes a long - term, client - centric view over
profit -
per -
partner; (4) continuous process improvement; (5) investment in technology; (6) focus on «the right resource for the task»; (6) compressed delivery time; (7) a continuous quest to use technology and process to automate tasks and gather «big data» for benchmarking, predicting, and quantifying risk; (8) a transparent, 24/7/365 accessible connection with legal consumers; (9) supply chain management expertise; and (10) reduced cost.