Developing your business
We’re in constant contact with leaders in the world of law, talking about how to grow their businesses by bringing the right people on board.
They’re always on the look-out for the best people - the most supportive and successful partners, the brightest lawyers, the best managers, the most effective leaders.
We help them find these people, so we’ve built up a network of the brightest and best professionals in the business.
Once we know what our clients want, we match them with the people they need. Individuals, team, entire offices - whatever is required.
If we don’t already know you and your firm, our first step will be to understand where you want to take your business. We’ll then help you work out what sort of people you need, in what sort of positions.
Recruiting the right partners for your firm is vital. We will help you understand who you need and how find and recruit them.
1. A mid-market full service firm with a strong reputation in Agriculture & Landed Estates needed a lead partner to broaden their offering. Using a combination of search and existing contacts, Motus introduced a six-lawyer team that not only strengthened the firm’s existing team but also allowed it to open a new office. They used this as a launchpad into a new region and to develop new streams of work from existing clients.
2. A market-leading independent firm needed a future head of Dispute Resolution to succeed a senior equity partner who was planning to retire. There would need to be an 18-24 month handover period. Motus introduced a Partner from a major regional practice who took over the team and allowed the retiring partner to work more flexible and to focus on what he wanted to do.
3. A multi-office commercial firm suddenly lost its lead Corporate & Commercial partner. There was no natural successor within the team, so they urgently needed a senior lawyer who could manage the team through a difficult time. Motus found a highly-qualified candidate who has retained and grown the team and is ahead of target in all areas.
We understand the nuances of the in-house legal market and can help you find the right people.
1. An international software solutions company had unexpectedly lost some commercial lawyers from their legal team. Motus advised their General Counsel on how best to message the market, and where they would be able to find the right level and skill of lawyer. We then introduced a range of candidates, three of whom joined the business, two from in-house and one from private practice.
2. A major City firm recommended us to a Fin-Tech start-up company. Their business had grown exponentially and they now needed their own in-house legal support. We found them a candidate who is now thriving in their dynamic and entrepreneurial culture.
3. The UK’s largest peer-to-peer lender needed a Legal Relationship Manager to spearhead its in-house legal function and liaise with numerous law firms across the country. We found them a Real Estate/ Finance lawyer who had led an in-house property team at a large household retailer and who was looking to relocate.
Law Firm Management
It’s essential to have the best senior business services people.
Law Firm Management
1. A multi-office commercial law firm needed an HR Director who could take the firm away from standard operational HR and break new ground. Using advertising and networking, we pulled together a shortlist of six candidates from outside the law. The successful candidate is now playing a pivotal role in the growth and development of one the fastest growing law firms in the UK.
2. A Top 25 law firm wanted to restructure its Knowledge Management and Learning & Development functions by appointing a Director to combine and lead both areas. Working with the client’s consultants, we identified a shortlist of four candidates. The successful candidate has transformed the internal function and has created a client interface that has been instrumental in client retention and the winning of new clients.
3. A large regional law firm reviewed its business development team and decided that the BD Director was too operational and lacked the skills needed to drive the firm forward. They needed someone who could dramatically improve the way partners and staff approached business development. We introduced two candidates, both of whom were thought capable of fulfilling the role. The successful candidate is now on the Board and is playing a key part in the firm’s rapid growth.