2023
We've recently refreshed and relaunched our firm strategy. This is now known as our National Powerhouse strategy. As part of the strategy we've managed to 'bottle'; what it means to work here in a set of new values. These are: Inclusive, Ambitious, Collaborative, Pragmatic, Fair and Down to Earth. Please pick the two values that you feel most connected with and describe how you would 'live'; these values during a career at Browne Jacobson. (max 250 words)
Whilst these are all values I hold, two that really stand out to me are collaboration and inclusivity. Collaboration is an essential skill to possess and is needed in liaising with different lawyers from different departments on a case and working together to help find solutions for clients. In my past experience as a waiter, I developed this where for example, during busy periods of service, I had to collaborate effectively with my colleagues to make sure that customers in the dining hall received their food on time and that deliveries were packed and ready to be sent away. Such an experience allowed me to also improve my time-management skills in making sure I split my time effectively between both responsibilities. Consequently, I will be able to bring those skills to the forefront during a career at Browne Jacobson when working together with other lawyers. Furthermore, issues on diversity and inclusion are being brought to attention across all firms in recognising that they must create an inclusive and fairer environment around the workplace, something that is being done effectively at Browne Jacobson having won the Inclusion & Diversity Award at the National Insurance Awards 2022. As part of my role as a course representative, I ensure that students' views are taken into which has allowed me to understand the importance of including and voicing all concerns. I can use these skills that I have developed and transfer them into the workplace in always ensuring clients' queries are dealt with.
Our National Powerhouse strategy is made up using three separate pillars: 1) Being at the forefront of societies biggest issues, 2) Our personality, approach & values and 3) Making Connections. The third pillar, Making Connections, will see our firm encourage all employees to build an active network of contacts. Internally that means working more closely and making wider referrals to colleagues, but externally it means helping make connections between clients (for example, we introduced one client, a PPE equipment provider, with a healthcare client desperately in need of PPE supplies) or making connections within the communities we operate in.
Please give an example of a time where you have used your own network to make an introduction between two people or businesses that led to positive action (that would not have happened without you intervening)? (max 250 words)
Making connections in the legal industry is integral to not just the personal and professional development of oneself, but also from a workplace perspective in being able to attract new clients and new work to the firm, meaning a better reputation for the firm and a diverse range of clients. During my role as a campus ambassador, I am continuously representing Legal Cheek both on campus and through social media networks that I have built up in order to update my peers with the latest developments in the legal industry and new events that they could benefit from. In one instance, I was approached by a peer who wanted to gain more knowledge about the legal industry but did not know where to start off. Recognising that it is important to have important resources in order to stay up-to-date with developments in the world of law, I introduced them to Legal Cheek and was able to explain how to best utilise the resources and the many events that are put on to help familiarise and increase knowledge about the industry. The result of my actions was that this person was able to become better acquainted with the resources available to them and as a result gained access to information to help them build the foundations for a legal career. Reflecting on this, I was proud of how I used my interpersonal skills to communicate information to them and the way I was able to present sources to help them too.
Covid-19 has had a huge impact on the world during 2020 and 2021. That's not up for debate. There are, however, a few silver linings in terms of how businesses operate. What opportunities has COVID-19 created for a law firm like Browne Jacobson? And secondly, what are some of the long-term permanent changes likely to be within the legal industry as a result of Covid-19? (max 250 words)
COVID-19 has affected the legal industry both in the way advice is being given to clients and in the way lawyers are working. Changes include a shift in the work environment, with methods such as hybrid working, previously unknown in the workplace, being used to facilitate the protection of public health whilst maintaining effective client communication. Since this is a relatively new change that is now being implemented by firms across the industry, difficulty may arise around lawyers being able to transition and adapt to this, so adequate training is needed more than ever. This presents an opportunity for Browne Jacobson to offer training opportunities to its lawyers to keep up with the demand of this new method of working and to stay ahead of competitors who might be slow to adapt. Firms have found increased productivity using this hybrid working method so the emphasis on training to adapt quickly is now paramount. Training opportunities could include resources and webinars on how to achieve a good balance between working and parenting from home and how to effectively use resources. Furthermore, because of the movement online, the pandemic has created difficulty in clients being able to communicate and view documents. This could impact clients' businesses who could suffer losses due to delayed advice. To combat this, Browne Jacobson could look to introduce new legal technology software to, for instance, scan documents for clients to review. This enables clients to receive information quicker, reducing time-consuming tasks thus increasing client satisfaction.
2022
Please explain why you have decided to pursue a career in law?
My interest in law was initially sparked when I took Canadian and International law modules in secondary school. Through these modules, I discovered that I was attracted to the role of a solicitor as someone who develops an expertise in their client, anticipates factors that could potentially affect them and addresses them accordingly in order to help the client attain a competitive edge. My experiences at [UK national / multi-site law firm] and [overseas law firm], a technology law firm in Toronto, Canada, pushed me to develop a particular interest in commercial law.
Working in the Banking and Restructuring team at [UK national / multi-site law firm], I was tasked with analysing and reviewing company search reports. In particular, I enjoyed cross-referencing and identifying key issues on behalf of the client before they proceeded with a deal completion with another company. I found the process of resolving challenging issues exciting and I enjoyed playing a part in helping clients towards a constructive direction.
Subsequently, as a legal writer and researcher at [overseas law firm], I learned that I enjoy working in a field that is responsive to the needs of the market. My role predominantly involved drafting scripts regarding legal issues and topics for a legal podcast presented by both partners of the firm. This met the high demand from solicitors and the public for knowledge on topical legal issues. Meeting the demand for a service is a natural characteristic of the legal market, and coupled with these experiences, piqued my interest in pursuing a career specifically in commercial law.
If Browne Jacobson was looking to acquire or merge with another firm, what factors would we need to take into consideration and why?
Whilst a firm's practice areas and culture are obvious factors that must be taken into consideration, I believe that geography, and especially technology, are increasingly important factors that must be considered if acquiring or merging with another firm. Browne Jacobson is already the UK’s leading national firm, but their market position can be strengthened by expanding their brand internationally. For example, many leading UK and US law firms are opening offices in Dublin to have direct access to the EU market. Many solicitors are qualifying with the Ireland Law Society, as Ireland has a similar legal system to the UK. Having acted for Vision Express on the proposed acquisition of Tesco’s UK and Ireland opticians’ business in 2017, geographical expansion would also allow Browne Jacobson to strengthen and solidify client relationships by providing cross-border legal services.
Acquiring or merging with a firm that has committed to integrating legal technology into their value chain would sharpen Browne Jacobson's competitive edge. Browne Jacobson should consider committing to a single set of systems with accompanying practices, procedures, and protocols across all offices. The recent collaboration with BigHand to implement a task delegation tool and a task management module to drive efficiency, process improvements, and continuous service innovation, is an example of the firm's willingness to deliver sustainable and efficient legal services. Acquiring or merging with a firm that shares a forward-thinking approach in adopting legal technology would ultimately increase Browne Jacobson's ability to reduce operating costs and competitively price its legal services.
As a national law firm, what factors could have a significant influence on our firm over the next 5 years and why?
I believe the most significant factors that could influence Browne Jacobson over the next five years are liberalisation of the legal market and legal technology. The Legal Services Act 2007 aimed to promote market competition within the legal profession, allowing non-law firms to register as alternative business structures to deliver legal services. Clients may be more inclined to work with organisations, like the Big Four, as they can now act as one-stop-shops for commercial clients looking for advice on legal, tax, finance, and business consulting matters. Liberalisation also poses a threat to Browne Jacobson as a national law firm because international firms have access to markets where liberalisation of the legal market is minimal. This gives them an advantage in the diversity of clients they advise.
Another factor that could influence Browne Jacobson is the exponential growth of legal technology. This is in response to the demand from clients for more accessible and cost-effective legal services. Browne Jacobson can adjust to this market disruptor by moving away from a traditional pyramid-shaped organisational structure to a rocket-shaped structure. Tasks that are commonly completed by trainees and associates will likely be performed by legal technology and other professions, such as legal-tech analysts and IT consultants. This structure allows a firm to cut costs whilst also improving efficiency. By investing in legal technology and transitioning to this operating model, the firm can create better value for clients in providing quality and competitively priced legal services whilst retaining their position as a leading provider.