When Pinsent Curtis and Biddle announced their tie-up on Monday (15 January), the deal was sold as a merger of strength. The reality is that both firms needed to do something – and something quick.
For its part, Pinsents had been struggling in London for a considerable time. It had tried the tactic of parachuting in talent from top City firms with mixed results. At a partnership conference in March 2000, Pinsents adopted what it called its “chosen markets” strategy. This identified eight areas where it could see itself establishing a leading position.
