Last November a group of partners at Lovells secretly met to discuss problems that had been hold-
ing back the development of the firm’s London office. As well as a pitiful recruitment record, especially within the corporate practice, of particular concern to some was the firm’s management.

One of the partners present at the meeting suggested that senior partner Andrew Walker should be ousted before the end of his term in 2002. While the other partners were sympathetic, they disagreed.