Ashurst: Balancing acts
Earlier this month Ashurst partners sat down to a presentation from management. The message was clear - the firm had come a long way over the last two decades, a brutally tough two years was now behind it and the partnership is the right size and shape for the future - one that will see the firm positioned among a band of leading international law firms. And, however you look at it, Ashurst has travelled a huge distance in the last 20 years. In 1990 turnover stood at just £29m, profits per equity partner (PEP) at £308,000 and the partnership itself at only 38, so its transformation - without the aid of a substantive merger - into a top 10 City practice is unquestionably impressive.
High-performing but supportive, retrenching and investing – Ashurst’s strategy in a tough market has tried to reconcile conflicting forces and has unsettled its partnership. Georgina Stanley and Jeremy Hodges report on a high-stakes plan of action
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