Paul Hodkinson

1 month ago | law.com | Paul Hodkinson

Is A&O Shearman British or American? And does Freshfields’ expanding U.S. presence give it license to ditch the U.K. label? Just six months ago, both firms might have proudly highlighted their American credentials and global aspirations, with only a nod to their British roots. But times have quickly changed. Operating with a sizable footprint in the U.S. now comes with complications that go beyond market access and partner promotions.

1 month ago | law.com | Paul Hodkinson

Freshfields has continued to build its energy and infrastructure team in London by hiring Paul Hastings partner Alistair McKechnie. McKechnie joins to work with former colleagues Jessamy Gallagher and Stuart Rowson, who left Paul Hastings for Freshfields earlier this year. He joined Paul Hastings as a partner in 2023 from Latham & Watkins, where he was an associate, according to his LinkedIn profile. He previously worked at Greenberg Traurig.

1 month ago | law.com | Paul Hodkinson

Freshfields has continued to build its energy and infrastructure team in London by hiring Paul Hastings partner Alistair McKechnie. McKechnie joins to work with former colleagues Jessamy Gallagher and Stuart Rowson, who left Paul Hastings for Freshfields earlier this year. He joined Paul Hastings as a partner in 2023 from Latham & Watkins, where he was an associate, according to his LinkedIn profile. He previously worked at Greenberg Traurig.

1 month ago | law.com | Paul Hodkinson

“How much longer can law firms keep increasing charge rates by 10% a year?” That was the question put to me by a London private equity partner at a highly respected firm. My immediate reaction: it’s unsustainable. Clients are being rinsed. I thought of the $20 million-plus pay packets of top PE partners, and the staggering financials of the largest firms. I recently heard that a well-known private equity partner owns a McLaren.

1 month ago | law.com | Paul Hodkinson

“How much longer can law firms keep increasing charge rates by 10% a year?” That was the question put to me by a London private equity partner at a highly respected firm. My immediate reaction: it’s unsustainable. Clients are being rinsed. I thought of the $20 million-plus pay packets of top PE partners, and the staggering financials of the largest firms. I recently heard that a well-known private equity partner owns a McLaren.