For years we focused on major operations

How law firms crossed the crisis

Law firms around the world have suffered the crisis head-on. The largest global networks have been forced to lay off employees and related. Paris has been less affected than New York or London. However, we have continued to have a lot of work. But the nature of the changed: mass, the number of cases has almost not evolved, but the operations themselves are less important, more techniques and many projects do not realize is. After the wave of the mega-mergers, the period is rather to restructuring. If the number of hours of work does not fall, customers have become more demanding. They are very attentive to the fees, and often engage lawyers in competition. Nevertheless, in New York and London, lawyers began reappearing operations of some importance.

What were the consequences for the right market

The image of the large law firms appears to be deteriorated business: customers need a relationship of trust and closeness with their counsel a more impersonal network do not necessarily offer. They reproach them also, wrongly or rightly, to charge a work that is not always necessary. The client now wants to have the choice: quality equal, he will prefer, I think, apply to a firm able to provide a high level working without have to go through a network.

In short, a bit like you...

But yes, I think deeply so. And new associates coming from large firms have chosen to join a structure such as ours, because they think that it is the model for the future. For years, we focused on major operations. Today, we are also very present on topics such as debt or restructuring. We evolve with the needs of our customers and it is for this that they are faithful.

You that you send as the prototype of the cabinet of niche you've evolved...

No, we have not changed strategy. We want to control our growth and remain focused on our core business: the M & A and litigation. But this implies to have teams in the competition, in tax law, economic law and finance law. This is why we've not let pass the opportunity add us exceptional talent to strengthen our services. We want to further improve and do not seek external growth for external growth. When we need external support, we address to French or foreign firms we work with often.

There is even an acceleration of recruitment.

In one year we actually associate four new people. But there is no desire to "acceleration". We want to control our growth. We add new activities unless we have the feeling that they are necessary for our core business and to be used to accompany our clients in the important stages of their development.

Are there areas where you say: those we will never

Non. Basically, if the evolution of the market shows us that to properly carry out missions in our core business we need, then the create as was the case for funding, for example.

How structure a firm created around strong personalities

With the idea constant must be that the Office continues with the same way of working, the same quality and same culture. For this it is important to have original but non-conflicting figures in the cabinet.

And what of the Constitutional Council

In a few years, after having accompanied these exciting developments, I could then, if it proposes, may have the honour of Member of the Constitutional Council.