In today’s global markets, being able to service clients with international business needs is a necessity for all professional service firms, whether large or small. Having an international network of outstanding and trustworthy peers who are able to provide in-depth understanding of local legal and fiscal differences is a must for businesses to be successful in their cross-border activities.

GGI | Global Alliance (GGI) offers an outstanding solution in this respect, providing access to reputable and reliable professionals worldwide. GGI is the largest multi-disciplinary association of independent professional services firms worldwide, all of whom are committed to providing clients with specialist solutions for their international business requirements. GGI’s 625+ member firms are represented by 870+ offices in 126 countries, generating an annual cumulative fee income exceeding USD 6.3 billion through the 30,000+ full-time members’ employees, guaranteeing members immediate access to 360° professional services in each major financial jurisdiction in the world.

GGI members are law, accounting, audit, tax, advisory and M&A firms with substantial cross-border needs, which not only enables them to refer business one another but also to exchange best practices continuously with fellow peers in other countries. The multi-disciplinary model is extremely beneficial for both member firms and their clients, because it allows each individual members (whether it is a law firm or an accounting firm) to be able to support their clients with any kind of specific professional services required, without being limited to the service-offering of a single profession.

GGI also has a particularly strong focus on M&A and investment banking services, highlighted by the establishment few years ago of its special M&A unit: Geneva Capital Group (GCG, www.gcg.com), the members of which are M&A boutiques and investment banking firms. GCG members have concluded more than 5,000 transactions, with a cumulative value of over USD 77 billion and a 30% cross-border rate. The connection to GGI allows GCG members to take advantage of GGI’s global presence of lawyers, accountants, tax advisers and business consultants, and to originate considerable cross-border M&A opportunities.

GGI is also the first global alliance to have achieved CSR accreditation with CSR-A (https://csr-accreditation.co.uk/), a UK-based organisation providing independent validation and recognition of an organisation’s socially responsible activities. GGI’s motivation to become a sustainability-accredited company comes from the wish to drive change within the professional services sector, highlighting how GGI as an organisation and its members can adopt sustainability practices.

Members of GGI have years of experience all over the world in a wide range of industries, covering practically all areas of economic life – from banks, industrial companies and airlines, right down to hotels and restaurants. Whether in Australia, the USA, India or Brazil, you will be able to find a member firm.

GGI’s philosophy is outlined in the following Five Values, which unites firms across all cultural differences and mindsets:

Integrity
Successful business is based on trust. At GGI our aim is to fulfil our remit properly. Clients rely on integrity and objective, independent advice to help them make intelligent business decisions. For this reason, GGI members adhere to the highest professional and ethical principles and strive to have no conflicts of interest. This is what clients expect from our member firms, who are all at the highest levels of their profession.

Competence
Professional excellence is one of our foremost principles, and is applied by GGI at every level. This constant effort to deliver the highest possible competence leads not only to client satisfaction, improvement in business lines and staff development, but also demonstrates the most reliable proof of our independence.

Independence
We strongly believe that only an organisation of genuinely independent member firms is able to meet the many challenges faced by businesses in today’s expanding markets. Although every member firm is unique and independent, the same high-quality standards apply to each.

Respect
GGI respects the cultural differences that combine to make our alliance strong. We are made up of a diverse range of independent teams in more than 126 countries, in each of which a broad mix of individual skills and approaches is to be found. Since such diversity leads to innovation and strength, we treat clients and one another with respect, while continuing to appreciate cultural differences.

Passion
The GGI spirit encompasses the relationship which exists with clients, each other, ourselves, our principles and the GGI philosophy. It sums up how we practice our passion to serve, on both a collective and individual level. Our aim is to always put the client first, which shows a

strong commitment to resolving clients’ issues, improving their business, advancing their goals and surpassing their expectations.

Nowadays, getting ahead means forging international business relationships. Having a direct or indirect presence in international markets is a huge step toward long-term national success – whatever the size of your business. Establishing foreign relationships effectively means having to clearly understand the business practices specific to individual countries. Cross-border activities will always require detailed consultation. In order to enjoy competitive advantages, you must know about the legal, fiscal and economic peculiarities of unfamiliar business environments. The consultation necessary for this can essentially only come from true professionals inside their own respective countries and only an international organisation can make it possible for companies and business owners to quickly establish the most suitable business relationships. GGI unites a group of international, independent audit, accounting, law and consulting firms with the joint mission of finding the right solution for any specific problem and to resolve any financial, legal and tax issues which may arise.

Lex Mundi is the world’s leading network of independent law firms. It brings the best together – law firms, lawyers, and business professionals – in more than 125 countries to provide world-class cross-border legal solutions. Our member firms offer a global resource of unmatched breadth and depth, with over 22,000 lawyers worldwide.

Lex Mundi selects the top independent law firm in each jurisdiction based on leadership in, and commitment to, its local market and requires its members to maintain this level of excellence to retain membership.

Lex Mundi ensures that member firms collaborate closely to provide on-the-ground expertise and experience in every global market, wherever their clients need to operate.

Coupled with innovative, collaborative software, clients receive a seamless worldwide service from Lex Mundi member firms, able to handle their most challenging cross-border transactions and disputes.

 

How has the pandemic and the flexi-working revolution affected the network model?
Even before the pandemic, our network, given the different locations we are in, functioned with the help of tools that are now widely used, such as various web communication platforms (Teams, Zoom…). Our internal infrastructure and internal knowledge and know-how sharing are based on virtual reality. Communication is communication, being at the same location physically or virtually it does not matter.

How are networks adapting to fit into the post-covid world?
The same way as we as individual law firm adapt to any new environment, the network adapts. The whole world had to adapt to fit into the post-covid model. And if there is one good thing that has come out of covid, that would be accepting the remote working. The office as a physical category is no longer relevant. As for the business situation caused by covid and the client inquiries regarding this matter, we have been providing regional covid-related advising without any problems.

What are the key differentiators your network offers?
One of the key factors differentiating SELA from other international legal networks is the time and efforts the member firms invest in developing the network and managing their know-how. SELA has a dedicated management team and centralized marketing and business development team to push forward the network’s vision for growth and development. This allows each member to focus on the quality and development of their core business. This is the key, each member grows individually, while at the same time the members grow, SELA also grows.

Have client perceptions of networks shifted in recent years?
Legal networks have gained in popularity as a successful business development model for the law firms and as well as for the clients. For law firms because of the broader reach mainly, and for the clients because of facilitating their regional work handled by only one firm. Now this model is more popular than ever because the market is becoming more and more demanding and connected, the work is more and more extensive, and it is more challenging for clients to regionally align their legal matters.

 

What are some of the key issues currently facing clients and how are networks positioned to deal with them?
Networks are always better positioned to deal with any matter. In general, network impact is greater than what individual firms would achieve alone. The network routinely shares know-how and works together on a regular basis to ensure the regular and systematic exchange of professional information to facilitate and serve the needs of its clients. The knowledge is broader, different experiences with different clients are valuable tools for finding a creative solution.

Currently the European Climate Law containing the binding objective to reduce greenhouse gas emissions in the EU to zero by 2050, together with the CSRD and CSDDD are in the focus of both international and local companies (more than 50,000 companies organized as PLC or LLC will be obliged to report on ESG under CSRD). Implementing business sustainability practices and aligning with the legal framework is challenging work and needs to be done via professional service. We see this as a hot topic in the coming period.

What do networks offer that global firms do not?
Local touch. Similar mentality. Easier understanding among member firms. And as for SELA, we became really close over the years working together, we became friends. There is a high fluctuation among partners within global law firms, but in our individual law firms – since the partners are closely connected, such fluctuation is rather uncommon. So, the stability of the relationship both within the member firms and among clients and the network is something that makes us strong.

What types of work are increasingly being won by networks over firms without such connections?
Regional mandates, assignments and transactional work, the types of work that include multiple jurisdictions.

How are networks changing the way that they promote themselves?
This is also something that is very similar to individual law firms. About 10 years ago, lawyers perceived themselves as a special category that is not subject to the rules of the market economy. That has changed. Now everyone understands that a law firm is a company operating in the legal services market for profit, that it has its product (which is a legal service) selling to the end consumers (other companies – B2B segment), that it has competition and that it has to fight for its market share. So, in order to stay on the market and respond to all its challenges, every law firm and every network must have strong marketing. Promotion is only the last P in marketing, the only visible part. There is a lot of work under the surface that people without marketing education do not understand.

What types of firms should be considering joining a network?
Those who recognize the need for broader coverage and understand the importance of it. And those who are more internationally oriented, with international clients.

What is the future for the network model – which networks are best positioned to thrive in future?
The one that understand the importance of investing the time and resources into development of the network. The future is always there for those who are ready to face it.

How has the pandemic and the flexi-working revolution affected the network model?
The pandemic and the rise of flexible working have accelerated the need for law firms to be agile, adaptable, and collaborative. With the sudden shift to remote working, law firms have had to adapt their business practices and operations to remain competitive. As a result, many firms have implemented new technologies and digital tools to facilitate virtual collaboration and communication, allowing them to continue to service clients and maintain productivity.

Lex Mundi, the world’s leading network of independent law firms, overhauled its technology platform in the year prior to the pandemic. That meant that in addition to being able to quickly pivot to a virtual and online model in communicating with our members, the network was also able in the middle of the pandemic to launch Equisphere – an innovative platform for firms to collaborate and share knowledge across borders and jurisdictions, enabling them to deliver seamless, high-quality services to clients.

The ability to work and deliver resources and events virtually has remained vitally important post pandemic as the global economy has become so much more fragmented, and more volatile. In particular, the importance of local expertise has become paramount – as clients seek advice on navigating increasingly complex cross-border transactions and disputes in a changing business landscape.

How are networks adapting to fit into the post-covid world?
One of the most significant changes has been the increased fragmentation of the global economy, which has created new challenges for businesses operating across borders. In response, networks like Lex Mundi are expanding their reach and capabilities, building out their networks of independent firms and lawyers to offer clients more comprehensive and effective cross-border support.

Technology has also played a critical role in adapting to the post-covid world. Lex Mundi is supporting member firms to leverage digital tools and platforms to facilitate remote collaboration and communication, making it easier for firms to work together across borders and time zones. At the start of the pandemic, we launched Equisphere: a cross-border project-management platform that combines people, process, and technology to enable clients to assemble the right resources and the ideal legal team of experts for the right situations.

The post-covid world has underscored the importance of collaboration, agility, and digital transformation. Lex Mundi member firms are leveraging their global reach and expertise to adapt to these new realities – and to meet the evolving needs of their clients in an increasingly complex and uncertain business environment.

What are the key differentiators your network offers?
Lex Mundi is the world’s largest network of independent law firms, with over 150 member firms in more than 125 countries, operating out of 700 offices throughout Europe, the Middle East, Africa, Asia and the Pacific, Latin America and the Caribbean and North America. Lex Mundi leverages in-depth local market knowledge in over 125 countries to deliver high-value advice that is sensitive to critical local customs, cultures and legal systems, and improves the management of clients’ legal spend. Our membership standards are very high and we are recognised by Chambers & Partners as being differentiated not only through our scale but also through the consistently excellent quality of our member firms.

Lex Mundi offers its members a project coordination and management service called Equisphere. This innovative proposition enables independent local firms to work as one, delivering a seamless client service from engagement letter stage to billing, and includes matter management and reporting. With Equisphere, our member firms can deploy Lex Mundi’s project managers, digital workspace and know-how to deliver a one-stop cross-border solution across all industries and markets, with the convenience and control of a single entity.

Have client perceptions of networks shifted in recent years?
As the global landscape for business becomes more complex, corporate clients are increasingly putting greater emphasis on the importance of local knowledge, strong relationships, and personalised service. This is in part, because the pandemic has resulted in increased regulatory and legal complexity across different regions. This is where the unique service model of independent local law firms may come into play, providing clients with in-depth knowledge of local laws and regulations, while also leveraging the resources and support of a broader network. This model allows clients to benefit from the best of both worlds – market-leading local expertise and the resources and capabilities of a global network.

What are some of the key issues currently facing clients and how are networks positioned to deal with them?
Corporate clients, particularly leadership teams and their legal advisors, are facing a multitude of new and emerging pressures from an increasing range of stakeholders. This is challenging the traditional models of corporate governance, creating new duties, responsibilities, and obligations.

Central to this is the need to balance traditional business needs with a new set of demands: primarily around societal and environmental concerns. Stakeholders are increasingly focused on ESG issues, and companies must be able to demonstrate strong performance in these areas to build trust and maintain their social license to operate. Another challenge is integrating ESG considerations into business strategy. Finally, legal and regulatory risks associated with ESG considerations can be significant, particularly given the growing focus on corporate responsibility from regulators and other stakeholders. Companies must be aware of these risks and take steps to mitigate them, such as implementing robust policies and procedures and engaging with stakeholders to address concerns.

Companies will need to proactively think about stakeholder governance in order to sustain their reputation, drive performance, and demonstrate long-term value for both shareholders and society as a whole.

What do networks offer that global firms do not?
Compared to traditional global firms, legal networks like Lex Mundi offer unique benefits to clients, particularly in terms of coverage in on-the-ground expertise and relationships. This ensures a quality and consistency of high-quality, legal advice – which is increasingly important in high-value, high risk, transactions or disputes.

What types of work are increasingly being won by networks over firms without such connections? The complexity of work being won is increasing. Through its innovative client delivery platform, Equisphere, Lex Mundi has won a number of high profile panel appointments – challenging traditional notions of the role of law firm networks.

How are networks changing the way that they promote themselves?
Lex Mundi is changing the way it presents itself to clients by highlighting its unique ability to provide a comprehensive and customized legal solution that is both seamless and efficient. We believe this is a unique proposition to the market: combining in-depth local market knowledge and expertise of its member firms with unrivalled global reach and the coordinated approach of a large international law firm.

What types of firms should be considering joining a network?
Lex Mundi selects only the highest quality law firms to join its exclusive network. Member firms are carefully chosen based on their leadership in, and continued commitment to, their local markets. In order to maintain the highest level of quality and expertise, Lex Mundi member firms undergo regular quality and peer reviews through the Membership Review Process. This ensures that each member firm adheres to common client service standards and continues to provide high-quality legal services to clients. Furthermore, all member firms are leaders in their respective markets and act as the exclusive representative of Lex Mundi in their locality. This strict selection process ensures that clients have access to the best legal services and expertise in every market where Lex Mundi operates and can be confident in the quality and professionalism of each member firm.

What is the future for the network model – which networks are best positioned to thrive in future?

The future of the network model lies in emphasizing diversity, local knowledge, and technology to provide seamless yet agile solutions to clients. As businesses become more globalized and operate in increasingly complex legal environments, networks like Lex Mundi are well-positioned to meet these evolving needs. Ultimately, the future of the network model lies in providing corporate clients with expert and customized solutions that meet their unique legal needs, no matter where they operate.

The Lex Mundi network boasts a large number of firms with a UK presence. What criteria do you look for when adding new firms with UK offices, and are you considering adding any more?
In two jurisdictions, New York and England and Wales, Lex Mundi does not have a specific member firm. It is not necessary because so many of Lex Mundi’s member firms for other jurisdictions have a presence in London and New York through secondary offices, which enables them to serve clients with cross-border legal needs in these key markets.

Womble Bond Dickinson is the largest UK-based firm in the network, and that firm does of course have a US LLP, with multiple offices in both jurisdictions. How such a large firm fit into a network model, in comparison to other networks made up of purely independent firms?

Womble Bond Dickinson is our designated member firm for North Carolina, and boasts a strong presence in the UK market, much like several of our other members. We take pride in the fact that many of the world’s leading independent firms contribute to Lex Mundi, providing a range of strengths and broad expertise that benefits the network as a whole.

The network has recently been bolstered by firms in Cambodia, Azerbaijan and Saudi Arabia. Tell us more about the thinking behind those new additions, and what their particular strengths are.
We are committed to expanding the footprint of the network into new markets and jurisdictions. exemplified by its recent addition of top-tier firms in Cambodia, Azerbaijan, and Saudi Arabia to the network. Bun & Associates is one of Cambodia’s leading full-service law firms, providing multilingual legal and tax expertise with a global perspective and a deep understanding of local business culture. The Law Firm of Mohamed Al-Sharif in association with Johnson & Pump is a premier legal practice in Saudi Arabia, providing Western-style service with local legal, regulatory, and practical expertise to a broad range of local and international entities. MGB Law Offices is a top-tier law firm in Azerbaijan, offering a range of legal services to multinational and local clients across various sectors, and is now the exclusive member firm for Azerbaijan.

With these new member firms, Lex Mundi is able to provide clients with access to high-quality legal services in these markets, expanding their opportunities for growth and development.

Four new members were recently added to Lex Mundi’s client advisory council – tell us about those additions and what they bring to the table. How does this council help set you apart from other networks?
The CAC is a group of senior in-house counsel who advise Lex Mundi on how best to help meet the challenges faced by multinational companies operating in a demanding and ever-changing global regulatory and business environment.

We recently appointed Steve Esau, Vice President, General Counsel and Secretary at DexKo Global, who will bring his experience in the automotive industry to the CAC. Raimundo Fernandez-Villaverde, the Secretary General of Bestinver/Acciona, offers expertise in the fields of investment and infrastructure. Jern Liang, the Senior Vice President and General Counsel – International at Ralph Lauren, brings extensive experience in managing legal affairs in a multinational consumer goods company. Lastly, Bjarne Tellmann, General Counsel and Member of Executive Committee at Haleon plc, contributes his experience in the energy and infrastructure sectors.

Their strategic input and broad experience will help to steer Lex Mundi’s development, and bring the voice of the client into every aspect of Lex Mundi’s business. The CAC’s specific value includes contributing to Lex Mundi’s strategic plan and direction, supporting its specific initiatives, and informing the work of its innovative Think Tank initiative “Lex Mundi Forward”.

How has the pandemic and the flexi-working revolution affected the network model?
Definitely for the better. It’s brought us closer together and created more opportunities. For starters, we value our in-person meetings more than ever and we’ve added more spark and more sparkle to the programme, so that they are more engaging, optimise interactions and debate and bring in perspectives and inspiration from new sources – and we laugh a lot more!

We’re also now running a dual mode, with a multitude of virtual connection and value-added insight opportunities alongside our in-person meetings, which means supporting and engaging with so many more of our members across the world – it’s like an electric current, coursing around and bringing energy to areas we couldn’t previously reach.

How are networks adapting to fit into the post-covid world?
As far as MI is concerned, in a number of ways – by building a really strong but flexible ‘ecosystem,’ not just a network; that allows us more understanding and communication between members and greater ties, but an inherent flexibility to respond to different needs and whatever new set of challenges come our way.

Also by being strategic and intentional in our actions and ‘direction of travel’, so that we’re very clear about our values, our identity and how we retain and recruit new members.

And I think networks are more important than ever. With so much fragmentation in the world, having a trusted and tightly-connected network of legal advisors to provide structure and guide clients is crucial.

What are the key differentiators your network offers?
We use the word ‘family’ a lot – there’s a warmth, an acceptance, an inclusivity and a bond between members that is very special and definitely goes ‘above and beyond’. I hear it constantly from our members that we are organised, intentional and find a really good balance between making wonderful, long-lasting human connections and profitable business ones.

Sometimes also, being a little bit smaller allows us to respond and adapt quickly, launch new initiatives and react to member suggestions or market demands.

We work hard, but we look to make it fun and bring the smiles whenever we can.

Have client perceptions of networks shifted in recent years?

In many ways a client shouldn’t know or shouldn’t care that their law firm is part of a network – the service should be seamless, they should get the same level of care and attention and counsel whoever they are dealing with (and wherever that is); it’s simple reassurance that a client can turn to their lawyer, ask for help and have that help offered swiftly and attentively where they need it.

As budgets are squeezed, some clients and GCs who haven’t tested out the network model may come under increasing pressure to look for good or better value alternatives to their current legal provision – and that’s where, in some areas, networks could come into their own.

What are some of the key issues currently facing clients and how are networks positioned to deal with them?
Inflationary pressures, belt-tightening, increased regulatory demands, geopolitical tremors, the acceleration of AI, disinformation and the fragmentation of communication, supply chain disruption… it’s tough right now!

But tapping into a strongly connected network of firms potentially a client or GC could get better value for money, more bang for their buck (you’re often more likely to get more seniority on your team where you’re not paying ‘for the brand’ and the infrastructure) and more finely-attuned local advice; independent firms tend to be very plugged in to their home markets. Without the huge (and occasionally unwieldy) infrastructure of big, global firms, networks of mid-sized independent firms can often react quicker and may be ‘hungrier’.

We’ve certainly seen one example where a major international client tested out a matter on a small number of firms and that led to a wider roll out. And we consistently get excellent feedback from clients who do refer multi-jurisdictional work; recent examples included a 21-jurisdiction matter and one for more than 30.

What do networks offer that global firms do not?

See above – in essence it often comes down to speed of response, better value for money and better local understanding. We also go above and beyond for our members and clients – it’s never ‘just another job’.

What types of work are increasingly being won by networks over firms without such connections?
There’s no limit to this! We run both Practice Groups but also Sector Groups and in the latter, you see an absolute cross-section of practice areas involved.

Also, we get regular reports of MI firms winning business against other firms and closing competitive proposals due to their Mackrell International membership – even when the business

isn’t cross-border! The client perception (rightly, in my view), is that firms who are part of a vibrant network have broad perspectives, deeper experience and the ability to call on others if needed, so will bring more to the table and more to a relationship.

How are networks changing the way that they promote themselves?
Networks are clearly promoting the value they offer (in the broadest sense) by optimising social media and other channels and platforms open to them – but the truest way is through word of mouth (in essence, not promoting themselves, but letting clients, lawyers, law firms, associations and partners do it for them).

What types of firms should be considering joining a network?
For a network like Mackrell International, they need to have an international mindset and outlook, be dynamic and prepared to engage to get the most out of the network for their firm and clients, be highly responsive and keen to help, be curious, be culturally aware and sensitive – and all that goes hand-in-hand with offering high quality legal and business advice, being full service, medium-sized and independent and ready to play a full part in the ecosystem.

What is the future for the network model – which networks are best positioned to thrive in future?
Looking ahead, the future looks bright for the networks that stay restless, adaptable and eager to offer their members real value.

Networks need to be keen-eyed and eared, aware of global ripples and developments in the legal and commercial sectors; they need to be ready to adapt, to be curious, never to rest on laurels and to keep having the best interests of their member firms (and their clients) at heart.

They also need to have a dedicated and caring team at their heart (which I certainly do at MI HQ) and members that respond to that, to each other and to clients, which is certainly the essence of MI.

Mackrell International is notable in that Mackrell Solicitors is the sole UK member firm. What is the thinking behind that setup?
We have two firms in the UK. Mackrell Solicitors is our only firm for England & Wales (in London and Birmingham), but BTO sit proudly in Scotland with offices in both Glasgow and Edinburgh.

Would you ever consider adding any other English firms to the network?
Not just in England but everywhere around the world, our policy is one firm per jurisdiction – that allows the firm exclusivity but also allows us at MI HQ and members around the network really to get to know individual lawyers and the firm itself. Those strong personal relationships are the fabric on which the network is built and ultimately result in better support for one another and better client service.

Where a country is massive and/or state law differs, or where one firm is more ‘boutique’, we do occasionally have multiple firms in place, like in Canada or India.

The network has recently been bolstered by firms in Northern Illinois, Guatemala and Bulgaria. Tell us more about the thinking behind those new additions, and what their particular strengths are.

Don’t forget our newer firms in Brazil, Uruguay, Costa Rica, Kenya, the Czech Republic, Hungary and Poland!

And we are currently in discussion with the right type of firms in at least another half a dozen jurisdictions that will continue to strengthen our ecosystem and bolster the network.

They are all firms with the right fit and the right people and who meet our strategic objectives – we’re not interested in numerical targets or ‘pins on a map’!

Each firm that joins us has something unique about it and integrates neatly into the MI ‘family’ – they are able and willing to support other members both personally and professionally and be full service to be able to meet client needs.

How has the pandemic and the flexi-working revolution affected the network model?
The pandemic accelerated the flexi-working revolution that was bound to happen, but it hasn’t had a negative impact on the network model. WLG has been largely virtual for 35 years, and even pre-pandemic, the network hosted phone calls and virtual meetings—often early morning or very late evening for some in order to accommodate time zones. The network model itself is well suited for lawyers in regional or mid-size firms that are looking for both a flexible schedule and the ability to work for global clients.

How are networks adapting to fit into the post-covid world?
Networks have been well-adapted for the post-covid world long before the pandemic. The pandemic taught us that business can be done virtually, and WLG members have been doing this for 35 years years. But the pandemic challenged everyone’s ability to form and foster relationships. WLG got creative with virtual offerings during the pandemic to help lawyers maintain existing and build new ones—and those offerings have continued post-covid. While many may have felt isolated during this time, WLG did an excellent job of making members feel connected. I think everyone learned, however, that in-person meetings are still very relevant and important to building relationships and doing business. We’ve since brought back our semi-annual summits, regional conference, and young lawyer exchange program and have grown our in-person meetups by leveraging existing industry events to have our members meet where they are already going to be.

What are the key differentiators your network offers?
Time and again we hear from our members how WLG is different than any other network or association because of the relationships the lawyers and professionals have with one another. They have built trusted, long-lasting relationships and know that they can rely on one another to service each other’s clients and respond to requests within 24 hours. WLG offers a mix of in-person (twice yearly conferences for Key Contacts, three annual regional conferences for younger lawyers, and meetups at non-WLG industry events) and virtual (more than 50 practice & industry group, forum and committee meetings; networking sessions; and webinars per year) events for seasoned lawyers, young lawyers, and professionals within our member firms to foster these relationships. WLG invests in member firm lawyers no matter what stage of their career and the professionals who support them through Practice & Industry Groups and Member Firm Leaders, First Fifteen, Marketing & BD Pros, and Talent Management Pros forums. Over the last two years in particular, we’ve made a commitment to getting more women involved in network activities and leadership roles through the launch of WOW (Women of WLG)—a forum for women in the network to come together both virtually and in person to network, celebrate successes, and problem-solve challenges. It’s a place for women to discuss issues such as leadership and gender equity, and for younger females in the legal industry to find mentorship from other women.

The network also has committed to CSR, having launched the Responsible Business Forum three years ago. The Forum meets virtually several times a year to discuss issues such as DE&I, greenwashing, sustainability practices, and more, and hosts a network-wide CSR event in June called WLG | impact during which members participate in environmentally themed projects of their choosing.

Have client perceptions of networks shifted in recent years?
Clients want their lawyers to know their business and the local markets in which they have operations or plan to expand. They want trusted, high quality counsel globally, regionally, and locally. With the network model, clients don’t have to sacrifice quality service by using a big firm. They know when they are being cared for by a network that they are working with firms with deep roots in the local business communities in which they operate and not just someone sitting in a satellite office of a megafirm.

What are some of the key issues currently facing clients and how are networks positioned to deal with them?
With inflation and interest rates, it’s no secret that M&A deals are taking longer to get done as buyers and sellers struggle to find equilibrium. Our members host meetings and discuss alternative solutions they are seeing in their jurisdictions and how they are “getting the deals done.” In the last couple of years there has been a big focus on ESG no matter what sector a client is in; WLG launched an ESG as a client service group in 2022 so that members can discuss how they are assisting clients in adhering to regional and local regulations. Privacy of course remains a key issue across industries, and our members host regular sessions to discuss updates that will impact global clients. Through WLG practice & industry groups, our lawyers are well-positioned to assist clients with these matters – through our conferences, virtual meetings and meetups at industry events our members have ample opportunity to discuss these challenges and how they are helping clients navigate them.

What do networks offer that global firms do not?
Speaking specifically for WLG, our members have deep roots in their local business communities which means extensive knowledge of the market and legal scene in their jurisdictions. And the lawyers themselves have relationships with one another that many lawyers in mega firms do not. They know each other (and many of them their families!) and actually want to spend time with one another.

What types of work are increasingly being won by networks over firms without such connections?
WLG member firms win the work by leveraging the network, as WLG does not maintain clients– our members do. Cross-border M&A and joint ventures are obvious areas as members have boots on the ground and relationships with banks, insurance brokers, etc. to get the deals done. We also see a lot of referrals in employment, IP transactions, antitrust & competition, dispute resolution, and banking & finance.

How are networks changing the way that they promote themselves?
WLG takes an inside-out approach. The network focuses on promoting its resources and offerings within our member firms so that our lawyers and professionals can build relationships with one another and be prepared to leverage the strength of the network when a client need arises. We do this through events, programs, and communications targeted to Practice & Industry Groups, Member Firm Leaders, Young Lawyers, Talent Management Professionals, and Marketing & Business Development Professionals.

What types of firms should be considering joining a network?
WLG is an invitation-only network, expanding only as the needs of our existing members and their clients demand. We don’t add members for the sake of numbers. Our members have deep roots in and are highly regarded in their jurisdictions, and they have clients with both local and global needs. Midsize and regional firms that aren’t already part of a network will need to consider this in their strategy in the very near future, because most clients nowadays have global needs. In order to compete with megafirms, networks will be an essential part of their survival.

What is the future for the network model – which networks are best positioned to thrive in future? Networks in which members have fostered deep relationships, that have the ability to adapt and respond to a changing legal landscape and client needs, and that can maintain high quality, responsive service. WLG is well-positioned to thrive in the future because relationships are the foundation of our network, and the network maintains a commitment to member management. The network has a very strict selection process for new members and review process for existing members to ensure that they continue to perform the calibre of work fellow members and their clients expect.

How has the pandemic and the flexi-working revolution affected the network model?
A surprising thing happened during the pandemic – enquiries about joining the network increased. I think this was because many of the normal channels of business development involving travel were no longer available (at least temporarily) for law firms but networks such as Multilaw ploughed on. As a result, the pandemic era resulted in a surge of new firms joining.

With the pandemic, many firms had to transition to remote work to ensure the safety of their employees, which led to the need for more virtual collaboration and communication tools. As a result, we had to adapt our network model to facilitate remote working and collaboration between our member firms.

The shift towards flexible working has also led to changes in the way clients interact with law firms. With the increased use of technology and online communication tools, clients were now more interested in working with firms that can offer flexible and remote services. This led us to focus more on assisting our member firms in providing virtual legal services to their clients, and to ensure our member firms were equipped with the necessary technology and infrastructure to offer these services effectively. Multilaw had its first meeting in the in the Metaverse last October and it won’t be the last. Overall, the pandemic and the shift towards flexible working have accelerated the adoption of remote legal services and virtual collaboration tools, and we have adapted our network model to meet these changing needs. Virtual meetings will remain a permanent feature now alongside our program of physical meetings and as a result many more lawyers from our firms will be able engage with the network than was possible previously.

How are networks adapting to fit into the post-covid world?
The post-Covid world presents a number of challenges and opportunities for legal networks, and many are adapting their models to fit into this new reality. Here are three ways in which Multilaw is adapting:

1. Greater emphasis on diversity and inclusion: The pandemic has highlighted the need for greater diversity and inclusion in the legal industry, and Multilaw is taking steps to assist member firms become more diverse and representative of different communities. This has involved initiatives such as mentoring programs, diversity training, and partnering with organizations that promote diversity and inclusion.

2. Flexibility in service delivery: Multilaw is helping its members adapt by encouraging them to provide more flexible services to clients. This includes offering virtual legal services, alternative fee arrangements, and more tailored solutions that are specific to the client’s needs.

3. Embracing new technologies: we are also assisting them embrace new technologies such as AI, blockchain, and machine learning to improve efficiency, reduce costs, and provide better services to their clients.

What are the key differentiators your network offers?
There are two ways in which Multilaw is different from our competitors:

Firstly, Multilaw is truly global. Most of our competitor networks have 30, 40 or even 50 member firms in the USA whereas we have 8 who collectively manage to offer coverage to all the major business centres in the US. The effect is that Multilaw is not a US dominated network with the rest of the world bolted on, rather where are network where each of three regions: Americas, AsiaPac and EMEA are equally important.

Secondly, Multilaw takes quality control very seriously. As well as having a rigorous vetting process for new member firms we also have an appraisal process for our existing member firms which sees each member firm assessed every three years to ensure they are still a good fit for the network. This has meant saying farewell to a significant number of firms over the years, but I make no apology for doing so as it means that clients can be confident that they are receiving advice and representation from highly quality legal professionals when they come to a Multilaw firm. I am as proud of the number of firms we have said goodbye to during my time as CEO as I am of the number of new ones we have admitted.

Have client perceptions of networks shifted in recent years?
Yes, client perceptions of legal networks have shifted in recent years. In the past, legal networks were often viewed as a loose collection of individual law firms, with little coordination or consistency in service delivery. And that view was largely correct! However, in recent years, legal networks like ours have become more sophisticated and client-focused, and this has led to a shift in how clients perceive and interact with us.

Clients now see legal networks as a valuable resource for accessing specialized legal expertise and global legal services. They appreciate the ability to work with a network of highly specialized law firms that can provide tailored legal solutions to their specific needs. Additionally, clients value the seamless coordination and collaboration between member firms, which helps to ensure consistency and quality of service delivery across borders.

Another factor that has contributed to the shift in client perceptions of legal networks is the increasing use of technology in the legal industry. Legal networks are leveraging technology to improve collaboration, communication, and service delivery, which has helped to enhance the overall client experience.

What are some of the key issues currently facing clients and how are networks positioned to deal with them?
Here are a few examples of what I am seeing going on around the world at the moment:

Globalization and de-globalization: As companies expand into new markets around the world or withdraw from them, they are confronted with a complex web of legal regulations and requirements. Legal networks can help clients navigate this complex global legal landscape by providing access to local legal expertise and resources in different markets.

Data privacy and cybersecurity: Data privacy and cybersecurity are becoming increasingly important issues for clients in every industry. Legal networks can help clients stay ahead of changing regulations and requirements and ensure that their data is secure and compliant with applicable laws.

Cost management: Many clients are looking for ways to reduce legal costs without sacrificing quality of service. Legal networks can help by providing more efficient and cost-effective legal solutions through the use of technology and innovative service models.

Diversity and inclusion: Clients are increasingly seeking to work with law firms that are diverse and representative of different communities. Legal networks can help by promoting diversity and inclusion within member firms, and by providing clients with access to a diverse pool of legal talent.

Compliance and risk management: As regulations become more complex and enforcement becomes more aggressive, clients are facing heightened compliance and risk management challenges. Legal networks can help clients manage these challenges by providing specialized legal expertise and resources in areas such as compliance, investigations, and risk management.

Overall, legal networks like Multilaw are well-positioned to help the clients of their member firms navigate the complex legal landscape and manage a wide range of legal issues. By leveraging technology, expertise, and collaboration, we can provide clients with more efficient, cost-effective, and customized legal solutions to meet their unique needs.

What do networks offer that global firms do not?
Global Coverage. Multiilaw is able to offer a leading, fully staffed firm (as opposed to a rep office) in over 90 jurisdictions, no global law firm even comes close to offering that.

What types of work are increasingly being won by networks over firms without such connections?

The types of work that require work in 30, 40 or 50 jurisdictions is the work networks scoop up. We have no real competition in that space, particularly when it comes to mid-market level work.

How are networks changing the way that they promote themselves?
Thought leadership is becoming increasingly important: Multilaw has invested in thought leadership initiatives, such as white papers, webinars, and podcasts, to demonstrate our expertise in key practice areas. By producing high-quality, informative content, legal networks can enhance their brand and position themselves as trusted advisors to the clients of their member firms.

What types of firms should be considering joining a network?
Any law firm that is looking to expand its global reach, access specialized legal expertise, and provide a wider range of legal services to its clients should consider joining a legal network. Here are some types of firms that may find joining a network particularly beneficial:

Mid-sized or regional firms: Mid-sized or regional firms may lack the resources or expertise to provide global legal services to their clients. By joining a legal network, these firms can access a network of highly specialized law firms around the world, allowing them to provide a wider range of legal services to their clients.

New or emerging firms: New or emerging firms may struggle to establish their brand and reputation in a crowded legal market. By joining a legal network, these firms can leverage the brand recognition and reputation of the network to attract new clients and grow their business.

Firms looking to improve efficiency and cost-effectiveness: Legal networks can help member firms improve efficiency and reduce costs by providing access to shared resources and technology, as well as streamlined billing and administrative processes.

What is the future for the network model – which networks are best positioned to thrive in future?

I think when most of the networks first started coming into existence around 1990 it was assumed that the global law firms would soon grow big enough to render the network model obsolete. For various reasons that has not happened and legal networks are here to stay ( indeed some global law firms have started to adopt the legal network model). I don’t see legal networks going down the same road as some accountancy networks have done and integrating to a level where one brand is adopted by all the firms etc. Rather I see legal networks building upon the success of the current model, it works.

Shakespeare Martineau and Penningtons Manches Cooper are two of your key UK member firms. Why do you have more than one England-headquartered firm, and would you consider adding any other UK firms to the network?
The English legal market is huge and there is enough work for two members firms in that jurisdiction and the strengths of our two firms there complement each other well. We probably wouldn’t consider another English firm, but we are on the lookout for a good Scottish firm at the moment.

Both of those two firms have recently expanded through merger deals – what are the implications for the wider network when member firms grow via merger?
Mergers are part of legal network life. Where are merger involves expansion into a jurisdiction where Multilaw already has a member we work hard to ensure that the existing member is not disadvantaged by the development.

The network has recently been bolstered by firms in Ghana and Bulgaria. Tell us more about the thinking behind those new additions, and what their particular strengths are.
With Bulgaria’s goal to join the eurozone in 2025 Multilaw felt it was very important for us to have coverage there. Dimitrov, Petrov & Co. (DPC) already had some excellent relationships with several our existing member firms and is well known in the international legal marketplace as an innovative and progressive firm, so they were an easy choice for us.

I met the managing partner of the Ghanaian firm Axis Legal, Kofi Abotsi, at the IBA Annual Conference in Miami last year and was impressed by his passion, drive, and enthusiasm. Their addition to the network will build upon the very strong foundation we already have in West Africa with G Elias in Nigeria.

How has the pandemic and the flexi-working revolution affected the network model?
It is widely known that the pandemic has accelerated the adoption of digital technologies and that, in general, there has been a greater uptake of remote working in law firms. Initially, the uptake of flexible working was also widespread. Although the percentage of lawyers using flexible working has declined, I would put the average number of lawyers still using it at 20% per firm.

We reacted by replacing our conferences with virtual meetings, we even held an Annual Conference virtually and, interestingly, it was attended by 100% of the member firms! Having recovered the face-to-face conferences, even with attendance difficulties, stull derived from mobility limitations, for some members in Asia, the virtual meetings by Practice Groups are maintained and are held every month.

How are networks adapting to fit into the post-covid world?
We have put online communication technology at the forefront of our activity with the adoption of videoconferencing tools, which are now every day for many of us, and we have invested in external and internal digital communication, adopting LinkedIn as our fundamental communication tool.

What are the key differentiators your network offers?
As one of the oldest Networks in the market our fundamental difference is our track record of experience in working together. We have done a lot of cross border work together for many years. We are similar firms, with similar type of clientele and therefore we know how to interpret the common problems of our clients in that segment. Clients using our firms’ legal services benefit from multi-jurisdictional legal services provided by experienced lawyers and a competitive billing structure. Internally, we are not just a referral club, we are a vibrant and lively organisation that offers its members a multitude of activities and tools for internationalisation, talent attraction, etc..

Have client perceptions of networks shifted in recent years?
Definitely yes, I have no doubt about it: Clients in need of cross-border legal services perceive large firms with multiple international offices as firms where the provision of a personalised and client-focused service is difficult to obtain and that is way these firms are investing in investing in improving the client experience. This is not the case for firms that belong to international networks; the client does not bear a structural cost. Clients therefore welcome now the fact that their trusted local law firm is part of an international network of law firms because they can place the trust they have in their local lawyer in the network.

What are some of the key issues currently facing clients and how are networks positioned to deal with them?
Undoubtedly, there will be many, but I would highlight legal uncertainty: The lack of certainty or predictability in the application or interpretation of laws. Not only due to lack of clarity in laws or their arbitrary application, but also due to the constantly changing regulatory environment in many jurisdictions. Law firm networks are composed of experienced local lawyers, typically of medium size law firms, with extensive local knowledge and long-standing experience who can provide a local solution to an international client.

What do networks offer that global firms do not?
Lower costs for the client in any type of advisory area at the same level of qualification; Proximity to the client, a stereotype that is absolutely true, and finally, an easier and more direct access to senior lawyers.

What types of work are increasingly being won by networks over firms without such connections?
In those cases where clients work with a local lawyer without international connections, when they expand internationally or because of their existing internationalization, they need reliable contacts. If their local lawyer cannot provide them, they turn to law firms with these types of contacts while the previous law firm may easily lose the client.

How are networks changing the way that they promote themselves?

I think there is much greater openness in the external communication of networks than there was before. There is much more information available about existing networks, their activities and how they operate. We come from a model where the network itself did not communicate. This is changing and we are now facing a more transparent model where clients can obtain full information about success stories, contacts, members, working methods, etc.

What types of firms should be considering joining a network?
Undoubtedly, those that are growing and do not have an international network of contacts but mainly medium-sized and medium/large firms, because being part of a network requires effort and dedication. Many small firms get involved in networks without realizing that mere membership is not enough to receive or be able to send work. You have to work on internal marketing and develop contacts and trust internally.

What is the future for the network model – which networks are best positioned to thrive in future?
I am convinced that it is a growing model that meets the demand of many firms that want to adopt it as their internationalization model. There are a good number of international networks in the market, some general, others by specialty, etc. Our network is among the top 10, most demanded, and with the highest activity in the legal market, and I believe that those top 10 are best positioned to continue growing and strengthening, but I also believe that networks that serve hyper-specialized sectors, such as labour, IP or fashion law, to name a few, have a future