Feature

posted 22 Jun 2010 in Volume 12 Issue 12

Profile: Mark Dawkins

What does it take to be the managing partner of one of the largest law firms in the world? Mark Dawkins of Simmons & Simmons talks with Manju Manglani about his strategies and successes.

Mark Dawkins is the kind of man who takes you by surprise. The global managing partner of Simmons & Simmons, Dawkins started off as an articled clerk in 1983 and made partner by the age of 29. He became head of the firm’s litigation department in 1997 and of its financial markets team in 2000. Five years later, he was elected to his current position, and then re-elected for a second and final three-year term in 2008.

When asked about the many tempting offers he must have received over the years, Dawkins replies that his focus on institutionalising clients and ensuring their loyalty to the firm over the years has, in fact, sabotaged his recruitment by other leading firms. “I’ve enjoyed trying to spread relationships within the firm rather than keeping them to myself, which in some way undermines my attractiveness to the competition,” he says.

Not that he was ever seriously tempted to leave Simmons, though, except for the one time early in his career when he was courted over champagne to join a luxury resort development in the West Indies. He declined.

So what is it about Simmons & Simmons that inspires such dogged loyalty? The relationships he’s formed over the years and the ability to institute change in the 219-partner firm, he says. “Compared to some firms with 1,000 partners where you are a small piece of a very big machine, I’ve always enjoyed the feeling here that I can make a real difference. That’s probably what it comes down to.”

Personal impact

With the global economy having made a dramatic about-turn over the past few years, Dawkins has presided over Simmons & Simmons in both good times and bad.

When he was first elected as managing partner in 2005, the market was strong and the firm was growing fast. “We were growing faster than any other leading international firm over that period in terms of absolute revenue and profitability, and that was very exciting and very satisfying,” he says.

But then, the global financial crisis changed everything from mid-2008. Simmons & Simmons’ business initially went static and then contracted. “I had to bring into play a whole different set of skills for coping with a shrinking business, making decisions about what should shrink quickly, what to prioritise and invest in going forward, and keeping people motivated and loyal with a sense of vision in the future,” he reflects.

At this point, increasing communication with all staff became a high priority. Dawkins set up a regular update from himself and senior partners to keep all employees informed and to reassure them. This took the form of email updates and, more recently, even video updates, to give staff a sense of the firm’s strategy and prospects in the changing world. “There was a lot of uncertainty and it helped people to feel what was going on from the firm’s point of view,” he says.

Dawkins also worked with partners to develop the firm-wide strategy of focusing on four key sectors: financial institutions, energy and infrastructure, life sciences and technology, media and telecommunications. He then completely internationalised the firm’s organisational structure, so that profits were reported by sector and not by jurisdiction.

Meanwhile, he increased the firm’s focus on high-value clients. “Five years ago we had 13 clients who were worth £1 million or more, today we have 30 generating more than £1 million. They are the top end of our client base,” he says.

Development of online services was also high on the Dawkins’ agenda and, in October 2007, the firm launched ‘Navigator’ on its award-winning ‘Elexica’ service. A subscription-based international guide to legal and regulatory issues in financial services, Navigator has taken off, despite competition from Linklaters’ Blue Flag and similar offerings from other competitors. “It’s fantastically popular – last year it was the fastest growing part of our business,” he comments.

Leadership style

Keen to make a difference, Dawkins’ leadership style can be quite ‘hands on’, particularly when there is a problem. “When I was first elected managing partner, my first main communication to all the partners about my management style was that I had a loose grip on the throat!” he notes, with a laugh. “So, if things were going fine and were in line with the firm’s strategy, I would stand back. But, if things were out of line, they might see quite a lot of me getting hands on.”

Matched with his eagle eye is a relaxed relationship with the partners. “The partners generally feel quite happy coming into my room and telling me what’s wrong with the firm,” Dawkins says. “So I don’t feel like I put up barriers and try to hide behind them… I’m pretty open and I think I’m quite an accessible person.”

However, he will occasionally pull out the whip when it comes to ensuring Simmons has a healthy financial position. “It’s got to be done, nagging partners to chase debts – I don’t like doing it but I have to,” he sighs. “Billing doesn’t happen very smoothly and automatically in every case, the partners just have to get on with it.”

When he is not dealing with the small matter of the bill, Dawkins spends much of his summer involved in partnership promotion processes and firm-wide reviews. The rest of the time is largely spent abroad, visiting each of the firm’s 19 offices at least once a year. He also regularly presents at conferences, when he is not busy meeting with international partners. “A large part of my job is around communicating and speaking,” he says.

Changing perspective

It’s not all fun and games being the global managing partner of a leading international law firm. Stepping away from financial services litigation and regulatory disputes work was not an easy decision for the high-achieving Dawkins. “I miss it a lot,” he continues. “When I first became managing partner I thought I’d try and carry on with a few clients, but after a few months I realised that it wasn’t going to work. I was delegating more to partners and I wasn’t meeting the clients’ needs.”

This resulted in the decision to make a break from direct client work. “I decided that I was following my own ego and needed to put the firm’s needs first,” reflects Dawkins. “It’s the danger of being a managing partner.”

But with his second and final term as managing partner drawing to a close in April 2011 (Simmons has a limit of two terms for its global leaders), what will Dawkins do next? “I’ll be doing a lot of heavy thinking over the summer about that,” he says, with a worried brow.

When pressed about whether he would think about returning to practice, Dawkins notes that he would like to, but the possibility of returning full-time to fee-earning is daunting and a senior-partner role within the firm is more attractive. With the opportunity of a suitable role within the firm so elusive, the pull to consider outside positions is strong. “I may not have a choice!” he says.

Would he consider a general counsel role? Dawkins seems quite taken with the idea and half-jokingly asks to be told of any suitable opportunities in that line in future.

Secrets to success

A hugely successful lawyer and managing partner, it almost seems that Dawkins must have some secret up his sleeves. In his first term alone, the firm’s turnover increased by 27% to £289 million in April 2008. What is it that drives him to keep pushing new boundaries?

“I enjoy seeing something that can be made to work better, and then getting my hands around it by talking to colleagues and making it work better. It’s that process of seeing the business problem, getting a dialogue going and then finding a solution,” he says. “I’m always looking for things to improve on.”

When quizzed about the secret to his success, Dawkins appears uncomfortable with the notion that he could be a role model to others. “Listening and communicating very well is a part of it, you’ve got to get the right balance,” he ventures. “Also, knowing what needs to be done and then doing it, and taking some 200 egos with you. That really requires listening to pick up some really big concerns, and also communicating, persuading, cajoling and taking risks.”

A kiss of luck

Mark Dawkins takes diversity very seriously and, for the past two years, Simmons & Simmons has ranked as the top law firm in Stonewall’s Workplace Equality Index. However, what is less well known is that, two years ago, he attracted the personal attention of Sir Ian McKellan at an event organised by the gay rights charity.

At a charity auction, Dawkins bid on a dinner for four – to be cooked by Sir Ian – when clients on Simmons’ table expressed an interest. “Unfortunately this triggered a bidding war and I ended up bidding £14,000 for this dinner,” he confesses.

Sir Ian insisted upon personally thanking the person who had made the very generous bid. “He swooped down to our table, grabbed me, and gave me a very full-on kiss!” says Dawkins.

Fortunately for the managing partner, while this was happening, an investment banker made a rival bid for £15,000 and won the dinner, saving Dawkins from an embarrassing discussion about the expenditure with his firm. “So I got all the kudos for the bid – and got the kiss – and someone else had to pay the money!”

The next day, Dawkins’ name was on everyone’s lips at Simmons, much to his dismay. “Every trainee knew about it the next morning, I don’t know how it happened!”