60-second interview: Mark Jones, managing partner, Addleshaw Goddard

Addleshaw Goddard commenced trading as of 1 May 2003, the culmination of merger negotiations that had lasted many months. Expectations are high, as the firm aims to become one of the top 25 most profitable firms in the country, but there will inevitably be many challenges along the way. Caroline Poynton talks to managing partner Mark Jones about the merger process and the firm’s immediate plans for staking its claim on the legal market.

What were the reasons for your decision to merge with Theodore Goddard?

One of the strategic objectives of Addleshaw Booth & Co was to strengthen the capability and capacity of its London office, and grow it to a size equivalent to the offices in Leeds and Manchester. Merging with a respected and established City practice with a strong reputation and terrific client base provided an opportunity

to achieve that objective. The competitive advantages of the merger bring considerable benefits to clients and provide the new firm with the quality and capacity to capitalise on future opportunities as they arise.

Tell me about the pre-merger process – what were the challenges and how did you overcome them?

The priority was to ensure partners in both firms had sufficient information to make an informed decision, as well as opportunities to articulate their views on the merger. We worked very hard to create the right environment for a steady, consensual and transparent approach, which communicated the strategy and benefits of the merger, and provided a forum for open debate.

What immediate strategic challenges do you face in the post-merger environment?

Creating a “one-firm” business environment is an immediate priority. We aim to achieve this through the implementation of an effective integration programme that incorporates culture and values, as well as premises, processes and systems, roles and responsibilities. In order to seize the opportunities presented by the merger we also need to maximise the potential of our combined client portfolio and ensure the benefits and advantages created by the merger are effectively communicated to clients.

What personal role have you played in the run up to and post merger?

As managing partner of Addleshaw Booth & Co, I was involved in the merger negotiations from the beginning. As managing partner of Addleshaw Goddard, my priorities post-merger have focused on creating an environment for the effective and efficient integration of two successful businesses.

What leadership qualities have you needed to demonstrate to lead the firm through change?

Above all, I have needed patience, equanimity and impartiality. After that, and in no particular order, I have tried to demonstrate determination, focus, energy, good humour, teamwork and an approachable manner.

What cultural impact do you think Theodore Goddard will have on the merged firm?

One of the attractive features of this merger is the synergy between our cultures. That synergy has been reinforced during the merger discussions, and in the short time since the merger. The new firm can only benefit from the compatibility of the legacy firms’ cultures.

What is your vision for the Addleshaw Goddard of the future?

To create a leading UK law firm, which is the first choice for clients because we deliver commercial and innovative solutions for their businesses and exceed their service expectations. We want to be a destination firm for partners and staff that is distinguished by its talent, energy and ability.

Mark Jones is managing partner of Addleshaw Goddard. He can be contacted at: mark.jones@addleshawgoddard.com.