A boutique law firm of exceptional quality and talent where clients' and lawyers' interests are aligned by collaboration and innovation
As unusual as it may sound, good business is not always about the bottom line.
There are many firms like Bexley Beaumont, whose success has been built on our ability to function as valued external support to companies of all shapes and sizes.
Those which do, do not operate in a vacuum.
The services which we offer have to be what client companies require and provided at a time and in a fashion which they want.
That flexibility should certainly not be mistaken as fragility. Instead, it is founded on many years of experience at senior levels within some of the UK's other leading law firms, acting for household name organisations and across a breadth of different legal disciplines.
Understanding how our clients and our partners work, and tailoring the support which we provide extends to our fees.
Our partners do not draw from a rigid schedule of tariffs but work with clients to determine how best they can help.
It is something which has been very much a talking point in the last week or so since the publication of the latest edition of an annual report by the consultancy PwC about the issues affecting the world's law firms (https://www.pwc.co.uk/press-room/press-releases/research-commentary/2024/law-firm-performance-surpasses-expectations-with-continued-growt.html).
One of the outcomes of this year's study is a rise in client fee income for the UK's biggest legal practices, something due to both a rise in the fees which they charge and an increase in the chargeable hours which they have worked.
Income is, as I have already explained, one measure of success.
The fact that these firms and, for that matter, Bexley Beaumont have seen growth in receipts and staff numbers is a reflection of progress.
I can't - and wouldn't try to - speak for any other practice.
In our case, though, the advances which we have made our because we have demonstrated that we not only have a team of individuals with sufficiently impressive legal track records but are able to assist firms in a cost-effective manner.
A key element of that is our structure.
We pride ourselves in being able to deploy the kind of expertise only usually found in the very best traditional law firms on behalf of clients but in a way demanded by those client companies' circumstances.
Furthermore, instead of there being a disconnect between clients' preferred lawyer contacts and whatever other support is needed, Bexley Beaumont's model facilitates easier collaboration.
As a result, there are no silos, separation or departmental rivalries. We can simply achieve the objective as straightforwardly as possible, without making projects longer than necessary or inflating costs.
It is a recipe which has delivered success for Bexley Beaumont and its clients since we first opened our doors.
Moreover, it has been instrumental in accounting for that sizeable proportion of new instructions accounted for by word of mouth referrals.
Over the years, commentators and analysts on the likes of the Harvard Business Review have observed how a good reputation can translate positively into commercial prospects (https://hbr.org/2007/02/reputation-and-its-risks).
We regard client testimonials as one constituent of a virtuous business circle: great work by talented lawyers delivers both immediate income and additional instructions.
It has also been important in helping us attract more of the sort of partners who enhance our standing with clients and peers still further.
Everyone within Bexley Beaumont has worked exceptionally hard to establish a system which works for our clients and ourselves.
We fully intend to work just as hard to maintain those high standards in the years to come.
To discuss any of the above further, please contact Karen: karenbexley@bexleybeaumont.com | 07971 859332
