Spotlight Interviews presented by RedLaw Recruitment

Jul 8

Spotlight Series - Kathleen Harris - London Managing Partner at Arnold & Porter

What does it take to lead a global law firm's London office through a period of unprecedented change and still put people first? In this episode, we sit down with Kathleen Harris, London Managing Partner at Arnold & Porter, who shares how her journey from barrister to senior civil servant to managing partner has shaped a leadership philosophy built on merit, openness, and creating environments where people can thrive. Kathleen Harris has never taken the conventional route. A barrister by training who went on to hold senior roles at the Serious Fraud Office and the Attorney General's Office, she joined Arnold & Porter and rose to become London Managing Partner stepping into the role just as COVID reshaped the profession. In this candid conversation, Kathleen talks about what drew her to leadership (spoiler: it started with her Saturday job), why she believes the best leaders are the ones you don't always see, and how she navigates the toughest parts of the rolefrom saying no to supporting colleagues through personal challenges. She also shares her perspective on diversity in the legal profession, why Arnold & Porter has held firm on its founding principles despite shifts in the US landscape, and the advice she'd give to anyone starting out in law today. Key Takeaways Leadership is about creating the environment, not controlling the outcome. Kathleen believes you never get the best from people by putting them under pressure to perform you get it by gently creating the space where they can thrive. Learn from every role model - good and bad. Rather than seeking one perfect mentor, Kathleen credits a series of people throughout her career, including those whose style she wouldn't want to replicate, for shaping the leader she's become. The hardest part of leadership is the invisible work. From supporting colleagues through personal difficulties to making strategic decisions you can't fully explain, much of what a managing partner does goes unseen and that's how it should be. Diversity should be lived values, not a policy on a shelf. Arnold & Porter's commitment to inclusivity is a founding principle, not a response to trends. Kathleen co-chairs the firm's Diversity & Inclusion Committee and believes real progress comes from creating cultures where the best people can succeed, regardless of background. Be the best version of you. Kathleen's consistent advice to aspiring lawyers: focus on your own abilities rather than the competition, match your talent to your ambition, and never underestimate the importance of hard work, dedication, and genuine passion.

Jun 17

Spotlight Series - Alison Broadberry - Managing Partner & Head of Private Client at Edwin Coe

From leaving school at 16 to leading a 100-year-old law firm through its most transformative chapter, Alison Broadberry's path to the top of Edwin Coe is anything but conventional. In this episode of Spotlight, Alison shares how she's driven a wave of modernisation that's seen lateral hires knocking on the door, a B Corp accreditation among the first in the top 200, and a culture so clearly defined it's become a recruitment tool in itself. In this episode, we discuss: Why Alison's non-traditional background, barrister, commercial roles, no predetermined plan, has been a strength rather than a limitation in the managing partner role How the firm arrived at its values (the SPHERE framework: Supportive, Professional, Honest, Encouraging, Respectful, Empowering) by asking its people, not hiring consultants The surprise of positive momentum, expecting to push for change, but finding it created its own magnetic pull What leadership has taught her about delegation, loneliness at the top (and why it turned out to be the opposite), and the growing need for emotional intelligence in law firm leadership Edwin Coe's strategic clarity: sustainable profitable growth focused on UK and international private capital and dispute resolution, while remaining London independent Why becoming one of the first top 200 firms to achieve B Corp accreditation reflects the firm's commitment to balancing people, profit and purpose Female representation in legal leadership and why focusing on skills and abilities rather than gender is Alison's approach Her advice to her younger self: trust your own voice, even when you're the only one in the room with that view

Jun 10

Spotlight Series - Fiona Parry - Head of the Business Services Group at Hill Dickinson

Fiona Parry has spent over 30 years in the legal profession, but it's the last few that tell the most compelling story. As Head of the Business Services Group at Hill Dickinson, she leads a division that turned over nearly £100 million last year, grew 18% in the most recent financial year (after 22% the year before), and spans more than 400 people across corporate, commercial real estate, employment, private wealth, CDR, restructuring and pensions. In this episode of Spotlight, Fiona talks about what drew her from a successful litigation career into a broad strategic leadership role and what she had to give up to do it properly. She's candid about the hardest parts of leadership (difficult conversations), what energises her most (watching every team in the group grow), and why she believes people skills matter more than any specific management training. The conversation also tackles women in leadership head-on. Fiona shares her own experience of moving between three, four and five-day working weeks at different stages of her career, and makes a sharp observation about imposter syndrome in promotion panels, noting that female candidates often undersell themselves despite being stronger on paper than their male counterparts. There's a fascinating section on Hill Dickinson's brand transformation too, including the Everton stadium naming, a full rebrand, and the tangible impact both have had on the quality and volume of talent approaching the firm. Fiona is clear that cultural fit remains a non-negotiable in lateral hiring no matter how strong the business case, if the person isn't the right fit, it won't happen. Key Takeaways Leading a £100m group means stepping back from fee-earning, Fiona still does some litigation for select clients, but recognised she couldn't do the leadership role properly while maintaining a full caseload. Every single team in the Business Services Group grew last year, creating an infectious competitive energy across the division. The biggest barrier to women reaching senior roles remains the motherhood penalty not just maternity leave itself, but the years of juggling childcare that follow, often disproportionately shouldered by women. Imposter syndrome is real and visible in promotion panels, firms need to actively invest in confidence-building, mentoring and visible female role models. Hill Dickinson's growth has been deliberately ambitious but organically delivered, the firm is quick to back the right people when strong opportunities arise. Cultural fit is a non-negotiable for lateral hires. No matter the size of someone's business case, if they're not the right cultural fit, it won't happen. Fiona's career advice: find something you enjoy, work with great people, know your strengths, and find a good platform to grow from.

Apr 8

Spotlight Series - David Morley - Principal, Dejonghe & Morley LLP

With investor interest in the legal sector accelerating, private capital is becoming an increasingly important topic for law firm leaders.In this Spotlight conversation, Jonathan Benjamin sits down with David Morley, former Managing Partner and Executive Chairman of Allen & Overy, to explore what private capital investment could mean for law firms. David co-founded Dejonghe & Morley, , a strategic advisory business for law firms and investors, alongside Wim Dejonghe, former Global Senior Partner of Allen & Overy and the architect of the landmark A&O Shearman merger, one of the most significant and complex law firm combinations in recent history. While the conversation explores the growing role of private capital, including how it can help “turbocharge” firm performance and reshape traditional partnership models. It also reflects the broader Spotlight theme of leadership. David shares his experience of leading Allen & Overy, his genuine passion for the role and the people within the business, and the influence of his early mentor in shaping both his leadership style and long-term vision for the profession. The discussion also looks ahead to the future of law firms and why those that embrace change, invest in talent and evolve into more multidisciplinary businesses are likely to be the ones that succeed in an increasingly competitive market. For Managing Partners and leadership teams considering growth, strategy and long-term positioning, this is a conversation very much worth having.

Mar 16

Spotlight Series - David Quli - Managing Partner at Wiggin LLP

David Quli's path to Managing Partner has been anything but predictable. After 19 years at Wiggin, he shares the philosophy that's guided him: follow what interests you, build genuine relationships, and seize opportunity when it arrives.Episode SummaryDavid reflects on his journey from trainee to leading one of the UK's most distinctive specialist firms, alongside its Senior Partner. He discusses the reality of stepping into the Managing Partner role during a period of industry change, the adjustment from transactional work with clear milestones to more unpredictable demands, and why accepting what you can't control has been a key leadership lesson.The conversation covers Wiggin's recent high-profile work – including The Guardian's landmark long-running libel trial – and the firm's growth strategy across corporate, litigation and sports. David shares how Wiggin's entrepreneurial culture led to the development of a brand protection business built by a partner, which gained private equity backing and was ultimately sold, and explains how that spirit continues.Key TakeawaysRelationships are everything. Build networks early and nurture them connections made as a junior still matter decades later.Follow your interests, and opportunities as they arise. David moved into film finance because it genuinely interested him. The opportunities followed.Leadership means accepting uncertainty. Unlike transactions with clear endpoints, firm leadership doesn’t always offer such distinct milestones.Culture retains people. Events like Wigstock, the firm’s bi-annual festival, and Wiggin’s Charitable Foundation aren't extras they are key to what makes Wiggin different.About the GuestDavid Quli is Managing Partner of Wiggin LLP, the specialist media, entertainment, technology and IP firm. He took up the role in October 2024 after 18 years at the firm, most recently as Head of Film & Television. David is recognised as one of the UK's foremost media finance lawyers, listed in the Legal 500 Hall of Fame and ranked Band 1 by Chambers.Subscribe to SpotlightSpotlight brings you conversations with the leaders shaping the UK legal sector. Subscribe wherever you get your podcasts.

Feb 11

Spotlight Series - Nick Davis - London Office Managing Partner at Haynes Boone

When Nick Davis joined US firm Haynes Boone as London Co-Managing Partner in early 2025, he brought with him 25 years of experience building one of London's most respected boutique corporate practices. Within months, he'd helped deliver a landmark transaction: the first simultaneous London-New York dual listing since the mid-1990s. In this episode, Nick discusses what drew him to a Texan law firm, how he's driving the London office's growth, and why the next generation of lawyers might not need a Cambridge degree to make partner. Episode Summary Nick Davis spent 24 years at Memery Crystal, ultimately serving as CEO and helping guide the firm through its merger with Rosenblatt. His move to Haynes Boone—only his third firm in a 30-year career—was driven by the opportunity to plug into a genuinely global platform while preserving the collaborative, entrepreneurial culture he'd always valued. The conversation explores what makes Haynes Boone's Texan partnership model distinctive in a London market saturated with US firms. Nick describes a culture of "proper partners" where originations aren't measured and sharing is actively rewarded—a stark contrast to the siloed structures he's observed elsewhere. With the London office approaching 80 people and the firm recently opening its 20th office in Boston, the ambition is clear. The standout case study is Fermi, an off-grid energy company powering AI data centres in Texas. Founded in January and valued at $12 billion by October, Fermi became a proof-of-concept for Haynes Boone's cross-border capabilities. Nick's team delivered the London listing in a quarter of the usual timeframe, with the CEO opening the New York market one evening and flying overnight to ring the bell in London the following morning. Nick also discusses leadership in the hybrid working era. His philosophy centres on leading by example, empowering people to manage their own time, and ensuring that high-pressure deals are followed by genuine recovery time. On diversity, he's candid about being the first in his family to attend university and explains why the firm's partnership with the Sutton Trust matters: giving opportunities to people who wouldn't otherwise have access to City careers. Key Takeaways Culture as differentiator: Haynes Boone operates as a single global partnership without separate profit centres, rewarding collaboration over individual origination a model Nick believes is increasingly rare in the City. London as gateway: The firm uses its London office as the hub for Middle East, African, and international work, with seamless integration into US capital markets capabilities. Regulatory tailwinds: Recent reforms to London's capital markets regulations enabled the Fermi dual listing—a deal Nick says would have been impossible three years ago. Leadership philosophy: Lead by example, surround yourself with people smarter than you, and treat partners like adults who can manage their own time. Social mobility focus: Through partnerships with the Sutton Trust and internal Future Leaders programmes, the firm actively recruits lawyers who don't fit the traditional Oxbridge-to-City mould. About the Guest Nick Davis is a Partner and London Office Co-Managing Partner at Haynes Boone. With over 25 years' experience in corporate finance, he specialises in flotations, equity capital markets, and public M&A across the natural resources, technology, life sciences, and healthcare sectors. Nick is the only practising lawyer on the AIM advisory group and is recognised by Chambers UK and Legal 500 as a leader in Capital Markets and Energy & Natural Resources. Before joining Haynes Boone in 2025, he spent 24 years at Memery Crystal, latterly as CEO. Connect with Nick on LinkedIn: linkedin.com/in/nick-davis-12471513 Subscribe to the Spotlight Series Don't miss future episodes featuring senior leaders from the UK legal sector. Subscribe wherever you get your podcasts and follow Redlaw for updates.

12/08/2025

Spotlight Series - William Peake - Global Managing Partner at Harneys

What does it take to lead a global offshore law firm? And how does a self-described "solid seven out of ten" lawyer become one of the most engaging voices in legal leadership? In this episode, we sit down with William Peake, Global Managing Partner of Harneys, to explore his unconventional path to the top. William discovered his real strengths weren't in technical legal work but in communication and people management. His leadership philosophy is refreshingly simple: senior leaders exist to make decisions, remove complexity, and ensure the buck stops with them, not their anxious associates. We discuss how he developed his management style by doing the opposite of managers he didn't respect, why he takes a 15-minute walk when his inbox explodes with urgent matters, and how authenticity has made him LinkedIn's "legal king." William also shares Harneys' strategic focus on stability and growth, with new offices opening in Jersey and expansion planned in the Middle East. This is a conversation about finding your voice, trusting your instincts, and leading with humanity in an industry that often lacks it.

09/08/2025

Spotlight Series - Paul Marco - Managing Partner at Trowers & Hamlins

Paul Marco is the Managing Partner at Trowers & Hamlins where he's been for over 15 years. Starting out in property litigation, he’s since moved into firm-wide leadership, championing culture, innovation, and international growth. In this episode, he shares what’s kept him motivated, how he leads through change, and what he’d tell his younger self walking through the door today. Key Takeaways: The staying power of great work“High-profile clients and stimulating work” are what first drew Paul in but it's the people and the culture that kept him here for over 15 years.Leadership grounded in humanityPaul breaks down his style as “authentic, collaborative, and accountable,” with a firm-wide value of being “not afraid to be human.” Why global cohesion is a daily discipline. With six international offices and growing, Paul explains how they stay culturally connected and strategically aligned. Innovation meets legacy. The firm is over 240 years old, but remains agile and forward-looking combining a kite mark of trust with new practice lines and jurisdictions. What really keeps him up at night. It’s not internal politics it’s macroeconomic conditions, geopolitical shifts, and the responsibility of safeguarding the firm’s future. Mentorship and curiosity as a career edge Paul shares why being open to learning and showing curiosity about clients’ businesses has been core to his own growth and his advice to others. If you found this episode valuable, share it with a colleague or leader who’s navigating growth and change and don’t forget to subscribe for more conversations like this.

Spotlight Interviews presented by RedLaw Recruitment

Episodes

Spotlight Series - Kathleen Harris - London Managing Partner at Arnold & Porter

Spotlight Series - Alison Broadberry - Managing Partner & Head of Private Client at Edwin Coe

Spotlight Series - Fiona Parry - Head of the Business Services Group at Hill Dickinson

Spotlight Series - David Morley - Principal, Dejonghe & Morley LLP

Spotlight Series - David Quli - Managing Partner at Wiggin LLP

Spotlight Series - Nick Davis - London Office Managing Partner at Haynes Boone

Spotlight Series - William Peake - Global Managing Partner at Harneys

Spotlight Series - Paul Marco - Managing Partner at Trowers & Hamlins

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