Managing partner-elect

Growing up as the third child of four, I have always had a strong sense of equality, fairness and justice. A career in the law was an ideal choice.

I was offered and gladly accepted a traineeship with a small firm in Aberdeen where I had enjoyed a summer job. It was great experience and I was given significant responsibility from an early stage. I also had the opportunity to appear in court from my second year onwards. As daunting as that was at the time, I learned a huge amount standing on my own two feet in front of the judge.

This experience paved the way for me to develop my skillset, leading to me joining Pinsent Masons in 1994. Throughout my career to date, I have advised on some high-profile and complex matters, and held leadership positions across the business. I led the Risk Advisory Services Group for seven years. During that period, the group’s revenue and headcount grew substantially, but I cannot take the credit for its success. As a team, we had some fantastic achievements, such as developing and implementing a number of innovative new technologies for our clients. We broadened our skillset by recruiting individuals with expertise in other areas of professional services (in forensic accounting, tax and policy advice, for example).

But the reason why we were able to achieve so much is because our people had the opportunity to think differently and develop their ideas. I see that as being the role of a leader – to create an environment where others are encouraged and inspired to lead their own innovations. It is also about bringing people together. Having visibility of the whole group meant I could identify commonalities across the teams and help them connect to achieve the best outcomes.

'I hope the fact that the number of females in senior management positions has significantly increased over the years (our board is now fairly evenly split) will encourage female colleagues to take on these roles'

I really loved managing the Risk Advisory Services Group, not least as it gave me the opportunity to work with people across a broad range of skillsets and from different jurisdictions. I also had a seat on our operating committee, which is essentially the body that manages our business, so it gave me insight into the challenges facing other groups and teams as well as my own. The managing partner role will allow me to do the same again, albeit on much larger scale.

Leading the RAS group, as well as being a part of the firm’s global board, has enabled me to play an important role in contributing to the firm’s strategy as a professional services business with law at its core. The Pinsent Masons board role was created as a result of the merger between McGrigors and Pinsent Masons in 2012. I was a firm believer in the merger and very ambitious for what it could achieve. So naturally, I wanted to be involved in the future direction of the newly formed firm.

On one level, I am not sure that being a board member changed my perception of, and outlook as a member of, the firm. As a partner, you are very conscious anyway of your responsibility to deliver for your fellow partners and, as a business owner, for everyone the firm employs. That does not change with a board role, but perhaps sometimes it feels more acute. Certainly, setting the strategic direction of the firm at board level was exciting but also very challenging. The role also opened my eyes to the vast array of management decisions that need to be made to keep the show on the road.

I was very conscious of being the only female around the boardroom table at the early stages of my term – but I quite quickly forgot that as I became more comfortable in the role. I do not see myself as an ambassador for women personally but I hope the fact that the number of females in senior management positions has significantly increased over the years (our board is now fairly evenly split) will encourage female colleagues to step forward and take on these roles.

I have been involved in law-making litigation matters over my career. But I would probably say that my biggest achievement is establishing long-term friendships at work – not just professional relationships. 

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