The training stops where the hard part starts.
Law firms invest enormously in technical excellence. They invest almost nothing in what actually decides a partner's career: owning outcomes, leading stakeholders, building a practice, and originating the work that keeps the floor busy.
Firms measure expertise and overlook the relationships that decide where work flows. The result is familiar — brilliant lawyers who were never taught the parts of the job no one examined them on.
Four transitions decide a legal career.
Most lawyers are never developed through them — least of all after they make partner. This is the work I do.
1 · Own it
From reacting to instructions to owning outcomes. The shift the firm trusts you to make.
2 · Lead the room
From doing the work to leading the people and stakeholders around it. Influence, not just competence.
3 · Run a practice
From billing hours to turnover: clients, economics, and how you spend your time.
4 · Originate
From strong performer to the partner who brings in work that keeps the floor busy.
— Close to 100 partners coached
— M.Sc. Coaching Psychology, University of Sydney
— Affiliated with Coaching Edge Global, New York
— Executive teams across the Nordics, UK and US
Individual — Partner Performance Advisory
One-to-one coaching for newly made and established partners.
Group & Peer — Group & Peer Performance
Cohort programmes and peer groups for partners and senior lawyers.
Team & System — Team & Network Performance
Working with leadership teams and the networks that decide where work flows.