Richard Medd, managing partner of Browne Jacobson, joins the podcast to discuss how the firm has doubled revenue over the past six years - revenue for the most recent financial year came in at a record £149m - and the strategy behind its recent growth.

He explains why Browne Jacobson has invested heavily across its UK and Ireland network, the thinking behind its expanding London presence, and why he believes firms can be both ambitious and culture-driven.

The conversation explores the firm's approach to lateral hiring, its growing private equity, technology and real estate practices, and why Medd sees London as an increasingly important part of the firm's long-term strategy rather than simply a shop window for clients. He also discusses Browne Jacobson's expansion into Ireland and how the firm thinks about international growth.

We also discuss AI and legal technology, including the firm's rollout of Legora, how AI is changing the delivery of legal services, and why judgment and commercial context will remain critical skills for lawyers.

Finally, Medd shares his views on external investment in law firms, why private capital is unlikely to transform the upper end of the UK legal market overnight, and what the next phase of growth looks like for Browne Jacobson.

Chapters

00:01 Introduction

00:40 Richard Medd's journey to managing Browne Jacobson

01:26 The strategy behind Browne Jacobson's rapid growth

06:33 Why London has become central to the firm's ambitions

15:01 Expanding into Ireland and what's next for the firm

18:55 Rolling out AI across Browne Jacobson

21:43 How AI will change legal services and lawyer training

24:59 External investment and private capital in law firms

28:13 Will a top UK law firm take external capital?

About Non-Billable

Non-Billable is the media company for modern legal professionals across private practice, in-house and legal tech.

Visit our website: ⁠⁠https://www.nonbillable.co.uk

Richard Medd on Browne Jacobson’s growth strategy

The Non-Billable Podcast

Richard Medd on Browne Jacobson’s growth strategy