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Bond Dickinson (Bond Dickinson)
From humble beginnings in Plymouth, Bond Dickinson (formerly Bond pearce until its merger with Dickinson Dees on 1st May 2013) has grown to become a serious commercial contender. The Bristol office in particular has gone from strength to strength since its launch in 1998. Originally set up as a local base for the employment and insurance teams working with the Post Office, the office has grown incrementally through a series of small mergers and lateral hires. It took over Eversheds' entire Bristol property team and Cartwright's 11-partner corporate department in 2001, as well as setting up a clinical negligence team in 2004. Now the firm boasts offices in Bristol, Southampton, London, Plymouth and Aberdeen.
After turnover stalled at £46m a couple of years ago, 2011/12 saw a rise to £46.5m, and underlying net profit is now £6.3m. A focus on the firm's key departments of energy, insurance and retail has helped it grow steadily over the years - even through the recession.
Equity partners can expect to pocket between £190k to £345k, which is considerably higher than last year. Just don't expect the path to equity partnership to be quick or to meet with success. While PEP is increasing, the number of equity partners has dropped from 32 in 2009/10 to 26 today.
Litigation makes up half of the BP's revenue, although the firm also boasts a healthy corporate practice, which managed to pull in almost 30% of total revenue in 2011/12.
Bond Dickinson does not suffer from a lack of quality clients - with the likes of Royal Mail, Carlsberg and B&Q on its books. Although it still does seem to struggle to attract the real headline deals. And while its London office (set up in 2003) seems to be doing well and has in recent years been bulked up with a few high profile hires - most notably former BLG senior partner Richard Dedman - the firm has not been rescession-proof, losing 27 staff (23 of them fee-earners) in the last year.
Bond Dickinson is hoping those remaining staff, together with its financials and strong client list - which includes the likes of Sainsbury's and Virgin - are sufficiently attractive to pull in a merger partner. Back in March 2012, Bond Pearce threw in the towel after a months-long, abortive attempt to merge with Maclay Murray & Spens. But now they are trying again with regional peer and Golden Turd recipient Dickinson Dees.
Pay wise, there are a few grumbles with some lawyers complaining that the money is
But whilst salaries may be a little lower than its main rivals, this may reflect the very decent 9:00am-5:30pm working culture. The firm has tried to improve things - at least for partners anyway. It introduced a merit-based pay structure for partners as of April 2007, so its star performers could be properly rewarded and hopefully less likely to jump ship to more profitable rivals. Plus there's a bonus scheme for fee-earners who meet their targets as well as a cryptically-named values scheme.
Assistants tell us there is a "
relaxed, friendly atmosphere
" at the firm and praise it for being
"a great place to work with a huge focus on the personal and career development of its juniors,"
although there is a sense that it "
wants to be national but can't break its mentality away from regional southwest
." Maybe the merger with Dickinson Dees can change that. Staff also grumble about the
"pants bonus "discretionary" scheme."
But if you can cope with getting paid less than local rivals in exchange for nice hours and a friendly atmosphere - this firm may be a decent choice.
Salary (1st seat trainee):
Salary (Salaried partner):
Typical bonus as % of salary
Grant for GDL:
Grant for LPC:
Training places per year:
% of trainees retained:
RollOnFriday Firm of the Year Scores
Firm of the year overall score:
25 days rising to 28 after 5 years
Enhanced for employees who've been with the firm 2 years or more: 6 weeks at 100% pay, 12 weeks at 50% pay, 21 weeks at SMP
No but in-house caterers provide discounted staff offers
24 hour photocopying support:
24 hour secretarial support:
Travel loan scheme, cycle purchase scheme, holiday purchase scheme.
Explanation and source of figures
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Copies him in to discussion about his rejection
Bond Dickinson in all-female partnership round
Top jobs for the women
Bond Dickinson "most admired"
Although not by its own staff
Exclusive: "Fully integrated" Bond Dickinson launches two tier bonus
Former Dickie Dees staff get half what their colleagues pull in
Maclay Murray & Spens loses four partners to Bond Pearce
Including a head of department
Bond Pearce and Dickinson Dees plan merger
Two small average firms may become one big average firm. Market trembles
Maclay Murray & Spens and Bond Pearce fall out of love. Again.
Talks fall apart in latest twist in merger mania. Embarrassingly, it's not the first time
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That Bond Dickinson is a distinctly average mid-market law firm at the end of 2015 represents a monumental achievement on the part of the management board.
It is hard to overstate just how bad Dickinson Dees were before the merger. They had become a national joke across the legal community due to their bizarre marketing and the antics of a few, rather nasty, partners. Their staff had just voted them the worst firm in the United Kingdom in the Roll on Friday annual survey. They were in an awful state.
Bond Pearce was a small but happy firm in Cornwall and Dorset. They operated somewhere in the hinterland between good high street work and small deals. So it was all rather baffling when they chose to be saddled with Dickinson Dees.
However credit to the management who appear to have done a job Red Adair would have been proud about. They have pushed out the majority of the nastiest and weakest partners from Dickie Dees and instilled a healthy working culture. It's really refreshing. Slowly they are getting on to good panels (although being dropped from a few too) and winning good work which shows things are going in the right direction. The London office is high profile but has yet to prove itself, but keep going Bond Dicks!