Sophie has been working in the legal sector for more than 25 years. She focuses on defining profitable and sustainable growth strategies, finding an alignment between the firm’s client portfolio, its partners’ development ambition and its organization.

Profile & Professional background

As a lawyer for 8 years, in Finance and M&A, in two international law firms (Gide Loyrette Nouel, and Clifford Chance), having contributed to the creation of their office in Warsaw, Sophie understands business law, the profession and the legal sector.

After a few years of strategy consulting at Accenture, Sophie has been working for 20 years on law firm strategies, holding positions of director of strategy, development and marketing at Clifford Chance (Paris), Gide Loyrette Nouel (Global) and Hogan Lovells (Europe), as well as independent consultant. Sophie advises law firms on their profitable and sustainable revenue growth strategies.

Profitable growth, based on in depth client portfolio analysis and partner and client listening, Sophie helps designing or adapting strategies and implementation programs. She brings tools to acquire new clients or develop existing relationships, deepen lawyers’ understanding of their clients’ organization or sectors.

Sustainable growth, even more necessary in the present context: Sophie advises law firms who wish to improve their positive impact, whether social, societal and/or environmental, and to include their responsibility as a core element into their strategy. This may involve redefining their purpose and mission, or creating citizenship or pro bono programs, while maintaining profitable growth over the years.

Education & Memberships

Sophie holds an MBA at INSEAD, an LLB in English and French Law at King’s College London, and a Masters’ degree (DESS) in business and tax law at the Sorbonne Paris I.

Sophie has always been working in an international environment, and in different countries in Europe. She works in French as well as in English.

Recent Projects

STRATEGY

• Development strategy for a firm
• Office strategy for a member of a large international network
• Sector strategy for an international law firm
• Profitability and opportunity analysis of maintaining a practice

DEVELOPPEMENT

• Client strategy for a large international law firm.
• Acquisition or development of capabilities
• Pricing policy

ORGANISATION

• Internal reorganization of a law firm along international practices or sectors
• Analysis of the qualitative partner contribution system
• Defining a firmwide development training program