Practical guidance for your legal career

What your CV needs to achieve

A strong legal CV goes beyond listing responsibilities. It should explain the type and quality of work you handle, the level at which you operate and how your career has developed. It doesn’t need elaborate formatting or pages of detail, but it does need to present your experience clearly.

Professional profile

Start with a short profile covering your current role, PQE, principal practice area and the type of work and clients you advise. You can also briefly explain what you’re looking for from your next move. Avoid general claims about being hardworking, enthusiastic or commercially minded unless the rest of the CV provides evidence.

Employment history

Present your employment history in reverse chronological order, starting with your current or most recent position. Include accurate dates, job titles and a short explanation of each firm where useful, particularly if its work or market position may not be widely known.

Legal experience

Explain what you actually do rather than relying on a generic list of responsibilities. Include the nature, value and complexity of your work, the clients or sectors you advise and your level of responsibility. You should also mention any supervision, management, networking or business development experience.

Representative work

Include examples that demonstrate the quality and breadth of your experience. Confidentiality is important, but you can usually describe a matter without identifying the client. Referring to a national property developer, an owner-managed business or a high-net-worth individual can provide useful context.

Career progression

Your CV should show how your responsibilities have developed. Junior solicitors might focus on training, exposure and increasing autonomy. Associates and Senior Associates should demonstrate client responsibility, supervision and commercial contribution. Partners and Legal Directors should include leadership, business development and strategic involvement.

Commercial information

Where relevant, include billing performance, chargeable-hours targets, client origination, work referred to other teams and involvement in pitches or panel relationships. Not every figure needs to appear on the CV, but senior lawyers should be prepared to discuss this information during the recruitment process.

Qualifications and accreditations

Include your admission date, professional qualifications and relevant memberships or accreditations. Your education should also be included, although experienced lawyers can keep earlier academic information concise and allow their professional experience to take priority.

Structure and length

Use a clear, professional structure that makes the important information easy to find. Two to four pages will suit most qualified lawyers, although a Partner or experienced specialist may reasonably need more space. Avoid overly complicated layouts, graphics and multiple columns.

Tailoring your CV

You don’t need to rewrite your CV for every opportunity, but you should adjust the emphasis where appropriate. If a firm is particularly interested in certain clients, sectors or types of work, make sure the most relevant parts of your experience are easy to find

Final checks

Check that your employment dates, job titles, admission date and contact details are accurate. Make sure the formatting is consistent and remove any tracked changes, comments or confidential information. Your CV should present your experience accurately and provide a credible basis for a conversation.

An honest view of your CV

If you’d like an honest view of how your CV presents your experience, speak to Thornton Legal in confidence. You don’t need a finished CV to begin discussing your next move.

Start with what has changed

Think about why you’re considering a move now. The reason may be a lack of progression, changes within your team, the quality of work, leadership, flexibility or remuneration. Identifying what has changed will help you decide whether the issue is temporary or part of a longer-term pattern.

Look beyond a difficult period

Every legal career includes demanding matters, difficult clients and periods when work feels less rewarding. A challenging few weeks may not justify leaving an otherwise positive role. Consider how long your concerns have existed and whether there is a realistic prospect of improvement.

Consider your progression

Be clear about what progression means to you. It might involve promotion, greater responsibility, better-quality work, more client exposure or the opportunity to develop a specialism. If your current firm can’t explain what the next step looks like or what you need to achieve, it may be worth exploring your options.

Assess the quality of your work

Consider whether your work is developing your technical skills and strengthening your long-term market position. A busy caseload doesn’t always mean meaningful progression. Think about the complexity of your matters, the clients you advise and whether your experience is becoming broader, deeper or more valuable.

Review your working relationships

The people around you have a significant effect on your development and day-to-day experience. Consider the quality of supervision, communication and support within your team. A strong relationship with a Partner or team leader can be valuable, but persistent problems with management or culture shouldn’t be ignored.

Understand your market position

Before deciding to move, it helps to understand how your experience is viewed in the wider market. Demand varies between practice areas, locations and levels of seniority. A confidential conversation can help you assess your options, likely salary range and whether the kind of role you want is realistically available.

Think about timing

There is rarely a perfect time to move, but some moments are more suitable than others. Consider upcoming promotions, bonuses, significant matters, notice periods and personal commitments. Timing matters, although waiting indefinitely for circumstances to become perfect can also leave a career standing still.

Don’t focus only on salary

Money is important, particularly if you’re underpaid against the market. However, a higher salary may not compensate for poorer work, limited progression, unrealistic targets or a culture that doesn’t suit you. Consider the full package and what the move would add to your career over the next few years.

Know what you want to change

A successful move should address the reasons you started looking. Identify the things that must be different in your next role and separate them from preferences on which you could compromise. This will help you assess opportunities consistently rather than being distracted by a strong brand or headline salary.

Could the issue be resolved?

Some concerns can be addressed without leaving. A conversation about progression, workload, flexibility or remuneration may improve your position. You don’t need to threaten resignation, but it can be sensible to understand whether your current firm is willing and able to make meaningful changes.

Exploring doesn’t commit you

Having a confidential conversation or meeting another firm doesn’t mean you have decided to leave. Exploring the market can give you useful perspective on your current position. You remain in control and can decide that staying where you are is the right outcome.

Take an informed view

If you’re unsure whether the time is right, speak to Thornton Legal in confidence. We’ll give you an honest view of your position, the market and the options available, including when we believe staying where you are may be the better decision.

Start with the reason for moving

This is often one of the first questions that come up at interview, and having some kind of well thought out answer is fundamental. Firms are looking to hear positive reasons for seeking a move. Answers that revolve around salary factors alone or involve excessive negativity about your current employer are unlikely to be met with a favourable response. You should concentrate on the appealing nature of the role and the firm you are interviewing with. Conversations around the reputation of the firm, the quality of the work on offer, career progression and the opportunity to develop should be the focus of any conversation.

Define meaningful progression

These kinds of questions test your knowledge of the firm and the role itself. We can’t emphasise enough the importance of doing your research on things like: size, reputation, training, progression, quality of work etc. It’s a real opportunity for you to showcase your knowledge, skills and experience and where you might fit into the role, the department and the culture of the firm. If possible, try to emphasise what you can do for firm and not just what they can do for you.

Consider the quality of work

This is a very open-ended question but flummoxes a lot of candidates. Interviewers are keen to hear how you have interpreted the question and is a real test of a candidate’s verbal communication skills. We would recommend focusing on a brief summary of your career to date, recent experiences and significant relevant achievements. Afterwards you could even ask if they would like you to expand on particular areas. Examples of relevant achievement could mean a consistent billing history, an ability to win clients or any interesting or impressive work you have done of late.

Understand the team

A fairly standard question but one that can be answered badly by using clichés or hyperbole. You should try to emphasise that you work as well under pressure as they do at any other time but that when the pressure is ramped up you are able to prioritise important tasks so that your workload is manageable. Simply being able to give one or two specific examples of scenarios you have faced and how you have dealt with them can help you stand out from other candidates in the process.

Assess the firm’s direction

The focus here is on demonstrating that you've not been applying for multiple jobs without much thought. If you are in the process with other firms, it might be useful to mention firms/opportunities with similar attributes to the one you are interviewing with. Good candidates should be able to highlight a particular interest in a role and commitment to that firm without too much teeth pulling.

Look at promotion prospects

A key part of your pre-interview research should be to try to identify the likely salary range on offer. This can often be included in the job advert itself. It’s important to state that you expect it to be within that range and not to ask for something that may rule you out on account of unrealistic salary expectations. Good recruiters will already have covered this subject off with the firm prior to you attending the interview and as such you will need to check what has been discussed between the firm and the recruiter pre-interview to ensure everybody is on the same page. If you are looking to increase your salary this can be a useful opportunity, if asked, to justify a realistic increase based on your experience and your suitability for the role.

Think about leadership and autonomy

Firms are increasingly looking for something extra to help distinguish between candidates who, on paper, have similar skills and experience. An ability to be client facing, win work and network with potential clients can help make the difference in this scenario. Candidates who can demonstrate a history of spotting business opportunities and developing new clients will find this question a lot easier. If this is something that you are unfamiliar with, it may be helpful to concentrate on your ability to manage existing client relationships and securing more work from them off the back of providing a first-rate client service. An underrated and often ignored aspect of generating new business can be as simple as suggesting that different departments communicate with each other and ensure that they try to cross sell other legal services to existing clients.

Consider working practices

Remember that it is only natural to have weaknesses. What firms are looking for is evidence that you can show how you have worked on these weaknesses to turn them into strengths. One approach is to admit a particular weakness that does not impact on the job you are interviewing for and then describe how you overcome it by using strengths which are relevant to the job itself. A useful example of this could be overcoming a lack of public speaking skills by extensive preparation and organisation. Be aware that the interviewer may ask for more than one weakness, so go prepared.

Evaluate the whole package

It may be helpful to give consideration to what the interviewer is looking for in this scenario as some can be wary of candidates that seem to lack ambition and do not aspire to make partner within a realistic time frame. Others can be conscious of the extent to which they can realistically accommodate a further partner in the short to medium term. This question can be a useful opportunity to ask for information about what career ladder the firm has in place and whether they have specific criteria for promotion from Solicitor to Associate or Associate to Partner. Don’t be afraid to ask for examples of other employees of the firm achieving promotion.

Know where you can compromise

Time management is an essential skill in any workplace. Being able to provide a slick and sensible answer to this particular question will impress any interviewer. Be sure to mention how you handle different aspects of time management including work prioritisation, meeting deadlines, avoiding multi-tasking, handling interruptions and maintaining work/life balance. If you are able to provide specific examples, all the better.

Think beyond the first year

• What are your main achievements to date?
• Describe the most complicated project or complex task you have encountered. How did you tackle it?
• Describe a situation where you had to deal with a difficult client and how you handled it.
• Give me an example of where you have had to deal with a difficult team member. How did you resolve the issue?
• Give an example of a time when you showed initiative.

Compare opportunities properly

Thornton Legal can help you compare firms, teams and opportunities against what you want your next move to achieve. We’ll give you an honest view of the strengths, limitations and longer-term value of each option, while leaving the final decision with you.

Understand the purpose of the interview

An interview isn’t simply a test of whether you can do the job. The firm will also be considering your motivations, communication style and likely fit within the team. You should be assessing whether the opportunity offers the work, environment and progression you want. 

Research the firm

Understand the firm’s size, locations, principal practice areas and position in the market. Look at recent news, notable clients, rankings and any significant growth or leadership changes. Focus on information that helps you understand the opportunity rather than trying to memorise the entire website.

Research the team

Look closely at the team’s structure, Partners, specialisms and recent appointments. Consider how your experience could complement the existing team. If you know who will be interviewing you, understand their background and the type of work they handle.

Understand the role

Review the job description and any information provided by your recruiter. Be clear about why the role exists, the work involved, the level of responsibility and what the firm needs from the successful lawyer. Identify the aspects of your experience that are most relevant.

Explain your career clearly

Prepare a concise account of your career to date. Explain how your experience has developed, why you made previous moves and what you’re looking for now. Your answers should be positive and coherent, even where a role or firm hasn’t worked out as expected.

Choose representative matters

Prepare several examples that demonstrate the quality, complexity and breadth of your work. Be ready to explain your personal contribution, the challenges involved and the outcome. Choose examples relevant to the opportunity while protecting confidential client information.

Be clear about your motivation

Expect to be asked why you’re considering a move and why this particular firm interests you. Avoid focusing entirely on dissatisfaction with your current employer. Explain what you want to develop and why the opportunity could represent a sensible next step.

Prepare for competency questions

Think of examples covering teamwork, leadership, organisation, client management, commercial judgement and difficult situations. Structure each answer clearly by explaining the situation, your role, the action you took and the result.

Understand your commercial contribution

Depending on your seniority, be ready to discuss billing, targets, client relationships, business development, supervision and work generation. Give accurate information and explain the context. Senior lawyers should also be prepared to discuss how they could contribute to the team’s growth

Prepare useful questions

An interview should help you understand the reality of the role. Prepare questions about the work, team, leadership, expectations and progression. Avoid asking only questions that could be answered by reading the firm’s website or job description.

Check the practical details

Confirm the time, location, format and names of the interviewers. If the meeting is online, test your equipment and choose a quiet setting. For an office interview, plan your journey and arrive with enough time to be composed without being excessively early..

Use the preparation available

Thornton Legal will help you understand the firm, the team and what the interviewers are likely to explore. We’ll discuss your experience, identify the strongest examples and make sure you approach the meeting with the information needed to perform well and assess the opportunity properly.

Why is the firm recruiting?

Understanding why the vacancy exists provides valuable context. Ask whether the role is replacing someone, supporting growth or addressing a longer-term succession need. The answer can reveal what the firm expects from the appointment and how secure its plans are.

What would success look like?

Ask what the successful lawyer would be expected to achieve during the first six to twelve months. This can clarify immediate priorities, performance expectations and whether the firm has a realistic understanding of what someone joining the team can deliver.

What work would I handle?

Explore the likely balance of work, the types of matters involved and the level of responsibility you would have. Ask whether work is allocated centrally, through individual Partners or according to existing client relationships.

Who are the team’s clients?

Ask about the team’s principal clients, sectors and sources of work. This will help you understand the quality and stability of the practice, as well as whether your existing experience and relationships would complement its client base.

How is the team structured?

Find out who you would report to, who you would work alongside and whether you would supervise anyone. Understanding the balance between Partners, senior lawyers and junior team members can reveal where your role would fit and how much support would be available.

How does supervision work?

Ask how matters are supervised and how frequently the team discusses work, development and performance. The right level of supervision will depend on your experience, but the answer should give you confidence that support and autonomy are properly balanced.

How is progression assessed?

Ask what the promotion criteria are, how often progression is reviewed and whether the firm can provide recent examples within the team. Clear criteria and evidence of previous promotions are more useful than general assurances about future prospects.

What role would I have in business development?

Ask whether you would be expected to generate new work, develop existing clients, attend networking events or contribute to pitches. For senior roles, explore the support and resources available to help you build relationships and grow your practice.

What role would I have in business development?

Ask whether you would be expected to generate new work, develop existing clients, attend networking events or contribute to pitches. For senior roles, explore the support and resources available to help you build relationships and grow your practice.

How does the team work in practice?

Ask about office attendance, hybrid working, communication and typical working patterns. A formal policy doesn’t always reflect how an individual team operates, so try to understand what happens in practice and what would be expected of you.

What are the team’s plans?

Explore how the firm expects the team to develop over the next few years. Ask about investment, planned recruitment, new areas of work and any succession considerations. This can help you judge whether the opportunity aligns with your longer-term ambitions.

What happens next?

Ask about the remaining stages, likely timescale and whether the interviewers need any further information from you. Thornton Legal will also obtain feedback, clarify unanswered points and help you assess what you’ve learned before deciding whether to continue.

Make sure you’re ready

Before resigning, make sure you’re comfortable with the new role, salary, benefits, location and working arrangements. Review the written offer and understand whether it remains subject to references, checks or other conditions. Raise any outstanding questions before starting the resignation process.

Review your contract

Check your employment contract and any relevant policies before giving notice. Confirm your notice period and review provisions covering bonuses, holiday, training fees, confidential information and post-termination restrictions. Take independent legal advice if any term is unclear or potentially significant.

Plan the conversation

Decide what you want to say and how you will explain your decision. Keep your reasons clear, positive and concise. You don’t need to provide every detail about your new role, but you should be prepared to explain that you have considered the decision carefully.

Speak to your manager first

Where possible, tell your manager directly before informing colleagues. Arrange a private conversation and explain your decision calmly. Even if your reasons for leaving include frustrations with the firm, resignation is rarely the right moment to list every grievance.

Confirm your resignation in writing

Follow any resignation process set out in your contract or firm policies. A short letter or email should confirm that you’re resigning, the notice you’re giving and your anticipated final working day. Ask the firm to confirm receipt and agree the relevant dates in writing.

Clarify your notice period

Confirm when your notice period begins and the date on which your employment will end. If you want to leave earlier, discuss this with your employer rather than assuming it will be agreed. Any alternative arrangement should be clearly recorded in writing.

Prepare for a counteroffer

Your firm may offer improved salary, promotion, flexibility or other changes to persuade you to stay. Consider whether the proposal genuinely addresses the reasons you decided to move. A counteroffer deserves proper thought, but it shouldn’t cause you to forget the wider career issues behind your decision.

Garden leave and payment in lieu

Your firm may require you to work your notice, place you on garden leave or, where permitted, make a payment in lieu of notice. The position will depend on your contract and what is agreed. Make sure you understand how any arrangement affects pay, benefits and your intended start date.

Agree how the news will be shared

Discuss when and how colleagues and clients will be told about your departure. Avoid announcing the move before speaking to your manager and agreeing the communication. A professional approach helps protect relationships and prevents unnecessary uncertainty within the team.

Manage your handover properly

Prepare clear information about active matters, deadlines, client commitments and outstanding work. A thorough handover demonstrates professionalism and reduces disruption. Continue protecting confidential information and avoid taking documents, client data or material belonging to the firm.

Finish well

Maintain your usual standards throughout the notice period. Continue meeting deadlines, supporting colleagues and communicating properly with clients. The legal market is connected, and leaving well can protect relationships that may remain valuable throughout your career.

Stay supported through the process

Thornton Legal will help you prepare for the resignation conversation, consider any counteroffer and keep communication open with your new firm. If a contractual or legal issue arises, we’ll recommend that you obtain appropriate independent advice.

Understand your current package

Be clear about your basic salary, bonus, pension, holiday entitlement and any other material benefits. Consider the value of hybrid working, flexibility and reduced hours where relevant. Firms need accurate information to understand the package you would be leaving.

Know your market position

Salary levels vary according to location, practice area, firm type, PQE and the demand for particular experience. Published salary ranges can provide a useful starting point, but a realistic assessment should also consider the quality and relevance of your work.

Separate salary from value

Two lawyers at the same PQE may have very different market positions. Matter complexity, client exposure, technical specialism, billing performance and business development can all affect value. PQE is useful context, but it doesn’t determine salary on its own.

Set a realistic range

Rather than fixing on one figure, identify a reasonable range based on your current package, experience and the opportunity. This creates room for a sensible discussion while ensuring that you don’t progress with a role that can’t meet your basic expectations.

Be open from the outset

If you have a minimum requirement or would need a significant increase to move, explain this early. Equally, tell your recruiter if you would consider a lower salary for the right work, location, flexibility or progression. Early transparency reduces the risk of problems later.

Explain your expectations

Be prepared to explain how you reached your preferred figure. Refer to your experience, responsibilities, performance and the market rather than simply stating that you want a particular percentage increase. A reasoned position is easier for a firm to understand and consider.

Consider the whole package

Look beyond basic salary at bonus arrangements, pension contributions, holiday entitlement, healthcare, professional subscriptions and other benefits. The value and certainty of a bonus scheme can vary considerably, so understand how it operates in practice.

Factor in targets and hours

A higher salary may come with increased billing targets, longer hours or greater business development expectations. Compare what the firm is offering with what it will require from you. The strongest package isn’t necessarily the one with the highest headline figure.

Value flexibility properly

Hybrid working, flexible hours and reduced working patterns may carry significant practical value. Clarify whether these arrangements are contractual, part of a formal policy or dependent on the preferences of an individual Partner or team.

Be realistic about competing offers

Tell your recruiter if you’re involved in other processes or working to another deadline. A genuine competing offer may affect timing or negotiation, but it shouldn’t be used as leverage unless you would seriously consider accepting it.

Avoid negotiating against yourself

Don’t reduce your expectations before the firm has responded or keep introducing new requirements during the process. Set out your priorities clearly, listen to the complete offer and take time to consider it before deciding what, if anything, needs to be negotiated.

Use informed market advice

Thornton Legal can give you an honest view of your market position, likely salary range and the strength of an offer. We’ll manage the conversation carefully, represent your priorities clearly and help you consider the complete opportunity before making a decision.

Return to your original reasons

Revisit the reasons you started considering a move. Does the offer address the issues that matter, or has the excitement of receiving it distracted from your original priorities? A successful move should create meaningful improvement rather than simply provide a change.

Assess the work

Consider the nature, quality and complexity of the matters you would handle. Think about the clients, sectors and level of responsibility involved. The role should ideally develop your experience and strengthen your longer-term position in the market.

Consider the team

Reflect on the people you met and how the team is structured. Consider the leadership, experience around you and likely working relationships. A strong opportunity on paper can still be the wrong move if the team or management style doesn’t suit you.

Understand why the role exists

Be clear about whether the firm is replacing someone, responding to growth or planning for succession. The reason for hiring can reveal what the firm expects, how secure the role is and where the longer-term opportunity may lie.

Test the progression opportunity

Look beyond general promises about career development. Consider the promotion criteria, likely timescale and evidence of other lawyers progressing within the team. The opportunity should offer a credible route forward rather than an undefined possibility.

Review the expectations

Make sure you understand the chargeable-hours target, billing expectations, client responsibilities and business development requirements. Consider whether those expectations are realistic and properly reflected in the salary, support and seniority being offered.

Evaluate the full package

Compare the basic salary alongside bonus arrangements, pension, holiday entitlement, healthcare and other benefits. Understand which elements are guaranteed, discretionary or dependent on performance. A slightly lower salary may be offset by a stronger overall package.

Consider flexibility in practice

Clarify the expectations around office attendance, working hours and flexibility. A written policy may not reflect how an individual team operates. Make sure the practical arrangements are sustainable alongside your commute and personal commitments.

Think about what you may lose

Consider what you value in your current role, including trusted relationships, flexibility, reputation, client connections and accumulated knowledge. This doesn’t mean you should stay, but a balanced decision should recognise both what you’re gaining and what you’re leaving behind.

Resolve unanswered questions

If something important remains unclear, ask before accepting. This might relate to reporting lines, work allocation, targets, title, progression or flexible working. A firm should understand why you need enough information to make a properly informed decision.

Avoid deciding under pressure

It is reasonable for a firm to expect a decision within an agreed period, but you should have enough time to review the written offer and raise questions. Avoid accepting immediately because you feel flattered, pressured or worried that the opportunity will disappear.

Take a balanced view

Thornton Legal will help you assess the complete offer against your current position, other options and longer-term objectives. We’ll give you an honest view, negotiate where appropriate and help you reach a decision you’re comfortable making.

Prepare before your first day

Confirm practical details such as your start time, office location, dress code and equipment before you join. Review the firm’s website, recent news, key clients and team structure so that you arrive with a useful understanding of the business.

Understand what is expected

Clarify what your supervising Partner or team leader expects from you during your first few weeks and months. Ask about priorities, performance measures, chargeable-hours targets and any immediate matters requiring your attention.

Learn how the team operates

Every legal team has its own working practices. Understand how matters are allocated, how work is supervised and how colleagues communicate. Learning these routines early will help you work effectively and avoid unnecessary misunderstandings.

Build internal relationships

Take time to introduce yourself to colleagues within and beyond your immediate team. Strong relationships with support teams, other departments and office leaders will help you settle in and make it easier to collaborate across the firm.

Understand your clients

Familiarise yourself with the team’s key clients, sectors and active matters. Learn how each client prefers to work, what they value and which relationships need particular attention. This will help you provide a consistent service from the outset.

Ask questions early

You are not expected to understand everything immediately. Ask sensible questions about unfamiliar processes, systems and expectations rather than making assumptions. It is usually easier to clarify something early than correct an avoidable mistake later.

Deliver on early commitments

Your first pieces of work will influence how colleagues perceive your reliability and judgement. Be realistic about timescales, communicate clearly and deliver what you have promised. Raise potential delays or concerns as soon as they become apparent.

Adapt without losing your strengths

Be prepared to adjust to the firm’s approach, but remember that you were recruited for your experience and perspective. Take time to understand why things are done in a particular way before suggesting changes or introducing practices from your previous firm.

Request regular feedback

Do not wait for a formal review to find out how you are performing. Ask for constructive feedback during your first few months and act on it. Regular conversations can identify small adjustments before they become larger concerns.

Develop your internal profile

Look for appropriate ways to contribute beyond your immediate workload. This might include supporting junior lawyers, sharing technical knowledge, attending sector meetings or working with colleagues on business development. Focus on useful contributions rather than visibility for its own sake.

Review your progress

After your first few months, consider what is working well and where you need further support. Review your workload, client exposure, relationships and development against the expectations agreed when you joined. Discuss any gaps openly with your supervisor.

Keep the conversation going

Thornton Legal will remain available after you start your new role. We’ll check in during your first few months and provide confidential support if you need to discuss how the move is progressing.

Be clear about your motivation

Understand what is driving you to consider a move. You may be seeking partnership, greater influence, a stronger platform, better support or more control over your practice. Clear motivations will help you identify opportunities that offer meaningful change.

Define the role you want

Consider the level, responsibilities and influence you expect from your next position. Titles vary considerably between firms, so focus on what the role involves in practice. Establish whether you want to lead a team, develop an existing practice or help build something new.

Understand the opportunity

Find out why the firm is interested in making a senior appointment. It could be supporting growth, strengthening an existing team, entering a new market or preparing for succession. The reason behind the hire will shape the firm’s expectations and the opportunity available to you.

Assess the platform

Consider whether the firm can support the work you want to develop. Look at its client base, reputation, geographic reach, complementary practice areas and ability to generate referrals. A strong platform should help you deepen existing relationships and create new opportunities.

Evaluate the firm’s commitment

Senior appointments often require investment from both sides. Ask what resources, marketing support, recruitment budget and operational assistance will be available. Establish who is sponsoring the appointment internally and how success will be supported across the wider firm.

Prepare your commercial information

Be ready to discuss billings, work in progress, client relationships, referral sources and business development activity. The level of detail required will depend on the role, but accurate and realistic information will help the firm assess the commercial case for your appointment.

Present a credible plan

Explain what you could achieve within the firm and how you would approach the first one to three years. Your plan should reflect realistic opportunities rather than relying on every existing client moving with you. Include potential growth areas, internal collaboration and any team requirements

Understand the decision-making structure

Explore how the firm is managed and where authority sits. Consider how decisions are made about recruitment, investment, pricing, remuneration and strategy. This is particularly important if you are moving into an equity, leadership or office-head role.

Look beyond the title

A Partner or Legal Director title can represent very different levels of status, responsibility and reward. Understand whether the position is salaried or equity-based, how remuneration is reviewed and what influence you will have. The substance of the role matters more than the label.

Carry out proper due diligence

Ask about the firm’s financial performance, staff retention, professional indemnity history, strategic plans and any significant risks. If equity is involved, you may also need to review capital requirements, profit-sharing arrangements and exit provisions with independent professional advice.

Protect confidentiality

Senior moves can be sensitive, particularly where client relationships or colleagues may be affected. Keep discussions controlled and understand any notice period, restrictive covenants or contractual obligations before taking action. Don’t remove or share confidential information belonging to your current firm.

Manage the process carefully

Thornton Legal can help you identify suitable firms, position your experience and manage confidential discussions at the right pace. We’ll provide an honest view of the opportunity, the likely commercial expectations and whether the move supports your longer-term goals.

Understand what a following means

A following is the work that may realistically move with you, not simply the total value of matters you currently handle. Consider which relationships belong primarily to you, whether clients have a genuine choice of adviser and what might prevent them from instructing a new firm.

Review your current performance

Be prepared to explain your billings, work in progress, chargeable hours and performance against target. Use accurate figures covering an appropriate period and explain any relevant context, including part-time working, team responsibilities or significant fluctuations between years.

Identify your key relationships

Consider which clients instruct you directly, who controls each relationship and how long you have advised them. Distinguish between relationships you originated, clients introduced by another Partner and work allocated through a panel or wider institutional connection.

Assess portability carefully

Not every strong client relationship will produce portable work. Consider the client’s procurement arrangements, panel appointments, pricing requirements, conflicts and connections with your current firm. Your assessment should reflect what is realistically possible rather than the most optimistic outcome.

Protect confidentiality

You can provide useful commercial information without disclosing confidential or privileged material. Describe clients by type, sector, size and likely work requirements until more detailed disclosure is appropriate. Don’t remove, copy or share client information belonging to your current firm.

Explain the nature of the work

A prospective firm will need to understand what your clients instruct you to do, the likely value of that work and whether it fits the firm’s existing practice. Explain the typical matters, pricing arrangements, profitability and support required to deliver the work effectively.

Look beyond portable clients

Your value may extend beyond an immediate following. Technical expertise, sector knowledge, referral relationships, leadership experience and access to a developing market can all support a business case. Be clear about what you can contribute even if clients don’t move immediately.

Consider internal opportunities

A new platform may create opportunities that aren’t available at your current firm. Identify where your experience could complement existing clients, generate referrals across departments or support a new service line. A strong business case should consider internal collaboration as well as external work generation.

Set out your requirements

Consider what you would need to deliver your plan, including junior support, recruitment, marketing, technology, pricing flexibility and introductions across the firm. Requirements should be proportionate to the opportunity and phased where appropriate.

Prepare realistic projections

Set out what you believe you could achieve over the first one to three years. Separate existing portable work from new opportunities and explain the assumptions behind your figures. Sensible projections with clear reasoning are more persuasive than ambitious numbers without supporting evidence.

Be ready for scrutiny

Expect questions about client concentration, profitability, conflicts, pricing, restrictive covenants and the strength of individual relationships. This isn’t necessarily a sign of doubt. The firm will need enough information to assess the risk, investment and likely return involved in the appointment.

Present your case effectively

Thornton Legal can help you assess your following, organise the relevant commercial information and present a credible case to suitable firms. We’ll also challenge assumptions where necessary and help you explore opportunities discreetly.

Start with your priorities

Before comparing firms, decide what matters most in your next move. This may include work quality, progression, autonomy, remuneration, flexibility, location or leadership. Clear priorities will help you look beyond reputation and assess what each firm could offer in practice.

International and global firms

International firms may offer complex cross-border work, major clients, extensive resources and strong remuneration. They can also involve demanding targets, longer hours and less control over workload. Consider whether the work and platform justify the expectations attached to the role.

National firms

National firms can combine high-quality work and recognised clients with strong regional teams. The experience may vary significantly between offices and departments, so assess the specific team rather than relying on the firm’s overall reputation or national profile.

Regional firms

A strong regional firm may offer substantial client contact, earlier responsibility and a clearer route to leadership. Quality and ambition vary considerably, so examine the team’s clients, recent growth, investment and standing within its local market.

Specialist and boutique firms

Specialist firms can provide focused expertise, close access to senior lawyers and significant autonomy. They may offer the opportunity to become highly recognised within a particular market, although resources, internal referrals and progression structures may be less extensive.

Look closely at the team

The quality of your experience will often depend more on the individual team than the firm’s category or brand. Consider its leadership, client base, structure, stability and approach to development. Find out who you would work with and what role you would have.

Compare the work

Ask what matters you would actually handle rather than assuming that a prominent firm guarantees better work. Consider complexity, value, client contact, responsibility and sector exposure. A smaller firm may offer greater ownership, while a larger firm may provide access to more substantial matters.

Understand the expectations

Compare chargeable-hours targets, billing requirements, working patterns and business development expectations. Establish how performance is measured and what support is available. A higher salary may reflect greater demands rather than a more attractive opportunity overall.

Assess progression in practice

Job titles and promotion structures differ between firms. Ask how progression decisions are made, how long each stage typically takes and whether lawyers have recently advanced within the team. A clearly evidenced route is more valuable than a broad promise of future opportunity.

Consider culture and working style

Culture is difficult to judge from a website or stated values. Ask how the team communicates, supervises work and manages pressure. Understand how hybrid policies operate in practice and consider whether the firm’s working style suits how you perform at your best.

Think about long-term market value

Consider how the role would position you in three to five years. The right firm should develop useful experience, relationships and skills while creating further options. A strong name can help, but the substance of your work and progression will matter more over time.

Compare firms on the evidence

Thornton Legal can help you understand how firms and teams differ beyond their public profile. We’ll share what we know about the work, leadership, expectations, progression and market position so you can decide which environment is likely to suit you.