This month, we chatted with Matthew Briggs, a Partner at Irwin Mitchell. Matthew first made partner in 2021 at private client consultancy firm The Burnside Partnership before joining the IM partnership in 2023. During his career, Matthew has worked at leading global law firms and spent time in top-ranked London and regional private wealth teams. Matthew shares his story and tells us how he made that all-important jump.
Reflecting on your journey to partnership, did you always know you wanted to become a partner? How did you know you were ready?
Yes, I did always know and had the goal of partnership in mind when progressing through my career. There have naturally been bumps in the road, but you learn from experience and hard work pays off. I got to a point where I felt confident in that step up to partner, and partly this was because of success in BD. I started to build my network early on and therefore had relationships I could rely on.
How has your approach to leadership developed as you have worked your way up the legal profession?
Leadership is so important, and I realise, when looking at my career to date, how influential leaders are on your own behaviours. As a partner, you cast a shadow and it’s vital to keep this in mind. Being a successful leader requires confidence, but also self-reflection, and there will be times when you don’t get it quite right. But understanding the environment in which you’re leading, and the people in it, is crucial.
At GFC we talk a lot about how being a successful lawyer is all about building relationships. Can you tell us how you built your client base, and what strategies/activities you have found most effective?
I started networking early on, when I was a trainee, to build relationships at an early stage. I’m still working with the same clients and contacts from that time, which is so rewarding. I pushed out of my comfort zone with the BD, and it soon became the norm. It’s important to build BD into your day, and this can also include internal networking within your firm. Know your USP, so you can effectively market your expertise.
Do you think there’s a winning ratio of managing existing relationships vs targeting new clients?
I think it depends on the area of law. In private client, we work with families on dynastic planning and so there is longevity in those relationships – but of course, you can’t take this for granted and must invest time in maintaining existing relationships if you want to stay in the role of trusted adviser. It’s also important to feed the pipeline, which involves going to market and growing new relationships. It’s a balancing act, but there is value and reward in maintaining your existing client bank.
BD is all about building relationships, including with your colleagues, and you won’t be as effective at it working in silos.
What have you found the biggest challenge of becoming a partner and how have you tackled it?
There are only so many hours in the day and you can’t do everything! Don’t take too much on. It’s easy to overload yourself with activities, especially when you are new to a firm. I soon learnt to be more assertive with opportunities and that it’s ok to say ‘no’. I was reminded that partnership is a marathon, not a sprint, so pace yourself and make what you do count. Also, it’s important to communicate with and take counsel from senior leaders around you who have been in your shoes as a newly appointed partner. There’s a lot to be gained in learning from their wisdom.
What are your thoughts on effective business development and how has your relationship/attitude to BD evolved during the course of your career?
You need to take a focused approach to BD or otherwise, it can be too scattergun. If you end up spreading yourself too thin, you won’t yield as much success, even though you will still be working hard. I have never underestimated the importance of BD, but it took me a while to learn how to be smarter at it. As I’ve developed my own specialisms, it’s been important to know my colleagues’ USPs (and for them to know mine) to spot opportunities. I’ve come to appreciate the value of the internal network. Going to market with my colleagues works well so the audience can see the breadth and depth of our expertise. Knowing (and believing in) your ‘value add’ is really important here.
Do you have a personal BD plan?
Yes, I have a BD plan, which I keep under review and regularly discuss the outcomes with my own line manager and other colleagues to ensure that as a group, we are spotting opportunities for one another and therefore maximising the impact of our own BD activities. In such a competitive market, BD is more impactful if you have a plan that capitalises on a skillset or approach that sets you apart from others. But be collaborative – BD is all about building relationships, including with your colleagues, and you won’t be as effective at it working in silos.
Is there anything you wish you’d known earlier or done sooner before you started on the path to partnership?
It’s OK not to know everything and there is a real strength in being honest about this. Success as a team can be delivered through the blending of skillsets and so be truthful about what it is you can and can’t do. You’ll earn the respect of others this way.
If you had to give one piece of advice to associates looking to progress in the next 12 months, what would it be?
Build and maintain relationships, within your firm and outside of it. Those are the personal connections you will need as you climb the ladder. And help others climb theirs – the legal world is surprisingly small, and reputation is everything. Your personal brand counts. It stands you apart in a crowded market and is ultimately what you will trade on.
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Matthew BriggsMatthew has worked at top global law firms and is now a partner at Irwin Mitchell. He specialises in multi-jurisdictional wealth structuring, international tax, trusts, cross-border philanthropy, and estate planning for high-net-worth clients. |
