Professional services are occupations in the service sector requiring special training in the arts or sciences. Some professional services, such as architects, accountants, engineers, doctors, lawyers, and teachers, require the practitioner to hold professional degrees or licenses and possess specific skills.
Multinational law firm Pinsent Masons has brought together a range of skill set offerings to launch a professional services practice group as it further embeds its strategy to become a purpose-led professional services business with law at the core.
Pinsent Masons Vario, will become a practice group and sit alongside the firm’s traditional legal practice service lines, and will combine the firm’s flexible resourcing division, diversity and inclusion consultancy Brook Graham, technology and consulting group, legal project management and managed legal services capabilities in response to client demand for commercial expertise alongside legal capabilities.
Over the past three financial years, Pinsent Masons Vario has achieved average year-on-year growth in excess of 30% and has opened in four new jurisdictions. In addition to this, it has grown its global client base to 250 clients in the past year.
Pinsent Masons Overview
Pinsent Masons was born out of a merger between Birmingham firm Pinsent & Co and Leeds firm Simpson Curtis in 1995. A London presence came in 2001 via a merger with City boutique Biddle with the rescue of the Midlands part of collapsing firm Garretts a year later.
The final piece of the jigsaw came in 2004, when Pinsents merged with Masons – a firm with a stellar reputation in the fields of construction, engineering, projects, energy and tech, with offices in London, Bristol, Leeds, Manchester, Glasgow and Edinburgh.
The early years were not entirely carefree: there were problems integrating the two legacy Manchester offices, a stream of partner departures included insurance dispute practice head James Crabtree and Bristol commercial property group head Rosemary Pike, and staff satisfaction was not all it could be; however, partner profits rocketed an unheard-of 70 per cent, from £234,000 to £400,000, in 2005/06.