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About Shoosmiths
We’ve developed rapidly in recent years, with growth both in reputation and by the measure of turnover, up from £43 million in 2002 to £95 million in 2007. We’ve made the transition from a regional to a national law firm, with highlights including the launch and success of our Birmingham office which opened in 2002.
Our growth has been has been driven by a conscious commercial strategy to seize opportunities in the changing legal market, particularly as some City and national law firms have got bigger and more multinational, shifting their focus away from a significant tier of clients who were made to feel less important.
We’ve also developed a great work-life balance and an enterprising culture in the firm. This has acted as a magnet for the brightest and best legal talent, which has helped us to expand organically, often at the expense of competitor firms.
We’ve put the building blocks in place - great people, great locations, and great clients. Culture and brand are important differentiators for us and our strong values programme is actively reinforced at every job interview, promotion opportunity and performance & development review for all our staff. We believe that by being service-oriented and client-centred, we can make best use of opportunities in the legal services market, now on the brink of substantial change in the wake of the Legal Services Act.
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