Session on 17th March 2025

In a recent Platforum9 Session, Gary Assim, senior partner at UK law firm Shoosmiths, shared his decades of experience in building and leveraging international networks to drive law firm growth. With over 30 years as a partner specialising in intellectual property, Assim offered valuable insights into the strategic approaches that make global connections truly effective.

Looking Beyond Immediate Returns

When law firms consider international networks, their initial thought often focuses narrowly on generating new business. However, Assim suggests a more nuanced approach is needed.

“When law firm management look at this, their initial thought is how do we get more business from joining a network,” Assim explains. “That may not be the best thing to think about.”

Instead, he emphasises a critical reality: client needs have become increasingly international. Today’s clients regularly require assistance with “disputes in China, franchise arrangements in India, joint ventures in the US” – matters that were far less common twenty years ago.

This shift creates an opportunity for firms to better serve existing clients rather than simply seeking new ones. The question becomes: when clients approach with international matters, can you confidently direct them to trusted colleagues abroad, or are you scrambling to find unknown lawyers through directories?

Client Experience as the North Star

From the client perspective, the difference is substantial. Assim describes what clients truly want: “I don’t want the lawyer to tell me, ‘Here you are. Here’s some details. Phone them up.’ I want my lawyer to say, ‘Don’t worry. Just tell me what the problem is. Let me talk to my friend in whichever jurisdiction. Let me get an initial thought, I’ll come back to you, and then maybe let’s get on a Teams call.’ They just want simplicity.”

This “handholding” approach creates tremendous value for clients and solidifies relationships. Critically, it also protects the referring lawyer’s reputation. As Assim notes, “If you’re going to introduce your client to an overseas lawyer, it’s your reputation on the line.”

The Network Landscape

For firms considering international networks, the options are diverse. At the highest tier are exclusive invitation-only networks like Lex Mundi and World Services Group, which maintain a one-firm-per-jurisdiction policy.

For those beginning their international journey, Assim recommends starting with more accessible organisations: “The International Bar Association is a very good starter because it allows you to go…to be a member of that network is a few hundred pounds. The idea behind the International Bar Association is to connect law firms around the world.”

For younger lawyers, he suggests the International Association of Young Lawyers (or AIJA) as an individual entry point that could eventually influence firm-wide strategy.

The Hidden Investment

Perhaps Assim’s most important insight concerns the true cost of network membership – and it’s not the annual subscription fee.

“The key cost in joining a network is the cost of time of the partners who are responsible for building and managing the relationships with all the member firms,” he explains. “There’s no point joining it and just having it on your firm’s intranet…That’s pointless. You might as well save your subscription fee.”

This investment requires a long-term perspective. Assim estimates “at least three years minimum to build up a level of trust and understanding of what your firm does with all the other network members.” New members must recognise their position: “You’re the new kid on the block and they’ll be a bit wary… ‘How come we haven’t heard of you before? Why haven’t we come across you before?'”

Project Management as Revenue Opportunity

One surprising revenue opportunity comes from project managing international matters rather than simply making introductions. Assim describes a typical scenario where after connecting a client with foreign counsel, he offers a choice: “Would you prefer to deal with them direct, or do you want me to essentially project manage this for you?”

The response often surprises those who assume clients won’t pay for such services: “You’d be surprised how many clients will say, ‘Actually, do you know what, I’d much prefer you to project manage and I understand that’s going to mean extra time. I’m prepared to pay that cost because I don’t want the hassle of having to deal with the overseas lawyer.'”

Spreading Network Value Throughout the Firm

Maximising network value requires engaging multiple partners beyond the designated network contacts. Assim describes how practice group conferences within networks create broader connections:

“Most of the networks will have an annual conference…but in addition, they’ll probably also have practice group conferences. That will be a private equity group, an M&A group, an IP group, an employment group, etc. That’s the way you can broaden out not only knowledge within your own firm that you’re a member of a network, but also introducing the specialist legal areas to their opposite numbers.”

This creates an ecosystem where specialists in each practice area develop their own international relationships, magnifying the network’s value across the firm.

Measuring Success

When evaluating network membership, firms can take either a narrow or holistic approach. The straightforward measurement is referral revenue – “how much have we billed from referrals from this network?”

However, Assim advocates for also considering “how many clients did we help around the world? Our own clients, did we help around the world?” While more difficult to quantify, this metric better captures the true value delivered to existing clients.

At Shoosmiths, the tipping point came when network-generated revenue reached £1 million – a threshold that made the firm’s board take notice: “That is measurable and it doesn’t have to be a million pounds. It could be any other figure…whatever that trigger is.”

Beyond financial returns, successful networks deliver additional benefits: global intelligence on legal developments, talent attraction and retention opportunities, and improved internal coordination as partners know exactly which colleagues have specific international connections.

Starting the Journey

For firms considering international networks, Assim’s experience suggests a measured approach. Begin with accessible organisations like the International Bar Association, invest meaningfully in relationship-building rather than merely paying membership fees, and take a long-term view of the returns.

Most importantly, focus on the value delivered to clients rather than immediate financial returns. By simplifying client experiences across borders, firms can transform international complexity into a competitive advantage – one that serves existing clients better while attracting new ones.

As global interconnection continues to increase, these capabilities will only become more valuable, making thoughtful network development a strategic imperative for forward-thinking firms of all sizes.