DOCSLIB.ORG

Delta Air Lines: Brian Damato, General Manager, Strategy and Measurement Abby Stephenson, Usability Manager

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Delta Air Lines: Brian Damato, General Manager, Strategy and Measurement Abby Stephenson, Usability Manager Interwoven Analyst Day W Hotel Union Square New York November 15, 2007 Interwoven Confidential Interwoven Executive Team • Joe Cowan, CEO • Max Carnecchia, President • John Calonico, Chief Financial Officer • Ben Kiker, SVP and Chief Marketing Officer • Rafiq Mohammadi, Chief Strategy Officer • Brian Andersen, VP, Corporate Development • Mark Wachen, Managing Director and former CEO, Optimost 2 Today’s Interwoven Executive Presentations • Ben Kiker, Chief Marketing Officer Market Trends • Joe Cowan, Chief Executive Officer Corporate Strategy • Rafiq Mohammadi, Chief Strategy Officer Portfolio Strategy • Mark Wachen, Managing Director & Former CEO, Optimost Optimost Corporate Overview • Max Carnecchia, President Go-To-Market Strategy 3 Today’s Customer and Partner Presentations Avenue A | Razorfish: Pete Stein, Senior Vice President & General Manager Delta Air Lines: Brian DAmato, General Manager, Strategy and Measurement Abby Stephenson, Usability Manager Holland & Knight LLP: Ralph Barber, Chief Technology Officer 4 Forward-Looking Statements This presentation contains "forward-looking" statements, including statements about historical results that may suggest trends in our business, that are time sensitive and accurate as of the date of November 15, 2007 only. These statements are based on estimates and information available to us at the time of this presentation and are not guarantees of future performance. All statements other than statements of historical fact are statements that could be deemed as forward-looking statements. For example, statements about the implementation of our business strategy, about customer and market opportunities, financial forecasts and product roadmaps are forward-looking and subject to change, and any software purchase decisions should be based upon the features and functionality currently available without relying upon roadmap deliverables. Actual results could differ materially from our current expectations as a result of many factors, including: the discovery of additional information relevant to the company’s review of historical option grant practices and expected restatement, any additional conclusions of the company's Audit Committee (and the timing of such conclusions) concerning matters relating to such review and the impact of the review (including any possible accounting impact), the timing of review and conclusions of our independent registered public accounting firm regarding our historical stock option grants and related accounting, accounting adjustments to the our consolidated financial statements for certain periods, an unanticipated delay in the preparation and filing of our required reports with the Securities and Exchange Commission or an inability to meet the requirements of the NASDAQ Global Market for continued listing of our shares, any employee litigation and action by the Securities and Exchange Commission relating to such review and our expected restatement; our ability to develop new products, services, features and functionality successfully and on a timely basis; customer acceptance of our solutions, new product releases and services may be slower than we anticipate; changes in customer spending on enterprise content management initiatives; our ability to cross-sell and up-sell additional products into our installed base of customers; changes in key personnel; the success of our strategic business alliances; our ability to successfully acquire businesses and technologies and to successfully integrate and operate these acquired businesses and technologies; development of certain products and services may not proceed as planned; the introduction of new products or services by competitors; and the ongoing consolidation in our market place. 5 Market Trends Ben Kiker SVP & Chief Marketing Officer Interwoven Confidential Explosion of business venues and information “Retail, online and phone shopping channels are expanding, increasingly prompting customers to demand a seamless – and painless – experience.” Customer Service Champs, Business Week 7 WhatWhat areare WeWe FacingFacing NowNow?? DramaticallyDramatically differentdifferent expectationsexpectations “This is the most high-maintenance workforce in the history of the world. The good news is they’re also going to be the most high-performing.” Rainmaker / Thinking 8 WhatWhat areare WeWe FacingFacing NowNow?? AA veryvery differentdifferent competitivecompetitive landscapelandscape “Over a five year period, businesses that successfully tailor product and service offerings to desirable customer segments post annual growth profit of about 15%.” Bain & Company 9 Caught in the Middle Collapsing old model, new model under construction “The accelerating pace of change is creating a wide range of potential new priorities.” McKinsey Quarterly 10 Common Themes We’re Hearing Growth Brand and Speed Reputation Acquiring high value Experience-based Accelerate time to customers differentiation market Grow revenues from Engaging customer Process efficiency and existing customers experiences agility Global expansion Consistency across all Leverage existing channels assets 11 An Exciting Year of Transformation • Market trends creating new demand • Customers continuing to put “Interwoven at the Core” by expanding footprint • Strong foundation for growth • Executing on the opportunity 12 Interwoven Corporate Strategy Joe Cowan CEO Interwoven Confidential Our Foundation 14 Growing from a Foundation of Strength Strong Financials Strong Market Presence TTM Revenues: $217M Customers – over 4,000 YTD 13% License revenue growth Partners – over 300 $198M in cash (end of Q3’07) Developer Network – over 20,000 Strong Team 850 employees in 16 countries 15 Over 4,000 Customers – a strategic asset 16 Organized for both Short and Long-Term Success • Max: execute today • Annual and quarterly planning and execution • Customer facing teams • Joe: plan for long-term success • 2-5 year planning • Strategic planning / corporate development • Engineering 17 Continued Strong Execution License Revenues Total Revenues 18 Summary • Strong financial performance with revenue growth and cash generation • Very healthy balance sheet • Strong financial foundation to build on 19 Our Business 20 Our Business Three healthy, growing businesses 1. Web Content Management • Market-leader: most robust, scalable, flexible offering on market • Extending with Optimost acquisition 2. Professional Services Industry Solutions • Market-leader: legacy competitor has vacated the market • Extending with Interwoven Universal Search 3. Global Capital Markets • Market-leader: “Vendor of the Year” from Operations Management • Extending with Interwoven Peer-to-Peer and DealConnect for DTCC 21 Where we are going… 22 gov www.bankofamerica.com www.tyco.com www.staples.com www.adidas.comWebWeb ContentContent www.bluecross ManagementManagementma.com www.bbandt.com www.co www.hsbc.com www.visa.com www.experian.com www.tesc on.com www.transunion.com www.bt.com www.maquet.com www.ericsson.comMaximizeMaximize OnlineOnline www.toyota.com BusinessBusiness www.gmac.com PerformancePerformance www.ban www.mercerhr.com www.putnam.com www.aon.com www.departm www.sovereignbank.com www.novonordisk.com www.avaya.com air.com www.qantas.com www.singaporeairlines.com www nd.gov www.britishairways.comCreate and deploy contentwww.hilton.com-rich websites www.harrahs.com www.royalcaribbean.comAccelerate www.citi timegroup.com to web www.suntrust.com www. s.org www.russell.com www.principal.com www.konicaminolta.comDeliver dynamic www.anal customerogdevices.com experiences www.polycom.com www.channel4.co.ukMaximize oma.org marketing www.sun.com investments www.intel.com www.ibm.com www.nyc.gov com www.heidelberg.com www.nike.com www.allstate.com ww www.northwesternmutual.com www.aa.com www.chrysler.com w www.kaiserpermanente.org www.att.com www.fedex.com23 WCM Opportunity Interwoven Core Competencies Interwoven Core Assets Deep understanding of the • Customer Base (1000+)/Global 2000 content management Customers process as it applies to • Technology (Deep IP developed over Websites a decade) • Brand (Perceived as the Inventor of Content lifecycle WCM) Staging and deployment • Market Leadership (Provisioning) • Sales Knowledge and Leadership Meeting the complex needs of Global 2000 Customers • Global Reach Unique approach to managing • Knowledge through Service Websites organization Deep understanding of managing • Size and Financial Strength Rich media 24 24 Web Content Management Vision Online Marketing Suite Why? Opportunity • Based on heritage of Business problems • Strategic Plan: strong web content Deliver open, integrated management platform • Multiple niche vendors • supplying marketing marketing platform technologies • Closed loop analytics • Extend platform to power the entire online • No integrated solution • Usability tailored for marketing cycle • Lack of easy-to-use tools marketing professionals Business Issues • Integrated Web 2.0 • Content creation, delivery, optimization, • Web 2.0: Explosion of • Platform for SEO targeting & analysis user-generated content • Both company and user generated content • Engage customers through • Market Consolidation dynamic sites • Market data: IM Spend- • Easy to use for • Maintain brand 36% CAGR through 2012* business/marketing consistency • Time-to-market demands • Compelling, relevant customer experience • Increase conversion rates customer loyalty 25 * PriceWaterhouseCoopersProfessionalProfessional ServicesServices KPMG IndustryIndustry Deloitte PKF SolutionsSolutions
Load more

Recommended publications
  • Discussion Paper on Heritable Securities: Pre-Default
    (DISCUSSION PAPER No.168) Discussion Paper on Heritable Securities: Pre-default discussion paper Discussion Paper on Heritable Securities: Pre-default June 2019 DISCUSSION PAPER No 168 This Discussion Paper is published for comment and criticism and does not represent the final views of the Scottish Law Commission NOTES 1. Please note that information about this Discussion Paper, including copies of responses, may be made available in terms of the Freedom of Information (Scotland) Act 2002. Any confidential response will be dealt with in accordance with the 2002 Act. We may also (i) publish responses on our website (either in full or in some other way such as re-formatted or summarised); and (ii) attribute comments and publish a list of respondents' names. 2. Where possible, we would prefer electronic submission of comments. A downloadable electronic response form for this paper as well as a general comments form are available on our website. Alternatively, our general email address is [email protected]. 3. Please note that all hyperlinks in this document were checked for accuracy at the time of final draft. 4. If you have any difficulty in reading this document, please contact us and we will do our best to assist. You may wish to note that the pdf version of this document available on our website has been tagged for accessibility. 5. © Crown copyright 2019 You may re-use this publication (excluding logos and any photographs) free of charge in any format or medium, under the terms of the Open Government Licence v3.0. To view this licence visit http://www.nationalarchives.gov.uk/doc/open-government-licence/version/3; or write to the Information Policy Team, The National Archives, Kew, Richmond, Surrey, TW9 4DU; or email [email protected].
    [Show full text]
  • CJSM Update at 24 May 2013
    Organisation Name Town/City Secure eMail Address A Ritchie GLASGOW [email protected] A.C. Miller & Mackay PERTH & KINROSS [email protected] A.C. Miller & Mackay PERTH & KINROSS [email protected] A.C. Miller & Mackay PERTH & KINROSS [email protected] A.C. Miller & Mackay PERTH & KINROSS [email protected] A.J. Gordon & Co GLASGOW [email protected] Aamer Anwar & Co GLASGOW [email protected] Aamer Anwar & Co GLASGOW [email protected] Aamer Anwar & Co GLASGOW [email protected] Aamer Anwar & Co GLASGOW [email protected] Aberdein, Considine & Co. ABERDEEN [email protected] Aberdein, Considine & Co. ABERDEEN [email protected] Aberdein, Considine & Co. ABERDEEN [email protected] Aberdein, Considine & Co. ABERDEEN [email protected] Adams Whyte EDINBURGH [email protected] Alex Muir NORTH AYRSHIRE [email protected] Alex. Brown & Co. HIGHLAND [email protected] Allan Kerr EAST AYRSHIRE [email protected] Anderson Shaw & Gilbert [email protected] Anderson Shaw & Gilbert [email protected] Anderson Shaw & Gilbert [email protected] Anderson Strathern LLP EDINBURGH [email protected] Anderson Strathern LLP EDINBURGH [email protected] Anderson Strathern LLP EDINBURGH [email protected] Anderson Strathern LLP EDINBURGH [email protected]
    [Show full text]
  • Eversheds Sutherland & CC Restructure Tech Teams Fulcrum Solves Ebilling Crisis at Bradford & Barthel
    aka ‘The Orange Rag’ Top stories in this issue… Thomson Reuters’ wholesale restructure, p.4 Business Drivers for Document Management, p.9 How to Evaluate Legal Technology that Improves Efficiency, p.11 Blockchain special feature, p.14 What now for LexisOne, p.18 UK Top 50 IT profiles: Clifford Chance and Pinsent Masons, p.24 they are going to drift apart,” he says. “We have Eversheds one canoe that is keeping the platform working well, making sure you can log in anywhere in the world and Sutherland & CC that our clients’ data is being looked after. Then there is the opportunity that technology offers in terms of restructure tech disrupting the legal sector. That focus on the future and innovation is the other canoe. Trying to do both at the teams same time - not just me, but the team as well - is a real conflict of priorities.” Two top 20 law firms restructure technology capabilities to reflect changing demands EVERSHEDS SUTHERLAND & CC RESTRUCTURE TECH TEAMS CONTINUES ON P2 Both Eversheds Sutherland and Clifford Chance have recently restructured their legal technology teams, separating client-facing innovation from back office IT. Fulcrum solves Eversheds Sutherland IT director Andrew McManus now focuses exclusively on client-facing technology eBilling crisis at and also spearheads the firm’s innovation push. “A separate team looks after the platform of Bradford & Barthel technology that sits behind the scenes, making sure we are billing correctly, storing our documents in the Fulcrum Global Technologies has built West Coast right place, that our emails are working and our data employment firm Bradford & Barthel a customised is secure,” McManus told Legal IT Insider as part of eBilling solution in place of Thomson Reuters’ our new series of profiles of the top 200 firms’ legal eBillingHub, after the firm says it was left with no technology operations.
    [Show full text]
  • Award of Legal Services Framework Agreement
    Finance and Resources Committee 10am, Friday, 6 December 2019 Award of Legal Services Framework Agreement Item no Executive Wards All Council Commitments 1. Recommendations It is recommended that the Finance and Resources Committee: 1.1.1 Approves the award of a framework agreement for Legal Services to seven providers over six lots; Anderson Strathern LLP, Brodies LLP, Clyde & Co (Scotland) LLP, CMS Cameron McKenna LLP, Harper Macleod LLP, Morton Fraser LLP and Shepherd and Wedderburn LLP. 1.1.2 Approves the commencement of the framework on 21 December 2019 for an initial period of two years, with two further optional twelve month extensions, at an estimated total value of £12 million. Stephen S. Moir Executive Director of Resources Contact: Nick Smith, Head of Legal and Risk Legal and Risk Division, Resources Directorate E-mail: [email protected]| Tel: 0131 529 4377 Finance and Resources Committee Award of Legal Services Framework Agreement 2. Executive Summary 2.1 This report seeks approval to award a six lot framework agreement for legal services to seven providers: Anderson Strathern LLP, Brodies LLP, Clyde & Co (Scotland) LLP, CMS Cameron McKenna LLP, Harper Macleod LLP, Morton Fraser LLP and Shepherd and Wedderburn LLP to commence on 21 December 2019 for an initial period of two years, with two further optional twelve month extensions, at a total estimated value of £12 million. 3. Background 3.1 The City of Edinburgh Council has an in-house legal team which provides advice and support on all legal matters for its ongoing day to day operations and in relation to Council projects.
    [Show full text]
  • Hill Dickinson, Liverpool
    LBAS05 p1-48 23/2/05 1:47 pm Page 34 REGIONAL FIRM OF THE YEAR WINNER resources, with a small City outpost focused on transport and commercial and insurance litigation. But it is in the North West where Hill Dickinson’s roots lie. Hill Dickinson, Nothing has demonstrated the firm’s commitment to the region more than its support of Liverpool in its role as European Liverpool capital of culture in 2008. DAVID WAREING; TONY WILSON Bullivant Jones merger and more Hill Dickinson is a success story that Liverpool can be proud of: crucial to the firm’s progress in 2004 was a merger with north-west property specialist Bullivant Jones. The tie-up has significantly strengthened an already buoyant property team, taking the number of partners in the practice to 31, with a further 48 fee-earners. High-profile instructions have followed for the likes of Royal Liver Assurance, David McLean Contractors and Bank of Scotland. Expansion has helped fuel top-line growth, with turnover growing by 36% to £40.1m. It is a credit to the management team that profits have also taken a leap forward, with a 28% increase to £230,000. London has not been a drain on (L to R): Ian Hislop, David Wareing, Tony Wilson, and John Jeffcock of Winmark HIGHLY COMMENDED management has aimed to build the leading national BRODIES, Edinburgh practice without a London presence. Joyce Cullen; Bill Drummond; Julian Voge The year 2004 was one of significant progress for this GORDONS, Leeds Scottish stalwart. Turnover and profits both enjoyed Paul Ayre; John Hall double-digit growth last year.
    [Show full text]
  • Highq Receives $50M in Private Equity Investment IT Head Appointments
    aka ‘The Orange Rag’ Top stories in this issue… Clyde & Co outsources data centres as 2016/17 ushers in change p.2 Intapp acquires Rekoop – the full story p.4 Zoopla’s GC Ned Staple talks tech p.6 All the latest wins & deals p.7 eDiscovery: a race to consolidate p.13 HighQ receives IT head appointments: $50m in private Macfarlanes and equity investment Norton Rose Fulbright HighQ has received $50m in private equity investment Nabarro’s director of IT Andrew Powell is to take over from One Peak Partners, Morgan Stanley Expansion in April as head of IT at Macfarlanes, filling the shoes of Capital and Goldman Sachs Private Capital. Its Maurice Millen, who is retiring after almost seventeen first-ever external funding round, this substantial years at the top 30 UK firm. The appointment also follows investment will help HighQ to accelerate its product the internal promotion by Norton Rose Fulbright of Edie development and global expansion, particularly in the Dillon as global chief information officer, taking over from U.S, where it has hired Norton Rose Fulbright’s legal Sheila Doyle, who left in December 2015 for Deloitte. technology innovation architect Ryan McClead. Powell, who was headhunted for his The software-as-a-service collaboration and latest role, has been with Nabarro for nine content management solutions provider, which was set years, prior to which he was director of IT at up in 2001 by Ajay Patel and ex-business partner Veenay Brodies between April 2001 and May 2007. Shah and now employs 180 people globally, will spend He told Legal IT Insider: “When the a third of the investment money on the research and Macfarlanes role came up I was immediately development work being run out of Ahmedabad in India.
    [Show full text]
  • ILA Annual Conference 2021
    ILA Annual Conference 2021 Delegate and Speaker List First Name Last Name Organisation Caoimhe Kennedy Akin Gump LLP Emma Simmonds Akin Gump LLP Lauren Pflueger Akin Gump LLP Lois Deasey Akin Gump LLP Ella Richards Allen & Overy LLP Harini Viswanathan Allen & Overy LLP Jennifer Marshall Allen & Overy LLP Lucy Aconley Allen & Overy LLP Musonda Mutati Allen & Overy LLP Nicola Ferguson Allen & Overy LLP Kathleen Garrett Arthur Cox Drew Sainsbury Ashurst Giles Boothman Ashurst Inga West Ashurst Maria Staiano-Kolaitis Ashurst Rebecca James Ashurst Richard Bulmore Ashurst Sonya Van De Graaff Avonhurst Eric Baijal BBM Solicitors Ltd Phil De Vries BCLP Fraser Campbell Blackstone Chambers Neil Pigott Boies Schiller Flexner (UK) LLP Laurence Raeburn-Smith British Property Federation Jamie Nellany Brodies LLP Ben Alexander Clifford Chance LLP Chris Norman Clifford Chance LLP Gabrielle Ruiz Clifford Chance LLP Sabrina Brecher Clifford Chance LLP Tim Bennett Clifford Chance LLP William Steel Clifford Chance LLP Julian Turner CMS Cameron McKenna Nabarro Olswang LLP Kelly Rothwell CMS Cameron McKenna Nabarro Olswang LLP Council Of Legal Education, Norman Manley Law Eulalie Greenaway School Adam Plainer Dechert LLP Christopher Horrocks Dechert LLP Anna Hughes Deloitte Clare Boardman Deloitte First Name Last Name Organisation Phil Nicholls Deloitte Tessa Blank Dentons UK & Middle East LLP Fiona Todd Enterprise Chambers Jennifer Meech Enterprise Chambers Taylor Dewar Ernst & Young Parthenon Alex Rogan Eversheds Sutherland Carl Allen Eversheds Sutherland
    [Show full text]
  • Attendee List
    THE SCOTTISH GREEN ENERGY AWARDS 2020 GUEST LIST Prepared 26.11.20 Forename Surname Organisation Lynn Mutch Aberdeen City Council Morag McCorkindale Aberdeen Renewable Energy Group Sarah Baillie Addleshaw Goddard Rachel Davies Addleshaw Goddard Kyla Donaldson Addleshaw Goddard David McEwing Addleshaw Goddard Suzanne Moir Addleshaw Goddard Suzanne Murphy Addleshaw Goddard Alan Shanks Addleshaw Goddard Anne Struckmeier Addleshaw Goddard Nick Taylor Addleshaw Goddard Pieter-Paul Groenhuijsen Alladale Wilderness Reserve Tina Abulashvili All-Energy Chris Collins All-Energy Jonathan Heastie All-Energy Ilyas Idigov All-Energy Simon Marshall All-Energy Judith Patten All-Energy Mark Docherty Arcadis Scott Graham Arcadis Hugh Morgan Arcadis Lewis Smith Arcadis Wayne Thomson Arcadis Russell Williams Arcadis Tomos Ap Tomos Arcus Consultancy Services Joanna Cassidy Arcus Consultancy Services Fraser Clarke Arcus Consultancy Services Stuart Davidson Arcus Consultancy Services Ailsa Gray Arcus Consultancy Services David Hope-Thomson Arcus Consultancy Services Heather Kwiatkowski Arcus Consultancy Services Ross MacKenzie Arcus Consultancy Services Jenni O'Neill Arcus Consultancy Services Paul Phillips Arcus Consultancy Services Greg Shillabeer Arcus Consultancy Services Amy Talbot Arcus Consultancy Services Mark Topping Arcus Consultancy Services Olivia Watt Arcus Consultancy Services Tim Wheeler Arcus Consultancy Services Sophie Williams Arcus Consultancy Services Nick Wright Arcus Consultancy Services Jenny Bell Atmos Consulting Jean Curran Atmos Consulting
    [Show full text]
  • Resources for Seeking Work in the UK Legal Sector
    IT’S NOT JUST FOR THE FREEBIES! The law fair comes along once a year and is your opportunity to explore some of your career options in much greater depth than the internet allows. It can be tempting to turn up, walk around picking up some freebies and leave – but if you do, you’re missing out on the full benefits of having a fair which is ultimately being organised for you! To make the most of it and find out who’s coming, read on… Why come to the Law Fair? 1. In such a competitive market, getting work experience and/or a traineeship is harder than ever, but by no means impossible. Coming and making the most of the fair may open some doors or open your mind to opportunities for you to consider. 2. This is your chance to find out all sorts about law firms and organisations which can be difficult to glean from the web. This includes - what kind of work firms do, what kind of clients they work for, how they value their trainees, what responsibilities they give to work experience students and trainees, what the social life at the firm is like, what the culture of the firm is like and what they are doing to safeguard the future of their firm in the current economic climate. 3. It is a recruitment event, so when someone asks your name and writes it down, they are doing this for a reason – typically to make a note of applications they would like to fast-track to interview, or definitely wouldn’t want to interview.
    [Show full text]
  • Comment Editorial Board
    COMMENT EDITORIAL BOARD ANDREW HEDLEY, DIRECTOR, HEDLEY CONSULTING Global firms should worry more about brand experience than single profit pools he rise in international mergers over organisations. Baker & McKenzie and, until business operating under a single name the past two years has raised a 31 July 2010, Deloitte Touche Tohmatsu, and set of brand promises. T number of interesting issues about are examples of firms that have long It is also interesting to observe that this the way in which law firms can best service operated under this legal structure. new class of global law firm is positioned clients on a global basis. The key issue defining success for to service the ongoing top-end commercial One of the more introspective these new organisations is not how needs of international corporates. While questions asked by some in the profession they share profit per se but whether their M&A transactions will clearly feature in is whether these unions are real mergers ability to generate sustainable growth in their service mix, they are fundamentally or not. If we take merger to mean the overall profit terms to the benefit of all relationship firms. sharing of profits from a common pool on member firms is improved as a result of This means that consistent service a global basis, the answer clearly is no. the union. delivery, across their full geographic However, if the measure of a merger is the The drivers for this will be factors footprint, is a strategic imperative if they effective delivery of a unified brand and such as the articulation and delivery of a are to develop clients to use the wide consistent client experience, a different consistent brand experience, leveraging range of legal services on which their yardstick applies.
    [Show full text]
  • DSMN8's Most Active Professionals on Social
    The World's Most Active Law & Legal Professionals on Social - January 2021 Industry at a glance: Why should you care? So, where does your company rank? Position Company Name LinkedIn URL Location Employees on LinkedIn No. Employees Shared (Last 30 Days) % Shared (Last 30 Days) 1 ECIJA https://www.linkedin.com/company/ecija/Spain 302 114 37.75% 2 Lewis Silkin https://www.linkedin.com/company/37717UK 419 155 36.99% 3 Harrison Clark Rickerbys https://www.linkedin.com/company/649065UK 449 160 35.63% 4 LexisNexis France https://www.linkedin.com/company/lexisnexis-france/France 292 104 35.62% 5 Therrien Couture Joli-Coeur https://www.linkedin.com/company/therrien-couture-jolicoeur/Canada 209 68 32.54% 6 Napthens https://www.linkedin.com/company/600035UK 214 68 31.78% 7 Morton Fraser https://www.linkedin.com/company/83327UK 261 81 31.03% 8 Keystone Law https://www.linkedin.com/company/293869UK 469 145 30.92% 9 Mason Hayes & Curran https://www.linkedin.com/company/mason-hayes-curran/Ireland 496 153 30.85% 10 ONTIER https://www.linkedin.com/company/ontier/Spain 213 61 28.64% 11 Hanson Bridgett https://www.linkedin.com/company/164116/US 387 108 27.91% 12 Sullivan & Worcester https://www.linkedin.com/company/18175/US 324 90 27.78% 13 Nysingh https://www.linkedin.com/company/nysingh/Netherlands 222 61 27.48% 14 Stephens Scown https://www.linkedin.com/company/492149UK 241 66 27.39% 15 Clarion Solicitors https://www.linkedin.com/company/100330UK 245 67 27.35% 16 MAQS https://www.linkedin.com/company/maqs-law-firm/Sweden 220 60 27.27% 17 Kingsley Napley
    [Show full text]
  • Employment Satisfaction
    LEGAL WEEK BEST EMPLOYER SURVEY 2015 FEE EARNER Introduction The Legal Week Best Employer Survey aims to provide a snapshot of the profession from an employee’s perspective. It will measure the importance of a wide range of professional and personal criteria and, by carefully weighting these findings, benchmark a firm on how well it is meeting those needs and ambitions. Your responses will remain strictly confidential and will only be used in aggregate form. No attempt will be made to attribute any answers to any specific person. Leave your email address at the end of the questionnaire and you will be entered into a draw for a luxury spa break for two at the Mandarin Oriental Hotel. Q1 - Firm Please specify the firm you work for: Addleshaw Goddard Allen & Overy Appleby Global Ashfords Ashurst Avalon Solicitors Baker & McKenzie DAC Beachcroft Berrymans Lace Mawer Berwin Leighton Paisner Bevan Brittan Bircham Dyson Bell Bird & Bird Blake Lapthorn Blake Morgan Bond Dickinson Brabners Chaffe Street Bristows Brodies Browne Jacobson Burges Salmon Burness, Paull & Williamson Cadwalader Wickersham & Taft Charles Russell Clarke Willmott Cleary Gottlieb Steen & Hamilton Clifford Chance Clyde & Co CMS Cameron McKenna Covington & Burling Cripps Harries Hall Debevoise & Plimpton Dechert Dentons Dickson Minto DLA Piper DMH Stallard DWF Eversheds Farrer & Co Fieldfisher Fladgate Forsters Freeth Cartwright Freshfields Bruckhaus Deringer Gateley Geldards Herbert Smith Freehills Hill Dickinson Hogan Lovells
    [Show full text]