Advising independent firms on whether to merge into global platforms

Over the years, we have supported a large number of leading independent law firms across Europe, Africa, the Middle East and Latin America as they assess whether to merge into global platforms or remain independent. This work typically involves helping leadership teams clarify long-term ambitions, test merger proposals against strategic, cultural and economic criteria, and assess the organisational implications of joining a global firm.

 

In some cases, firms have proceeded with mergers; in others, they have chosen alternative growth strategies. In each case, the emphasis is on well-judged decisions, partner alignment and execution that can be sustained over time.

 

Advising global law firms on merger partner selection

We have also advised a number of the global law firms as they evaluate potential merger partners and combinations. This work focuses on assessing strategic fit, market positioning, leadership capability, cultural compatibility and compliance, alongside testing assumptions about sustainability, profitability and long-term integration.

 

Our role is to provide an independent perspective, helping firms distinguish between attractive opportunities and those that carry material organisational risk.

 

Designing alliance and network strategies as alternatives to merger

A merger is not always the right route to growth. We have advised numerous firms on options for strengthening strategic alliances, referral networks and other structured collaborations as alternatives to full integration.

This work includes identifying and evaluating potential alliance networks, testing mutual expectations and incentives, and ensuring approaches can deliver real client and revenue impact. This has enabled firms to expand their reach and capabilities while retaining independence and control.

 

Helping firms maximise the value of referral relationships

We support firms in extracting greater value from existing referral relationships, moving beyond informal arrangements towards more intentional and productive collaboration. This includes analysing referral flows, identifying priority relationships, clarifying which practices, sectors and clients offer the greatest mutual opportunity, and addressing behavioural or structural barriers that limit effectiveness.

 

Our work helps firms focus leadership attention and investment on the referral relationships that genuinely matter, strengthening reciprocity, accountability and long-term value.

 

Helping firms enter new markets through office openings

We have supported a number of law firms as they evaluate and then enter new markets including through office openings in key international centres, such as London, Madrid, New York and Singapore. Our work focuses on testing the strategic case for entry, assessing client-driven demand, evaluating alternative entry models (office opening, acquisition, alliance or lateral build-out), and ensuring leadership capacity, governance and economics are aligned with the proposed move.

 

Advising global firms on international business models and cross-border integration

We have advised a number of global law firms as they review and refine their international operating model. This has included supporting closer cross-border integration by aligning practices, sectors and key clients, strengthening collaboration between offices, and clarifying governance, accountability and finances at a global and local level.

 

US and Asia market entry

We supported a Magic Circle firm through major phases of international expansion, including establishing operations in the United States and across Asia. This work involved identifying, assessing and recruiting partners and teams capable of building successful, globally integrated practices.

Our support included advising on target practice areas, evaluating individual and team portability, assessing cultural and economic fit, and supporting decisions on how new partners and teams would be integrated into existing global practices and client relationships.

 

Market entry reviews for international growth and capital cities

We regularly complete market reviews where the objective is to increase cross-border work rather than simply establish physical presence. This includes analysing sources of inbound and outbound referral work, identifying priority sectors and clients, and assessing how a new office or presence would integrate with the existing firm. This work helps firms distinguish between genuine growth opportunities and markets where expectations are unlikely to translate into meaningful work.

 

Research-led assessment of US market entry options

We have supported leading European firms as they assess the strategic case for entering or expanding in the US, with particular focus on New York and the West Coast. This work has involved detailed research into client activity, sector alignment, competitive positioning and the operating models of peer firms, alongside testing internal readiness and leadership appetite for US expansion.

 

The objective has been to ensure that any decision to enter the market is grounded in clear client demand and the availability of partners capable of leading and sustaining the business in practice.

​

Supporting UK-headquartered global firms entering European markets

We have supported a number of UK and US-headquartered global law firms as they plan and execute entry into European markets. This has included shaping market approach and positioning, assessing local regulatory requirements, developing realistic budgets and business cases, defining office and people requirements, and advising on local profile-building, including media strategy.

 

Deep understanding of global law firm networks and alliances

We have a deep understanding of global law firm networks and alliances, developed not only through regular participation in their meetings, conferences and leadership forums, but also through advising a number of directly on their strategy, structure and growth.

 

As a result, we have a practical understanding of how networks and alliances actually operate - where they succeed, where they fall short, and where expectations and reality often diverge. This insight informs our work with firms considering joining a network, reassessing their participation, or seeking to extract greater strategic and commercial value from existing arrangements.

 

European merger

A continental European firm approached by a competitor with a merger proposal turned to Lexington for independent support. Through a series of workshops with the leadership team, we helped surface the firm’s priorities, concerns and risk appetite, and tested the strategic, cultural and economic implications of the proposed combination. This work included identifying key success factors and shaping the firm’s approach to negotiation. Despite a number of challenges, the merger completed and has since delivered a material improvement in profitability.

 

African merger partner selection

A global law firm was reviewing options for establishing a presence in West Africa and asked Lexington to provide an independent assessment of potential merger partners. We conducted confidential peer and client soundings, highlighting the relative strengths, risks and integration challenges associated with each option. The firm subsequently proceeded with a merger.

 

Merger offer from a global firm

We advised a leading African law firm as it reviewed a merger offer from a global firm. Partners were concerned about the potential impact on their business, including the risk of losing referral relationships and whether the firm had the organisational infrastructure required to absorb increased work. We supported the partners in testing these issues and developing a clear view on their strategic options. The firm subsequently proceeded with the merger, alongside the development of a supporting business plan.

 

Africa mergers and alliances

Over recent years, we have advised a number of global firms on their merger and alliance relationships across Africa. In parallel, we have supported local firms in reviewing their own merger options, including the assessment of alternative strategic paths where full integration was not the preferred route.

 

Reviewing the Asian footprint of a global law firm

We assisted one of the world’s largest global law firms as it reviewed the expansion and consolidation of its network of offices across Asia. This work focused on assessing the strategic coherence, performance and long-term sustainability of the firm’s Asian platform.

 

Merger options in Mexico

One of Mexico’s leading law firms asked Lexington to advise on a merger proposal. Working to a tight timetable with the founder and senior partners, we first helped clarify personal ambitions and develop a shared firm-wide vision. We then assessed the merger proposal against that vision, testing whether it would advance or constrain the firm’s long-term objectives. The firm ultimately decided to remain independent.

 

Evaluating mergers with the Magic Circle 

We have supported leading law firms in two major African jurisdictions - South Africa and West Africa - following merger approaches from Magic Circle firms. In each case, we worked to compressed timescales with representative partner project teams to assess the firm’s current position, develop future scenarios and evaluate the “merger or no merger” options against strategic, cultural and economic criteria. Engagement and alignment were maintained through structured full-partner discussions at key stages of the process.

In both cases, the firms decided to stay independent and proudly African. In subsequent engagements, we supported the development of distinct Africa strategies reflecting different growth paths: one firm has built its Africa-wide presence through targeted local mergers, while the other has become a leading member of a pan-African network.​