Despite over 20 years’ experience in the law, establishing and nurturing award-winning legal teams, and building a much-admired reputation in the profession, Paul Sams admits that the past six months as Managing Partner of Dutton Gregory Solicitors have been the most challenging of his career.
“The best way I can think of to describe it is with a comparison to the fairy that sits on the top of a Christmas tree,” says Paul Sams when asked about his new role at Dutton Gregory. “You know what your job is, that people are looking up at you, but you are also acutely aware of the precarious nature of the sharp branches you are sat on.”
It has been six months since Paul stepped down from running the hugely successful property department at Dutton Gregory, and up to become the firm’s Managing Partner.
“Even with all the insight I was given, and no matter how much I felt I understood the challenges ahead, I was still astounded by the amount and variety of business functions within a firm of 200 people across six offices, that I completely took for granted as a Head of Department.”
“Valuable Support”
The credit for the smooth transition, Paul quickly gives to those around him. “Obviously I was elected to the role by my fellow Partners, but I have also received welcome, support and patience from management teams and staff across the firm.”
“I have always enjoyed exploring how things operate, and the depth of functionality beneath the surface of modern legal services has been fascinating to explore. From technology and finance, to marketing and facilities management, I am learning more and more each day.”
Paul is also grateful for the counsel of his predecessor. “I was delighted when Andrew Tilley, Dutton Gregory’s first Managing Partner, agreed to stay on at the firm as a Consultant. Having access to his experience and knowledge has proved a valuable support.”
“Review of Resources”
A self-confessed technology enthusiast, with over 22,000 followers and ranked a ‘Top Legal Influencer’ on LinkedIn, one of the first projects Paul has undertaken is the research and development of new Practice Management Software at Dutton Gregory.
“All modern law firms need to lean into technology and not for the reasons people often assume,” he explains. “From software to AI, there is a wealth of digital tools that can make our lives easier. Of course, there are financial savings through efficiency and streamlining, but the real benefit is giving staff more time to engage with their clients.”
“Clients would rather see their money spent on personal attention than the typing up of correspondence, so by letting technology help with administration, the client is satisfied, the lawyer can take on more clients and the business’ growth is future-proofed. I do not believe technology is about replacing people, but providing support so they can enhance their skills and do the work they enjoy.”
This approach to technology, including investment in the highest levels of cyber security, has been one of the reasons for successful mergers and new offices across the UK, fuelling Dutton Gregory’s ambition and drive for growth.
“We also believe in fiscal responsibility and not living in an overdraft,” says Paul. “I am fortunate that Andrew has provided the firm with a strong financial base ably assisted by Graham Carr who is an excellent CFO”.
“People Power”
And, finally, it is the personal accountability that makes Paul stand out as Managing Partner. His emphasis on transparency and openness can be evidenced in monthly video updates for staff, office visits and the invitation for questions at every opportunity.
“In my experience, staff always want to know more. If you try to operate ‘behind the scenes’ people will worry something is going on and usually assume it is negative. As Managing Partner, I have experienced scrutiny and how it can lead to interpretation and reaction. The best way to deal with it is to be open and honest.’
“Law is a people business. It employs people, represents people, develops people and helps people move forward with their lives. That is one of the things I love about the legal profession and, though being Managing Partner can be lonely, and it is hard when you have to make difficult decisions you know not everyone will like, I feel like I am only just getting started and am very much looking forward to the years ahead.”
