Connecting to Linkedin


Tamara Salem

Back to Team

Tamara Salem

Managing Consultant - Legal

I focus on the recruitment of qualified solicitors across all commercial practice areas into permanent positions within Private Practice. I place an importance on building long-term relationships with my clients and candidates based on trust, excellence and consistent delivery. 

My clients range from leading US and UK international firms through to a number of West-end and boutique practices.

I have obtained experience within a boutique legal agency and with an international recruitment company, focusing on permanent positions into leading firms in the London market. I have worked with a range of White Shoe US firms and leading International firms in the London market.

I endeavour to provide a full consultative service with a focus on strictly adhering to both the candidate and the client's requirements and having a full understanding of the legal market. Through this approach, I am able to offer advice and expertise for a candidate's future progression as well as working for those actively seeking a new role. 

Outside of work, you can find me exploring London and trying to squeeze in weekend trips around Europe.

If I wasn’t in recruitment, I would love to be a travel photographer – or a luxury resort reviewer! 

tamara's latest roles


What people say about Tamara

Tamara is an excellent recruiter - I have used her for both of my moves in London, and would not go to anyone else. She provides phenomenal support at every stage - proof checking CVs, mock interviews, information on interviewees, etc etc. I felt very well supported, and trust her advice. She's veryresponsive , and never tries to push roles that are not the right fit. I cannot recommend her highly enough! 

Tamara is a sharp and bright individual who helped me find a new role. She is extremely knowledgeable, well-connected and was able to identify potential employers within the London City market. She was also always available and ready to answer my questions. Also, an excellent coach in terms of interview preparation. I can highly recommend Tamara for her professionalism.

Tamara is incredibly professional and market-savvy and goes the extra length for her candidates. I came from Australia thinking I would have a really tough time finding work, and thanks to Tamara I was in a fabulous associate role within 3 weeks. Thank you so much for all your assistance, in particular the thorough mock interview and prepping throughout the process! 


Companies Tamara has worked with

  • W1siziisijiwmtgvmtavmtuvmtmvntkvmzkvodc3l0nhc2ugu3r1zhkgtg9nbybuzw1wbgf0zsaomtu4edgychgpicgxnckucg5nil0swyjwiiwidgh1bwiilcixnth4odijil1d
  • W1siziisijiwmtgvmtavmtuvmtqvmdmvmdkvnjivq2fzzsbtdhvkesbmb2dvifrlbxbsyxrlicgxnth4odjweckgkde4ks5wbmcixsxbinailcj0ahvtyiisije1ohg4mimixv0
  • W1siziisijiwmtgvmtavmtuvmtqvmdqvmtavmjkzl0nhc2ugu3r1zhkgtg9nbybuzw1wbgf0zsaomtu4edgychgpicgxnykucg5nil0swyjwiiwidgh1bwiilcixnth4odijil1d

This White Shoe US law firm offers market-leading legal salaries and has a strong reputation within the Private Equity space. 

This Magic Circle firm has a leading reputation in the London market, offering excellent work,  institutionalised  clients and excellent levels of training for legal professionals.

This West-Coast based US law firm has been growing considerably in London over recent years and offers a balance of quality work and an enjoyable working culture for legal professionals.


tamara's articles


An Interview with Sarah Goulbourne, Co-Founder of gunnercooke

Posted by Tamara Salem

Sarah Goulbourne is an award-winning entrepreneur and co-founder and board member of the gunnercooke Group. gunnercooke is a challenger law firm. It challenges the way that legal services are delivered to clients. It challenges the way that lawyers balance their lives. It challenges the way our communities are served by those of us more fortunate. Sarah speaks with Tamara Salem, Managing Consultant at Pro-Legal about life at gunnercooke, the difference between gunnercooke and the traditional law firm and how she sees the legal market changing over the next few years. Tell me about yourself, how your career started and what you do at gunnercooke? I qualified as a solicitor and developed my career as an in-house lawyer becoming a General Counsel and Company Secretary of a FTSE 250. After completing an MBA I wanted a new challenge so I teamed up with Darryl Cooke to set up gunnercooke. I’m now on the board of gunnercooke supporting our strategy and promoting the firm. My particular interest is around recruiting new lawyers to join the firm and coaching our lawyers to develop their practices. What are the benefits and differences between gunnercooke and a traditional law firm? gunnercooke throws out the restrictive elements of a traditional law firm such as timesheets and targets, giving lawyers time to focus their attention on their clients. We offer partners the freedom and flexibility to run their own practice, set their own hours and choose who they work with. Partners retain most of the fees they earn, working as independent consultants with the support of our infrastructure and brand. We are also client centric in our approach to pricing; offering price certainty as much as possible. This approach ensures that our objectives are fully aligned with our clients, with no hidden costs or running clocks. How have you adapted to working through lockdown and through the changing landscape following COVID? Lockdown has been a challenging curveball for all of us. At gunnercooke we have always been set up to allow lawyers to work remotely, which has meant the transition has been relatively smooth compared to other businesses. However, home working can be lonely, so our focus has been on ensuring our communications are as strong as possible, that partners still feel supported and part of a team. We run a diverse programme of virtual sessions, which ranges from social ‘drinks’ and networking, to training on how to re-evaluate your business plan and even to wellbeing, such as how to remain resilient in challenging times. What kind of person does well at gunnercooke and what do you look for in potential joiners? At gunnercooke partners are given the autonomy to run their own practice so it’s essential they have ambition and a passion for what they do. A typical gunnercooke partner is someone who has deep expertise in their field, and truly acts as a trusted advisor to their clients. At recruitment stage, we take time to understand the lawyer’s business plan – they must have a solid client following. We have an extensive range of services which support our lawyers, but essentially you must be a self-starter – you have to have the confidence to build your own practice, without the relative ‘comfort blanket’ of a salaried role. Alongside this, I think the people who get the best from our model are those who are very collaborative. It’s a misconception that this is model for siloed working; we operate a vibrant internal referral market and there is a huge opportunity to work with other lawyers on providing a brilliant service to their clients. How does gunnercooke differentiate themselves in the market compared to other alternative structures? Many law firms with an alternative business structure pride themselves on being a virtual law firm. But there is nothing virtual about the way we run our firm. Our role is to facilitate as many opportunities as possible for lawyers to collaborate, and we feel that the emphasis we place on this is unlike any other ‘fee share’ model. Culturally, we treat all of our lawyers as businesspeople, as such our training reflects helping them to adopt an entrepreneurial ‘growth mindset’. We set up a sister company Operating Partners, to provide high quality business growth advice to our clients and again this is a key differentiator. Whilst the pandemic has thrown us a challenge, our culture encourages flexible working, not just from home but also in our three offices and though networking events. Other firms can adopt the same fee share model, but it’s our culture that can’t be copied, we have an incredibly strong internal focus on vision and values. Feedback from our partners is that gunnercooke is unlike any firm they have ever been at before. We are very personal in our approach and look at the little things that create a big culture; personal cards, thoughtful gifts, ways to show we care about our people. How does the referral network within gunnercooke benefit the Partners in the wider business? Whilst our partners run their own practice, they are not working in siloes. As mentioned, the people who do best are those who collaborate. We encourage a culture of referrals through regular internal networking events, which give partners the opportunity to learn more about each other’s specialities. We have a fantastic rewards programme and partners receive a minimum of 10% of the fees generated through a referral. Last year over £5m of fees were cross referred between our lawyers and this is growing. How do you think the role of Partner has changed over the years? In the traditional model, the ‘Partner’ typically has a myriad of roles; management of the firm, developing people, committee member of all sorts of groups. The higher you climb, the less time you spend practising the law, and many of the lawyers I interview say that this is something they miss. A model like gunnercooke allows partners to get back to doing what they do best: offering quality legal advice to their clients. Our aim is to develop people that consider themselves businesspeople and not just lawyers. The modern partner is much more than management; they are businesspeople in their own right, and are flourishing in their field of expertise. How do you see the legal market changing in the coming years? The legal market has changed drastically since we launched gunnercooke ten years ago, and the next decade is set to be just as fast paced, not only due to the impact of Covid-19. I expect we will see more advancements in technology including virtual collaboration tools and AI. We are also seeing other types of professionals becoming part of the legal team, including technology or data experts, and consulting or finance. Finally, it’s likely there will be more mergers and fewer large firms as new market entrants drive innovation and challenge the traditional structure. What challenges, personally or professionally, do you think the next generation of legal face? Many sectors are facing years of recovery from the impact of Covid-19. Lawyers are having to adapt to the challenge of home working, whilst continuing to offer a quality service to clients who are in a period of crisis. For lawyers starting out in their career, it’s going to be more difficult to learn and develop virtually, without having access to senior colleagues. It’s important that firms invest time to make sure the next generation are getting the support they need, whether that be face-to-face or through virtual webinars and training. What advice would you give to your younger self? Be open to new opportunities that come your way. Different experiences will add to your growth. Don’t be afraid to take some risks to get to where you want to be. Any final words of advice for people looking to progress their legal career? Work out which area of the legal sector you think you will enjoy the most and aim to move into that area as soon as you can. For more information on this article or to take part in our exclusive Interview series, contact Tamara Salem on 020 7269 6368 or


March 2020: Legal Movers and Shakers

Posted by Tamara Salem

Stay up-to-date with the movers and shakers in the legal sector. Here are the key movements in March 2020: US firm Proskauer Rose has hired its first Litigation Partner in London. Dorothy Murray joins from KWM. Murray works across a broad range of investment and commercial disputes. Gibson Dunn is to lose Amy Kennedy, a Leverage Finance Partner, to Akin Gump in London. Amy acts on deals in the leveraged finance space, investment grade and corporate lending, as well as restructurings. Orrick has continued to hire from PwC Legal, bringing in PwC Legal’s Head of Finance Services one month after hiring a duo from the Big Four accountant to launch a contentious cybersecurity practice. Slaughter and May is losing Richard de Carle to Ashurst, after nearly 40 years with Slaughter and May. This is the second Partner the Magic Circle firm have lost this week, as another Corporate Partner, Susannah Macknay will be returning to Australia and joining Gilbert and Tobin. For more information about this article, or to speak to Tamara Salem about your recruiting needs or Legal jobs in London or Nationwide, contact her on 020 7269 6368 or Back to Legal Movers & Shakers Archive >>


What are the Biggest Challenges Facing the Legal Industry? The Thoughts of 3 Leading Figures in the Sector

Posted by Tamara Salem

Like clockwork, 2020 has given rise to a fresh wave of legal issues and changes which are reshaping the legal market. We asked 3 Legal Partners and Directors - Carla Roberts, Michael Ruck and Andrew Pannell - what they thought were the biggest challenges facing the legal industry. Hugely successful in their fields and influential figures in their respective firms, their insights shine light on the challenges facing the profession, and they advise on ways in which the industry should be moving forward. This year, we can predict more economic and political stability related to Brexit, but technological developments and advancements in artificial intelligence, innovative new ideas, and changes to the ways lawyers work will undoubtedly have a huge impact on the legal sector. Carla Roberts is the Director of Legal Services at WTT Legal Ltd. Carla is a dual qualified lawyer (US/UK) and has extensive experience in employment law, IR35 advice, commercial contracts, data protection and insurance law issues. Prior to joining WTT, Carla was Senior Legal Counsel at Alexander Mann Solutions Ltd., Head of Legal at Gattaca PLC and Compliance Manager at Capita Group PLC. We spoke to Carla in her 60 Second interview about working for WTT, influences on her career, and some of the most major challenges facing the legal profession: “The legal profession and its regulators have accepted that innovation and an entrepreneurial approach are essential for law firms to thrive in the future- the ABS model has allowed law firms to bring in non-lawyers and I think that this more open-minded approach will enhance the profession. To remain at the forefront of progress and innovation in the legal market, you need to be able to take risk - you need to grasp new ideas and go for it. Otherwise, you simply get left behind as there is someone else who is willing to capitalise on a new idea! Flexible working IS the way of the future and all law firms will need to adapt to remote working- it brings lots of benefits. The legal profession is very traditional and is probably one of the last to embrace this model, but it is happening.” Michael Ruck is a Partner in TLT's Financial Services team in London, and is a highly experienced Investigations Lawyer with a demonstrated history of working in the law practice industry. He previously spent four and a half years at Pinsent Masons in the Corporate Crime, Investigations and Enforcement team, and before that spent almost six years working in the FCA's Enforcement and Market Oversight Division. We asked Michael in his interview about what TLT does well, the right time to start building your network, and the challenges facing the sector: “While legislation and case law will continue to evolve, many of the major changes likely to impact the legal profession in the future are technological and cultural. The evolution of artificial intelligence (AI) and how this can be used will impact numerous aspects of the profession, with firms seeking to utilise and engage with such technological advances to benefit clients. For example, TLT has partnered with a US AI company to launch our product TLT LegalSifter for clients. It completes a contract review in a minute or two, increasing the speed, quality and value of day-to-day contract reviews for businesses and freeing up in-house legal teams to work on more rewarding and value-added tasks. We will also hopefully continue to see an increasingly diverse profession at all levels, bringing new ideas and approaches to how legal advice and support can be provided in the future. The main thing is to never stop learning and never stand still. The industry is changing every day as new technologies make new ways of working and servicing clients possible. Lawyers should engage with their firm's transformation programme – like the Future Law initiative at TLT, which encourages everyone to share their ideas for new solutions to client challenges and is supported by a £500k investment fund – and never be afraid to put their ideas forward.” Andrew Pannell is a Partner at MJ Hudson, where he joined as a Lawyer within the Venture Capital Practice in 2017. He has extensive experience advising venture capital, private equity and corporate clients on venture and growth capital transactions. Before joining MJ Hudson he worked at international law firms, including Mayer Brown as Counsel in Singapore and Senior Associate in Vietnam. Andrew spoke to Pro-Legal about working for MJ Hudson, the qualities he looks for in potential employees, and what changes he thinks will impact law firms in the future: “There has been a clear trend (which I suspect will continue) of law firms adopting an expansionist strategy (whether that be through merger or organic growth) to turn themselves into full service, global players or, at the other end of the spectrum, keeping themselves more boutique and focused on what they excel at. I think there is a place for both strategies in the market, however, for those firms who occupy the space somewhere in the middle, this may prove challenging unless they have a clear identity, value-add that they can market to clients. At MJ Hudson, we are clearly positioned at the boutique/focused end of the spectrum, albeit with ambitious growth plans, which is an exciting place to be. As a profession, we have probably been a bit slow in embracing technology within law and there is no doubt that we need to do more to adapt to the developments in technology that will undoubtedly have (and is already having) a significant impact on the legal market and how our services are provided to clients. Within the venture sector, a number of our VC clients are interested in, and already investing in, businesses with a focus on AI in law so there is no doubt that technology is going to play a significant role in future innovation in the legal market – one therefore for us all to embrace and see as an opportunity (not a threat).” It is clear that technology and automation will continue to have a huge impact on the legal sector, reiterated by leading names in the profession. Going forward into 2020, we will inevitably see even more investments in technology and AI, which means more automating processes. The so-called "digital revolution" and its new technologies are revolutionizing the world of work and in turn, disrupting professional services. Organisations are being forced to evolve to avoid being negatively impacted by advancements in technology, and law firms need to ensure they are constantly adapting, investing in technology, and transforming their processes in order to thrive. This also means that it is even more important for legal professionals to ensure that their soft skills and technical skills are up to scratch. Aside from technological developments which are impacting the legal sector, law firms also need to ensure they adopt innovative and entrepreneurial approaches, change their ways of working with flexible working options and remote working, and work towards embracing change and taking risks. For more information on this article, please contact Tamara Salem on 020 7269 6368 or


December 2019: Legal Movers and Shakers

Posted by Tamara Salem

Stay up-to-date with the movers and shakers in the legal sector. Here are the key movements in December 2019: Milbank has started 2020 off with the hire of Partner Lisa O’Neill from McDermott, to strengthen Milbank’s Corporate team. O’Neill has a mostly energy-focused practice and has a blend of both public and private M&A experience. Claire Dutch, former head of Hogan Lovell’s planning group has joined Ashurst. Dutch had been at Hogan Lovells for 20 years and focuses on all aspects of planning law. Fried Frank has hired arbitration Partner James Barratt from Squire Patton Boggs. Barratt spent five years at Squires and is an arbitration specialist, acting for governments, international organisations and multinationals. Banking & Finance Partner Steve Curtis is joining Latham & Watkins, as Latham continues to attract corporate and finance lawyers from Magic Circle firms. Curtis specialises in structured finance matters and had been a member of the Clifford Chance’s banking and finance group since 2000. For more information about this article, or to speak to Tamara Salem about your recruiting needs or Legal jobs in London or Nationwide, contact her on 020 7269 6368 or Back to Legal Movers & Shakers Archive >>


The Perfect Legal CV

Posted by Tamara Salem

Creating the ideal CV can be a tricky task, but the perfect Legal CV is the very first step towards your dream job. To avoid your CV being dismissed and missing out on that all-important job interview, there are things you need to consider, and our specialist legal recruiters have provided all the information you need to create that perfect CV! Unlike ticking the ‘open to opportunities’ box on LinkedIn, submitting your CV symbolises an active interest in a role. Best to avoid the mentality of “just send my CV and see what they come back with”. If the role is worth applying for at all, then this is presumably worth doing with your best foot forward. A specialist legal recruiter will likely see over 100 CVs each week. With both your experience and motivations in mind, they should be able to consult on: (1) the common mistakes to avoid and (2) how best to tailor your CV and exhibit your strengths. The first matter is straightforward enough, forming the contents of general advice here: General formatting: keep it simple The executive summary: lose the fluff Work experience: bullet point what you did Education and Qualifications: less can be more We have provided a general step-by-step guide on how to format your CV in the legal market. Quick disclaimer: ‘the perfect CV’ does not reference a stereotypically perfect career as it may appear on paper, though exemplar excerpts have been included below for illustration. 1. General CV formatting: keep it simple. Your experience should speak for itself in a way that is easily comparable with other CVs. Send your CV to your recruiter in Word (not PDF) format and say goodbye to: Flashy fonts (keep it to black, Arial size 11) Convoluted layouts (stay away from using any kind of columns) Photographs Charts/images ranking your skills Regarding length, the average length of a good legal CV is 3-4 pages: the 2-page rule is a myth in the legal industry and anything more than 5 pages is too long! 1 page is far too short because Legal Partners like to see plenty of detail around what you've done, the type of clients you have worked with, and most importantly what part you played on each matter. This is all essential for Partners to get a flavour of your experience and an idea of what you could add to their legal team. 2. The executive summary: lose the fluff. Within the first half-page, your CV should provide an overview of the most important details and your experience to date, including: Your name City/town Right to work Relevant qualifications Notice period Languages spoken (if pertinent to the role) Synopsis The synopsis is an important part of telling your story to third parties. However, promises of personal qualities are near impossible to make credible if written in the first-person. When sending your CV across to your recruiter, it is best to have your CV written in the third person - using the pronouns “I”, “me”, “my”, “mine”, “our” or “we” on your CV dampens the third-party ‘sell’ before you really need to. Try to think about your business case offering from the immediately observable and third-party perspective, as you would be discussed by others before having interviewed. The recommended format: A line (or two) on your background A line (or two) line on what your current role includes A line (or two) on what you are looking for – (framed from your reason for leaving) CANDIDATE: [NAME] LOCATION: London RIGHT TO WORK: UK Citizen QUALIFICATIONS: Qualified Solicitor of England & Wales (2014) AVAILABILITY: 3 Months (negotiable) SYNOPSIS: [Name] is a high calibre Employment Lawyer, approaching 5 years PQE with the leading International firm [firm name]. [Name] has an excellent academic record and has obtained a broad range of Employment experience to date, covering a range of contentious and non-contentious matters. Although [name] is progressing well with their firm, [name] is selectively considering firms which would offer them a step up and develop their skills and knowledge further. 3. Work experience: bullet-point what you did. This section should be in bullet-points for ease of accessibility, similar to the format you would ordinarily see in job specifications, as they are an easy way for employers and legal hiring professionals to get a quick snapshot of your experience to date. This section should not detail what your team did. Bullet pointing what ‘you’ did means focusing on your own actions and achievements. If you need to anonymise client names when detailing your work experience that is absolutely fine - for example, if you worked with HSBC you could simply say you worked with a 'leading high street bank'. Key information includes the documents you used, a value of the matter (if appropriate) and most importantly, what YOU did on that specific matter. Did you have a high level of client contact and responsibility? Showcase this. In instances where a collaborative effort was made, the key focus should be on your personal contribution to the wider effort. In bullet pointing what you ‘did’, it is important to realise what can and cannot be demonstrated on a CV. Steer away from an emphasis on what you ‘learned’, ‘developed’ or ‘demonstrated’, which are not only difficult to bring to life on a CV credibly, but are also more relevant at the interview stage. Keep the content to the job you performed, responsibilities fulfilled and value-added. What you should include is also dependent on your level of experience. If you are a junior Associate, keep your training contract experience on your CV as this is still relevant experience. As you progress through your career and become more senior, you can start to minimize this part of your experience and replace it with your post-qualification experience. Other general points for this section: Keep it chronological, in descending order of recency. Include the location (city) where each position was held. Consider omitting roles held prior to your beginning your formal qualification. 4. Education and qualifications: less can be more. In the legal market, employers are generally just not that interested in the finer details of your education. Key things to include in the education section of your CV are: When you were admitted as a solicitor and in which jurisdiction Grades for LPC and GDL (if appropriate) Grade for your degree A-Level subjects and grades Places of study Any awards/scholarships EDUCATION AND QUALIFICATIONS: 2014 BPP Law School, Holborn Legal Practice Course, Commendation 2013 University of Law, Bloomsbury Graduate Diploma in Law, Commendation 2012 University of Bristol Law LLB – 1st Class Honours 2009 [Sixth Form College] - A-Levels English (A) Mathematics (A) History (B) 5. The application: tailor your CV before applying. No one job or company is the same, so make sure that your legal CV is tailored to the position and firm that you are applying to, whether is this is a US Firm, Magic Circle, Silver Circle, or a boutique firm. Use the synopsis to highlight the main reasons you would be suitable for the position, and try to echo the organisation's corporate values and what the job specification says they are looking for throughout your application. In summary, your legal CV will set the groundwork for the remainder of the selection process. So, at the very least, it is worth considering how the synopsis might be tailored for each application you make. The take-home points here for general formatting purposes would be to let your career speak for itself with a simple layout, to omit any usage of the first person and to see the value in being recommended forward specifically by a trusted intermediary. Looking for advice on tailoring your CV, options in your search, or have a request for our next blog? Contact Tamara Salem on 020 7269 6368 or


October 2019: Legal Movers and Shakers

Posted by Tamara Salem

Stay up-to-date with the movers and shakers in the legal sector. Here are the key movements in October 2019: Jenny Doak, Tax Partner at Vinson & Elkins will be joining Weil Gotshal, after nearly eight years with Vinson & Elkins. Doak covers restructurings, public and private M&A, joint ventures, financings, debt and equity capital markets and loan acquisitions. Mavnick Nerwal, Tax Partner will be joining Kirkland & Ellis from Linklaters, which makes this the second member of the Linklaters’ tax team to leave to join this White Shoe firm. Nerwal will be joining the firm two years after Kirkland hired former Linklaters partner Tim Lowe, who co-heads the tax practice at Kirkland. Sidley Austin has brought in Eleanor Shanks, who focuses on Corporate and Private Equity, who spent over three years at Proskauer. Shanks advises investors and funds on corporate transactions and domestic and international investments. Quinn Emanuel Urquhart & Sullivan has boosted its human rights practice with the hire of Julianne Hughes-Jennett, who has joined the firm after 20 years at Hogan Lovells. Hughes-Jennett started her career at the firm, where she built an arbitration, litigation and human rights practice. For more information about this article, or to speak to Tamara about your recruiting needs or Legal jobs in London or Nationwide, contact her on 02072696368 or Back to Legal Movers & Shakers Archive >>


September 2019: Legal Movers & Shakers

Posted by Tamara Salem

Stay up-to-date with the movers and shakers in the legal sector. Here are the key movements in September 2019: Three lawyers have been promoted to Counsel in the London office of Shearman & Sterling. Alastair Goldrein (financial restructuring and insolvency), Margaret Ryan (international arbitration and public international law) and Tsegaye Laurendeau (international arbitration). Simmons & Simmons have appointed Paul Baker as the new leadership in its Dispute Resolution team. Paul chaired the London Asset Management Litigation Team and is a member of the firm's Crime, Fraud and Investigations Group, and will now take on the role of Dispute Resolution National Practice Head for the UK. Christina Blacklaws, who served as the Law Society of England and Wales' 174th president and fifth female president, holding office between 2018-19, has joined consulting and technology business Mason & Cook as a Non-Executive Director. City firm Wedlake Bell has appointed William Granger as Partner to help spearhead its Employment team. William previously founded the employment group at law firm Campbell Hooper in 1995 which has merged with two other firms to create what is now Charles Russell Speechlys. KMPG's legal services has welcomed two new Partners, Kate Eades and Usman Wahid, to it's Business Structuring and Transactions group. Kate joins from Greenberg Traurig where she was Partner for almost eight years specialising in corporate law, and Usman comes from Bryan Cave Leighton Paisner after fourteen years as a technology and outsourcing Partner. Joining as senior associates, Elizabeth Cookson, Laura Flanagan and Venisha Shah have joined Slater and Gordon's London Family Law team. For more information about this article, or to speak to Tamara about your recruiting needs or Legal jobs in London or Nationwide, contact her on 02072696368 or Back to Legal Movers & Shakers Archive >>


August 2019: Legal Movers and Shakers

Posted by Tamara Salem

Stay up-to-date with the movers and shakers in the legal sector. Here are the key movements in August 2019: Mona Vaswani is leaving Allen & Overy to join Millbank Corporate Head of Fraud, Mona Vaswani is leaving Allen & Overy to join Millbank’s expanding office. Leading a new group in the City office, she will be joining the firm having spent 26 years at the Magic Circle firm where she started as a trainee. Taylor Wessing hires Alison Dennis, Fieldfisher’s former life sciences head After the firm previously lost four Partners to Goodwin Procter, Taylor Wessing have begun to reassemble its group by hiring Alison Dennis, Fieldfisher’s former life sciences head. Dennis will be starting as the International Co-Head of Life Sciences, having previously been at Fieldfisher for over a decade. Goodwin’s London team secures Ali Ramadan, from Orrick Herrington & Sutcliffe As well as the previous four Partner hire from Taylor Wessing’s life sciences and technology team, Goodwin’s London team have secured a new hire. Ali Ramadan, from Orrick Herrington & Sutcliffe will be joining the firm advising on cross-border M&A and private equity transactions for the technology industry. Mark McNeill, former Shearman & Sterling Partner, will be starting at Quinn Emanuel Urquhart & Sullivan Mark McNeill, former Shearman & Sterling international arbitration partner, will be starting at Quinn Emanuel Urquhart & Sullivan as a new partner in their New York office. McNeill previously worked as an attorney-advisor in the US Department of State in Washing DC, representing investor state arbitrations. For more information about this article, or to speak to Tamara about your recruiting needs or Legal jobs in London or Nationwide, contact her on 02072696368 or Back to Legal Movers & Shakers Archive >>