Will Reeves on Building Tech-Forward Law Firms

The relationship between a consultant and a lawyer is primary. It demands transparency, vulnerability and buy-in – on both sides. A good consultant comes on board, re-frames the picture and in so doing, has the potential to help transform their clients’ business. According to Will Reeves, who has 20 years of experience under his belt, this alchemy can only occur when the relationship is grounded in trust and mutuality.

Reeves views his clients as his partners. This means, for Reeves, it is imperative that they have aligned values, shared goals and collaborative energy. This mindset is paramount when it comes to the success Reeves has experienced and the growth he knows is possible through the power of these pivotal partnerships.

Reeves serves as the Professional Services Sector Practice Director at P&C Global and has a history of playing an essential role for some of the world's most renowned professional service firms: After studying law in London, he made an impact as a general manager at IBM, a managing partner at Capgemini, and would go on to become a partner at Deloitte. At P&C Global the focus is on quantifiable results. It is one of the reasons that Reeves took so quickly to the firm – it is an ethos he deeply believes in.

“The most fulfilling part of my work is seeing the real-world impact of our strategies,” says Reeves. “It's about making a difference, helping our clients overcome challenges, and seeing them thrive. There's a genuine sense of accomplishment in knowing that our work has a positive and lasting impact.”

His background in tech taught him how important it is to stay ahead of the curve, understand the marketplace, and think outside the box. Reeves is never one to be left behind, and in a world where tech is becoming more and more prominent in all of our lives – that is a huge advantage for his clients.

Reeves has the unique advantage of understanding the complex and nuanced ecosystems inherent in the world of law and in the tech sector. This intersection marks a marriage of his skill sets, making his transition into working with law firms, and other revered global management consultancies who are also clients of P&C, an incredibly intuitive one. His strategic ingenuity, his understanding of cutting-edge technology and his ability to envision the end state of the client’s transformation – all combine to make Reeves truly outstanding in his field, and invaluable to his valued partners.

Lawdragon: How does your legal education in London inform the work you do with law firms, and other sectors, in the U.S. now?

Will Reeves: Studying law in London was more than just learning about legal principles; it was about understanding the broader context in which these principles operate. This perspective is crucial in my work with U.S. law firms, where I strive to blend traditional legal thinking with innovative strategies and marry that to the business of law – building economically thriving law firms poised for enduring success. It's not just about the law; it's about how the law interacts with new business challenges and opportunities.

LD: What similarities do you see between your notable work with major tech companies and the consulting you do now – specifically for law firms?

WR: My time in the tech sector taught me the importance of staying ahead of the curve. This is incredibly relevant in my current role, where I help law firms navigate a landscape that's being reshaped by technology. It's about understanding that at the core, whether it's tech or law, the goal is to solve complex problems in innovative ways.

My time in the tech sector taught me the importance of staying ahead of the curve. This is incredibly relevant in my current role, where I help law firms navigate a landscape that's being reshaped by technology.

In my work with P&C Global, I engage closely with the senior leadership of law firms, guiding them through intricate strategic and organizational issues. This involves not just conceptualizing strategies but also aligning these with effective execution and operating mechanisms to bring them to life using our incredibly talented team and tremendous resources across P&C. My approach encompasses everything from high-level business and organizational strategy to the nuances of operating and supporting technology strategies. It's about creating a cohesive vision that integrates innovative solutions with practical, actionable plans. This ensures that the strategies we develop are not only visionary but also grounded in reality and executable, leading to tangible, impactful results for the firms we work with.

LD: How did you come to P&C Global, and what do you enjoy about working with the firm?

WR: Joining P&C Global felt like a natural step in my career. What I really enjoy here is the blend of intellectual rigor and creative freedom. It's a place where ideas are valued, and we're encouraged to think differently, which is incredibly refreshing and motivating.

What truly sets P&C Global apart for me is the unique combination of being a large firm with vast resources yet maintaining the agility and innovative spirit of a much smaller organization. The firm is filled with some of the brightest minds I've encountered, fostering an environment where we're not just consultants, but true partners to our clients. This culture of collaboration and excellence is something I deeply value.

Moreover, our focus at P&C Global is relentlessly on driving and implementing results for our clients – there are no sales quotas, no relentless valuation objectives, nor do we sell any other company’s products. Our focus is exclusively on delivering transformative, enduring solutions for our clients that deliver on their investments. This is a distinct departure from the prevailing culture in many other consulting firms where the emphasis might be more on theoretical strategies rather than practical outcomes. Here, we're committed to not just devising strategies but seeing them through to fruition, ensuring that our clients achieve the tangible success they seek. This results-driven approach is what makes working at P&C Global both challenging and incredibly rewarding.

LD: When working outside the law firm sector, what are universal themes or lessons for major companies you’re seeing apply across verticals recently?

WR: One universal lesson is the importance of adaptability. Whether I'm working with a tech startup or a multinational corporation, the ability to adapt to change is key. Another lesson is the power of data-driven decision-making. In today's world, leveraging data effectively can be a game-changer across all industries.

In addition to these, I've observed that the advent of AI, the evolving dynamics of work environments post-pandemic (such as hybrid workplaces and work-from-home models), and emerging geopolitical impacts are significantly influencing businesses across all sectors we serve. AI is reshaping how we approach problem-solving and innovation, while the changes in work environments are altering the very fabric of organizational culture and operations. Furthermore, the shifting geopolitical landscape is prompting companies to rethink their global strategies and operational resilience. These factors combined are creating a new paradigm where businesses must be agile not only in technology adoption but also in their organizational structures and strategic outlooks. Understanding and navigating these changes is crucial for any company looking to thrive in the current business climate.

LD: What are some of the key issues you’re being brought in on at the moment? Cybersecurity risks? Advice on emerging technologies with the explosion of AI?

What I really enjoy here is the blend of intellectual rigor and creative freedom. It's a place where ideas are valued, and we're encouraged to think differently.

WR: Lately, I've been focusing a lot on how emerging technologies, especially AI, are reshaping the legal landscape. It's not just about mitigating risks like cybersecurity; it's also about understanding how these technologies can be harnessed to create new opportunities and deliver better outcomes for our clients.

In addition to these technology-focused areas, our law firm clients are grappling with the ongoing challenges posed by hybrid work models. This includes its impact on compensation and promotion systems, which are crucial for maintaining fairness and motivation in a changing work environment. We're also seeing a significant focus on evaluating strategic moves, such as mergers and acquisitions, as firms look to strengthen their market position in a post-pandemic world. These strategic considerations require a delicate balance of traditional legal expertise and innovative thinking to navigate successfully.

LD: What kind of M&A work have you been taking on for law firms recently?

WR: My recent M&A work has been fascinating. It's about more than just the transactions; it's about understanding the strategic goals behind these moves and how they fit into the broader industry context. It's rewarding to help clients navigate these complex decisions and see the positive impact of our work.

In 2024, we're seeing a shift in the M&A landscape. Law firms are increasingly focusing on smaller, mid-market acquisitions. These deals offer less financing risk and smoother transactional processes, a trend that has been growing since 2020. This approach aligns with the current economic conditions, where firms are seeking strategic growth opportunities that are financially prudent and operationally manageable.

With the need to evaluate strategic moves in a landscape marked by geopolitical tensions, inflation and rising interest rates, our role at P&C Global is to guide our clients through these multifaceted challenges, ensuring that their M&A strategies are not only aligned with their immediate goals but also position them well for future success in a rapidly evolving legal market.

LD: Your bio mentions a knack for nurturing talent. Do you consider yourself a mentor to more junior members of your firm?

WR: I do see myself as a mentor. For me, mentoring is about sharing experiences and insights, but it's also about listening and learning from the younger generation. They bring fresh perspectives that are invaluable and helping them grow professionally is incredibly rewarding. Plus, let's be honest, working with the younger generation keeps me on my toes – I have to stay updated with all the latest trends and lingo just to keep up in conversation. Who knew that being a mentor would also turn me into a part-time linguist and trend analyst?

LD: What do you find most fulfilling about your work?

WR: The most fulfilling part of my work is seeing the real-world impact of our strategies. It's about making a difference, helping our clients overcome challenges, and seeing them thrive. There's a genuine sense of accomplishment in knowing that our work has a positive and lasting impact.