Hogan Lovells is, as of Saturday, a reality — a 2,500-lawyer, 47-office megafirm that spans four continents.
Now, the firm’s leaders have to manage their leviathan and clean up mass of details still facing them: Can they work out their compensation system? Can they build their corporate and finance practices into true power players? Can they forge a culture across a firm with this many lawyers in this many countries?
For months, since Washington-based Hogan & Hartson and London-based Lovells announced the merger, top partners have buzzed around the globe to sell the deal to clients and their fellow lawyers. Tech staffers have worked to pull together management, conflicts and other computer systems. Marketers have scurried to set up new website and sell the brand.
Despite all the work, the question remains: Is Hogan Lovells really a single firm? By traditional measures — sharing profits, a single compensation system and a single partnership — the answer is muddy. For tax and liability reasons, lawyers inside the United States and outside the United States will work in two separate partnerships, and profits will be pooled separately. A single comp system is to be phased in over time. “We’re looking at May 1 not as the finish line, but the starting point for the new firm,” said former Hogan Chairman J. Warren Gorrell Jr., who is co-CEO of Hogan Lovells.
At that starting line, the firm boasts 20,000 clients in about 80,000 ongoing matters; some 700 lawyers doing litigation work; and an instant top 10 ranking in terms of revenue and headcount. Gorrell said Hogan Lovells' work is roughly 35 percent corporate, 25 percent litigation, 15 percent finance, and the rest split between intellectual property and regulatory matters. Common clients between the legacy firms include Ford Motor Co., Barclays PLC, Bank of America Merrill Lynch, JPMorgan Chase & Co. and Iberdrola S.A., a Spanish energy company.


