An experienced commercial and legal professional, I held a number of leadership positions within Eversheds, one of the largest full service law firms in the world. Eversheds operates from an extensive network in key locations across the globe.Throughout my successful 30 year business and legal career, I have worked with a wide spectrum of multinational clients on a range of complex matters, to consistently deliver results and profitable growth in a competitive and constantly evolving sector. Passionate about service delivery, I am a strong team player with a firm belief in the importance of accountable leadership at all levels. As Eversheds’ Chief Executive (2009 – 2017) I combined my strategic insight and operational expertise to successfully launch a number of new, innovative, profitable product lines to compliment Eversheds’ existing portfolio, as well as to implement new client management programmes and internal infrastructure enhancements. Furthermore, I galvanised Eversheds’ global business behind a clear vision and brand proposition which has paid dividends; as well as being recognised as having a distinctive culture with a market leading reputation for innovation. Eversheds – despite challenges including a global recession - delivered a strong financial performance throughout my tenure. Down to earth, approachable and straightforward, I am personally committed to leadership visibility and communication at all levels to drive engagement, continuous improvement and success, as well as for all colleagues, regardless of their background or situation, to be able to develop their skills and talents to the maximum.
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Chief ExecutiveEversheds Sutherland 2009 - May 2017London, United KingdomPrimary initial focus on becoming Chief Executive was to build the firm following the credit crunch. Having consulted on, and drafted, the 2009 – 2012 strategy I undertook a series of roadshows emphasising the client strategy and key brand propositioning that the business needed to focus on to come through the recession.• Business engagement - SMT rotation - Shadow SMT - Communications strategy• Market focus - KAM strategy introduced and executed driven through a clear sector focus.• New global strategy and 2020 vision• Global footprint continued to expand - Firming up EIL (escalation policy) - Asia - Hong Kong, Singapore then Beijing - Middle East Merger - Africa Strategy• Identifying new product lines, including Consulting and Agile. • Improve Firm’s financial profits -
Uk Managing PartnerEversheds 2006 - 2009London, United KingdomDuring this period I was given responsibility for the Practice Group Heads, the head of the service delivery lines.At this stage of Eversheds’ evolution, having gone a long way down the integration road, we focused on a number of market facing initiatives for example :• Ground breaking project management tools for Litigation and Corporate.• Leaders of the Du Pont client partnering model.• Establishing the Tyco, one firm relationship.• GAMS ground breaking support system.• Giving Eversheds an unrivalled reputation for innovation in the sector.The focus on improving profitability and increasing Eversheds’ international reach continued as I was elected to Chief Executive Officer (unopposed) in May 2009.
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Chief Operating OfficerEversheds 2003 - 2006London, United KingdomAs Chief Operating Officer I was effectively number two to the Chief Executive Officer. I had direct responsibility for the Business Services teams but, as a member of a small Executive of five (and only one of two people with a full time executive management role), played an instrumental role in the Firm’s evolution during this period.The prime focus in this period was integration, namely convert seven large regional firms into a single firm (whilst at the same time beginning to create an international network). This involved a number of change management programmes namely :• Consulting with the business to agree and put in place firm-wide values.• Putting in place, in 1996, the first firm-wide strategy, fully endorsed by the Partnership and then sold to the wider business.• I was a member of the Committee that consulted on and put in place a new profit sharing scheme for Equity Partners, based a contribution rather than lockstep.• Moving budget and people responsibility from the UK regions to the practice lines.• Consolidating the business support function to support the Firm as a whole rather than the UK regions.• Forming and building EIL, Eversheds formal alliance, network in Europe.•During this period one of my primary focuses was improving the Firm’s absolute and relative financial position. PEP improved considerably in this period.
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Regional Managing PartnerEversheds 2000 - 2003Cardiff, United KingdomJust before Eversheds financially integrated in May 2000, I was made Regional Managing Partner of the Cardiff office, having total budgetary and people responsibilities for 600+ people. I led on the consolidation and closure of the Bristol office and consolidating the four site Cardiff office in to a single state of the art office, notably being the first office in the Eversheds network to have an open plan strategy for all staff and Partners.During this period I built a strong and dynamic team (including having business support members on the local executive team for the first time) securing strong consistent revenue growth, making Cardiff one of the most profitable offices in the Eversheds network. As Regional Managing Partner Cardiff I was also part of the wider management team in Eversheds thus being exposed to management of the National firm for the first time.
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Legal CareerEversheds 1984 - 1999Cardiff, United KingdomI joined the Cardiff precursor of Eversheds as a trained solicitor in 1984, qualifying in 1986 into the commercial litigation department.Upon qualification I worked with a Partner and over the next few years they established, from scratch, a defendant insurance litigation department. As a successful practitioner I was part of a team that built a practice handling a range of personal injury, professional negligence, subrogated recoveries and fraud claims for a large number of insurance companies and protection and Indemnity clubs. I was made Partner in 1990.Having helped establish an insurance team that was four Partners strong when he left in 1992, I was asked to take on and rescue the Firm’s loss making debt recovery department. Over the next few years I re-engineered the team, rebuilt the client base focusing on the financial services and insurance sectors and, having established a client base of volume providers, created systems and processes to deliver a quality and efficient service.By the time I moved to my next role in 2000, the small (revenue circa £180k pa) operation had been transformed into a multi-million collection and litigation team which was the largest and most profitable business unit in the firm (Cardiff office) acting inter alia, for 18 of the biggest lenders in the UK financial sector.
Bryan Hughes Skills
Bryan Hughes Education Details
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University Of Wales, Cardiff2.1 (Hons) -
Adams Grammar School, Newport, Shropshire9 ‘O’ Levels, 3 ‘A’ Levels
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ChesterSolicitor Finals
Frequently Asked Questions about Bryan Hughes
What is Bryan Hughes's role at the current company?
Bryan Hughes's current role is Former Chief Executive at Eversheds Sutherland (2009-2017.
What schools did Bryan Hughes attend?
Bryan Hughes attended University Of Wales, Cardiff, Adams Grammar School, Newport, Shropshire, Chester.
What skills is Bryan Hughes known for?
Bryan Hughes has skills like Legal Advice, Mergers And Acquisitions, Business Innovation, Business Strategy, Financial Management, Building High Performing Teams.
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Bryan Hughes
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