Working as a consultant to Michael Wolkind KC.I solve problems. I get the right people for the right case and get the right results.Under Steve’s leadership, what began as a speculative venture, initially requiring two days aweek on a short-term contract, rapidly became a long-term success often requiring six days aweek. Steve’s expertise in digital marketing has secured a substantial volume of enquiries forprivate work, with one additional silk joining the set to date, and widespread interest fromothers.Current members include Michael Wolkind KC, Catherine Daly and Adrian Eissa KC.Steve’s responsibilities encompass operations, finance, marketing and recruitment. Steve wasquick to spot the advantages of remote working.

Steven was brought in on a 6-month, 3-days-a-week contract to modernise and reorganise theclerks’ room. Steve implemented new, best-practice marketing and business developmentprocesses, updated the case management system, and hired and trained a new clerking team. Tocement the new strategy, he was ultimately retained for four years, during which hesubstantially increased the set’s profile, doubled its membership and increased turnover.• Initially brought in to modernise the fee collection system.• Introduced a more streamlined billing and collection system that increased turnoverand reduced the Aged Debt for chambers.o This was achieved using software that was in a place that had never been usedby chambers.o Changing the way chambers invoiced clients making it a more streamlined service• Recruitment – organized and led a merger with another similar chambers whichdoubled the members and increased turnover.• Reorganised the clerk’s room to maximize output and a more proactive environment,instead of a reactive environment.

Steve was founder member of the team that opened JAMS’s London office, before leadingfurther expansion across Europe. JAMS is a global leader in alternative dispute resolutionhandling around 20,000 cases a year from 28 offices and with a turnover of around $200m.During his tenure, arbitration revenue increased from $40m to $100m, latterly comprising 50%of firm revenue. Reporting to the Chief Operating Officer in New York, responsibilitiesincluded the following:• Business development & client relationships:o Identifying prospects in the London markets▪ Developing contacts with claims professionals at both underwriters andbrokers• Initial call, networking, meetings, bespoke presentations▪ Maximising opportunities to grow revenues from existing andprospective clients.▪ Devising and administering new dispute resolution protocolsappropriate to specific business lines▪ Implementing Marketing and Business Development plans.• Marketingo Worked on restructuring the website.o New CRM Systems – including Hubspot and Netsuiteo Market Researcho Cross-selling initiatives in New York and Londono Work with all major law firms (UK, US, HK and Singapore)o Work with major barristers’ sets across all sectors• Case Managemento Managing the practices of leading UK and US mediators and arbitratorso Experience with all major arbitral institutions (ICC, ICDR, HKIAC, SIAC,SCC) and rules• Financial planning and budgetingo Monthly P&L reporting to finance directoro Invoicing and fee collectiono Communicating with senior management and panel members

Steve was a managing clerk at 2 Bedford Row as deputy to John Grimmer for over 20 years.• The business grew from 25 tenants to 65,o Recognized in The Legal 500 and Chambers & Partners both for thequality and range of its barristers. In 2015, The Legal 500 suggested 2Bedford Row was “…one of, if not the single best set in the UK.”• Steve trained and managed a team of 10 clerks.• Grew revenue from less than £2m to close to £20m.