Ten years in, the firm’s inaugural CEO is clear-eyed about what the next decade demands
In March of this year, Law Squared commemorated its 10th anniversary since its launch in 2016, a milestone celebrated with its people, clients, referrers, supporters and alumni - some of whom flew into Melbourne from Sydney, Brisbane, Perth, London and Auckland - to mark the occasion.
Speaking to Australasian Lawyer, Law Squared CEO Claire Sundin described the event as an important moment.
“It was a really special time of connection”, she said. “Having so many people who have contributed to the growth of Law Squared over the first decade all in one place was incredible".
The milestone celebrated Law Squared’s future-focused model. Sundin expressed her confidence in the scale of the firm’s ambition, which rests on the firm’s model of no billable hours, timesheets or partners.
The model, which has been in place since the firm’s inception, also sets fixed fees across all practice areas.
“We believe traditional law firms are no longer meeting the needs of the businesses they serve. Our mission is to change that by creating expert-led, purpose-driven offerings that put client needs first. We’re serious about redefining how legal support is delivered, experienced and valued”, Sundin told Australasian Lawyer. “We want to go from being a challenger in the industry to a category leader. If the last 10 years were about proving that Law Squared’s model works, then the next 10 is about how far we can take it without losing what makes us unique and valued by our people and our clients”.
She shared that she constantly returns to two questions she considers central to this ambition: what characterises a great lawyer, and what characteristics and capabilities do they need to possess in five years? These questions are ones she has asked in previous leadership roles, and her answers, she said, have been significantly refined as AI reshapes the profession.
"The qualities, skills and capabilities that make a great lawyer are changing and we have a responsibility to our clients and to our people to make sure they keep developing them”, Sundin said.
This mindset has driven Law Squared’s recruitment strategy and professional development in disciplines going beyond traditional technical legal skills.
“We're bringing in coaches and professionals to support our people on everything from personal branding and LinkedIn to giving and receiving feedback”, she told Australasian Lawyer. "When AI is doing the grunt work, clients are paying for judgement, communication and commercial thinking. Those are human skills. We're investing in them to give our people and our firm an edge".
This philosophy is rooted in Sundin's broader view of leadership, which highlights the considerable alignment between how an organisation treats its people and how it performs commercially. She explained that Law Squared's culture and mission, as well as its commitment to improving the state of the legal profession, are what attracted her to take on the CEO role at the firm after a decade of working in-house.
“Law Squared’s vision isn't a nice-to-have, it's the point. I see it as our responsibility to develop our people, give them an amazing work environment, give them phenomenal work to do and opportunities to work with some of the best clients out there”, she told Australasian Lawyer. "We want our people to be better for working here. A sharper lawyer, a stronger communicator, someone who knows how to work with the tools shaping their profession. If we're doing our job as a firm, the world opens up for them".
