The challenges firms are facing are becoming more urgent, and the scale of decisions required is growing.

As organisations look ahead to the rest of 2026 and beyond, many are questioning whether they’re making bold enough moves to genuinely change their trajectory. Whether it’s expanding into new geographies, adding service lines, or diversifying industry focus, we continue to work closely with firms as they shape the next phase of their growth.

One of the most consistent themes in recent discussions has been partner integration, specifically, how to do it more effectively. We’re seeing a notable increase in firms building out dedicated teams to manage onboarding and to support the delivery of business plans. There’s also more scrutiny at the business planning stage, not only around viability but on how internal collaboration can support long term success. It’s encouraging to see firms making these investments, because it’s no longer enough to simply hire a partner and expect results. Candidates want to know exactly how they’ll be supported and what structures are in place to help make their move a success. We have been working hard with firms to build out these plans and give comfort on both sides that partners are being set up succeed.

Another major challenge arises when firms enter new geographic markets: attracting the right talent in the early phase, and then sustaining that momentum once the “new office” buzz wears off. Recent openings in markets such as Boston, Texas, and California have brought in some excellent hires. Where we’re increasingly asked to support is the second wave, the stage where firms need to refine their story and articulate the long‑term opportunity so they can continue drawing in top talent once they’re no longer the new entrant.

It still surprises me how resilient the traditional markets remain. New York, Texas, Washington DC, Florida, and California continue to see exceptionally high levels of recruitment. Across Funds, Corporate, Finance and Litigation, there remains a significant shortage of attorneys, particularly in niche areas such as Fund Finance, Securitisation, Renewables, and Antitrust. The result is a familiar picture: strong opportunities for anyone considering a move.

Interest in international talent is also far from slowing. Our time in New York made this clear, though we are seeing visa timelines stretch beyond expectations. Some firms are becoming more cautious as a result, while others are moving earlier to secure Australian and Canadian lawyers ahead of anticipated delays.

Looking ahead, new service lines and industries will be central to growth. We are spending increasing amounts of time discussing opportunities in insurance, data centres, renewable energy and the broader question of how US businesses investing heavily overseas will shape future office locations. The question for many firms is now less about if they should expand into these areas, but where they need a footprint to support clients and retain relationships.

We are still yet to see the full impact of the merger announcements made in recent months. As always, some movement in the market is inevitable, but with that comes opportunity, not only for existing partners, but also for individuals at both partner and associate level who are looking to take advantage of a newly evolving firm and platform.

In‑house hiring across the US also continues to grow. In our key sectors including Sports, Media, Financial Services, Insurance and Life Sciences, we expect 2026 to be an active year as companies strengthen teams nationally. Notably, we’re seeing more roles appear outside the traditional financial hubs, reflecting both geographic diversification and sector‑driven needs.

As always, if you’d like to discuss what we’re seeing in the market, whether you’re exploring a move, tackling broader business challenges, or simply looking to benchmark, please feel free to reach out