Al Keve

Al Keve

Greater London, England, United Kingdom
2K followers 500+ connections

About

I am an experienced Business Development Director who is adept in designing, developing…

Experience

  • KPMG Graphic

    KPMG

    London, United Kingdom

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    London, United Kingdom

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    London

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    New York & London

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    London, United Kingdom

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    London, United Kingdom

  • -

    New York

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    London, United Kingdom

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    London, United Kingdom

Education

  • Advanced Leadership Programme, Executive training

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Licenses & Certifications

Publications

  • 3 levers for law firms to pull away from peers

    Totum Partners

    As the race speeds up to avoid becoming – or being seen as – the Blockbuster of legal services, managing partners are under attack on multiple flanks. Three market dynamics come to mind as the most pervasive – albeit interrelated - threats. First, the accelerating technological innovation in legal service delivery. Second, the proliferation of new business models, ABSs and the re-entry of the Big Four. Finally, the need to respond to in-house counsel’s hunt for efficiency and value through…

    As the race speeds up to avoid becoming – or being seen as – the Blockbuster of legal services, managing partners are under attack on multiple flanks. Three market dynamics come to mind as the most pervasive – albeit interrelated - threats. First, the accelerating technological innovation in legal service delivery. Second, the proliferation of new business models, ABSs and the re-entry of the Big Four. Finally, the need to respond to in-house counsel’s hunt for efficiency and value through innovation and differentiation.Managing partners are exposed to many opportunities for differentiation and for responding to these uncertain market conditions. Many have determined those that fit their firm’s vision and market understanding. The challenge of course is that executing as well as the next firm creates little return, but tackled expertly, there is the potential to open up blue water from competitors. Which must be the point. Highlighted in this piece are three of those opportunities which focus on the successful delivery of:
    1. An evolution of service delivery and marketing through technology.
    2. A meaningful and memorable brand.
    3. Strategic growth of profitable referrals.

    See publication

Courses

  • MSP® Practitioner Certificate in Programme Management

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Projects

  • Business Growth Strategy

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    MWE historically approached business development on a practise-by-practise basis. I was appointed as Global Director of Business Development to propose, build and implement a new sector-led BD strategy. I conducted extensive data analysis on entire client base; prioritised sectors by growth potential; identified best internal stakeholders to lead by sector; developed road map for long term success; and optimised infrastructure and approach to market based on results. I succeeded in launching 5…

    MWE historically approached business development on a practise-by-practise basis. I was appointed as Global Director of Business Development to propose, build and implement a new sector-led BD strategy. I conducted extensive data analysis on entire client base; prioritised sectors by growth potential; identified best internal stakeholders to lead by sector; developed road map for long term success; and optimised infrastructure and approach to market based on results. I succeeded in launching 5 sector-facing commercial groups which grew sector revenues 5%-7% YoY out-performing market.

  • Business Turnaround

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    Thomson Reuters had acquired IDS but never fully integrated the business which was experiencing performance issues. As newly promoted MD I was tasked with developing and implementing a business transformation programme. I analysed product portfolio; identified areas of underperformance; identified areas of greatest potential / growth; restructured internal teams; and implemented new KPIs. I succeeded in eliminating underperforming products, developing new online client solutions, halting…

    Thomson Reuters had acquired IDS but never fully integrated the business which was experiencing performance issues. As newly promoted MD I was tasked with developing and implementing a business transformation programme. I analysed product portfolio; identified areas of underperformance; identified areas of greatest potential / growth; restructured internal teams; and implemented new KPIs. I succeeded in eliminating underperforming products, developing new online client solutions, halting revenue decline in year 1 and establishing 7% growth in year 2.

Honors & Awards

  • RG Lawson Prize for Criminal Evidence - University of Manchester

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Languages

  • French

    Limited working proficiency

  • Dutch

    Limited working proficiency

  • English

    Native or bilingual proficiency

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