Welcome to the MPF Strategy Group

Helping Group members be the best they can in a fast evolving and uncertain business landscape

The MPF Strategy Group provides a formal network for those with responsibility for making outcome-focused choices, creating competitive advantage and implementing agreed strategies. The Committee organises quarterly events for up to 20 people and a private Hub that:

  • Encourage learning through an exchange of ideas and best practice between like-minded people facing similar choices and challenges
  • Clarify how members can best contribute to the challenges and opportunities facing their firms
  • Explore ways to develop a relationship of mutual respect and trust with the firm-wide leader and other C-Suite members
  • Facilitate debate amongst those holding diverse perspectives
  • Provide members with insight into the value contributed by other management experts


John Cussons, Global Director of Strategic Development, Norton Rose Fulbright

Neil May, Chair, Parallel Mind

John Rockel, Partner, Group Head Strategy and Risk, Knight Frank

Ian White, Director of Strategy and Business Development, A&L Goodbody


  • We are dedicated to the issues that make a real difference to our members - other networks focus on technical capability.
  • We treat you as an insider – coping with “non-lawyer, non-person” attitudes can be challenging, especially for those new to the sector
  • Strategists come from all walks of life. There is a lack of understanding at firms and the wider community about the emergence of strategy as a management function in its own right.


Takeovers & mergers: Lessons learned
Management Team Together

Speakers - Jenni Emery (CMS), Peter Madden (Arcadis), Jeremy Horner

Lewis Silkin, 5 Chancery Lane, Clifford's Inn, London, EC4A 1BL

Thursday 5 October 2017 - postponed

The challenges of leading a successful merger or takeover are varied and extensive. Leadership at all stages is paramount, from conception to integrating strategy and objectives all while leading a firm of people.

Each individual element of the firm faces its own specific challenges – from partners and fee earners to business services departments. A well-planned and executed integration ensures minimal disruption, underpinned with strong communication to both your people and your clients – current and future.


Coming soon...


  • Chief Strategy Officers
  • Those with equivalent job titles to CSO (for example Head of Strategy)
  • Firmwide leaders
  • Client-facing leaders & Office heads
  • Approved members of other Groups
  • Approved members of Clubs

Membership details


John Cussons John Cussons,
Norton Rose Fulbright
Neil May Neil May,
Parallel Mind
John Rockel John Rockel,
Knight Frank
Ian White Ian White,
A&L Goodbody

More on the committee members…


  • Design strategies focused on value creation
  • Speed, inertia & moving to action
  • Will cognitive systems destroy your current strategies?
  • Building organisational health
  • How can strategy be more influential?
  • Overcoming the execution gap