Andrew Tilley retires from partnership after 30 years with Dutton Gregory

After devoting 30 years of his legal career to Hampshire’s Dutton Gregory Solicitors, managing partner Andrew Tilley is finally ready to retire from the partnership.

It was in April 2015 that he got the promotion from head of commercial litigation and dispute resolution to his current role – but in many ways, it was still business as usual.

Soon after the switch, Andrew attended a Law Society conference, where a speaker asked the audience how many of the managing partners in the room were still carrying out legal work.

“I raised my hand, along with half those in attendance, and the speaker immediately challenged us.

“He explained why being a managing partner was a full-time role, so I returned to my fellow partners, and they agreed to my following the advice.”

It quickly proved the right choice. Within weeks, three partners had announced their retirement – and meanwhile, the leases of offices across Hampshire and Dorset were coming to an end.

Andrew was tasked with devising and executing a strategy for the firm’s future.

“It was a real baptism of fire”, he said.

“Most of my contacts and legal work were from London, and there wasn’t the collaborative approach amongst regional associations we have now, so I did feel rather alone.

“However, I was convinced of two things – to be outward looking and focus on people.

“Whether it was our staff, referrers trusting us with cases, or the clients we were supporting, the legal profession is all about people.”

Andrew conducted a survey of clients, who said that although the firm was professional, diligent, and reliable, it was also a little dated, fusty and old-fashioned.

From that point on, Andrew chose to champion of growth, innovation, and reputation. Throughout the week, he’d be looking into paperless working, new technology and internal processes.

It was while on honeymoon in the Maldives in March 2020 that Andrew received news of the Covid pandemic and opted to make a hasty return the UK on the last flight into Gatwick Airport.

He immediately began chairing emergency COBRA-style meetings – accelerating rollout of technology, making furlough decisions, and successfully guiding the firm through the struggles of Covid.

“We’d already introduced laptops for remote working, were in the cloud and had implemented new software, so we were in a robust position that enabled us to achieve growth during the two years of lockdowns.”