In The Corner Office, we ask Managing Partners at law firms across Central and Eastern Europe about their backgrounds, strategies, and responsibilities. This time around, we asked: Would you ever hire a non-lawyer as a CEO/Managing Partner for your firm? Why/why not?
Matjaz Ulcar, Cerha Hempel Ulcar & Partnerji, Slovenia: A law firm is, at its core, a business – and like any business, it requires strong leadership not only in legal expertise but also in operations, strategy, and client service. As the legal profession continues to evolve, I see an increasing need for specialized non-legal competencies, such as business development, finance, technology, and organizational management. It’s entirely foreseeable that, in the near future, firms may appoint a non-lawyer as CEO or COO to lead in these areas.
While I believe legal insight remains essential at the strategic level, that doesn’t necessarily mean it must come from the top executive. With the right structure, a non-lawyer CEO could work hand-in-hand with senior legal partners to deliver both strong legal services and strong business performance. The key is ensuring that leadership – whether legal or non-legal – shares the firm’s values, understands the unique responsibilities of a legal practice, and is committed to upholding professional standards.
I’m open to innovative leadership models, provided they respect the core principles of the profession and create an environment where lawyers can focus on what matters most: delivering top-tier client service.
Kostadin Sirleshtov, CMS, Bulgaria: Having non-lawyer managing partner(s) is something which is not typical for a law firm and will not become the norm any time soon. Lawyers prefer to be managed by the most successful and proven legal colleagues that they have, and this is unlikely to change soon. Furthermore, law firms are facing the “manager/producer dilemma” (as they put it in the Harvard Business School), and so regardless of the seniority, any law firm lawyer manager is expected to produce billable work as any other Partner.
At the same time, law firms keep on hiring senior non-lawyer managers – COOs, finance managers, etc., and this is a positive move. These roles, which are part of the core management teams, are providing important financial, operational, and business perspectives, while the decision-making control stays with the lawyer Managing Partners.
If your firm follows the slow trend of listing on the stock exchange, the reply to this question might sound different.
Oleksiy Feliv, Integrites, Ukraine: Absolutely – we would consider hiring a non-lawyer as a CEO, provided they bring the right leadership and management capabilities to the role.
In fact, Integrites has first-hand experience with this. For nearly a decade, our CEO was a qualified lawyer who had never practiced law but had an exceptional background in management. That collaboration proved to be extremely successful. It showed us that while legal expertise is valuable, it’s not the sole requirement for being a CEO of a law firm.
I think the legal services market, like any professional services industry, can be understood and navigated effectively without holding a law degree. What truly matters in such a leadership role is strategic thinking, operational excellence, strong execution, and the ability to connect with people across all levels of the firm – from partners and associates to administrative staff.
Ivana Ruzicic, PR Legal, Serbia: Though my initial reaction might be to say no, I’m actually open to hiring a non-lawyer as a CEO. We are lawyers, yes, but our firms operate under business principles, just like any other company. Bringing in someone from outside the legal profession could offer fresh ideas, new perspectives, and innovative approaches that help us adapt and grow.
However, it’s crucial that this person truly understands the legal industry. They don’t need to be a lawyer, but they must be sensitive to the unique challenges and ethics of our work. Knowledge of the legal field’s specifics, like confidentiality, client relationships, and regulatory issues, is essential.
In the end, it’s about balance. Combining practical business sense with respect for the legal profession can lead to more dynamic firms that serve clients better without losing sight of what makes us lawyers in the first place.
Milos Velimirovic, Kinstellar, Serbia: In today’s legal market, the question is no longer radical – it’s strategic. Law firms have evolved from guild-like partnerships into complex, global businesses managing billions in revenue, diverse talent pools, and demanding clients. The skill set required to lead such an enterprise often extends beyond the traditional legal toolkit.
A non-lawyer CEO can bring operational excellence, data-driven strategy, and innovation discipline that many firms still lack. They can professionalize management, optimize pricing models, and scale client relationships – much like top executives in consulting or finance. Firms like Dentons, Eversheds Sutherland, and Baker McKenzie have already experimented successfully with this model.
However, the counterpoint is cultural. Law firms are partnerships, not corporations. Leadership must command credibility among senior partners, understand the nuances of client relationships, and navigate the politics of equity distribution. Without that lived experience, even the most capable outsider can struggle for legitimacy.
In short, yes, a non-lawyer CEO can lead a major law firm, provided the governance model is modern, partners buy into a shared vision, and the individual brings exceptional emotional intelligence. The future of elite legal management lies not in titles, but in talent.
Istvan Szatmary, Oppenheim, Hungary: The answer to this question depends on several factors and the business model of your law firm. Some of the decisive factors are: the size of the firm (is it a large organization or a smaller operation?), your approach to the legal profession (do you consider the firm to be a business, or are you part of the judicial system, in which case business motivations are secondary?), the structure of the partnership (do partners have a say in day-to-day management issues, or do they play more of a shareholder role?), etc.
In a large, cross-border organization with many Partners where the management body is a distinct decision-making center within the firm, it may be beneficial to appoint a CEO whose role is to prepare and implement the management’s decisions. In this case, legal knowledge may not be required for leadership of the firm. However, if the above preconditions are not met, I would think twice before hiring an outsider, even if law firm Partners rarely receive leadership training and thus have less experience in corporate management.
Nenad Popovic, JPM & Partners, Serbia: The answer depends on the firm’s size, structure, and jurisdiction. As law firms expand, the need for professional management grows. In many international firms, non-lawyer CEOs bring business expertise, allowing lawyers to focus on legal work.
However, local regulations and traditions often shape firm leadership. In some countries, law firms operate as partnerships rather than LLCs, requiring a nuanced approach. Our firm adopted a dual leadership model: a non-lawyer CEO manages business operations, while a Managing Partner oversees legal affairs. This structure balances innovation and legal integrity, letting each leader focus on their strengths.
Ultimately, the decision should reflect the firm’s needs and regulatory environment. Where tradition and regulation prevail, dual leadership may offer the best solution – ensuring professional management without compromising legal standards. As the legal market evolves, thoughtful leadership choices remain essential for success.
Pal Jalsovszky, Jalsovszky, Hungary: Having a small legal market in Hungary and being a relatively small law firm (compared to UK-based firms with 1,000+ lawyers), we cannot “afford” having a top position manager who is not part of the fee-generating chain. I also believe that you cannot properly run a law firm in Hungary without having a good understanding of the legal environment.
Having said that, Jalsovszky has a unique set-up in our market as our Managing Partner (myself) is very limitedly involved in daily legal advisory. What I am doing in 90% of my working time is strategic management, which is very well supported by my economics degree. But I still doubt I could produce the same efficiency and fully understand the main drivers of the legal industry if I hadn’t spent more than 20 years in hardcore legal advisory before entering into my current position.
This article was originally published in Issue 12.9 of the CEE Legal Matters Magazine. If you would like to receive a hard copy of the magazine, you can subscribe here.
