With a career that spans London and Denver and experience across both law and technology, Will Reeves brings a rare cross-disciplinary perspective to his role as Senior Practice Director for Professional Services at P&C Global. A trained lawyer who has also led major consulting and technology transformations at IBM, Capgemini and Deloitte, Reeves is uniquely positioned to help law firms and professional services organizations reimagine how they operate. His work blends legal insight with business acumen and technological vision, enabling firms to compete – and thrive – in a digital-first world.
Reeves’s blend of legal grounding and technological insight makes him one of the most versatile voices in professional services consulting. “The firms that thrive,” he says, “will be the ones that treat transformation as a permanent discipline, not a passing project.” With a rare combination of candor and vision, he helps leaders turn complexity into clarity – proving that in the business of law, intelligence isn’t just artificial or analytical. It’s human.
Lawdragon: After studying law in London and holding leadership roles at IBM, Capgemini and Deloitte, how have these experiences shaped the way you now advise law firm clients?
Will Reeves: My journey across these worlds has taught me that the “business of law” is as much about strategy and systems as it is about precedent. Studying law gave me the discipline to think rigorously; working in technology and consulting gave me the tools to turn that thinking into action. At IBM, I learned how scale and structure can enable innovation. Capgemini showed me the importance of collaboration across borders and cultures. Deloitte gave me a front-row seat to how strategy translates into measurable performance. At P&C Global, those threads come together. Whether I’m advising a Global 100 firm in London or a leading U.S. plaintiffs’ firm, I focus on helping leaders see their organizations not just as legal enterprises but as dynamic businesses capable of reinvention.
LD: P&C Global prides itself on blending intellectual rigor with an innovative, results-driven culture. How does the firm’s ethos enable you to better serve law firm clients?
WR: What I love about P&C Global is that we don’t stop at insight – we implement. Many firms in this space produce elegant strategy decks that never make it off the shelf. Here, we measure our value by execution.
Our culture is built on two principles: intellectual honesty and accountability. That means we don’t tell clients what they want to hear; we tell them what they need to know – and then we help them act on it. One Am Law 50 client recently told me, “You’re the only consulting firm that gets its hands dirty with us.” I take that as a compliment.
It’s an approach rooted in humility and partnership. We succeed when our clients’ metrics – profitability, efficiency, culture – improve sustainably.
LD: You’ve worked with major technology companies. What parallels do you draw between innovation in tech and transformation in law firms?
WR: The biggest parallel is mindset. In both sectors, success depends on curiosity and courage – the willingness to question how things have always been done. In the tech world, speed and iteration are everything. You test, fail fast, learn and improve. Law firms can benefit immensely from that mindset – not by abandoning rigor, but by shortening the cycle between idea and implementation. For example, one top-20 global firm we advised applied agile principles to redesign its client onboarding process. What had been a six-month project was completed in eight weeks, with higher client satisfaction scores and less internal friction.
The takeaway is that agility doesn’t mean recklessness. It means progress without paralysis.
LD: Speaking of progress, technologies like AI are reshaping the legal landscape. How are you helping law firms navigate both the risks and opportunities of innovation?
WR: We’re at a fascinating moment. AI is transforming law firms from every angle – not just how they research and draft, but how they forecast demand, price matters and manage teams. But innovation without governance is chaos. At P&C Global, we help firms build responsible AI frameworks that balance creativity with control. That includes data security, ethical guidelines and transparency standards. For instance, one firm we advised was eager to deploy AI in client-facing tools but concerned about confidentiality risks. We built a dual-layer governance model that allows experimentation within clearly defined guardrails. The result was innovation with integrity.
My advice to managing partners: treat AI like a partner – capable but needing oversight.
Agility doesn’t mean recklessness. It means progress without paralysis.
LD: Looking at other trends, hybrid work has transformed law firm culture. How do you guide clients in rethinking compensation, cohesion and performance in a post-pandemic world?
WR: Hybrid work has revealed something profound – that productivity and presence aren’t the same thing. The firms adapting best are those measuring contribution, not visibility.
One U.S. defense firm we work with redesigned its partner evaluation model to reward mentorship and collaboration, not just origination. Within a year, engagement scores rose and attrition dropped. They proved that flexibility and accountability can coexist.
I tell firm leaders: hybrid isn’t a policy – it’s a philosophy. It’s about trust. And when you build trust, you unlock performance.
LD: You’ve been deeply involved in law firm mergers and acquisitions. What M&A trends are you seeing, and what makes for a successful integration?
WR: The mega-merger era has given way to strategic, mid-market combinations. Firms are looking for precision over scale – adding capabilities, not just headcount.
The biggest factor in successful integration isn’t technology or finance – it’s leadership alignment. I’ve seen firms with perfect spreadsheets fail because they didn’t address human dynamics early enough. In one recent cross-border merger, we facilitated “partner diplomacy sessions” months before closing. Those conversations built the empathy and transparency that made the post-merger integration seamless. M&A is like marriage – success depends less on the ceremony and more on the communication afterward.
LD: You advise not only law firms but also other professional services organizations. What universal themes do you see across industries?
WR: Adaptability, data literacy and culture – those three are universal. Whether it’s a global consultancy, an engineering company or a law firm, the most successful organizations are the ones that can sense and respond to change faster than their peers.
The challenge for law firms is that their DNA prizes precision, not speed. So, our role is to bring evidence-based agility – using analytics to inform decisions without sacrificing rigor. A global consultancy can teach a law firm as much about workflow optimization as a law firm can teach a consultancy about client trust. Cross-pollination drives innovation.
The most successful organizations are the ones that can sense and respond to change faster than their peers.
LD: You’re known for mentoring emerging talent at P&C Global. How do you approach mentorship, and why is it so central to your work?
WR: Mentorship keeps the profession human. I’ve had incredible mentors – people who challenged me more than they comforted me. I try to do the same.
At P&C Global, I tell our younger consultants: technical mastery gets you noticed, but empathy gets you remembered. I learn as much from them as they do from me – especially in the AI era, where digital natives bring invaluable perspective.
One of my mentees recently led a client engagement that outperformed all projections. Seeing that growth – that’s the reward. Mentorship isn’t about creating replicas; it’s about cultivating resilience.
LD: What does “impact” look like to you, and can you share a transformation that stands out in your career?
WR: Impact, for me, is when a client no longer needs us. The goal is capability transfer – to build systems and mindsets that endure.
One of my proudest moments was with a top-50 global firm that had struggled with profitability and partner engagement. Over 18 months, we restructured its practice portfolio, revamped its leadership framework, and introduced AI-driven resource planning. The firm saw a 22 percent increase in profitability and, more importantly, a shift in culture – partners were energized again. That’s what fulfillment looks like: seeing an institution rediscover its own potential.
LD: Based on your experience, what one piece of advice would you give to law firm leaders seeking sustainable growth?
WR: Be brave enough to ask uncomfortable questions. Every great transformation starts with a moment of truth – where leaders confront what’s no longer working and commit to change.
Sustainable growth isn’t about chasing trends; it’s about aligning purpose, people and performance. The firms that will lead the next decade are those that see innovation not as an event, but as a habit.
