Business outcomes backed by experience

At BLG, Rob led implementation of a five-year strategy developed with McKinsey, then developed and led the subsequent strategic plan. Firm-wide priorities were connected with business plans, investment decisions, commercial management and financial measures.

This work contributed to significant revenue and profitability growth during his tenure. His wider experience includes business transformation at Clifford Chance and regional strategy and business planning at Baker McKenzie.

At BLG, Rob developed revenue strategy across practices, regions, clients and sectors. The work included a pricing function, key client and sector programmes, and matter lifecycle management from pitch through to payment.

These changes contributed to revenue and profitability growth and strengthened commercial management across the firm. At Kinstellar, commercial excellence forms part of his current growth and transformation mandate.

At Baker McKenzie, Rob helped deliver the combination with Habib Al Mulla in Dubai and led integration work within the wider regional growth strategy. At BLG, he managed the acquisition and integration of an ALSP to support BLG Beyond.

His experience also includes M&A support at Clifford Chance in several markets and integration work in Dubai, Italy and Canada. Completed combinations expanded regional reach and added capability, with operational integration addressing how the combined businesses would function.

Current assignments: Supporting Kinstellar's acquisition-led growth strategy and acquisition opportunities relevant to Opensity's MSO business.

Rob's experience spans Clifford Chance's offshore business process delivery in India, BLG's nearshore BPO in Canada and Baker McKenzie's offshore delivery through Manila.

At Clifford Chance, he helped establish the India service centre, standardising processes and leading the first wave of activities into the centre. The operation delivered significant annual savings and a shared service platform. As Chief Procurement Officer, he also drove procurement and vendor management, with experience across sourcing strategy and contract lifecycle management.

Across his executive roles, Rob has connected strategic plans with reviews of business services, technology, governance and the matter lifecycle. Sector strategy and client programmes linked organisational change with the firm's commercial priorities.

His workplace and real estate experience includes Clifford Chance's headquarters relocation to Canary Wharf, BLG's new Toronto headquarters, work for Hogan Lovells, and office openings in Rome and Milan and closure in Padua for Clifford Chance. These assignments combined property decisions with technology and operational change.

At BLG, the broader transformation agenda contributed to significant financial improvement. Workplace assignments delivered new operating environments and changes to the office portfolio. At Kinstellar, business transformation is an ongoing mandate.

At Clifford Chance, Rob rescued a global ERP programme following earlier unsuccessful attempts, resetting the delivery approach and governance. The resulting global platform also supported the transition of back-office activities to India.

His experience includes strategic ERP advice at Baker McKenzie, ERP strategy and transformation at BLG, and leadership of BLG's digital transformation and AI strategy. He now leads an accelerated digital transformation agenda at Kinstellar, including ERP and enterprise modernisation.

Earlier consulting work included design and delivery of trading-floor technology for Rabobank, Deutsche Bank and KBC Bank. At Clifford Chance, his wider technology responsibilities included the new headquarters technology environment, a data centre and a business continuity site.

As CEO of BLG Beyond, Rob built an alternative legal services business, including an ALSP acquisition and the structuring of a joint venture with another international law firm's ALSP. This established an additional service offering alongside the traditional practice.

His sourcing and shared services experience informs the design of models that balance cost, service and scale. At Opensity Solutions, he currently leads development of the law firm MSO business, including the strategic and commercial case for alternative business services structures.

Together, this experience informs advice on the future shape of both legal delivery and business services, including the strategic and operating implications of MSOs, ABS structures and large law firm transformation.