Current managing partner Bruce Humphrys will be stepping down from his role, moving into an advisory role, focusing on client and referrer relationships. Mr Humphrys has been with the firm since 1979 — and has been managing partner since 2001.

Mr Mountford has been at HopgoodGanim for over two decades and has led the firm’s private enterprise practice since 2009.

“I’ve spent over 20 years at HopgoodGanim, and I’m immensely proud to now lead the organisation that has provided me with so many opportunities during that time,” he told Lawyers Weekly.   

“As managing partner, I’m looking forward to meeting a greater proportion of our clients, engaging with employees at all different levels throughout our entire organisation, exploring new growth opportunities for the firm and guiding the firm through what will be a very exciting period in the next few years.”

Mr Mountford is set to take up his new role in July 2023 — and said that the 40-strong partnership at the firm agreed that transitioning to managing partner required a longer period of time than the average promotion.

“The partners have been discussing this transition for some time, and part of those discussions have included ensuring there was a sensible period of time to transition the role. I have been a member of what is essentially our board of partners for over five years and have been heavily involved in strategic and operational firm decisions in that capacity. Bruce and I will be working very closely over the next nine months as I move into the role to ensure a seamless transition,” he explained.

“I’ll also be maintaining my client-facing practice, even once I step into the role of managing partner. I’ll continue to service clients and maintain my relationships with them — that won’t change. The transition that we are working on, therefore, also involves ensuring that we have the right structures in place to enable me to balance my client commitments with the demands of being managing partner.”

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As well as maintaining his client-facing practice, working with the firm’s leadership team on strategic priorities for 2023 is Mr Mountford’s main focus.

“Given the current uncertainty in financial markets, I expect there may be some challenging market conditions to adjust to along the way, but we are well positioned to be able to do that,” he noted.

“With offices in both Brisbane and Perth and significant real estate and resources and energy teams, there are some very obvious areas of focus for us both next year and beyond, including various project opportunities across South-East Queensland in preparation for the 2032 Olympics, along with our growing renewable energy and critical minerals client base.”

Post-pandemic — and moving forward — HopgoodGanim will also focus on a number of strategic growth opportunities.  

“Our strategy over the next five years is to pursue some relatively strong growth targets but in a few discrete areas of focus, while maintaining our cultural values which underpin both our employee and client value proposition,” Mr Mountford added.

“Our growth will be supported by an ongoing focus on delivering an exceptional client experience, by continuing to attract and retain a talented and diverse workforce and by smart investments in technology to enable us to deliver our services in a way that best suits our people and clients.”

In terms of specific initiatives on his priority list, Mr Mountford said he was committed to diversity targets and mental health and wellness policies.

“I have a keen interest in ensuring HopgoodGanim renews its reputation as being a great place to work and, importantly, offers an inclusive and diverse workplace for all. Our current strategy includes a 40:40:20 target across the partnership and senior leadership of the firm, and I’m particularly committed to ensuring we do our very best to deliver on this strategy,” he concluded.

“I think it’s a great time to be part of the profession. There are a lot of opportunities for lawyers, and I think that will continue to be the case into the future. There’s always more that can be done to address important issues like mental health, and ensuring that the profession is as inclusive as possible. I think we are making progress in these areas, and it’s very important that we continue to do so.”

This follows a number of conversations Lawyers Weekly has had with firm leaders leading up to the new year, including with the Bakers McKenzie global chair and Dentons Australian chair.