MFMac, one of Scotland’s big four independent law firms, has posted 7% year-on-year revenue growth, with group revenues surpassing £50 million in its first full year of trading.
In the same period MFMac has increased its profitability by almost 30% from £14.7m to £19m. As a result, all staff will share in a firm-wide profit share pool of £1 million.
MFMac has made significant investments in people, infrastructure and technology in the last year. This included £3 million in new premises – most notably a flagship office at Haymarket in Edinburgh – as well as upgrades to its Glasgow base to support modern, flexible working.
The firm also delivered an ambitious programme of IT projects to integrate the two businesses across operations, data and technology.
As a merged firm, MFMac has won several major mandates it may not otherwise have won separately. These include advising the University of Edinburgh across its Estates, HR and Commercial operations; supporting Thistle Wind Partners (TWP) which is developing 2GW of floating and fixed-foundation offshore wind capacity in Orkney and Aberdeenshire; and providing specialist legal support to SSE, including supporting its £10 billion infrastructure upgrades to the north of Scotland’s electricity network.
Chris Harte, CEO of MFMac, said: “The two primary reasons for our merger were to benefit clients and attract the best talent in Scotland. We are ahead of schedule against every benchmark we set, with the firm growing its turnover despite the costs and upheaval associated with merging.
“We can now push forwards on our journey to build a modern firm with the capability, scale and culture to compete at the very top of the legal market in Scotland – and to do it differently.
“We are delivering on our merger ambitions, winning the kind of mandates and attracting the kind of talent that shows we’re reshaping what independent law in Scotland can look like. We are a new style of law firm – one that blends user-friendly advice with a positive and flexible culture.”
The firm continues to distinguish itself culturally, introducing published salary bands, extending reward structures beyond legal roles, and embedding a model built on flexibility, autonomy and trust.
