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15 February 2017
Issue: 7735 / Categories: Movers & Shakers
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M&S PROFILE: Susan Monty

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The commercial litigation partner discusses the challenges of returning to work after a career break

Seddons has recently recruited commercial litigation partner Susan Monty. Susan specialises in the resolution of complex financial and regulatory disputes.

What was your route into the profession?

The usual one of a law degree (I studied at Manchester university where Mr Justice Peter Smith was my personal tutor). In the 1980’s City firms were opening their doors to women lawyers in increasing numbers: when I joined Herbert Smith I recall Antony Willoughby offering me the choice of whichever department I wanted to join—something I doubt happens these days to new entrants!

I joined Herbert Smith as a civil litigator. I spent several years at DJ Freeman where my first fraud case was assisting David Freeman acting for one of the Guinness trial defendants. Since then I have practiced commercial litigation with a slant towards fraud and complex commercial disputes, and more recently, contentious regulatory litigation. I took a career break, after having three children in four years, during which time I lectured in law at Imperial College, and then returned to private practice via the SFO. I was at boutique firm Bankside Law forseven years, and then moved to Simons Muirhead & Burton where I set up the civil fraud and regulatory team. My move to Seddons with its large and busy commercial department brings my area of practice to within the mainstream litigation offering of the firm.

What has been your biggest career challenge so far?

Returning to work after a long career break, whilst still wanting to work part-time, and realising that the City firms would no longer look at me. A friend suggested contacting the Government Legal Service and so I joined the SFO, which turned out to be a good career decision, giving me insight into the prosecution of large fraud cases and how they are managed.

Which person within the legal profession inspires you most?

Well, at university it was Lord Denning, who was every law student’s hero. In "real life", my partner at Bankside Law, Peter Gould, a superbly instinctive commercial lawyer, who supported and encouraged me through over 11 years of working together: he remains my "go-to" lawyer whenever I need guidance on a difficult point.

If you weren’t a lawyer, what would you choose as an alternate career?

I would be a garden designer—lots of time spent outdoors creating lovely gardens, and very little time in front of a computer!

What change would you make to the profession?

I would introduce standing desks, juice bars and a yoga stretch class into all offices.

How do you relax?

Spending time with family and friends, long walks and the odd spa treatment!

 

Issue: 7735 / Categories: Movers & Shakers
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MOVERS & SHAKERS

Gateley Legal—Jack Kelly

Gateley Legal—Jack Kelly

Gateley Legal expands Midlands residential development team

Gibson Dunn—Richard Surtees

Gibson Dunn—Richard Surtees

Gibson Dunn adds employee benefits and executive compensation practice in London with partner Richard Surtees

Laytons ETL—Alec Cameron

Laytons ETL—Alec Cameron

Laytons ETL appoints new partner and head of intellectual property disputes

NEWS
A series of recent decisions has clarified important principles across property law, from perpetuities to lease renewals and public rights over land
A series of recent decisions has clarified important principles across property law, from perpetuities to lease renewals and public rights over land
Employers cannot rely on wellbeing services alone to defend workplace stress claims after a High Court decision awarding almost £1m to an overworked employee
Andy Burnham's brand of 'Manchesterism' could offer fresh thinking on legal aid and access to justice if it reaches Westminster, according to Roger Smith, NLJ columnist and former director of JUSTICE
The constitutional fallout from a change of prime minister, rather than the politics, is under scrutiny as questions arise over the limits of executive authority in a leadership transition
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