“Patience and kindness are required. An acquisition involves big changes. Those who are acquired did not choose it,” says the president of Delegatus, Pascale Pageau. (Photo: courtesy)
LEGAL GREATS. The first is experienced in exercise. The second is on its first experience. Richard Laramée, CEO of DS Avocats, and Pascale Pageau, founding president of Delegatus, agreed to share with us their perspective on the acquisition process and the lessons learned along the way.
When Richard Laramée approaches a potential partner, he is careful not to arrive with a “400-page decorum manual” on the identity of DS Avocats. To forge new alliances, the CEO advocates “open-mindedness” and “agility”. At least, that is the attitude it adopted during the merger with Burstall LLP (2021) and the merger with Décarie Avocats in 2023.
“The first thing we do is talk,” he explains. We present the platform, who we are and what we want to do. Then we invite the group of lawyers to integrate with us, but it is not total integration. We want the group to join us with their expertise and take us to another level. We say to them: help us make an impact.”
The acquisition of the Albertin firm Burstall LLP, based in Calgary, is a good example of gentle and progressive integration. The second generation firm had the Burstall name for 50 years. “We were sensitive to the notoriety they had in their city and their province. So, we did not require a name change during the transition. They only recently became DS Lawyers.”
Same scenario with the recent integration of a group of four lawyers specializing in labor law, from BCF Avocats. “The group remained autonomous,” says Richard Laramée. We didn’t so much “integrate” him as support him in the transition. We helped him connect with our clients who have employment law needs.”
Give time to time
For her first ever acquisition, Pascale Pageau says she had “a lot of fun”.
Before embarking on the process, the president of Delegatus had read the following advice: do not marry just anyone, associate with people who have common points of synergy and who share the same values and same culture.
The preliminary discussions therefore focused on the theme of values, from a very concrete angle. “In an acquisition scenario, among other things, we asked ourselves on what basis we would hire the next lawyer. And for what reason we would fire one. We put on the table what was non-negotiable for everyone.” Chemistry, we understand, then worked.
Subsequently, between the discussions in fall 2023 and the official announcement in January 2024, the president of Delegatus discovered the less glamorous side of an acquisition. On the one hand, it was necessary to research legal conflicts and business conflicts; an operation which turned out to be without any unpleasant surprises, since Deligatus mainly represents large and very large companies, while Novalex mainly advises SMEs and large companies. Then, it was necessary to initiate an administrative transition that was quite demanding.
“There are so many things to do,” says Pascale Pageau, who uses the image of the little duck on the pond: calm outside, it lets its legs go under the water. On the Novalex side, the lawyers had to update all their old files and then close them. In addition, they had to migrate data and learn new systems, including Clio legal management software. Lots of logistics, therefore, to consider.
“In the event of a second acquisition, I believe we would review the timing. Making the internal announcement in mid-December and formalizing the acquisition on January 1, in the middle of the holiday season, was a little difficult. On the other hand, it proved to us that despite everything, for a first merger, we were capable of acting quickly.”
A few months later, the president of Delegatus tries to keep in mind another piece of advice that she read before the acquisition: give time. “Patience and kindness are required. An acquisition involves big changes. Those who are acquired did not choose it. They were told that they were becoming members of a new cabinet. We must give humans time to understand this change and see what’s in it for. What’s in it for him.”
To welcome new employees, the Delegatus team organized workshops where they presented the company’s model and values. Then, she increased the number of happy hours and lunch meetings.
