A joint interview with Jonathan Moreland and Victoria Walton.
Looking back over your careers at Swinburne Maddison, what’s been a defining moment?
Jonathan: Some of my proudest moments include being a founding partner of what we now know as Swinburne Maddison, by way of merger in 1998. Later being appointed Managing Partner in 2021 was also a significant milestone. It reflects both my own progression and the firm’s development over time.
Victoria: When I joined, the firm already had a strong reputation, but it was very different to what it is today. From early on, I was involved in its growth and direction. Becoming a Partner was a real highlight, and being appointed Managing Partner now feels like the natural culmination of my journey here.
How has the firm evolved, and what has stayed constant?
Jonathan: I hope the culture has remained consistent. When the firm was much smaller, the feeling was very similar to what we have today. What has changed significantly is the level of support available to teams. We now have both a strong operational structure and a leading reputation as a specialist law firm.
Victoria: The scale, structure and support we have now are very different, but the sense of belonging and shared purpose has remained. The firm has grown by developing its own people while also making strategic appointments. The way we work with technology has significantly changed how things are done day to day. When I first joined we didn’t even have computers on our desks and we weren’t using the internet regularly!
People talk a lot about culture. What does it look like in practice?
Jonathan: Every organisation has a personality. Culture needs to be positive, inclusive and instil a sense of belonging, and if it isn’t actively nurtured it can be lost quickly. Leadership plays a crucial role in setting the tone by leading by example every day.
Victoria: Culture shows itself in how people work together and how supported they feel. We make sure staff have a voice and that communication works both ways. As we grow, recruiting people who are the right cultural fit, not just technically, but it is essential to protecting that culture.
What makes the firm so strong right now?
Jonathan: Every department, legal and non-legal, has grown and strengthened and really matters. The support structures now in place allow teams to focus on their legal work, while highly specialist lateral hires and Partner appointments have further strengthened key practice areas.
That’s reflected in the fact we’ve just completed our three-year business plan, hitting our financial and other objectives and putting the firm on a very solid footing for what comes next.
Victoria: This is the strongest team the firm has ever had. We’ve nurtured talent internally while also bringing in people with different outlooks and skill sets, and we have a strong record of retention at all levels. That depth and resilience puts the firm in a very strong position. Many of the equity partners trained at Swinburne Maddison and we have a good record of retaining talent at all levels. We have also made strategic appointments, bringing in people with different experiences and skill sets.
Why is developing people so important?
Jonathan: The firm has always been built on its people. Many of us trained here and progressed together over long careers. Supporting development strengthens the firm and provides continuity.
Victoria: It’s fundamental. Investing in training, giving honest feedback and supporting progression benefits both individuals and the firm. Our team is our greatest asset, and we want people to build long, fulfilling careers here. We want to make sure that our team can develop fulfilling careers with us.
Victoria, how did it feel to be asked to step into the Managing Partner role?
I felt incredibly proud to be asked. It’s a huge responsibility, but one I am ready for. I’ve been part of the growth and direction of the firm for a long time, so this feels like a natural next step rather than a sudden change.
Why was careful succession planning so important?
Jonathan: We wanted absolute clarity before announcing my retirement. Uncertainty can lead to worry and rumours, and we’ve always believed in being open and honest with both staff and clients.
Victoria: The transition allows for proper knowledge transfer while continuing to deliver our business plan, while also giving people confidence in where the firm is heading. I’ll remain part of the management team and become even more involved in the responsibilities Jonathan currently handles.
Why does now feel like the right time?
Jonathan: I wanted to step back knowing the firm was strong and stable, and to allow someone else to take it to the next level. I will miss our firm hugely and especially our people, be they colleagues, clients or contacts. Many of them have become friends. I’ve spent over 35 years here, and the firm has always been a place where people feel they belong. For clients, it really is business as usual – the same teams and the same commitment.
Victoria: I feel proud and ready to take on the role. While it’s a huge responsibility, it’s one I’ve planned for, and I’m excited to build on the strong foundations already in place. It is bittersweet because Jonathan has been a huge part of Swinburne Maddison and will be a huge miss. Jonathan cares deeply about the firm and its success in the future and so the fact that he feels that it is the right time to hand over the reins is a huge compliment not only to me but also the wider partnership and management structure.
What excites you most about the future?
Victoria: The people. We have an incredibly strong, ambitious team, and that gives me real confidence about what lies ahead.
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