Re-thinking partner hiring in India: The portable book of business conundrum

When assessing lateral partners, the Indian legal market has gradually but steadily pivoted its focus to one question: "How much portable business do you have?

What started as a sensible measure of market credibility and revenue predictability has turned into a primary criterion for Partner recruitment. This has led to a puzzle that law firms and lateral partners are struggling to solve. 

The idea of a “portable book” made sense in a competitive market where firms wanted visibility on who could bring clients, relationships and a predictable flow of work. A partner with a solid client roster and regular work was seen as a low-risk revenue source. However, what began as a guideline has now turned into a strict requirement in most lateral hires. 

Firms set specific ‘book-size’ thresholds, yet the reality is that only a few lateral candidates actually possess a fully portable and measurable book of business. This is not due to a lack of client ownership but because the legal market doesn’t enable frictionless client movement. Clients tend to stick with the familiarity of existing law firms, long-term teams, or established billing structures. Many senior lawyers are deeply integrated into institutional setups where cross-selling and reliance on firm resources make portability unrealistic and unappealing. 

1. Firms over-index on revenue, under-index on capability 

A skilled practitioner with a good market reputation might be passed over simply because their current book doesn’t meet the firm’s requirements. This ignores the long-term value they could potentially bring to the firm. 

2. Portability claims are often inflated 

When expectations rise too high, candidates tend to exaggerate. Firms recognize this and become more cautious. Resulting in the hiring process becoming an intense interrogation rather than a genuine discussion. 

3. Misaligned Incentives slow down hiring 

Firms look for self-sustaining partners and partners look for collaborative work environments—yet overly guarded conversations leave both sides gridlocked.

4. The book becomes a backward-looking KPI

A portable book shows what a lawyer has done so far, not what they can achieve next. Important factors like vision, brand fit, related practice strength, and team-building ability often get overlooked.

• Does the candidate genuinely command client trust? Though this may not translate into instant revenue, it signals long-term value.

• Can the firm’s platform unlock the candidate’s potential? Many partners perform significantly better with stronger branding, flexible pricing and a supportive infrastructure.

• Is there a cultural, strategic, and commercial alignment? These factors often determine the long-term success of a hire

• Can the candidate grow a practice, not just carry one? Candidates who build a practice often outshine short- term movers

Ultimately, sustainable lateral success depends less on portable revenue and more on alignment, growth potential, and mutual trust between firm and candidate.

For lateral partners, the conversation needs to move beyond “What can you bring to the table?” but towards:

• accurate attribution of work done

• clarity on client relationships

• demonstrable BD strengths, and

• a 12–24 month business plan aligned with the firm’s strategic direction

For firms, the shift is similar: treat the portable book as just one metric amongst many. Candidates need to be assessed holistically—with attention to credibility, synergy, leadership, and long-term business value.

Firms that move beyond a narrow fixation on book size will hire better, retain stronger talent, and unlock greater growth.

After all, a portable book may open the door, but a partner’s real impact is built inside the firm, not from the outside.

About the author: Divya Vikram is the Founder of Strider Search, a new-age Legal & Compliance Recruitment Solutions firm.

Disclaimer: The opinions expressed in this article are those of the author(s). The opinions presented do not necessarily reflect the views of Bar & Bench.

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