Chambers does offer solutions to this problem, front and centre being Insight, which it claims will provide you with “tailored guidance to improve your firm’s rankings.” This sounds promising, but what can you expect if you buy?

Let’s talk about this product in this forthcoming series of articles, starting with what an Insight report actually is and contains. Join me for the insight scoop.

What is Insight?

Insight is a bespoke, paid-for online business report that aims to give firms a clearer understanding of their performance in current research and, by extension, the rationale behind Chambers’ ranking decisions.

Firms can choose to purchase by guide and practice area, allowing them to tailor the size and focus of their order. For example, a firm could get a report on its entire practice, or on just the tables it wants to improve in, or on something in between.

Reports come in two varieties: the Client and Market Intelligence (CMI) report and the Client Intelligence (CI) report. But what is the difference in terms of content?

In short, the CMI has two main features a CI lacks: peer feedback and analysis of up to three other firms in the table in question. While these analyses do not divulge confidential information, they should shed light on what competitors are doing to earn their rankings.

What is included in an Insight report?

For the overall team:

For individuals who this year have or have lost a ranking or an internal Potential designation:

For individuals without a ranking in the last 2+ years:

*Please note, these features are new additions for Europe 2025 and beyond. As a result, there might be a bedding-in period while Chambers builds up the data sets that power them. Certain features might not initially be included in the final version of the Insight report if they are drawing on incomplete data sets.

Which one is right for me?

The choice of report type – or whether even to buy at all – will be a personal decision, informed by your department’s goals, budget, and intentions for the report. However, here are some possible uses and benefits for both products.

• Gain an understanding of what Chambers thinks are your team’s and individuals’ strengths and weaknesses. Understanding how Chambers views your performance can help you pinpoint and address perceived areas of weakness.
• Find out how your department might improve its performance. An Insight report’s recommendations for improvement can shed light on perceived successes or shortcomings in your work highlights and client response. Knowing this might provide clear pathways to stronger performances.
• See what clients are saying about your team and individuals. Feedback is anonymised, allowing clients to speak honestly and openly about their experiences and opinions. These comments highlight aspects of the service that clients highly value and areas they think could do with addressing. By knowing what clients think, you can enhance your offering.
• Obtain quotes for marketing purposes. As long as firms credit Chambers as the source, they can use any of the quotes in their Insight report for marketing, as testaments to their service standard.

CMI only

• Learn what the market thinks. Insight into how other firms perceive your practice might give you a better idea of how to market yourself to ensure you are always putting your best foot forward.
• Understand what competitors are doing differently or similarly. The analysis of other firms should shed light on what makes groups in higher tiers stand out. This can offer deeper insight into the factors underpinning these higher rankings.

Conclusion

Chambers offers two types of bespoke report for firms seeking to improve their rankings. Both the CI and the CMI provide insight into team and individual performances across Chambers’ research metrics and offer recommendations for improvement. However, the CMI goes further, for an added financial cost, providing customers with feedback from wider market sources and analysis of competitors’ strengths.

Neither report is necessary to attain or improve a Chambers ranking, but both can be a useful addition to a firm’s submission toolkit. By finding out what research thinks of your performance and where you are falling short, you can work to address these perceived weaknesses and present your practice to Chambers in the best light, which could in turn lead to progress within the guides.

About the Author: Robert Charters is a Legal Directories Editor at Tier One Rankings with a decade of experience as an editor and Principal Research Specialist on Chambers Insight.

The post The Insight Track to Improving Your Chambers Ranking appeared first on Tier One Rankings.

• How best to present your team’s work in submission documents.
• The referee process and how you can help improve response rates.
• The research process at the directories and how they make ranking decisions.
• Differences between the major directories and how to adapt a submission to each of them.
• Scoring system and three pillars of success.
• The key to getting individual rankings.
• Crafting the perfect work highlights, and much more.

This session will be a presentation covering the above, followed by a Q&A where our panel can address any issues you are experiencing.

Don’t miss this chance to elevate your submission strategies and boost your profile in the legal sector.Confirm your spot today as seating will be limited.

Confirm your spot today as seating is limited.

Date: June 10th. Time: 15:00-17:00. Location: Kinstellar offices, Palác Myslbek, Na Příkopě 19, 110 00 Prague 1. Link to register: Click here.

The post Prague Briefing: Legal Directories – Tips, Tricks and Insights appeared first on Tier One Rankings.

The session covered how to craft compelling submissions, manage the referee process, understand what researchers look for in making ranking decisions, and increase your chances of achieving a Band 1 ranking. Whether you’re a legal marketer, a lawyer, or a firm aiming to refine your approach, this webinar was packed with expert tips and actionable strategies. We were thrilled to see such a strong turnout and to receive so many engaging questions!

Below, you will find a summary of the key topics we covered during the live session, and a link to the webinar recording.

• We began by outlining the Chambers research cycle, which includes preparation, interviews, and final rankings. Preparation involves organizing spreadsheets and scheduling interviews. During the interview phase, researchers gather feedback from lawyers and clients. Finally, researchers assess submissions, score them internally, and recommend rankings. We will soon be publishing an article that explores this topic in greater depth!
  
• Submissions should focus on two things: the sophistication of the work and the depth of the team. Matters must be relevant to the practice area. Structure is essential – lead with impactful, high-value matters and explain why they stand out.
  
• Chambers uses internal scores (1–5) to evaluate work quality, client feedback, and team strength. Scores guide decisions but don’t dictate rankings outright. Researchers consider past performance and upward or downward trajectory.
  
• Referee feedback is crucial – accounting for over 50% of the ranking outcome. Choose referees who are available and familiar with your work, not just senior in title. Strong feedback is often the deciding factor for rising or new lawyers.
  
• Team representation must be strategic. Prioritize those actively working in the practice area. Co-led matters and the “Other Team Members” section can help spotlight juniors and up-and-coming talent. 
  
• Lawyer interviews help researchers gather market trends, team updates, and peer insights. Be constructive – avoid focusing solely on frustrations or undermining others. Use the call to build a relationship and clarify key points. 
  
• Matter descriptions should be concise yet informative. Avoid overly technical language, but include key legal elements when helpful.  
  
• Chambers does not currently use AI tools in its rankings. Submissions drafted with AI are acceptable, as long as the content is clear and well-written. However, referee quotes should be genuine and not AI-generated.
  
• There’s no fixed cap on the number of ranked lawyers from one firm, but balance is maintained across rankings. Give space to younger lawyers while continuing to support senior team members with a track record. 
  
• Confidential-only submissions are permitted and are treated equally. The only limitation is that Chambers cannot use them for editorial purposes. 

We hope these insights help refine your approach to submissions and rankings. A full Q&A article containing in-depth answers will be published soon on our website.  

Click here to see the full recording of the webinar. Password: 8ctZDa$%

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At Tier One Rankings, powered by Nishlis Legal Marketing, we’re thrilled to welcome Robert Charters, Lena Martin and Blessing Adeagbo to our expanding team. With their arrival, our lineup now includes seven former Chambers editors and researchers—a testament to our deep expertise in legal marketing, submissions for legal directories and rankings strategy.

As Chambers Global 2026 research kicks off, we’ve shared practical advice on referee communication—don’t let key feedback go unheard. Read our Referee Management Tips by former Chambers researcher Blessing Adeagbo to maximize impact.

Referees account for 55% of your score in Chambers—ignoring them is a costly mistake. Staying on this subject, Senior Editor at Tier One Rankings and former Chambers editor, Laurence Mussett, together with our team of former Chambers researchers have put together some advice for what to do and how to handle issues with referees during Chambers research.

Chambers Europe 2025 Rankings are out, senior editor Chris Lahr presents key insights related to the guide launch. highlights include:

• Spain: Tech boom & new players

• Romania: Leading in female representation

• Benelux: Rise of ESG litigation

• Austria: New TMT rankings

• Switzerland: Sports Law debuts

Lastly, huge congratulations to everyone featured in Legal 500 EMEA 2024! We’re proud to support our clients and cheer on the BD, Marketing & Directories professionals behind the scenes.

Click here to read the full monthly newsletter: https://tinyurl.com/yrfb8umr

The post Tier One Rankings Monthly Newsletter, March 2025 appeared first on Tier One Rankings.

Robert Charters, joining as a Legal Directories Editor, brings a decade of experience from Chambers and Partners, where he played a pivotal role in writing and editing Insight reports, managing workflows, and developing new product ideas. His in-depth knowledge of global legal markets will be invaluable in helping clients refine their submissions with clarity and strategic impact.

Lena Martin, a Submissions Consultant, previously worked at Chambers and Partners as a Research Analyst – EMEA, before being promoted to Senior Research Analyst – EMEA. In these roles, she gained extensive experience in evaluating legal markets, conducting research across multiple jurisdictions, and analysing top law firms and practitioners.

With a team of seven former Chambers Editors and Researchers, including Chris Lahr, Laurence Mussett, Lee Saunders, Blessing Adeagbo and Eleni Chalkidou, Tier One Rankings continues to offer unparalleled insight, precision, and strategic guidance in directory submissions.

The post Tier One Rankings expands team with two additional former Chambers experts, strengthening Legal Directories expertise appeared first on Tier One Rankings.

This point cannot be overemphasised. For most directories, referees are a key part of their methodology. This is because, speaking to referees gives the directories the most possibility of receiving unbiased feedback about the firm, and its all-round service that goes beyond the substance of the work itself. For Chambers, referee response can contribute to roughly 55% of the research methodology. Therefore, to think that referees are not important or to not pay attention to them can be a costly mistake. 

Availability trumps popularity 

In choosing referees for a research cycle, it is important to consider who is available and will have the time to speak to the researchers or complete the survey forms. The referee does not have to be the CEO or COO of the client’s company. It is enough to have an integral member of the team, who may not be as popular or senior on the team but has the time and knowledge to provide the feedback and information needed for the research process. 

Familiarity over seniority 

This point flows from point 2 above. The chosen referee should be a person familiar with the team of lawyers and the advice provided to the client in the past year. Ideally, the referee should be the person that has liaised with the firm and lawyers on the matters, who is able to describe the work sufficiently, mention the names of the lawyers active on the matter and what the roles of each lawyer was on the matter. The closer you get to choosing a referee to meet all of these requirements, the better. Similarly, the referee should be the person that has worked with the team recently (preferably in the past year) to ensure that their feedback is relevant to the research, and they also have fresh remembrance of the team of lawyers and their roles on the matter. The referees should also be a good mix of existing and new clients. Existing clients already know how the team works, would most likely be more familiar with the team members and may be more comfortable speaking about the team. Including new clients helps to add some diversity to the referee list and to ensure that the same list of names are not recycled year after year. 

Prior notice is key 

No one enjoys being barged with multiple emails about some research that they know nothing about. It is important to inform referees in advance or at the start of research so that they can expect to receive the emails from researchers and attend to them. Even if the referee is familiar with the directory and has been part of the research in past years, there is no harm in informing them that they will be contacted again, this time for the research.  

Remember to follow up 

It is not enough to inform the referee that they will be contacted, it is helpful that firms follow up with their referees to find out if they got the researchers’ emails and if they have provided feedback. By now, spam filters, firewall blocks should sound familiar as they almost always happen with some referees when they are contacted. Following up helps to know if there are such issues and helps to ensure that they get sorted on time. If the firm has subscribed to tools like the Chambers Referee Management Tool, it will be helpful to maximise the use of these tools to track the status of the referee feedback rates. There are times when it may be helpful to also follow up with researchers about referees, as researchers are busy, it is important to not overdo the follow up process. For our thoughts on the best approach to following up with referees and researchers, see here.

Always remember, written feedback is possible

Rather than not providing any feedback at all, you can encourage your busy referees to provide written feedback to the directories. Most directories provide surveys to referees, even where they request calls, they will most likely accommodate written feedback via surveys, questionnaires and even emails. Encourage your clients to explore this option where their schedule does not permit getting on calls within the timeframe of the research. 

Guidelines matter 

It is typical of directories to state the maximum number of referees that they want each firm to put forward for each practice area. It is important to comply with this instruction by ensuring that enough referees are put forward and that extras are not too much. Also, where, as with Chambers and Partners, there are specific instructions as to the number of referees each referring partner can put forward, it is important to comply with such instructions. This is to ensure that all referees are contacted for the purpose of the research, and some are not left out simply because some partners put forward more names than they should. 

Non-client referees

It is worthy of note that referees can be other people apart from clients. They can include lawyers on the same side (not at your firm), or on the other side of deals, third parties such as professionals advising on the same deals like accountants, tax advisers, etc., arbitrators, barristers, and so on. In deciding to put forward any non-client referee, it is important to inform them in advance and pay attention to their availability, familiarity with the matter and the team at the firm and other necessary points mentioned above. 

Running out of time? Your referee list can help out 

If you are ever running out of time with the submissions and research is about to start, uploading the referee list in the meantime helps to save the day. While you ask for that extension or try to get the submission done as quickly as possible, the uploaded referee list gives the researchers something to work with and they can contact referees already while awaiting the submission. 

Next time you are preparing a referee list for the purpose of a directory research, consider all the points above and see how helpful those referee comments can be for achieving your ranking goals. 

The post Referee Management 101 – For Chambers and other Directories (Tips from an ex-senior researcher at Chambers) appeared first on Tier One Rankings.

Ranking Statistics: Key Figures Across Jurisdictions

Spain demonstrated an 8% increase in ranked departments, bringing the total to 684. The rankings expanded to include 11 new firms, with 1,539 individual lawyer rankings, including 63 star associates. Additionally, there was a notable 9% rise in junior partners ranked, bringing the count of up-and-comers to 85.

Romania increased to 134 department rankings and 246 lawyer rankings. The country now leads Europe in female lawyer representation, with 53% of its ranked lawyers being women.

The Benelux region saw department rankings rise from 720 to 778, and the number of ranked firms grew from 188 to 200. Austria’s department rankings expanded from 228 to 253, while Switzerland’s rankings increased from 209 to 223.

Competition law rankings saw slight growth, with 649 submissions, 445 departments across 298 firms, and 877 ranked lawyers, including 83 new individuals entering the rankings.

Spain and Romania: Market Growth and Notable Developments

Key market trends in Spain include growing interest from Latin American investors, evolving regulatory developments, and Barcelona’s rise as a technology hub, although Madrid remains the country’s dominant legal market. Significant structural updates to the rankings were also introduced, including the separation of arbitration and litigation tables in dispute resolution, the launch of the first-ever ESG rankings table, and the opening of submissions for a new transportation table.

Romania’s legal market has seen notable expansion in corporate M&A, competition law, and dispute resolution, reinforcing its growing regional influence.

Benelux, Austria, and Switzerland: Regional Market Shifts

In the Netherlands, standalone tables for arbitration and litigation were introduced, while mass torts emerged as a significant trend, highlighting the increasing prominence of collective actions. ESG litigation, particularly greenwashing claims, is gaining traction in the Dutch market.

Belgium, despite some uncertainty linked to political changes, remains relatively stable. In Austria, the introduction of a new TMT Data Protection section reflects a growing area of legal focus. However, Austria’s market has been affected by the insolvency of Signa, signaling deeper economic concerns. Luxembourg’s real estate sector faced challenges, although fund financing and fund litigation experienced growth.

Switzerland reflects cautious optimism in its transactional market despite underlying concerns. The country also saw the introduction of a dedicated Sports table.

Competition Law Trends: Evolving Legal Challenges

Competition law remains a dynamic area, with significant growth in contentious competition-related work, particularly follow-on damages claims. The enforcement of the Foreign Direct Investment (FDI) regime and foreign subsidies regulation is gaining prominence, with potential shifts expected depending on the outcome of the U.S. presidential election.

The EU’s Digital Markets Act enforcement is a key area to monitor, while ESG-related competition work remains limited, except for cases linked to greenwashing. The food and retail sectors are seeing an increase in competition investigations due to the ongoing cost-of-living crisis. Additionally, ‘no-poach’ agreements are becoming an increasingly relevant topic for competition law specialists.

Upcoming Webinars and Further Engagement

To assist firms in navigating the evolving research landscape, Chambers will host the following upcoming webinars:

• Europe Research Webinar – Hosted by Thomas Morton Green on April 8, 2025.
• Spain Research Webinar – Hosted by Camilla Russo on April 10, 2025.

The post Chambers Europe Guide 2025: Key Insights from the Launch Webinar appeared first on Tier One Rankings.

There can be times however when a researcher struggles to get in touch with a particular referee. Their emails may bounce or be caught in spam filters for example, or their contact details may not be updated- sometimes an email can just be missed by that referee. To help ensure that your firm is getting as much feedback as possible, this is what we recommend if you experience any issues:

• When research begins, notify all of your referees to expect emails from Chambers. (The research schedule will note when it begins and can be found here: https://chambers.com/about-us/research-schedule/ ) Chambers will always get in touch by email first, either with a survey or an invitation to a phone interview.
• If you have access to the Research Management Tool, you can check it regularly to update on progress. If there are particular problems with a certain referee, the RMT will flag them and offer advice on what to do.
• If a referee has been flagged as ‘Unsubscribed’ by the RMT, this means that referee has signified to Chambers that they do not want to receive any of their correspondence, in which case a researcher will not reach out to them. This can be remedied by forwarding written consent from the referee to the researcher. They can then get in touch with that referee as normal.
• If a referee notes that they have not received Chambers’ correspondence, we do not recommend just asking the researcher to send another email. It will likely be an ineffective approach, because any further emails could suffer from the same issue that the first one did (whatever that issue may be, eg spam filter, bouncing back or being accidentally missed.)
• Instead, we would recommend that around one week after research starts, follow up with referees encouraging them to respond to the Chambers researcher. Your email should note that if they have not heard from Chambers, they can reach out to the researcher directly providing their feedback about the firm and lawyers. You can also include the researcher’s email address in this reminder.
• To save time and back and forth, the referee can just put their thoughts into an email and send it straight to the researcher- alternatively, they can get in touch and ask the researcher for a questionnaire.
• Research typically closes around 4 weeks after it begins, so all feedback should be sent in by then (larger sections may have longer research windows.)

The post How to handle issues with referees during Chambers research appeared first on Tier One Rankings.

Dual-qualified in Nigeria and England & Wales, Blessing combines her legal knowledge with strong analytical and communication skills. Currently pursuing a PhD in Law, she will play a key role in liaising with clients, managing submissions, and ensuring seamless communication with Editors.

The post Tier One Rankings strengthens team with former Chambers & Partners Principal Research Analyst appeared first on Tier One Rankings.

• 13,756 Department or Organisation Rankings
• 29,840 Lawyer Rankings
• 3,060 Newly Ranked Lawyers
• 2,522 Up-and-Comers and Associates to Watch

General Counsel Insights and Strategic Assessment

A significant new feature of the 2025 Global Guide is the inclusion of General Counsel (GC) Tables, offering deep insights into the evolving role of 270 in-house lawyers across key regions, including Africa, Asia-Pacific, Brazil, Canada, Europe, Greater China Region, Latin America, the Middle East, the UK, and the USA. These tables provide a strategic assessment of legal team development and management, focusing on best practices in internal team structuring, Diversity, Equity, and Inclusion (DEI), and Environmental, Social, and Governance (ESG) initiatives. The insights are further enriched by contributions from private lawyers, offering a comprehensive overview of the relationship between in-house teams and external counsel.

More information on how to participate in future editions will be provided in due course.

Regional Insights

AMECO (Africa, Middle East, and Caribbean Offshore)

Despite conflicts in parts of Africa and the Middle East, AMECO experienced one of its busiest years, with rankings surpassing 2,000 for the first time. Notably, 2158 rankings across 100 jurisdictions reflect the growing importance of this region, with new tables launched in 2025, including:

• Israel Investment Funds
• Mauritius Banking & Finance
• Nigeria Capital Markets and Competition
• Saudi Arabia Public Policy & Regulatory Affairs
• Somalia General Business Law
• UAE Regulatory: Financial Services, TMT (Media, Entertainment & Sport), and Transportation: Aviation

The top firms by Band 1 rankings continue to be largely dominated by international outfits, though leading local firms such as South Africa’s Webber Wentzel and Israel’s FISCHER, Herzog Fox & Neeman, and Meitar also notably feature in the top 10 list.

Also of note, an increased emphasis on Diversity, Equity, and Inclusion (DEI) during the research period led to nearly doubling the number of ranked associates from 50 to 90, further promoting diverse junior lawyer recognition in the region.

Caribbean Market: Renewed Activity and Regulatory Developments

While the Cayman Islands experienced a period of relative quiet since 2023 due to rising interest rates and bank failures, there are early signs of a rebound in key areas such M&A, finance, and securitisation. In response to growing regulatory demands, Cayman law firms have made substantial investments in strengthening their financial regulatory capabilities to better support their clients.

Meanwhile, the British Virgin Islands (BVI) have witnessed notable growth in the funds sector, driven by the popularity of new BVI fund products and the emergence of regulatory challenges in the Cayman Islands, positioning the BVI as an increasingly attractive jurisdiction for fund-related activities.

Africa: Post-Election Recovery and Emerging Opportunities

The African market has shown resilience amidst post-election uncertainty, particularly in South Africa, where initial investor hesitation due to market volatility is gradually giving way to increased activity in transactional markets.

Kenya continues to solidify its status as a technology hub for Eastern Africa, attracting startups that favour efficient dispute resolution mechanisms like arbitration over lengthy court processes. This emphasis on streamlined resolution has created a favourable investment climate, supported by internationally recognised dispute resolution frameworks. Additionally, Kenyan tax litigation remains highly active, driven by the Kenya Revenue Authority’s increasingly assertive approach, resulting in growing client demand in this area.

In Angola, interest from large clients is expanding due to the Lobito Corridor, a key infrastructure project that will enhance transportation for the mining sector while supporting the country’s efforts to diversify its economy, particularly through alternative energy initiatives spearheaded by Middle Eastern investors.

Saudi Arabia and UAE: Regulatory Developments and Market Expansion

The Saudi legal market is undergoing significant transformation with continuous regulatory changes. New policies limit legal advisory work on Saudi law outside the country to 30%, prompting international law firms to establish local offices. These firms are expanding their presence through lateral hires, benefiting from the emergence of a new generation of highly skilled Saudi lawyers.

In the UAE, the alignment of ranking tables with lawyer specialisations has enhanced recognition accuracy. Gender parity has also improved significantly, with female representation exceeding 30% in several areas, although Banking & Finance, Corporate/M&A, and Capital Markets still have room for growth.

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