Thank you for sharing!

Your article was successfully shared with the contacts you provided.
As far as Mark Harris is concerned, the recent round of pay hikes for first-year associates at some of the nation’s biggest law firms is the equivalent of applying a Band-Aid to a head wound. The salary increases to $160,000 for first-year associates may eventually affect compensation for the lawyers who work at the 170-attorney shop that he founded seven years ago. But, for now, they underscore what he says is a flaw in the traditional law firm model � one that will only get worse as younger lawyers replace their older colleagues. “There’s a very real psychographic shift with this generation,” said Harris, 37. His company, Axiom Legal, is one among a handful of law firms, most launched within the last few years, that are wooing up-and-coming attorneys from top schools with impressive work experience to become part of what they say are operations far leaner than typical law firms. Formed under varying business structures, these shops tout the advantages of offering drastically cheaper rates for corporate clients and a different work culture for highly credentialed attorneys put off by big-firm practice. Besides Axiom Legal, other alternative-style firms with a similar mission include Atlanta-based FSB Corporate Counsel; San Jose, Calif.-based GCA Law Partners; Minnetonka, Minn.-based The General Counsel; and Houston-based Outsource GC. Attorneys for these outfits work mostly on-site in corporate counsel offices, and typically are free from the burden of billing huge numbers of hours to support high rents and leveraged partners. These organizations also generally reject the comparison to temporary employment agencies or staffing firms and say that their attorneys are hired for the long haul. They also say that they bring aboard only people with experience either in a top firm, in law departments or both. Their clients range from Fortune 50 companies to smaller technology startups that need a kind of part-time general counsel. “It makes perfect sense,” said Alan Barnes, senior vice president and group counsel for Affiliated Computer Services Inc., a 55,000-employee information technology company based in Dallas with about $5.4 billion in annual revenue last year. Barnes consistently brings in attorneys from FSB Corporate Counsel, which was founded in 2002. It has 12 attorneys from schools such as Harvard Law School, University of Chicago Law School and University of Georgia School of Law. Its attorneys have worked in-house for giants such as EMS Technologies Inc. and for smaller technology firms. All of its lawyers have at least seven years of experience before joining FSB. The highest hourly rate Barnes pays for FSB attorneys is $195, he said. “I’ve got lawyers in New York City that have the gall to charge me 600 bucks an hour,” said Barnes, who leads a law department of about 70 attorneys. “Am I really getting that much more value at 600 bucks? No.” Barnes, who calls FSB’s concept “brilliant,” said that its model allows him to maintain costs without creating the worries about keeping tabs on work that might be outsourced overseas. FSB was founded by Kevin Broyles, a 1994 Harvard Law School graduate who previously practiced with Atlanta-based Morris, Manning & Martin, and by James Fisher, a former Morris Manning attorney as well who also practiced at Holland & Knight. Broyles said that when they left Morris Manning following the dot-com bust, they wanted to create their own firm, but one that avoided the huge overhead costs that even small firms have. “That has no value to the client,” Broyles said. They also wanted to have self-guided practices that would provide variety. They formed the limited liability company and eventually hired attorneys who all function as partners, Broyles said. The company sets the rates, usually on an hourly basis, and attorneys work either at the client’s site or from their own homes. The firm generally does not provide health insurance or other benefits. Barnes, at Affiliated Computer Services, said he likes the no-frills approach that FSB offers. “So what if they don’t have a skybox to the Falcons game,” he said. “I can get all that elsewhere.” As for the new jumps in pay at big firms announced recently by Orrick, Herrington & Sutcliffe; O’Melveny & Myers; Morrison & Foerster; and others, Broyles, of FSB, said he welcomes them. “The law firms keep doing our own marketing for us,” he said. “We can go to an in-house attorney and say, ‘Look what they’ve done again.’ “ In Axiom Legal’s case, its attorneys are employees. The company is a C-corporation that contracts directly with corporate clients on a retainer basis, for a fixed fee or, less frequently, by the hour. Harris is a 1996 graduate of University of Texas School of Law who practiced at New York-based Davis Polk & Wardwell. Co-founding Axiom with him was nonattorney Alec Guettel, who holds an MBA degree from Stanford University. The firm operates under an exception to lawyer ethics rules. Such rules generally prohibit nonlawyers and lawyers from sharing fees. The exception applies to staffing and temp agencies. Axiom Legal started with $5.3 million in venture capital from Greenhill Capital Partners. In 2005, it recapitalized in a round led by Benchmark Capital and JP Morgan Partners. One of its investors was Benchmark partner Robert Kagle, who helped launch eBay Inc. Axiom provides health benefits and a 401(k) plan to its attorneys. It also kicks in its attorneys’ contributions to those benefits if they are between assignments, a period the firm calls being “on the beach.” The attorneys it hires usually have several years of experience working either in-house or at law firms such as Debevoise & Plimpton; Paul, Weiss, Rifkind, Wharton & Garrison; and Fried, Frank, Harris, Shriver & Jacobson, all of New York. Clients include Cisco Systems Inc., Reuters America, Honeywell International Inc.and Virgin Mobile. The average Axiom Legal attorney makes about $200,000 annually, Harris said. In addition to offering services for what he estimated is less than half the fees charged by traditional large firms, Axiom Legal also is a good fit for the next generation of lawyers, people who generally are less risk-averse and less willing to work within the confines of traditional law firms, he said. “It’s a generation that has grown up in relative prosperity,” Harris said. “There’s no happiness in putting food on the table. They’re seeking their happiness at margins of life.” Internal law firms Part of Axiom Legal’s strategy, Harris said, is to complement the operations within legal departments � or “internal law firms” � which are getting bigger and are holding on to the more interesting work rather than farming it out to expensive law firms. Its goal is to provide extra help when departments need it for the work they keep in-house, as they send increasingly specialized matters to large firms. The result, Harris said, is a range of legal services that are cheaper for clients and more engaging and varied for attorneys to perform. But the firm has faced the challenge of convincing potential clients that they were not a run-of-the-mill staffing agency. “I was skeptical,” said Edward Fargis, vice president and counsel for Medco Health Solutions Inc., a pharmacy benefits manager with about $4.2 billion in revenues last year. Fargis hired Axiom Legal attorneys as general counsel at his former job with Multex, a technology provider for the financial services industries. Fargis said he is in the process of trying to convince Medco to use Axiom Legal to handle some of the work in the 30-attorney department. He said general counsel often are skittish about the hit-and-miss success with typical temporary staffing agencies, but he was surprised at the caliber of Axiom’s work. The niche that organizations such as Axiom and others similar to it fill is a result of the “disaggregation” of legal work, said Joel Henning, a consultant with Hildebrandt International who works with legal departments. The approach can be more cost-efficient, he said, but it takes finesse from general counsel. “The challenge is that it requires more management,” Henning said. “One of the things you pay for when you farm out work to a highly regarded outside firm is management of the matter. Some in-house departments are much better equipped than others to disaggregate and resemble all of the disaggregated components.” Part-time general counsel Mary Regan says the arrangement works for her as an attorney with Outside GC. The firm is a limited liability company in Boston founded by Harvard Law School graduate Bill Stone and Jonathan Levitt, former general counsel for Inso Corp. The strategy of their 11-attorney company is not only to supplement law departments of big companies but also to serve as part-time general counsel for companies that cannot justify hiring someone full-time. She joined Outside GC, she said, as an independent contractor after experiencing some “serious burnout” in her career that included serving as general counsel to one technology company and as in-house counsel to another. She is a graduate of Boston University School of Law. “I expect this model to really catch on,” Regan said. She currently works for two in-house departments ongoing, and also does project work for other companies. She likes the variety, the “quality of clients,” she said, and the ability to work as much or as little as she wants. Stone, who co-founded Outside GC in 2002, said the 12 lawyers have about five years of experience before they are hired and make between $185,000 to $225,000 per year. Stone said he spends much of his time developing business, so his attorneys don’t have to. “They don’t have the burdens to go make rain,” he said.

This content has been archived. It is available exclusively through our partner LexisNexis®.

To view this content, please continue to Lexis Advance®.

Not a Lexis Advance® Subscriber? Subscribe Now

Why am I seeing this?

LexisNexis® is now the exclusive third party online distributor of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® customers will be able to access and use ALM's content by subscribing to the LexisNexis® services via Lexis Advance®. This includes content from the National Law Journal®, The American Lawyer®, Law Technology News®, The New York Law Journal® and Corporate Counsel®, as well as ALM's other newspapers, directories, legal treatises, published and unpublished court opinions, and other sources of legal information.

ALM's content plays a significant role in your work and research, and now through this alliance LexisNexis® will bring you access to an even more comprehensive collection of legal content.

For questions call 1-877-256-2472 or contact us at [email protected]


ALM Legal Publication Newsletters

Sign Up Today and Never Miss Another Story.

As part of your digital membership, you can sign up for an unlimited number of a wide range of complimentary newsletters. Visit your My Account page to make your selections. Get the timely legal news and critical analysis you cannot afford to miss. Tailored just for you. In your inbox. Every day.

Copyright © 2020 ALM Media Properties, LLC. All Rights Reserved.