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If you have read enough of what I write, you probably know that I’m a smidge obsessed with the idea of bringing together various stakeholders within the legal services delivery ecosystem to work together on the future of the profession.

Across our audiences, including in-house, law firms, legal tech companies, the judiciary and more, we see the ways different pockets of the industry are tackling issues, often without input from the other stakeholder groups. It’s why we strive to make our coverage connect those audiences and the main reason we created a separate conference within Legalweek New York each year.

This year, the conference—renamed Legal Business Strategy—is more indicative of that goal than ever. We have moved away from keeping the three core tracks separate. Instead, we now allow attendees of the Business of Law, Diversity & Talent Management and Legal Marketing tracks to attend any of the sessions across all three areas. General counsel, managing partners, ALSPs, COOs, CMOs, CFOs, CTOs and CIOs—pick your “C”—all need to work together and understand the overall strategy behind client service, so they need to be in the same room, hearing what is motivating one another. The same goes for any partner, associate or business professional who has an interest in the future of how legal services will be bought and sold.

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Gina Passarella Cipriani

Gina Passarella is editor-in-chief of The American Lawyer. She has covered the business of law for her entire career, first as a reporter and special projects editor with The Legal Intelligencer in Pennsylvania and then as senior editor for business of law in ALM's global newsroom. She took over as editor-in-chief of The American Lawyer in January 2017.

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