Remaining competitive as a midsize law firm in New York City has its challenges. There are those irksome difficulties faced by most firms, such as making sure that everyone’s time gets recorded daily and bills get sent out monthly. But there are other aspects to achieving success that include a willingness and ability to be nimble and to adopt strategies that run counter to management trends followed by Big Law. Here are a few suggestions I would offer based on my experience:
Seize Opportunities in New Practice Areas When They Arise. One advantage we have over larger firms is that we are able to carve out niche practices that larger firms might not be willing to enter. Under the leadership of the chair of our matrimonial department, we have developed a significant practice, which not only handles a broad range of complex matrimonial and family law cases, but also has been a leader in the establishment of rights for the LGBTQ community. Our firm played a key role in redefining the definition of “parent” under New York law, which we undertook on a pro bono basis. We also have been on the cutting edge of the law in our Title IX practice, which is based on the proposition that all individuals in educational settings, particularly in cases of alleged sexual assault, are entitled to due process. The chair of that practice group was just selected for Crain’s “40 Under 40” list for 2019—an extraordinary accomplishment and a great honor for her and our firm. These initiatives are by no means a substitute for strengthening our core practice areas but they are important in distinguishing the firm as one that embraces innovation and entrepreneurship.
