Ross Forman of BDO Consulting writes: The legal industry is not immune to evolving economic and fundamental shifts. Increased competition, fee pressure from clients, a changing workforce, and an active merger and acquisition landscape has forced firm leaders to re-examine their operating costs—among those, their real estate assets.
Jennifer Markman of Thompson Hine writes: As you begin your career and develop a focus, think not only about what areas of law interest you, but which ones offer the best opportunities for financial success, based on both the practices’ inherent metrics and your personal strengths. Taking the time to carefully evaluate your options will help you create a robust practice and put you on a path to long-term stability and success.
Elizabeth Lampert and Lara Cupit of Elizabeth Lampert PR write: Businesses such as law firms that house highly sensitive data are now also at great risk of a data breach. Because of this rapidly increasing risk, it is becoming more important than ever to have a comprehensive plan that has been thoroughly tested.
Robert J. Roby of Knobbe Martens writes: In addition to producing high quality work product at a fair price, and ensuring that a new client feels valued, staffing the new client with an appropriate team can have a long lasting and positive impact on the professional relationship.
Eric Lewis of Lewis Baach Kaufmann Middlemiss writes: Good lawyers don’t get stuck in boxes. They are problem solvers who bring judgment and experience to their clients’ issues, whoever those clients may be. They try to prevent economic interests from affecting their service to clients. They earn trust. Satisfaction in the law can be, and should be, measured in more than one way.