The best way for a lawyer to understand another’s capability is to work directly together, so practice group and sector leaders should actively seek and introduce those opportunities. They should be seen as an “honest broker” who can connect professionals with credible experts and give a balanced view of how and why those experts might fit the client’s needs. All partners should feel responsible for promoting their junior colleagues’ reputation and experience, acting as the agent who helps to place these individuals on increasingly complex client work so that others can develop firsthand trust in their capabilities. Internationalization also raises cross-cultural issues that pose challenges to collaboration and building trust. These two databases, provided by Thomson Reuters and Martindale-Hubbell, are excellent for finding any lawyer's contact and basic biographical information, as well as law firm profiles. What is so interesting to me about them is that all of this is really a product of the lawyers demands and expectations of the law firm the person is a partner in. In a law firm such as Cravath Swaine & Moore, which has only one non-equity partner, for example, being an equity partner means something far, far different than being one in a firm like Foley & Lardner.
Dunham & Jones has the criminal defense lawyers, experience and resources to properly defend you and your rights. Many criminal defense law firms are small and don’t have the resources or manpower to compete with the prosecution. Most of our criminal defense attorneys are former prosecutors and assistant district attorneys with many years of experience. Along with our experience, we have the resources necessary to give you the best possible chance of winning your case. Our CNA Paramount® product with Law Firms Property Extension Endorsement was designed specifically for firms and insures against common property exposures that can prevent lawyers from conducting business. Our provider law firms provide legal protection to millions of members any time they need it, even in covered emergency situations, 24/7, 365 days a year. Foley & Lardner handles a wide range of business matters, and the majority of the firm’s major clients come from the automotive, energy, health care, life sciences, and technology fields. A leader in venture capital work and top ranked for intellectual property, Wilson Sonsini is a go-to firm for tech industry clients. Lawyers at the firm have an entrepreneurial mindset and strike the right balance between hard work and affability. With 950 attorneys across 16 offices around the world, Wilson Sonsini Goodrich & Rosati is a global player with very deep tech roots. The firm has become a leader in tech licensing transactions, technology financings and M&A, and intellectual property. Consult with your insurance provider, broker, agent, or contact us to learn if you qualify. Lawyers need to know not only what their colleagues do, but also enough about those services to understand how that expertise might benefit their own clients. Help partners develop this “T-shaped knowledge”—that is, broad familiarity with a range of areas to complement their own deep expertise in a specific domain—by exposing them to one another’s client work. Some firms, for example, devote part of their annual partners’ retreat to a series of 15-minute presentations, where partners highlight the work that they do and explicitly focus on potential growth opportunities for lawyers in other practices.
Recognizing this, many legal departments are exploring alternative fee arrangements that better align both sides’ incentives. One interesting example is the pharmaceutical giant Pfizer, whose general counsel, Amy Schulman, in 2009 created the Pfizer Legal Alliance , a group of 19 law firms that have agreed to work for Pfizer under a flat-fee arrangement. Smaller legal departments are also starting to think about adding value rather than just reducing costs. Consider the asset management company legal department that was interested in getting closer to the business and more involved in deal making. Because of the high cost of engaging counsel to review lengthy documentation, the department typically did not begin due diligence until the relevant business unit had determined that it wanted to do a deal. For example, legal training differs significantly across jurisdictions, and lawyers develop different competencies based on their exposure to client work of varying sophistication. If a partner is unable to predict the capabilities of lawyers in another country, he or she will likely hesitate to bring them into his or her client work. Although partner-level capabilities may even out considerably as careers progress, other divisions based on different cultural norms can remain.
ECIJA is acknowledged by Financial Times among the most innovative firms in Europe. ECIJA integrates Díaz de Aguilar and opens two offices in the Canary Islands. The software “Data Forecast” based on predictability from the use of big data, awarded as themost innovative projectof the year. Acknowledged as recommended firm in Spain in Real Estate by the publication “The European Legal 500“. Acknowledged as firm specialising in IP, Corporate & Commercial and Litigation by the publication “The European Legal 500“. Acknowledged as leadingTMTfirm in Spain by the publication “The Legal 500“. The FisherBroyles model provides clarity to “origination” and converts it to equity for the originating partner. The firm’s unique model also benefits clients by freeing up lawyers from firm rack rates and allowing them billing flexibility, reducing turnover, promoting firm stability, and creating a collaborative firm culture. The firm’s non-discretionary compensation model addresses and solves the equal pay issue that is so important to historically underrepresented groups.
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