The Future Is Bright Podcast

Enjoy a front-row seat as Chris speaks with thought-provoking C-Suite executives and leaders from corporations, both public and private, professional service firms, and of course, the legal industry from around the United States.

EP #73: From Big Law to Boutique: Inside Kindleworth’s Playbook for Partners Launching Their Own Firms 04/14/2026

EP #73: From Big Law to Boutique: Inside Kindleworth’s Playbook for Partners Launching Their Own Firms What happens when accomplished lawyers realize the traditional firm model no longer supports the practice they want to build? James Hacking, founder and CEO of Kindleworth, joins the conversation for a clear-eyed look at why more top lawyers are questioning the traditional big law model and what it takes to build something more aligned, more focused, and more sustainable. At the center of the discussion is a simple truth: many partners are not looking to leave because they are bored or impulsive. They are responding to real pressure. Conflicts get in the way. Firm priorities shift. Business models grow rigid. At a certain point, the question becomes unavoidable. What happens when the institution no longer supports the work you do best? James brings real specificity to that tension. He explains why boutique firms have become a more serious option for elite lawyers and why the move requires more than confidence and a strong book of business. What does it actually take to launch well? What do lawyers often fail to see until they are in the middle of it? This conversation stays grounded in those questions. The result is a thoughtful look at agency, timing, and design inside a changing legal market. For anyone curious about where the industry is headed, or what it looks like to build a firm around the work that matters most, this episode gives that conversation real substance. Episode Breakdown: 00:00 The Rise of Boutique Law Firms 05:03 Understanding Kindleworth's Mission 12:34 The Process of Launching a Law Firm 19:24 Navigating the US Legal Market 24:04 Common Mistakes in Law Firm Launches 28:11 Future Services and Growth Opportunities 31:18 The Future of Boutique Legal Services Connect with James Hacking: Connect with Howard Rosenberg: Connect with Chris Batz: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/40799915

EP #72: Scaling Legal Services with Non‑Lawyers: Lowering Friction in the Legal Industry with Natalie Knowlton 03/31/2026

EP #72: Scaling Legal Services with Non‑Lawyers: Lowering Friction in the Legal Industry with Natalie Knowlton What if the biggest barrier to justice in America is the legal profession itself and the solution begins by rethinking who is allowed to help people solve their legal problems? Chris Batz and Howard Rosenberg sit down with Natalie Knowlton of Stanford Law School’s Deborah L. Rhode Center about the widening gap between the legal system and the people it is meant to serve. Millions of Americans cannot access legal help, including many in the middle class. Natalie argues the problem goes beyond funding. The structure of the profession itself limits who can deliver legal services and how people receive help. This conversation sits at the intersection of Legal Tech, Access to Justice, policy, and innovation. A central question drives the discussion. Should lawyers be the only people allowed to provide legal assistance? Natalie challenges that long-standing assumption. Many everyday legal needs involve simple processes such as filling out forms or navigating court procedures. Could trained non-lawyers and technology expand access where lawyers are scarce or unaffordable? The conversation explores how emerging Legal Tech tools and direct-to-consumer platforms may help people understand legal problems and identify practical next steps. The episode also looks at how legal education, regulation, and global experimentation shape the future of the profession. Natalie points to reforms in places like the United Kingdom and Canada that test new service models through regulatory sandboxes. Could similar experimentation help the United States close the justice gap? The discussion leaves listeners with a larger question about the future of law. What would the legal system look like if it were designed around real human needs and genuine Access to Justice? Episode Breakdown: 00:00 Access to Justice and the Future of Legal Services 01:11 Natalie Knowlton’s Journey Into Legal Innovation 06:28 Why Most Americans Cannot Afford Legal Help 10:34 Non-Lawyer Legal Services and UPL Reform 12:13 Legal Tech and Direct-to-Consumer Justice Tools 18:42 Legal Innovation Lessons From the UK and Canada 20:35 The Future of Law and Access to Justice Connect with Natalie Knowlton: Connect with Howard Rosenberg: Connect with Chris Batz: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/40623505

EP #71: Positioned for the Future: Our Conversation with the Chair of Husch Blackwell 03/17/2026

EP #71: Positioned for the Future: Our Conversation with the Chair of Husch Blackwell A top AmLaw chair makes the case that the future of Big Law belongs to firms bold enough to put business leaders in charge, rethink the billable hour, and prove that remote attorneys can outperform the office. Joe Glynias, Chair of Husch Blackwell, joins Chris and Howard for a candid look at how a national firm grows without losing its footing. At the center is a deliberate structural choice: a non-lawyer chief executive runs the business so lawyers can focus on practicing law. That separation has brought operational discipline, sharper cost control, and growth that has continued well beyond the firm’s last major merger. The strategy is simple in theory and demanding in practice: expand where clients need depth and bring in people who fit the culture. What if growth were driven less by geography and more by alignment? The conversation turns to the pressures facing every firm. AI, rising rates, talent mobility, and private equity are all reshaping expectations. Joe sees AI as a tool that strips out low-value work and elevates judgment. He expects clients to push harder on efficiency and pricing. He remains curious about outside capital as a way to fund innovation, though cautious about what partners would trade away. The throughline is discipline. Protect the culture. Invest with purpose. Stay clear about what makes the firm distinct. One of the most compelling examples is The Link, Husch Blackwell’s remote office model. With hundreds of professionals working outside traditional offices, engagement scores in that group surpass those of in-office teams. Culture and development do not happen by proximity alone. They require intention. Joe closes with a reminder that law at its best is problem solving in service of others. In uncertain times, that calling feels more relevant than ever. Episode Breakdown: 00:00 The Future of Big Law and Modern Law Firm Leadership 08:46 Strategic Growth Through Law Firm Mergers and Client Alignment 15:03 AI in Legal Services and the Shift in Law Firm Economics 25:21 Private Equity, Enterprise Value, and the Law Firm Model 38:44 Remote Work in Big Law and The Link Engagement Model 42:57 Why the Future of Law Is Bright Connect with Joe Glynias: Connect with Howard Rosenberg: Connect with Chris Batz: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/40384015

EP #70: Inside KPMG Law US: Tom Greenaway on Flexibility, Agility, and the Entrepreneurial Mindset 03/03/2026

EP #69: Kintsugi Leadership on AI, Culture, and Client-Centric Innovation by Lorie Almon of Seyfarth Shaw 02/24/2026

EP #68: Private Equity in Law Firms: Risks, Multiples, and Value Creation with Adil Taha 02/17/2026

EP #68: Private Equity in Law Firms: Risks, Multiples, and Value Creation with Adil Taha Private equity is knocking on law firm doors but this conversation asks whether the legal industry is truly ready for the discipline control and long-term tradeoffs that outside capital demands. Drawing on his background as a private equity executive with deep experience in investment banking and law firm operations, Adil Taha offers a clear-eyed look at what actually happens inside UK PE law firms. He questions whether private equity has delivered lasting value in legal or simply accelerated partner payouts and explains why many benefits remain theoretical until exit. Chris and Howard press on where PE can genuinely help and where it creates risk, from pricing discipline and data-driven decision making to cultural friction inside partnerships. Why do so many deals collapse late in the process? What changes when long-term enterprise building collides with short-term partner incentives? The conversation also looks ahead. Adil explores whether building a PE-backed firm from scratch could outperform acquiring legacy firms and why minority investments may make more sense for larger practices that want capital without surrendering control. The result is a grounded look at power incentives and the future of UK PE law firms and a candid reminder that private equity is never neutral capital. Episode Breakdown: 00:00 Private Equity and the Law Firm Landscape 06:31 Does Private Equity Actually Create Value in Law Firms? 22:19 The Hidden Risks of PE Ownership in Legal Businesses 30:09 The Future of Law Firms and Private Equity 40:30 Independent Law Firms vs Private Equity Pressure 52:20 What Managing Partners Need to Know Before Taking Capital Connect with Adil Taha: Connect with Howard Rosenberg: Connect with Chris Batz: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/40099635

EP #67: Reviewing 2025: BigLaw M&A Deals and the Advent of Private Equity with Howard Rosenberg and Chris Batz 02/10/2026

EP #67: Reviewing 2025: BigLaw M&A Deals and the Advent of Private Equity with Howard Rosenberg and Chris Batz Law firms are quietly rewriting the rules on growth power and ownership as consolidation, private capital and talent pressure push the industry toward a fundamentally different future. Chris Batz and Howard Rosenberg step back from deal headlines to talk about what 2025 revealed beneath the surface of the legal market. Mergers are no longer driven by geography alone and private capital is no longer a fringe topic whispered about behind closed doors. The conversation centers on how managing partners are being forced to rethink scale strategy and long-term value in an environment where standing still is no longer an option. The episode also unpacks why enterprise value has entered the law firm vocabulary and why partners are beginning to question a model that pays well annually yet offers little on the way out. With investors circling smaller and mid-sized firms first, Chris and Howard explore what private capital really wants from law firms and what law firms may gain or risk by engaging it. Is this about cashing out or about building something durable that attracts talent and creates optionality over time? Looking ahead to 2026, the discussion widens to include boutique firms, venture-backed legal platforms and a talent market that no longer respects seasonality. New firms will launch. Others will combine. Some will struggle to adapt. The episode leaves listeners with a clear takeaway. The legal industry is no longer debating whether change is coming. The real question is who is preparing for it with intention and who is hoping yesterday’s rules still apply. Episode Breakdown: 00:00 Reflecting on 2025: A Year of Change 03:11 Mergers and Acquisitions: The New Landscape 10:30 Private Capital: A Game Changer for Law Firms 18:27 The Future of Law Firms: Trends and Predictions 25:52 Innovations in Legal Services: The Rise of Tech Companies Connect with Howard Rosenberg: Connect with Chris Batz: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/40019790

EP #66: The Middle Market Maverick: Bob Hicks' Insurgent Approach and Vision for Taft 02/03/2026

EP #66: The Middle Market Maverick: Bob Hicks' Insurgent Approach and Vision for Taft What does it really take to build a national middle-market law firm that grows fast, integrates cleanly, and keeps its partners committed rather than walking out the door? Bob Hicks, chairman and managing partner of Taft Stettinius & Hollister, explains how middle market mergers have powered Taft’s expansion without sacrificing culture or retention. Rather than chasing scale for its own sake, he lays out a disciplined approach built on cultural alignment, economic fit, and client compatibility. Many conversations never become deals, and Hicks sees that restraint as a competitive advantage. Independence, he argues, is often the real rival, especially for firms that wait too long and lose momentum before acting. The discussion also looks at what happens after a merger closes. Hicks points to partner retention, post-merger growth, and radical transparency as proof that integration matters more than headlines. From open financial reporting to a predictable compensation system, trust is treated as a growth strategy, not a soft value. At the center is a talent-first philosophy that reframes success around attracting and keeping great lawyers rather than chasing clients. Looking ahead, Hicks sees continued consolidation in the middle market and growing demand for national firms that offer scale without elite-tier pricing, with little patience for firms unwilling to adapt. Episode Breakdown: 00:00 Taft’s Growth Story and Recent Middle Market Mergers 05:01 Building a National Middle-Market Law Firm Strategy 10:10 The Taft Merger Model: Culture, Fit, and Long-Term Success 19:59 Modernizing Law Firms Through Talent, Transparency, and Trust 29:54 Bob Hicks on Leadership, Risk, and the Future of the Legal Industry Connect with Bob Hicks: Connect with Howard Rosenberg: Connect with Chris Batz: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/39910105

EP #65: From London to New York, Natasha Harrison with Pallas Partners and her Entrepreneurial Journey 01/20/2026

EP #65: From London to New York, Natasha Harrison with Pallas Partners and her Entrepreneurial Journey What does it take to build a high-stakes litigation firm that wins without Big Law scale while staying lean, values-driven, and firmly in control of its future? Chris Batz and Howard Rosenberg speak with Natasha Harrison, founder and managing partner of Pallas Partners, about what it takes to rethink the traditional law firm model from the ground up. Natasha shares why she left Big Law to build a focused litigation boutique rooted in senior judgment, clarity, and results rather than size or leverage. The conversation challenges the assumption that growth and prestige come from scale, offering a sharper view of what sophisticated clients actually value today. At the heart of the discussion is deliberate design. Natasha explains why culture must be set from day one and why discipline around growth protects both people and performance. They explore the tension between expansion and identity, raising thoughtful questions about limits, leadership, and the risks of drifting into the middle ground between boutique and Big Law. The takeaway is clear: focus is a strategic advantage. The episode closes with a forward-looking perspective on leadership and longevity. Natasha reflects on resilience, trust, and building a firm that can thrive beyond its founder, while Chris and Howard draw out insights on technology, succession planning, and the changing definition of success in law. Change is inevitable, and those who lead with intention are best positioned for what comes next. Episode Breakdown: 00:00 Rethinking the Big Law Model 02:39 Designing Culture in a Boutique Firm 09:05 Resilience and Entrepreneurial Leadership 11:50 What Sophisticated Clients Value 14:02 High-Stakes Litigation in Volatile Markets 16:55 Technology and the Future of Legal Teams 22:10 Leadership, Succession, and Longevity Connect with Natasha Harrison: Connect with Howard Rosenberg: Connect with Chris Batz: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/39750305

EP #64: Matthew L. Schwartz on The Boies Schiller Way: Excellence and Integrity 12/16/2025

EP #64: Matthew L. Schwartz on The Boies Schiller Way: Excellence and Integrity A leader who built his career on high-stakes investigations shares how those experiences now shape the culture, standards, and direction of a top litigation firm. Matthew L. Schwartz, Chair of Boies Schiller Flexner LLP, joins Chris Batz and Howard Rosenberg to talk about what it takes to lead a litigation-first firm without losing the sharpness that defines its work. He reflects on a decade in the Southern District of New York, where cases tied to General Motors, the U.S. Department of the Treasury, and the fallout from Bernie Madoff shaped his views on judgment, clarity, and what clients actually want from their lawyers. Matthew explains why the firm gives young lawyers real responsibility early on and why senior lawyers thrive with the autonomy to build their practices without heavy bureaucracy. He also digs into the decisions that matter most right now: where to grow, how to align with client needs, and what pressures like AI, rising litigation costs, and outside capital mean for a disputes-only practice. The conversation circles back to a central question for any leader in high-stakes litigation: how do you build a firm where people think boldly, act with integrity, and stay committed to excellence when the pressure is highest? Matthew makes the case that culture, mentorship, and trust still carry the most weight. Episode Breakdown: 00:00 Matthew L. Schwartz’s Path From Federal Prosecutor to Firm Chair 06:05 Lessons From High-Profile Cases and Complex Investigations 12:02 How Boies Schiller Flexner LLP Develops and Retains Top Legal Talent 15:01 AI, Technology, and the Future of Litigation 18:03 Private Equity and the Changing Law Firm Model 24:04 Mentorship and Developing the Next Generation of Trial Lawyers 29:45 Personal Insights and Matthew’s Outlook on the Future of Law Connect with Matthew L. Schwartz: Connect with Howard Rosenberg: Connect with Chris Batz: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/39371255

EP #63: Inside the Legal Profession: Trisha Rich on the Surging Interest in MSOs and ABSs 12/09/2025

EP #62: Laura Cameron of Pinsent Masons on Law Firm Strategy and Leadership across 4 Continents 12/02/2025

EP #61: Changing Perceptions in a Vanilla Market: Mischon de Reya LLP’s Branding Story with Elliot Moss 11/18/2025

EP #60: Future-Proofing Your Law Firm: An Honest Conversation about Strategy and Growth with Chris Batz 11/04/2025

EP #59: Sir Nigel Knowles: Shaping the Future of Biglaw 10/21/2025

EP #59: Sir Nigel Knowles: Shaping the Future of Biglaw Law firms everywhere are debating private equity. Sir Nigel Knowles has already lived the full arc, from global expansion to IPO to take-private. Joining hosts Chris Batz and Howard Rosenberg, the former global managing partner of DLA Piper and former CEO of DWF unpacks a career built on bold growth and tough calls. He shares how a 90-person practice in Sheffield became DLA Piper through disciplined strategy, relentless execution, and a shift from territorial “country barons” to one global firm. He walks through the three-way merger that hit at exactly the right moment, the lessons he carried from mentors like Senator George Mitchell, and why real leadership means setting direction and sustaining momentum long after the headlines fade. Sir Nigel also pulls back the curtain on DWF’s public listing and why the market ultimately couldn’t support a professional services model. Taking the firm private with Inflexion unlocked capital, agility, and focus — a path he believes more firms will follow as technology, talent costs, and scale demands collide. His message to law firm leaders: build a coalition, define where you’re going, and act. Consensus can come later. The firms that act with clarity and conviction will own the future of the profession. Episode Breakdown: 00:00 From Sheffield Practice to Global Expansion at DLA Piper 05:01 Taking DWF Public: Why the IPO Model Fell Short 08:07 Private Equity vs. Public Markets in Law Firms 15:17 Leadership Lessons from Senator George Mitchell and Other Mentors 15:10 Strategy, Culture, and Conviction in Firm Growth 22:08 The Future of Law Firm Consolidation and Capital Models 28:30 Sir Nigel’s Advice to Managing Partners, Act Before Consensus Connect with Sir Nigel Knowles: Connect with Howard Rosenberg: Connect with Chris Batz: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/38610015

EP #58: Law Firms, PE, and MSOs: A Legal Ethics Conversation with Lucian Pera 10/07/2025

EP #58: Law Firms, PE, and MSOs: A Legal Ethics Conversation with Lucian Pera Private equity is circling the legal industry, and Lucian Pera is helping make sense of what that means for MSO law firms and beyond. Joining Chris Batz and Howard Rosenberg, Lucian breaks down how management services organizations (MSOs) and alternative business structures (ABSs) are giving outside investors new ways to participate in the economics of law - without running afoul of ethics rules like ABA Rule 5.4. Lucian makes it clear that these models are tools, not shortcuts. For some firms, an MSO structure may unlock the capital needed for technology, acquisitions, or ambitious growth plans. For others, a traditional loan or internal funding might make more sense. The critical step, he argues, is matching structure to strategy, rather than chasing the latest buzz. As interest from PE firms and family offices surges, the profession faces a choice: see outside money as a threat, or recognize the opportunities it brings to modernize how law firms operate. Lucian leans toward the latter. Just as medicine and accounting were reshaped by investment, he believes law is in the midst of its own slow-motion revolution where the business side of the profession is finally catching up with reality. For lawyers and investors alike, understanding MSOs, ABSs, and the ethics that govern them is a glimpse into where the legal market is headed next. Episode Breakdown: 00:00 Meet Lucian Pera 01:04 MSO Law Firms Explained 05:09 Rule 5.4 and Legal Compliance 09:19 Market Trends and Investor Interest 15:45 Which Law Firms Are Using MSOs 18:17 Private Capital: Threat or Opportunity? 25:19 ABS Structures in Law Firms 30:10 ABS vs. MSO: Key Differences 32:10 Future Outlook for Law Firms and PE Connect with Lucian Pera: Connect with Howard Rosenberg: Connect with Chris Batz: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/38395505

EP #57: Feeling the Squeeze: How Mid-Sized Law Firms Adapt and Compete 09/23/2025

EP #57: Feeling the Squeeze: How Mid-Sized Law Firms Adapt and Compete Mid-sized law firms are facing pressure from every direction. Associates are poached with six-figure pay bumps, partners are stretched thin between billing and management, and specialty practices vanish without succession plans. At the same time, clients expect broader reach and deeper benches than many firms can deliver. In this episode, host Chris Batz shares what he’s hearing directly from managing partners and executive committee members across the country. He outlines the squeeze mid-sized firms are feeling - lagging organic growth, talent retention challenges, leadership burnout - and the difficult choices leaders are weighing: scale up, go lean, or join a larger platform. Chris also looks at the emerging role of private equity in law firm ownership and the ripple effects it could have on culture, compensation, and competition. Along the way, he points out steps firms can take now: sharpen strategic vision, invest in leadership and succession, strengthen recruiting systems, and pursue growth through the right mergers or acquisitions. At its heart, this episode asks a question every firm should confront: how do you stay competitive without exhausting the people who make your firm strong? Episode Breakdown: 00:00 Why Mid-Sized Law Firms Are Struggling 03:30 Why Talent Keeps Leaving Mid-Sized Firms 04:28 The Leadership Burnout Crisis in Law Firms 07:37 Scenario 1: Losing Lead Counsel Work to Bigger Firms 11:31 Scenario 2: Rainmakers With No Succession Plan 14:04 Billing vs. Leading — Can Firm Leaders Do Both? 18:19 Growth Choices: Lateral Hires, Acquisitions, or Mergers 24:01 Should Mid-Sized Firms Join Larger Platforms? 26:09 The Hidden Cost of Burnout in Firm Leadership 32:17 How Private Equity Is Changing Law Firms 34:18 Strategies for Mid-Sized Firms to Compete 43:48 Key Lessons for Law Firm Leaders Connect with Chris Batz: LinkedIn profile: LinkedIn company page: Columbus Street website: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/38276975

EP #56: Leading from Heart: Jami Wintz McKeon on Loving the Firm, the People, and the Work 09/09/2025

EP #56: Leading from Heart: Jami Wintz McKeon on Loving the Firm, the People, and the Work Jami Wintz McKeon, Chair of Morgan, Lewis & Bockius LLP, joins Chris Batz and Howard Rosenberg to share her journey from associate to leading one of the world’s largest law firms. She reflects on the moments that shaped her path, including overseeing major integrations, heading the litigation practice, and ultimately stepping into the role of chair. Jami talks about the personal side of leadership, carrying both the joys and hardships of colleagues, staying connected across a global partnership, and fostering a culture where collaboration comes before credit. She also discusses Morgan, Lewis & Bockius LLP’s approach to expansion, the role of client needs in shaping growth, and how the firm has embraced AI as an opportunity to strengthen client service. Jami’s advice for fellow and future law firm leaders is straightforward: you have to love the firm, the people, and the responsibility itself. She shares how gratitude and family keep her grounded and why focusing on what’s working is as critical as addressing what isn’t. At its core, this episode is a look at what it means to lead with both strategy and heart in an industry defined by constant change. Episode Breakdown: 00:00 Jami Wintz McKeon’s Path to Becoming a Law Firm Leader 02:54 Defining Career Turning Points at Morgan, Lewis & Bockius LLP 05:36 Leading with Connection and Caring for Firm Members 08:28 Morgan, Lewis & Bockius LLP Global Growth Strategy 13:40 Artificial Intelligence in Law Firms and Client Service 16:35 Advice for Current and Aspiring Law Firm Leaders 20:20 Staying Grounded Through Gratitude and Family 25:40 Inspiration and Leadership Philosophy 29:38 Looking Ahead: The Future of Law Firm Leadership Links Connect with Jami Wintz McKeon: LinkedIn: Web bio: Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/38102620

EP #55: The Future of Nixon Peabody LLP: Culture, Talent, and Growth with Stephen Zubiago 08/26/2025

EP #55: The Future of Nixon Peabody LLP: Culture, Talent, and Growth with Stephen Zubiago Stephen Zubiago, CEO and Managing Partner of Nixon Peabody LLP, joins hosts Chris Batz and Howard Rosenberg to share what it takes to lead an AmLaw 100 firm through growth, competition, and change. He talks about how Nixon Peabody LLP aligns talent strategy with client needs, develops attorneys at every level, and builds a culture where collaboration and entrepreneurial drive matter as much as expertise. Their discussion explores the firm’s focus on industries like financial services, real estate and affordable housing, healthcare, and technology, and why being selective about expansion is key to long-term strength. This episode also looks at the bigger shifts reshaping the legal profession, including the race for talent, pressure to scale, and the rise of private equity in professional services. Stephen explains why Nixon Peabody LLP has turned down outside capital, how flexible remote work policies have strengthened retention after COVID, and why artificial intelligence is changing the way law is practiced. At the core of his leadership approach is a simple principle: the firm moves forward when its people do. Episode Breakdown: 00:00 Stephen Zubiago’s Career Journey 02:49 Vision for Growth at Nixon Peabody LLP 03:54 Attracting and Retaining Top Legal Talent 04:57 Key Practice Areas and Industry Focus 06:33 Balancing Firm Size with Culture and Market Position 11:17 What Differentiates Nixon Peabody LLP 14:01 Private Equity and the Future of Law Firms 16:01 The Partnership Model and Capital Needs 18:16 Managing Pricing Pressures in Legal Services 23:21 Navigating Challenges and Future Opportunities 24:01 Remote Work, Flexibility, and Retention 28:53 Innovation, Industry Focus, and AI in Legal Practice Links Connect with Stephen Zubiago: LinkedIn: Website Bio: Connect with Howard Rosenberg: LinkedIn: Company Web Profile: Connect with Chris Batz: LinkedIn: LinkedIn Company Page: Columbus Street Website: Podcast production and show notes provided by /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/37949415

EP #54: The Life of David Lat | Attorney, Writer, Speaker & Family Man 07/08/2025

EP #54: The Life of David Lat | Attorney, Writer, Speaker & Family Man David Lat spent years climbing the legal ladder, clerking, working at Wachtell, joining the DOJ, before realizing that the most meaningful part of his career wasn’t going to happen in a courtroom. Joining Chris Batz and Howard Rosenberg, David talks through the decisions that shaped his path, from writing a cheeky anonymous blog about federal judges to launching “Above the Law” and building one of the most influential voices in legal media. He reflects on the pressure to follow prestige, the pull of creative work, and the unexpected ways his early writing opened doors he didn’t even know existed. A serious case of COVID-19 in 2020 forced him to pause and take stock. What would it look like to return to writing on his own terms? What parts of the legal world still felt worth exploring? Those questions led to “Original Jurisdiction,” a Substack newsletter where David now shares sharp, thoughtful takes on the profession he never fully left. David also opens up about parenting two young kids with his husband Zach, navigating surrogacy, and finding ways to stay engaged without burning out. This episode is a look at what it means to shift gears without losing momentum, and how the best version of your work might be the one that feels the most like you. Episode Breakdown: 00:00 Meet David Lat: From Wachtell to Legal Media 05:41 The Birth of Underneath Their Robes 06:59 Launching Above the Law 10:54 The Rise and Reach of Above the Law 13:25 Why David Stepped Away from Legal Journalism 16:23 A Life-Changing COVID-19 Experience 18:02 Starting Over with Original Jurisdiction 27:00 Legal Parenthood, Surrogacy, and Family Life 31:45 Candid Advice for Aspiring Writers and Lawyers 39:54 Big Law, AI, and the Future of the Profession Links Connect with David Lat: Substack: LinkedIn: Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/37236760

EP #53: Remaining Curious and the Professional Services Executive Journey, with Rebecca Goodman-Stephens, CEO of Moses Singer 06/17/2025

EP #53: Remaining Curious and the Professional Services Executive Journey, with Rebecca Goodman-Stephens, CEO of Moses Singer Titles don’t build trust, people do. And according to Rebecca Goodman-Stephens, that’s where real leadership begins. Rebecca is the CEO of Moses Singer, a New York law firm, but her story starts far from the legal world. She grew up across the UK, Switzerland, and France, studied clinical psychology, and built her career in consulting and public accounting before stepping into her current role. Along the way, she kept coming back to the same core skill: understanding people. As she joins hosts Chris Batz and Howard Rosenberg, Rebecca shares how her background shaped her leadership style, and why listening, curiosity, and follow-through matter more than any formal authority. How do you get people to want to work with you? How does one shift a firm’s culture without blowing up what’s already working? Rebecca also talks about her move into legal services and what surprised her most, like how much creativity and momentum she’s found in a space often viewed as slow to change. From evolving compensation structures to narrowing focus and driving intentional growth, she walks through the mindset behind her first two years as CEO. This episode touches on private equity and what legal leaders can learn from the accounting world. Rebecca offers a clear message: don’t wait for outside investment to fix what you haven’t yet addressed internally. Episode Breakdown: 00:00 Meet Rebecca Goodman-Stephens 04:04 How Clinical Psychology Shapes Rebecca’s Leadership Approach 08:02 Lessons from Consulting and Public Accounting 12:52 Why Rebecca Moved into Legal Services 15:50 What Surprised Rebecca About the Legal Industry 17:27 Leading Change as CEO at Moses Singer 21:13 Private Equity and the Future of Law Firms 24:23 Building a Resilient, Forward-Looking Organization 26:41 Launching a Business-Focused Law Firm Podcast 27:56 Personal Passions, Family Life, and New York Favorites Links Connect with Rebecca Goodman-Stephens: LinkedIn Profile: Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/36971730

EP #52: Succession Planning and A Seamless Transition with Yakub Hazzard Chair of MSK 06/03/2025

EP #51: How an AmLaw100 Firm Integrated Technology into Their DNA with Jaime Drozd 04/08/2025

EP #51: How an AmLaw100 Firm Integrated Technology into Their DNA with Jaime Drozd Law firms that treat innovation like a team sport are the ones shaping the future of legal practice. Chris Batz and Howard Rosenberg sit down with Jamie Drozd, the managing partner at Davis Wright Tremaine LLP, a corporate law firm known for leaning into technology in ways that actually stick. Jamie shares how her path, from commercial litigator to firm leadership, was shaped by early lessons in service, and how those same values now guide her in a role she never set out to pursue. What does meaningful growth look like for a modern law firm? For Jamie, it’s not about size. It’s about deepening expertise in industries like technology, financial services, and media, while staying rooted in strong client relationships and a culture that prioritizes collaboration over ego. Jamie also offers a candid look at how the firm is approaching technology, including artificial intelligence. From firm-wide hackathons to building custom AI tools that support legal writing and workflow, Davis Wright Tremaine LLP is taking a hands-on approach to innovation—one that empowers people at every level to think creatively about client service. This episode leaves listeners with a clear vision: growth that reflects the firm’s values, a workplace that supports both ambition and well-being, and a culture where tech isn’t a trend but a mindset. Episode Breakdown: 00:00 Introduction 02:09 Leadership Roles and Achievements 09:27 Firm’s Growth Strategy 13:19 Embracing AI and Technology 18:25 Internal Drive for Innovation 20:13 Geographic Expansion Considerations 22:52 Transition from Practicing Attorney to Managing Partner 25:57 Hybrid Work Environment and Engagement 30:50 Long-term Vision and Goals Links Connect with Jaime Drozd: LinkedIn Profile: Firm Website Bio: Connect with Howard Rosenberg: LinkedIn Profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/35974340

EP #50: Private Equity Dry Powder & Corporate Law Firms with Crispin Passmore 03/25/2025

EP #50: Private Equity Dry Powder & Corporate Law Firms with Crispin Passmore Private equity is making moves in the legal industry, and Crispin Passmore has a message for firms that think they can ignore it: adapt or risk getting left behind. Chris Batz and Howard Rosenberg sit down with Crispin, the co-founder of Stratify and a former U.K. regulator turned law firm consultant, to talk about what’s happening on both sides of the Atlantic. Why has the U.K. embraced alternative business structures while the U.S. continues to resist change? Is the legal industry really evolving, or does it just feel that way to those pushing for reform? Crispin shares his perspective on where things stand, why some firms feel no urgency, and what’s fueling the momentum in places like Arizona. Crispin also dives into what private equity sees in the legal sector: why investors are drawn to it, how they’re already involved, and what it means for firms that want to stay competitive. But money alone won’t solve the industry’s biggest challenges. Governance structures are outdated. Succession planning is a mess. Many firms still operate as if the market hasn’t changed in decades. Crispin explains why those who are looking outward, not inward, will have the biggest advantage in the years ahead. Change may feel slow, but as Crispin puts it, revolutions rarely happen overnight. When the shift picks up speed, will firms be ready? Episode Breakdown: 00:00 Introduction to Private Equity in Legal Industry 03:04 Comparison of U.K. and U.S. Legal Market Liberalization 05:50 Success of ABS in the U.K. 08:02 U.S. States Experimenting with Legal Market Liberalization 11:45 Structuring National Practices from Arizona ABS 14:55 Vulnerability of Law Firms to Market Changes 16:45 Private Equity Interest in Legal Market 19:06 Alternative Ways for Private Equity to Enter U.S. Legal Market 21:15 Challenges of Private Equity in Traditional Law Firms 25:13 Changing Dynamics in Law Firms with Private Equity 29:02 Future of U.S. Law Firms with ABS in the U.K. 33:35 Effective Use of Raised Capital by Law Firms 35:17 IPOs vs. Private Markets for Law Firms Links Connect with Crispin Passmore: Profile: Firm Website Bio: Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/35813815

EP #49: Why Corporate Law Firms Merge with Chris Batz 01/21/2025

EP #49: Why Corporate Law Firms Merge with Chris Batz “It’s astonishing; it’s just mind-blowing,” says Chris Batz about the exponential growth in revenue generated by the AmLaw top 100 firms in the last 22 years. On today’s episode of The Future is Bright, Chris takes a closer look at these numbers, what’s driving them and which firm comes out on top. He also takes a look at the increasing number of firms who are choosing to merge in order to, among many reasons, increase competition, deepen their benches, and to increase their geographic reach. On his first solo episode of the podcast, Chris draws from quotes from executives at several high-profile firms who explain their motivation for merging. So often, it was a matter of shared values—very often people-focused values—aligning and that the decision benefits the internal teams just as much as it does the client. Chris, who is now exclusively focused on assisting firms with this process, offers his own insights on the topic. Join today’s episode of The Future is Bright to learn how far corporate law firms have come in the past 20 years, and what it means for the future. Quotes “I am assisting firms where they are really feeling the effects of these incredibly large law firms and the consolidation that is taking place at a rapid pace right now.” (3:08 | Chris Batz) “Twenty-two years ago, in 2002, there were only two law firms that were generating a billion in revenue annually, a year. The other 98 were, of course, less than a billion in revenue. Twenty-two years later, it is astonishing, but more than half—54 firms—now, of the AmLaw100, are generating more than a billion. To break that down, 33 firms are generating a billion to just under 2 billion. The two to three billion mark, or just under three billion is 14 firms. And then we have three billion and more—seven firms. It’s just mind-blowing.” (4:44 | Chris Batz) “We’ve had substantial consolidation, explosive growth, and of course, there have been price increases, clients are reducing the amount of firms they’re working with, generally speaking. They’re finding firms with broader benches and deeper benches, especially sub-specialties is a really important thing, as well as geographic reach.” (7:11 | Chris Batz) “Clients have ‘reputational risk.’ General counsel, the boards, CEOs, CFOs, decision-makers of these large clients. And perception—even though you think reality is different—perception shows that smaller firms are riskier decisions to give valuable work to. So, that valuable work goes to the bigger firms—not always, but consistently—it’s happening. Valuable being higher rate work, more headline-making work, probably requiring deeper benches, subspecialties, all these things, so that’s one of the reasons consolidations happen.” (17:30 | Chris Batz) Links Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/34803680

EP #48: Leading the Way as a Values-Based Law Firm with Kristina Lawson 01/07/2025

EP #48: Leading the Way as a Values-Based Law Firm with Kristina Lawson “It’s all about people management,” says today’s guest Kristina Lawson, drawing parallels between her time as the former mayor of Walnut Creek, CA to her current role as managing partner at Hanson Bridgett LLP, a mid-sized firm which like Kristina, whose practice was in real estate and land use, has a deep connection and dedication to California and its communities. This values-based California law firm’s equity partners comprise nearly 40 percent women—virtually unheard of in the AmLaw 200—which reflects its pioneering and foundational policies of diversity, equity and inclusion. On today’s episode of The Future is Bright, Kristina discusses the firm’s guiding principles, their agile workforce policy that pre-dated the Covid 19 pandemic, and its exemplary approach to transitioning power to the next generation. The key, Kristina explains, is a willingness to adapt to new working styles, seeing them as opportunities for growth rather than points of criticism. She also discusses the biggest threat to the business of law, the crucial piece of work culture she feels was lost to Covid, and how Hanson Bridgett LLP is navigating the advent of AI. Join today’s discussion to learn more about Kristina and Hanson Bridgett LLP’s shared guiding principle of putting people first, and the number one issue that keeps her up at night. Quotes “It’s helpful to check back in, both to ground me and the reasons I joined Hanson Bridgett and what Hanson Bridgett’s all about, and again also to check in on those promises I made to our partnership about the direction we’d head in with me at the helm.” (7:32 | Kristina Lawson) “Being the mayor of a mid-sized town and the managing partner of a mid-sized firm, there’s a lot of consensus-building and it’s all about people management. Whether it’s constituent management as the mayor or managing the other members of the city council…it’s all about figuring out where those consensus positions are and building trusted relationships, even with people that you don’t agree with, on key issues, so that you can continue to move forward. Those are really the same issues we have here at our partnership.” (8:20 | Kristina Lawson) “We need to adapt to where they’re at. Just because they’re doing something differently, does not mean they’re doing it wrong.” (15:47 | Kristina Lawson) “Founded by a group who really believed in diversity, equity and inclusion and values-based lawyering before it was a thing…One of the reasons I joined Hanson Bridgett was the firm has an equity partnership which is made up of just about 40 percent women.” (18:57 | Kristina Lawson) “The number one thing that keeps me up at night is worrying about whether our people are well and whether we can improve their mental health and wellness as an organization.” (22:22 | Kristina Lawson) Links Connect with Kristina Lawson: LinkedIn Profile: Firm Website Bio: Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/34697150

EP #47: Innovation and Growth in the UK Legal Market with Neville Eisenberg 12/17/2024

EP #47: Innovation and Growth in the UK Legal Market with Neville Eisenberg “It is still quite challenging to convince partners of the need for change when the traditional model is still serving them incredibly well,” says Neville Eisenberg, Senior Strategy Executive, Mishcon de Reya, who joins The Future is Bright to talk about innovation taking place within UK law firms, innovation he helped contribute to with the contract attorney company, Lawyers on Demand, and now with Flex Legal, an alternative legal services provider now owned by Mishcon de Reya. Neville will discuss with hosts Chris Batz and Howard Rosenberg the growing number of opportunities in the alternative legal services provider market and what it means for private equity. He'll discuss the changes which have taken place in the UK legal landscape as a result of deregulation and a number of legal processes now available in a self-service capacity, and what this means in terms of social justice. He will discuss the widely differing implications of AI on Top 10 law firms and on everyone below them, and the disconnect between supply and demand that he finds most concerning. Learn Neville's thoughts on the crop of small high-performing law boutiques burgeoning in the UK and the importance of U.S. competition to the UK market. Quotes “It is still quite challenging to convince partners of the need for change, or indeed the value of spending money on doing things differently when the traditional model is still serving them incredibly well.” (11:40 | Neville Eisenberg) “The Top Ten law firms in the UK generally regard Gen AI as likely to have a positive impact on their firms, in particular, because they see opportunity for productivity gains. But the rest of the Top 100, so the 90 firms below the top ten, have exactly the opposite, almost exactly, the opposite view of the impact of Gen AI in that they have significant concerns about the pressure that it might produce from clients to reduce cost of legal services and also that there may be a reduction in some of the work that’s outsourced to their firms.” (12:27 | Neville Eisenberg) “Notwithstanding the deregulation, there is still—it appears to me from my conversation with clients—there is still a disconnect between the demand side and the supply side in the market.” (20:15 | Neville Eisenberg) “One doesn’t have to be in a huge law firm to be successful. There is another model that can work.” (30:20 | Neville Eisenberg) “It just seems to me that there is a very strong business case for many of these firms creating shared business services platforms that can benefit from scale economies, and all the other benefits of scale, and running those business services functions in a more effective way.” (32:51 | Neville Eisenberg) Links Connect with Neville Eisenberg: LinkedIn Profile: Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/34411690

EP #46: Noah Heller CEO of Katten Muchin Rosenman LLP on Leadership & Relationships 12/03/2024

EP #46: Noah Heller CEO of Katten Muchin Rosenman LLP on Leadership & Relationships “Everyone deserves to feel like they matter,” says Noah Heller, who as CEO of Katten Muchin Rosenman LLP has built a culture of communication and connection, of being consistently authentic and operating with integrity in work and in life. He joins this episode of The Future is Bright to explain how his firm has evolved under his 12-year tenure by seeking to understand the needs of others, making himself genuinely available to those around him, and utilizing the power of personal relationships. Noah also discusses his observations of the current U.S. legal market and his predictions for the coming decade. He explains his biggest surprise in taking on this leadership role, the greatest compliment he’s been paid and the one issue that keeps him up at night. He will also share his advice about succession planning for law firm executives. In today’s discussion, you’ll learn how, by taking a genuine interest in people and their motivations, Noah was able to not only understand and meet, but exceed expectations to create a thriving workplace environment. Quotes “For me, it’s been a recognition that the power of my relationships is something that I should utilize as opposed to be[ing] afraid of.” (6:43 | Noah Heller) “The thing that carried through really well between my practice and leadership was my ability to appreciate the importance of expectations, the importance of meeting and exceeding expectations, and also my ability to reasonably affect those expectations wherever I could.” (14:05 | Noah Heller) “I’m so available and I care so much about my partners that I create a real—and it’s not fake, it’s real; it’s a real perception—that I’m there, I’m available and when they need me, they can reach out. And so the fact that so many people feel that they have so much of my attention, really, and my caring is really humbling for me. I try to do this job the way I try to live my life, if that resonates. I don’t put on a different outfit or a different persona the way that I lead this firm and the way I conduct myself in life.” (16:34 | Noah Heller) “The thing that I’m the most proud of, that’s evolved in the time that I’ve been in this role, is the way people are treated within these four walls has evolved over time, and to me, that is really, really important.” (24:07 | Noah Heller) Links Connect with Noah Heller: Law Firm bio: LinkedIn profile: Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/34107111

EP #45 The UK Legal Market with Greg Jackson of PwC 11/19/2024

EP #45 The UK Legal Market with Greg Jackson of PwC “I suspect in the UK we’re going to end up with some really deep, high-quality verticals…as opposed to lots of law firms having components,” says today’s guest Greg Jackson, Director of Law Firm Strategy and Transformation at PwC, who joins The Future is Bright to discuss this and many more predictions he has for the future of UK law firms. Along with co-hosts Chris Batz and Howard Rosenberg, Greg will compare UK firms to their American counterparts in terms of economics, leverage, rates and utilization, pay and expectations at the partner level, as well as yearly hours. He will explain why he’s changed his view—however slightly—on the idea of growth for growth’s sake, how the UK legal market is changing—including a particularly important one—and his advice for mid sized firms. He will also explain how Alternative Business Structure will affect the UK model going forward and why U.S. outbound work to Europe is so important. He’ll predict whether or not the UK will adopt a hybrid model, marrying innovation with tradition, as well as what to do when you’ve been on a steady upward trajectory for a sustained period of time, and the issue that keeps his clients up at night. What is the one thing that U.S. law firms do better than those across the pond? Join today’s episode of The Future is Bright to find out. Quotes “One of the projects that I always encourage clients to do—and I did in my old world—was, How do you situate your exec or board in a ten percent off the top line reduction? Whether hours or price or some combination of the two? Situate yourself in that issue and think, ‘What can we do about cash? What do we do with our clients? What work do you want to hold on to that we’re willing to go for a downward cycle, even if it’s painful?” (7:01 | Greg Jackson) “I don’t know how this is played out in the U.S., but in the UK, in particular in the last 12 months, there have been a number of quite bad well-being incidents that have happened which have caused firms to really think about, ‘How do you connect utilization into an understanding of what people are doing?’ It can be quite hidden, to your point, big hours, etc.” (14:58 | Greg Jackson) “When you think of what’s coming in terms of technology investment, lawyer salaries, the need to be more international and cope with more complex regulatory environments to operate in the U.S./UK, I just see a world in which you need more scale.” (19:47 | Greg Jackson) “I suspect in the UK we’re going to end up with some really deep, high-quality verticals…as opposed to lots of law firms having components.” (24:22 | Greg Jackson) Links Connect with Greg Jackson: LinkedIn Profile: Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/33944452

EP #44: A Law Firm Merger of Equals with Scott Kadish and Kevin McLaughlin 11/05/2024

EP #44: A Law Firm Merger of Equals with Scott Kadish and Kevin McLaughlin “We wanted it to be a true merger of equals,” says Scott Kadish, who, along with Kevin McLaughlin, are Co-Managing Partners at the newly merged UB Greensfelder. On today’s episode of The Future is Bright, the two men talk to host Chris Batz about what can happen when two firms marry their considerable strengths to make themselves even more competitive and able to take on bigger, more complex work. It’s not an overnight process. It’s the result of long, thoughtful considerate discussions, where all concerns and needs are met, responsibilities are divided fairly and sensibly, and where care is taken to make sure that all employees not only survive the merger, but are placed where they will be most successful. Even the new name UB Greensfelder was formed as the result of conscientious talks to ensure that neither firm felt that they were being acquired, but rather were moving forward together. While no merger is without its surprises, perhaps what’s most surprising was how genuinely compatible the firms felt with each other. Today’s discussion reflects what a genuinely pleasant experience this merger has been for both parties and what can happen when two powerful entities treat each other with mutual respect and are thoughtful down to the smallest details. Quotes “Both firms were really coming at this from positions of strength…Both firms were recognized for their work in a number of different practice areas, diverse practice areas…We came together because we thought we’d be better together—we’re seeing that happen—not because we thought we were in desperation mode.” (5:14 | Kevin McLaughlin) “Neither of us wanted to feel like we were being acquired. We wanted it to be a true merger of equals and that required a discussion about, ‘How do you do this and how do you do that?’ Every single policy. And it was a discussion—we use that word intentionally—because it wasn’t a negotiation…We also agreed—and I think this is key—that we were just going to try to figure out the best way to do it, the best practice, for everything.” (12:56 | Scott Kadish) “I think it’s because of the length of time that we were talking that there really weren’t any significant surprises. Conflicts—our general counsel, at one point he said to me, ‘I am shocked at how few conflicts we’re having.’ And especially we didn’t have any what I would call ‘material conflicts’…in terms of impacting the overall firm, not really at all.” (29:44 | Kevin McLaughlin) “The merger will really be successful if people develop new relationships and new contacts. Otherwise, if they’re stuck in the same place and they don’t reach out and develop these…then their practice is not going to be affected by the merger. But this is a unique opportunity to grow your client base and grow your business with people who you’ll enjoy practicing with.” (33:22 | Scott Kadish) Links Connect with Scott Kadish: Website bio LinkedIn profile Connect with Kevin McLaughlin: Website bio LinkedIn profile Connect with Chris Batz: LinkedIn Profile: LinkedIn Company page: Columbus Street website: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/33641312

The Future Is Bright Podcast

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