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 #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

EP #43: How Corporate Law Firms Want to Grow with Chris Batz and Howard Rosenberg 10/22/2024

EP #43: How Corporate Law Firms Want to Grow with Chris Batz and Howard Rosenberg “Teams and groups are much harder to pull off. The degree of difficulty is a challenge. There’s a real prize if you get it right,” says co-host Howard Rosenberg as he and Chris Batz dig into the complexities of law firm growth through team acquisitions. They emphasize the strategic advantage of acquiring teams rather than individual hires. It’s a more challenging process, but the rewards—stronger firm cohesion, better retention, and a lower risk profile—make it worth the effort. Chris notes that many firms are now open to making bold moves, like doubling their size through mergers. But both hosts point out that the real test is in integrating these new teams into the firm’s culture and structure. What makes for a smooth transition? They agree that a clear plan, strong leadership, and a compelling market story are essential. For any firm aiming to grow, this episode serves as a reminder that success lies in more than just closing the deal—it’s about executing a thoughtful, sustainable strategy. Quotes “If a law firm leader can do 10 onesies and twosies over the course of 12 months, that’s going to create some runway. That’s going to make it happen. But teams and groups are much harder to pull off. The degree of difficulty is a challenge. There’s a real prize if you get it right, but again, there’s a lot more work involved in pulling together a team. The team has to go together, and the conflicts have to be resolved.” (00:50 | Howard Rosenberg) “Everyone wants a team or a group because it lowers the risk profile of doing these deals in the marketplace. They have a better traction rate in terms of… They don’t stick around for a lot longer. They’re embedded in the organization. They don’t leave as easily. There are obviously integration issues, but with the onesies and twosies, a lot of management time is spent just bringing those people to the line.” (01:24 | Howard Rosenberg) “I think firms need to be focused and strategic, but they also need to be open-minded about how they go about that process.” (05:11 | Chris Batz) “For firms to remain competitive, they have to think in larger acquisition sizes. But I respect firms that don’t have a desire to grow in dramatic ways. Continuing to do what they’ve done because it works for them is fine but the competitive landscape is changing.” (13:56 | Chris Batz) Links 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/33364177

EP #42: Super Star Laterals and $20 Million Dollar Paychecks with Chris Batz and Howard Rosenberg 10/08/2024

EP #42: Super Star Laterals and $20 Million Dollar Paychecks with Chris Batz and Howard Rosenberg “This is really new territory that is going to challenge the way some of these law firms are run and how the industry responds to that going forward over the next couple of years,” says co-host Howard Rosenberg. In this episode, Howard and Chris Batz dive into the rising trend of superstar law partners landing eight-figure salaries and the major impact it’s having on firm management, client relationships, and talent acquisition. As these high-profile lateral hires bring in up to $20 million, firms are being pushed to rethink compensation models and operations. Howard shares insights from his recent trip to London, where law firm leaders voiced mixed reactions. Some are worried about staying competitive, while others are dealing with pay scale compression, affecting both junior and senior attorneys. Could this shift spark a major overhaul in how firms operate and structure their fees? The episode also looks at how technology, artificial intelligence, and market changes might shape the legal industry in the coming decade. Will firms adapt to these shifts, or face disruption? It’s clear the legal landscape is at a turning point. Quotes “This is really new territory that is going to challenge the way some of these law firms are run and how the industry responds to that going forward over the next couple of years. I think that’s really exciting. It is what it is; it’s not going to change, but how firms deal with and respond to it is an open book.” (01:09 | Howard Rosenberg) “You have these firms hiring outrageous talent, entire teams following them, and the market consolidating with specialists going to the high-rate firms, leaving these 600-plus firms holding the bag. They are now forced to make really difficult decisions. It’s amazing to see the effects of COVID, the expectations for first-year associate salaries skyrocketing—what, $215k now, I believe—and this new superstar level of talent is taking material percentage points of revenue away from firms to platforms that can truly resource them in ways others can’t even come close to. So yes, it’s absolutely changing the game.” (05:49 | Chris Batz) “I’m curious what the implications will be for new attorney hires and the junior partners who are looking at the ranks and wondering, ‘Where’s my future in this firm?’ And then there’s the vision coming from the leadership team as the firm continues to evolve, with such a huge, almost moon-like presence coming into the orbit of the firm, affecting the entire ecosystem.” (07:58 | Chris Batz) “I think you’re going to see a whole change in the industry with technology coming on board, along with AI, talent, and pricing. All these ingredients are mixing in a way that will change the very dynamics of the industry going forward.” (11:00 | Howard Rosenberg) Links 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/33281347

EP #41: Structured Strategy to Corporate Law Firm Growth with Chris Batz and Howard Rosenberg 09/24/2024

EP #41: Structured Strategy to Corporate Law Firm Growth with Chris Batz and Howard Rosenberg “For a lot of law firm leaders that I’m in contact with, this is their central challenge: to chart a path of sustained growth.” says new co-host Howard Rosenberg who joins co-host Chris Batz to continue their discussion about the best way for law firms to form, based on data and intelligence, a structured strategy approach to growth through acquisition. It's not easy, Chris explains, and requires discipline, long term thinking, and learning to “say no to the shiny objects.” Law firms remain people-first industry built on talent wherein, nonetheless, that very personnel tends to turn over quickly, among other daily changes and distractions.Therefore it’s important to form a well-defined, codified plan with solid parameters and to be able to communicate it clearly across the entire team. Join today’s discussion to learn why Chris says strategy is king and to hear Howard delve into the true meaning of growth. Quotes “For a lot of law firm leaders that I’m in contact with, this is their central challenge: to chart a path of sustained growth. The question is, ‘Where do they do it? What practice areas get the investment and which people in those practice areas get the priority for either acquisitions or just time and attention because one thing can’t be done in isolation without understanding the rest of the firm. So, it’s a really complex equation, but it’s the route for growth.” (0:51 | Howard Rosenberg) “Frankly, it’s strategy. It’s this idea of knowing what to say ‘no’ to and knowing what to say ‘yes’ to. This approach is structured, it’s intentional, and it’s avoiding the shiny objects that pull firms away from truly accomplishing their strategic goals.” (1:54 | Chris Batz) “The most successful managing partners that I’m in contact with seem to realize they’re in the talent business. It’s a talent asset business, and the talent walks out the door every day and comes back in the morning, and I think you cannot grow without having the best people in the best seats within the law firm. And that changes your perspective about how you go for growth.” (7:58 | Howard Rosenberg) “There’s a trade-off. Someone’s trading something when that’s taking place. I have clients who do it. Some of it has to do with size, frankly. For the smaller firms, it’s harder to dedicate time. Everyone’s got to be rowing the same way and have to be contributing to the bottom line. Again it goes back to this fun topic of ‘size matters.’ (10:02 | Chris Batz) “Growth —what does that mean? I still come back to the definition of growth. It may not be purely revenue growth. It may be doing more interesting work or more sustained work that has less pricing variability…Every firm has to take this decision for themselves; it's not a cookie-cutter approach.” (11:23 | Howard Rosenberg) Links Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn: LinkedIn: Columbus Street: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/33073692

EP #40: Streamlining Law Partner Recruiting with Data and Intelligence with Howard Rosenberg, Partner at Baretz + Brunelle 09/10/2024

EP #40: Streamlining Law Partner Recruiting with Data and Intelligence with Howard Rosenberg, Partner at Baretz + Brunelle “It’s not where I thought I was going to wind up, but it’s been a very, very fulfilling journey,” says Howard Rosenberg, today’s guest—who will be joining Chris Batz as co-host—on The Future is Bright podcast. On this episode, Howard recalls his journey from graduating from the prestigious Rhode Island School of Design with a degree in architecture, to finding himself unexpectedly working in corporate law after graduating from Cambridge University in the UK with an MBA. Though they may seem worlds apart, Howard has learned that each field is ultimately concerned with people and finding the best way to solve problems. Howard describes his time at the firm which was then known as Berwin Leighton Paisner where he had a “ringside view” as to just how mergers worked. He describes what it was like to use technology to advance the drafting of contracts just as the internet was taking off, and how this led to his role as CEO of Be Professional, which handled compliance work for small businesses, a collaboration with global consulting firm Deloitte, and the first company founded by both a law firm and a Big Four accountants and practice company. In keeping with his people-centered business practices, Howard is currently Partner and Head of Talent Intelligence and Acquisitions at Baretz+Brunelle, where he helps firms learn the most about potential partner recruits to ensure they’re betting wisely on the future success of their firm. He explains his “money ball” analogy which has gotten attention lately in the press, and whether or not he is the Billy Bean of lateral partner recruiting. Quotes “I think the skillset is completely different. It’s all about people, but I think lawyers come to the table who are very intellectually gifted individuals. Dealing with architects is a creative kind of endeavor. They’re kind of chalk and cheese, but they’re trying to get things done, they’re trying to solve problems.” (04:01 | Howard Rosenberg) “That’s what’s interesting about my career, even going to architecture school: it’s all transferable skills about learning how to solve problems, it’s just that I do it in a visual way, and now in the business community, I’m kind of rewarded from a strategy/BD perspective about helping clients solve their problems around talent acquisition…It’s all been a very interesting journey. It’s not where I thought I was going to wind up, but it’s been a very, very fulfilling career journey today.” (04:24 | Howard Rosenberg) “Of all those roles that I was involved in, all those great people, for me it always came down to the people. And I saw firsthand how interesting and challenging it was to invite law firm partners to join the partnership through the lateral acquisition process and I thought there had to be a better way to streamline this process.” (11:20 | Howard Rosenberg) “You’re betting. These people are not inexpensive. You’re betting the future reputation of the firm on a handful of people that could really move the dial in a practice area and a geographic location. And I think the time has come that firms can do this; they see talent as an asset class, and that’s totally new territory.” (15:15 | Howard Rosenberg) Links Connect with Howard Rosenberg: LinkedIn profile: Company web profile: Connect with Chris Batz: LinkedIn: LinkedIn: Columbus Street: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/32977537

EP #39: Building Distinctive Brands with Gary Singer, Chief Strategy Officer of Kobre & Kim LLP 07/16/2024

EP #39: Building Distinctive Brands with Gary Singer, Chief Strategy Officer of Kobre & Kim LLP “What makes your brand unique is a combination of tangible and intangible things,” explains Gary Singer, Chief Strategy Officer at Kobre & Kim LLP, who joins The Future is Bright podcast. Gary shares the remarkable story of driving the Altoids brand, which was virtually unknown outside the United States, to astronomical sales. In today’s episode, he discusses his unique approach to branding, which he calls “meaningful differentiation,” and explains the “outside-in” approach that has contributed to his success. Many entrepreneurs focus on themselves and the ‘what’ they offer consumers, but Gary emphasizes the importance of focusing on ‘who’—identifying a need and learning how to fill it. He shares how, during research for Altoids, they created a target customer named Dan and even had consumers write obituaries for the product to gauge emotional connections. Gary brought his unique branding approach to the law firm Kobre & Kim LLP. Learn about the innovations happening there and why Gary believes the hardest choice is what to say no to. Quotes “As the product management industry matured, agencies became more and more focused on the creative side and a little less focused on the strategy side. So that’s when I decided I didn’t feel like I continued to have a big enough seat at the table. So, made the switch to McKinsey as a partner, as a direct-to-life partner focused on financial service institutions. And there the idea was the intersection of the creative thinking that I had done at an agency with the linear analytic part of me that came from places like University of Chicago.” (3:59 | Gary Singer) “Brand is your unique collection of tangible and intangible benefits. In my mind, for a brand to matter, it needs to communicate meaningful differences versus the alternative. So, if Brand A and Brand B are identical, then the brand doesn’t matter, because I have the same tangible and emotional connections to both of them.” (13:24 | Gary Singer) “There’s a little bit of Dan in all of us. I’m a lot older than 26 right now, but I still would like to be a college kid with resources, and that’s what appealed to this broad group of people. As it’s become more and more of a mass brand, I think it’s losing Dan a little bit and it’s trying to appeal to everybody and maybe losing a little bit of its magic.” (16:52 | Gary Singer) “Strategy is making choices and the hardest choice to make is the choice of what you’re not going to do.” (26:32 | Gary Singer) Links Connect with Gary Singer: LinkedIn: Law Firm web profile: Columbia Business School Professor website: Connect with Chris Batz: LinkedIn: LinkedIn: Columbus Street: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/31948937

EP #38: Recruiting the C-Suite for Corporate Law Firms with Jennifer Johnson of Calibrate 06/25/2024

EP #38: Recruiting the C-Suite for Corporate Law Firms with Jennifer Johnson of Calibrate As the legal profession evolves, the importance of C-suite executives in law firms is rising. Jennifer Johnson, CEO of Calibrate, shares her vision for a future where these executives are equal to managing partners and report to a board. Calibrate is a management consulting and executive search firm that places top talent in essential C-suite roles within corporate law firms, freeing lawyers to focus on their practice. Jennifer sees these “revenue enablers” as vital for providing the business expertise needed to navigate the industry’s significant changes and challenges. In this episode of The Future is Bright, Jennifer talks with host Chris Batz about the current state of leadership in the law firm industry, the recruiting process and more. She also shared a personal story of triumph sure to encourage anyone faced with life challenges. Tune in to hear her inspiring story and several insights for Law Firm executives! Quotes “The candidates we present to our clients understand a law firm's business and not just their subject matter expertise. They know how to apply that and then work across the business. And, that’s been a breath of fresh air for a lot of law firm leaders.” (4:18 | Jennifer Johnson) “They really do want to practice law, the lawyers, for the most part, that’s what they want to do. So, bringing in these business professionals to help them run the business with them and for them is the smartest thing any of them could do. The day of running law firms by committee and total consensus—I’m not sure you can do that anymore and survive at the rate and pace of change that’s happening.” (11:32 | Jennifer Johnson) “Just because somebody is really good at making rain, it doesn’t necessarily mean they’re going to be the best leader.” (16:15 | Jennifer Johnson) “At the end of the day, your lawyers are your salesforce. You’ve got a salesforce that are not trained to be salespeople.” (19:58 | Jennifer Johnson) Links Connect with Jennifer Johnson: LinkedIn - Website - Connect with Chris Batz: LinkedIn: LinkedIn: Columbus Street: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/31807272

EP #37: Becoming Best Places to Work with Phil Appenzeller, CEO of Munsch Hardt Kopf & Harr 06/11/2024

EP #37: Becoming Best Places to Work with Phil Appenzeller, CEO of Munsch Hardt Kopf & Harr Built on a foundation of collaboration, relationship, and trust, Munsch Hardt Kopf & Harr, a top Dallas-based corporate law firm recognized as one of the city’s best places to work, has strategically served their clients since its founding in 1985. These core values have remained steadfast, even as the market has rapidly evolved, staying true to their Texas roots. Phil Appenzeller, CEO of Munsch Hardt Kopf & Harr, discusses what makes the firm special and a couple of reasons why it won Dallas’ award for Best Places to Work for nine out of ten years. He highlights how truly caring for employees at every level contributes to a sticky work culture, leading many to spend their entire careers at the firm. Tune in to this episode of The Future is Bright to discover what's next for Phil as he concludes his tenure as CEO, including a return to litigation and writing a musical! Quotes “Lawyers are so relational based, it’s not like you’re coming in and doing an audit on a company. You’re actually coming in, sitting down with a client—I’ve got an individual client right now who’s trying to sell oil and gas interests and—you develop those relationships. I think it’s just a little bit different than those accounting firms that are a little bit more institutionalized.” (8:12 | Phil Appenzeller) “I think clients want to know that if they hire Phil Appenzeller, they’re getting Phil Appenzeller. They’re not getting punted off to some other attorney that they don’t know. I go back to the relational—I just think the practice of law is still relational. I think clients want that relationship. I think the second thing they want is value. Everybody talks about rates. I’m not sure rates are as big an issue as it is ‘Did I get value for the work that was done?’” (8:41 | Phil Appenzeller) “You want to create a place where people are happy coming to work. I always tell people when they ask, ‘Why do you stay at ‘Munsch?’ I say, ‘My best friends are here.’” (22:58 | Phil Appenzeller) Links Connect with Phil Appenzeller: LinkedIn: Connect with Chris Batz: LinkedIn: Columbus Street LinkedIn: https://www.linkedin.com/company/columbus-street The Lion Group LinkedIn: https://www.linkedin.com/company/the-lion-group-llc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/31636442

EP #36: Where is Legal Tech in 10 Years with Aaron Crews 05/14/2024

EP #36: Where is Legal Tech in 10 Years with Aaron Crews “I have been really, really lucky in every move that I’ve made to be with really bright people and just be allowed to learn from them,” says today’s guest Aaron Crews who currently serves as chief product and innovation officer and head of enterprise at data and professional services company UnitedLex. On today’s episode of The Future is Bright, Aaron discusses his career trajectory, what it was like living in Silicon Valley at the peak of the tech boom, his innovation role at Littler and the tools he helped to develop. He also describes what he learned about improving business through technology while working for Walmart as Senior Associate General Counsel and head of e-discovery and why Bentonville, a small town in northwest Arkansas is the coolest city in the world. AI, Aaron says, is following the same circuit—from service providers, to law firms and then in-house—as e-discovery did nearly fifteen years ago. As writing constitutes such a large part of a lawyer’s training, what will the generation of lawyers look like as AI writing programs all but do the work for them? Aaron shares his thoughts on the ability of AI to help people move up the food chain as well as potentially reengineer the fundamentals of an entire industry. What does this mean for a firm whose philosophy is human first, technology second? Join today’s discussion to learn more. Quotes “One of my superpowers is, I’m too dumb to be afraid.” (8:07 | Aaron Crews) “It’s a small but deep community and all of those people taught me a lot in the process. Sometimes it was a lesson in a case, the other side, at the end of something. And sometimes it was just sitting down and talking to people. ‘How do you think about that? Why do you do it that way? What do you think that should be?’ People are just kind enough to share the way they think so that I can absorb it.” (11:44 | Aaron Crews) “The service providers were the first mover [of e-discovery], law firms then came next and then in-house started saying, ‘How much of this can we bring in and run ourselves?’ And I think you’re seeing that same process replay with AI now and so UnitedLex, in that service provider space really has been the opportunity for the last several years to really get deep in how far you can push the data science envelope in the name of helping and improving and expanding legal services.” (34:24 | Aaron Crews) “We build and train lawyers largely through the writing process. Reading. Writing. We build arguments through writing, we refine arguments through writing. We initially assert them through writing and then the oral argument phase is the nuances and the ‘well, what about’s. That entire paradigm is eviscerated in a decade. And what is the model that we’re going to use to build and train lawyers if they’re not writing anything from scratch?” (48:02 | Aaron Crews) Links Connect with Aaron Crews: LinkedIn: Connect with Chris Batz: LinkedIn: Columbus Street: /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/31230042

EP #35: The Future of Law Firm Sales is about Value with Marty Cohn 03/26/2024

EP #35: The Future of Law Firm Sales is about Value with Marty Cohn Marty Cohn, the National Director of Client Engagement at Sheppard Mullin, has a diverse background with significant experience in both consulting and legal sectors in the U.S. Initially steering clear of sales in favor of marketing, Marty's perspective shifted as he recognized the importance of accountability and return on investment (ROI) in marketing, sparking a newfound enthusiasm for sales. In this episode of The Future Is Bright podcast, he sits down with host Chris Batz to delve into the nuances of selling professional services, emphasizing the foundational role of relationships, people, and trust. During his tenure as the marketing director for the national sports sector at PricewaterhouseCoopers, Marty played a pivotal role in elevating the firm to a leading position among the Big Four's sports practices. He also shares insights from a survey he conducted at Sheppard Mullin, where he gathered opinions from 31 marketing professionals on the current state of sales. Marty discusses his method for identifying potential clients and the criticality of adhering to the American Bar Association's (ABA) best practices. Join today’s discussion to hear his thoughts on the difference between the worlds of accounting/consulting and the law business, the infinite value of LinkedIn and how he manages to mentor others without actually acting as a mentor. Quotes “In our business, we’re talking about relationships and respect and trust and every interaction is different and every marketing and sales opportunity is different because you’re dealing with a person, not an inanimate object.” (2:06 | Marty Cohn) “It’s a matter of respect and best practices. This is a relationship business, our opportunity to bring in a new client is going to be based on our ability to build a trusted relationship with transparency.” (16:54 | Marty Cohn) “My day is a mix of always looking for potential new clients, following up on existing sales opportunities, following up and being involved in active sales opportunities, working with my partners and our internal teams on all of these pursuits. It’s a big mix.” (18:15 | Marty Cohn) “I think there’s so much potential here in our business. It’s tremendously rewarding. I find it to be challenging, fun, every adjective that you can give it is probably in my vocabulary of what goes on day-to-day.” (21:55 | Marty Cohn) Links Connect with Marty Cohn: LinkedIn: Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/30510118

EP #34 Passionate about People and Culture with Michael Pierson and Joel Ferdinand 03/12/2024

EP #34 Passionate about People and Culture with Michael Pierson and Joel Ferdinand “It’s culture through and through,” says Micheal Pierson about Pierson Ferdinand LLC, which he co-chairs with Joel Ferdinand and which recently launched one of the largest law firm launches in U.S. history, counting over 130 partners. The two men join host Chris Batz to discuss the firm, why it’s both ahead of its time and bolstered by timeless principles. Pierson Ferdinand, they say, is about people, happiness and freedom. Where many firms, particularly older ones, are hesitant to embrace technology, theirs thrives on it and the two co-chairs have been practicing the post-COVID-style work model for years now. Having witnessed bosses and supervisors do all the wrong things, they strive to create an open-door environment, where every employee can make their concerns known. They know the importance of listening more than they speak, of admitting they’re wrong—neither of which is easy for lawyers—and putting family first. It’s a mission of service, Joel says, that borders on the biblical. In this episode, he and Michael discuss the changing legal landscape in a post-COVID world and in a current climate which includes the war in Ukraine, a potential uncoupling with China, issues with the U.S.’s membership in NATO. What opportunities does all this present for lawyers in the U.S., the largest legal market in the world? Since COVID accelerated profitability of so many Adlaw’s Top 100 and 200 firms, what does this mean for billable time? What do clients and lawyers want? On this episode of The Future is Bright, Michael Pierson and Joel Ferdinand explore these issues as well as surprising new developments in the last two years which, they say, could push us into a whole new world. Quotes “We’ve started to see a large uptick in lawyers who are looking for better options who are looking for better alternatives than just practicing at a very large law firm environment. And that’s in large part what Pierson Ferdinand aims to do, which is to redefine the notion of what an elite law firm can be.” (4:45 | Michael Pierson) “Law firms are very resistant to change, being as old as many of them are. And I completely understand that, Michael completely understands that. Clients want change.” (5:48 | Joel Ferdinand) “It’s a pretty turbulent time and it’s one of these times where we can be a very steady hand for our clients in their business affairs, but fundamentally it’s a tumultuous time to be on this planet.” (12:34 | Michael Pierson) “This is one of the core tenets of Pierson Ferdinand: it’s culture through and through.” (13:32 | Michael Pierson) “Lawyers typically are so antagonistic to tech.” (23:56 | Joel Ferdinand) “To me, this is biblical. When Michael said we believe in service and leadership, we do. That comes from something very specific for me, and much like Michael said, I watched for close to 20 years of a career, would-be bosses or supervisors even in my early stages, be awful. They’d yell at you, they’d cuss at you, they’d haze you. Because they thought that was the cultural environment of a law firm, or of a business. And I watched it from a distance before I got into C-suites and once I got into C-suites, I watched it closely and tried to do something different.” (31:39 | Joel Ferdinand) Links Connect with Michael Pierson | Co-Chairman & Corporate: Website: LinkedIn: Joel Ferdinand | Co-Chairman & Litigation: Website: LinkedIn: Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/30308678

EP #33 Leverage in Corporate Law Firms with Dan Binstock and Gary Miles 02/06/2024

EP #33 Leverage in Corporate Law Firms with Dan Binstock and Gary Miles “You can only divvy up the pie so much and distribute it so much before it starts eating into the profitability,” says Dan Binstock who, with Gary Miles, returns to the podcast to discuss the latest trends in corporate law partnership. More and more major law firms are shortening the length of time it takes for their associates to make partner, or bestowing the title of partner to those who are, in practice, really senior associates. This allows firms to to charge partner-level prices while clients receiving associate-level prices. This raises issues about quality,integrity, transparency. How long can such a practice continue before firms’ integrity and performance are sacrificed for short-term profitability? What happens when firms over-leverage themselves? By misrepresenting their statistics, Gary explains, more and more firms are robbing valuable players of their due recognition and compensation, and the profits are split among a larger pool of people. Part of the problem is the psychological pressure on both sides–firms don’t want to look like they’re not expanding (and therefore falling behind), and so they offer partnerships to candidates who want to feel like they have a seat at the table. Part of a recruiter’s job, Dan explains, is to help partners understand what equity means at different firms. He, Gary, and Chris discuss what will happen when, with inflation, rates continue to go up and the inevitable pullback comes. They also explain why firms should think in terms of categories and not tiers. Quotes “There are a whole bunch of other reasons, like recruiting benefits and profitabilities increasing and going so much higher, you can only divvy up the pie so much and distribute it so much before it starts eating into the profitability. And as we’ve got groups and groups of people who are really skilled but may not have the business development chops to bring in as much business, putting them into equity may dilute the profits.” (11:23 | Dan) “More firms are increasingly needing a home for the people whom they don’t want to lose, who are very, very valuable but who aren’t yet equity-ready, for one reason or another. They’re losing these people to other firms who are saying, ‘Come over here, we’ll make you an equity partner.’ And it’s an ego and a marketing thing–well, calling it an ego thing is not fair. It’s not just ego, it’s marketing and feeling like even if you’ve got a small seat at the table, it’s still some type of seat.” (12:04 | Dan) “You could be a partner that’s on the lower end, or in the middle, and you did what you were supposed to do but you didn't receive any overrun. It has nothing to do with the firm’s performance. The firm took that money, put it into their bonus pool that all equity partners share in, but then disperses it very unevenly.” (18:19 | Gary) “I think, really, the whole term of equity, at a lot of firms, is just that: it’s just nomenclature. We all know, at most firms, you have as much equity as the contribution you make to the firm, usually in the form of business. That’s generally where the equity lies.” (20:04 | Gary) “One thing we don’t talk enough about–and this plays at the associate level but plays even more at the partner level of recruiting–is how much psychological and political stuff is baked into the cake already. How important it is for law firm leaders, or the pressure law firm leaders feel, to stay consistent in where they are or rising in the ‘outward presentation of a hierarchical ecosystem of firms.’” (35:06 | Gary) Links Bloomberg Law Article: One Tiny Number Shows Why More Firms Want Non Equity Partners Connect with Dan Binstock: LinkedIn: Garrison: Lateral Partners: Connect with Gary Miles: LinkedIn: Miles Partner Placement: Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/29752688

Ep #32 Deceptive Legal Recruiters and How Law Partners can Protect Themselves with Dan Binstock and Gary Miles 01/23/2024

Ep #32 Deceptive Legal Recruiters and How Law Partners can Protect Themselves with Dan Binstock and Gary Miles “Why do we have this problem with such smart people, the brightest of the brights, attorneys at such top firms, getting wrapped up with shady people?” asks Dan Binstock, who returns, with Gary Miles, to the podcast to discuss the less-than-ethical practices employed by legal recruiters that potential candidates need to watch out for. Part of the problem, they explain, is that for all of their advanced education, most candidates are woefully uneducated in this area of recruiting, not to mention many firms fall for the fallacy that if they’re not actively growing they’re shrinking. So, a fast-talking, sales-focused recruiter who’s willing to cut ethical corners and appeal to a candidates’ healthy ego, can convince the candidate to make a decision that could alter the course of their career. The answer, they agree, is doing the same due diligence as a candidate that one does as a lawyer. Ask the right questions, many examples of which are provided in today’s discussion. Take your time; listen to what is said and what is not said. Don’t fall for fast answers or, as Gary says, give the recruiter an inch of rope and let them think they’re a cowboy. Dan and Chris act out a series of role plays to give you a better idea of how to remain in control of the conversation with deceptive legal recruiters. They’ll also go over the importance of expressed consent when closing out a conversation. Quotes “A lot of people who are drawn to recruiting or sales in general tend to be people that, maybe are really good talkers, and may not have the highest ethical barometers and may fudge the corners a little bit.” (7:32 | Dan) “A lot of firms think that if they do the deal with the “unethical recruiter” at least, for some period of time, according to their fee agreement, the person will not call in their lawyers to try to move someone out of their firm. So it gets to be a cost/benefit analysis.” (14:12 | Gary) “You do so much diligence, so much preparation, so much finding out what is going to impact your clients’ situation in any given context or business that they’re involved in. Yet, when it comes to a partner’s career, and making one of the most important decisions they’re going to make if I’m going to move from my firm, if so, where? What will be the best fit for me and my practice? What is the potential for long term success? A lot of partners won’t do any diligence.” (20:25 | Gary) “If they can’t speak about the search for at least 60 seconds, they don’t know. They’re just going off, you can hear them looking at a website. ‘Oh, this is a firm that has offices in Washington, DC, New York, Charlotte, Chicago, Boston, yeah, nine offices in…’ And if it looks like they’re reading through a script? Bulls**t.” (29:42 | Dan) Links Connect with Dan Binstock: LinkedIn: Garrison: Lateral Partners: Connect with Gary Miles: LinkedIn: Miles Partner Placement: Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/29543838

Ep #31 Scott Love on Being a Legal Recruiter, Podcast Host, Speaker, Author, Trainer and Artist 01/09/2024

Ep #31 Scott Love on Being a Legal Recruiter, Podcast Host, Speaker, Author, Trainer and Artist What does it take to be a rainmaker? Scott Love is here to tell you. An award-winning legal recruiter, keynote speaker, author and podcast host, he’s also a former Naval officer, professional card-counting black jack player and currently a passionate painter. All of these varied experiences have taught him invaluable lessons about leadership, business development, sales and growth, and he joins Chris today to share some of these lessons. People are always observing and firms will find any reason to disqualify people, he explains. You must give them a reason to trust you and see you as a leader. This means being humble enough to recognize what you don’t know, and be willing to learn–for the rest of your life. This develops an unshakeable sense of self and authenticity that will naturally encourage people to follow you. He’ll share what works and doesn’t work for getting hired by law firms, especially when many are hesitant to want to grow. Cultivating yourself and being well-rounded help you define your core values and life purpose, which will set you apart as a rainmaker. Quotes “Most of it was taking my lunch hour, and instead of watching Matlock reruns, I would watch Tony Burn training tapes. Okay, VHS tape, Steve Finkel. And I, anytime I would make a placement when I started my own thing, I would say, ‘I'm going to take 10% of my fees and invest it in coaching, seminars, books, CDs.’ Anytime there's a motivational speaker coming to town, I would go to it. Whatever they're selling, I'm buying. So that was my whole philosophy, and still to this day, there is more that I don't know than what I do know, and until that changes, I'm always going to consider myself a student.” (3:36 | Scott) “One thing that I learned was that if I put 100% into something, I'm gonna get 100% return. If I put 80% into something I'm gonna get about a 20% return.” (5:26 | Scott) “Trust me on this. When you know exactly who you are, what motivates you and where you're going, that becomes incredibly attractive to other people. People don't want to be pushed, but they're OK following someone. So you have to become someone who is followable.” (14:20 | Scott) If you follow certain principles of game theory in client development, that helps you to number one, make effective decisions; number two, be effective in your execution; and number three, take the sting out of disappointment. And in business development, there is disappointment every day. That's 80% of it.” (21:04 | Scott) “I look for people that have leadership skills. I don't care how much time you spent in the library. Tell me what you did before. Tell me about where you were. Did you play sports? Were you a musician? You’ve got to practice three or four hours a day as a kid without your mom telling you to do it, and you’ve got to take direction, and realize it's not all about you in a symphony. So those are the things that I think make a richer experience in life and also add to the zest of an organization.” (24:47 | Scott) Links Connect with Scott Love: Podcast: Website: Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/29296223

Ep #30 Strategic Growth for Corporate Law Firms with Dan Binstock and Gary Miles 12/12/2023

Ep #30 Strategic Growth for Corporate Law Firms with Dan Binstock and Gary Miles Stepping into the complex world of 'magic circle' law firms, Dan Binstock from Garrison, a DC-based attorney search firm, joins forces with Gary Miles, President and CEO of Miles Partner Placement. They're back on the podcast to shed light on the strategic growth challenges and opportunities for these elite law firms. They tackle the critical need for firms to differentiate themselves in a competitive market, cautioning against unnecessary changes. The conversation also covers the recent Allen & Overy and Shearman & Sterling merger, illustrating the struggles magic circle firms face when trying to expand beyond New York. The episode takes an intriguing turn with a discussion on the closure of Stroock & Stroock & Lavan after nearly 150 years. Dan shares an insightful story that might have signaled early signs of trouble for the firm. Gary points out that ups and downs are part of a firm's life cycle, highlighting the importance of strong leadership and strategic planning. Throughout the discussion, the respect these industry experts have for each other is clear. Tune in to gain valuable insights into what lies ahead for corporate law firms. Quotes “I think some of the magic circle firms may not have anticipated some of the challenges in getting US partners to buy into the global platform. I think there are benefits to certain practice areas, but as a whole, it's not always the easiest sell, despite having a lot of positive elements.” (4:00 | Dan Binstock) “There's one theme that usually runs through most firms: crashes. We're talking big and even small, and one thing that you can always look to is, ‘Does the firm have a succession plan for leadership? Does the firm have leadership, that is, the old terms of where they want to take the firm and grow it from the base of where it is, or is the firm leadership reacting to situations that the firm is constantly faced with in a competitive market?” (11:12 | Gary Miles) “I think the lesson learned is that firms shouldn't wait until things on a scale of one to 10 are at an eight and till they're being reactive, like Gary's saying, when things get to like a five or six in any situation is when the rumbling starts, you almost have to be a little bit more paranoid about the rumbling to be proactive.” (13:57 | Dan Binstock) “I think firms that want to be strategic and impactful in their growth really do need to figure out how they are distinguishing themselves from the herd in the marketplace. What is it about them, their infrastructure, their culture, their platform, how they internally do things that makes them different from firms XYZ?” (21:52 | Gary Miles) Audiogram “You never know what slogan or statement or principle that gets pulled out. If it's emphasized the right way, in the right story context, by a talented, experienced recruiter, you can never measure the impact of that.” (26:17 | Gary Miles) Links Connect with Dan Binstock: LinkedIn: Garrison: Lateral Partners: Connect with Gary Miles: LinkedIn: Miles Partner Placement: Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/28989903

Ep #29 Parenthood, Career, & Marriage with Lori Mihalich-Levin and Jason Levin 11/28/2023

Ep #29 Parenthood, Career, & Marriage with Lori Mihalich-Levin and Jason Levin “We are both keeper-in-touchers,” says Jason Levin, author of the book Relationships to Infinity, which studies the art and science of keeping in touch. He and his wife Lori Mihalich-Levin first met on September 11, 2001 in France and stayed in contact as Lori built her law career and Jason built a career which includes his current role as a keynote speaker, trainer and business development coach at Ready, Set, Launch. This practice of keeping in touch has carried over into their married life as well. In a conversation at the kitchen sink, having put their two young sons to bed, Lori asked why there wasn’t a program to help new parents navigate their personal and professional lives. After Jason asked her what she could do to solve the problem, she began in earnest what would become Mindful Returns, a program which guides new parents transition back to work after parental leave. The two touch base each Saturday night by consolidating what they call the “daily detritus” into one basket in order to tackle the duties of parenthood together. This idea was inspired by Atul Gawande’s “Checklist Manifesto. The two have also been inspired by Eve Rodsky’s book “Fair Play,” and they discuss the importance of a balanced division of labor in a household. Lori and Jason’s support for one another is obvious. Join today’s discussion to hear their advice on how to write a book or make a speech in public and find out how Jason earned the name The TicTac Guy! Quotes “The foundation of Relationships to Infinity is the social science behind networks, and how we think about our approach to connection and reconnection. Lori was just talking about the fact that we both are ‘keeper-in-touchers.’ There's actually a lot of social science behind that.” (8:44 | Jason) “I said to my dear husband, ‘There should be a program out there, a class I can take about how to transition into working parenthood. I can take a class on how to massage my baby, puree baby food, make a birth plan. I can't take a class on how to navigate the personal and professional identity crisis I'm having as I become a working parent. And Jason said, ‘Well, what are you going to do about it?’ And thus, the program that I created, Mindful Return, was born.” (10:53 | Lori) “Too often when we think about building something entrepreneurial, it has to be in the garage, venture funded, all these things. But what if you take little bite sized pieces with mind numbing detail on a weekly basis and you build something?” (14:26 | Jason) “There are so many dual career working couples these days, that this is an issue and it spills into the workplace too. Because if you have if you're doing 90% of the mental work of your household, you're just not able to focus on your job as much as someone who is doing 10% of the mental work of a household.” (21:52 | Lori) “Parenthood made me so much of a better public speaker, because before we had kids, I would stew about the slides. And I would sit there and analyze them, and I'd memorize my script. And then we had kids, and I said, ‘I don’t have time for any of that. And I just showed up as who I was, and I was much more spontaneous, and I hadn't over prepared anything, and people liked that better.” (33:14 | Lori) Links The Checklist Manifesto - Atul Gawal Fair Play: A Game-Changing Solution for When You Have Too Much to Do By Eve Rodsky Parents at Work Podcast Connect with Lori Mihalich-Levin: LinkedIn - Mindful Return Lori's book - Back to Work After Baby - Connect with Jason Levin: READY, SET, LAUNCH LinkedIn - Jason's book - Relationships to Infinity Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/28673548

Ep #28 What Partners Need to Know Before Switching Firms with Hilary Gerzhoy 11/14/2023

Ep #28 What Partners Need to Know Before Switching Firms with Hilary Gerzhoy Hilary Gerzhoy has devoted her career to maintaining the highest standards of ethics in legal practice. As a seasoned litigator, she boasts an impressive array of accomplishments, including her pivotal role on the ethics and compliance team during the Biden/Harris transition to the White House in 2020. Presently, she holds the positions of partner and Vice Chair of the Legal Ethics Group at HWG LLP. In addition to her practice, she enriches minds as an adjunct professor of Law and Legal Ethics at Georgetown University and serves diligently as the Vice Chair of the D.C. Bar’s Rules of Professional Conduct Committee. With such a rich background in legal ethics, who could be better suited to join “The Future is Bright” podcast? Hilary is here to share crucial advice on navigating the nuanced, yet critically important, aspects of making a lateral move to a new law firm, and to guide listeners in creating a comprehensive plan for a smooth, ethically sound transition. For U.S. lawyers, adherence to the Rules of Professional Conduct is paramount, and this commitment extends to the specific codes of their firms and the stipulations of their employment contracts—no matter how long ago they were signed. Even the smallest misstep by a partner can give their current firm grounds to meticulously scrutinize the lawyer’s entire tenure with the organization. Hilary has witnessed firms initiate formidable attacks against individuals attempting to make a move. Hilary asserts that nearly all the potential pitfalls associated with transitioning between firms are avoidable. By participating in today’s discussion, she is here to share strategies and precautions necessary to sidestep these challenges, paving the way for a seamless transition. Quotes “There's a number of loopholes that somebody can fall into if they're not cognizant of it. And usually, it’s not because they're trying to purposely not follow the rules, just because they're not thinking about how to navigate this process.” (23:39 | Hilary) “What I have seen is, the bigger the book of business, the more contentious the fight can be.” (24:37 | Hilary) “If you're thinking about making a move, you want to think about what you need to do at your existing firm and where you want to go. And there are two stages of this.” (25:27 | Hilary) “You essentially give a blueprint of what your practice will look like, if the firm were to hire you. What you want to be able to do is deliver on that. There are certain things that are beyond your control in delivering on that, and you want to try to get everything squared away to the extent that you can ahead of time.” (32:05 | Hilary) Links Connect with Hilary Gerzhoy: LinkedIn Profile: Law firm website bio: Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/28497527

Ep #27 The 1996 Buffett Essays Symposium with Larry Cunningham 10/31/2023

Ep #27 The 1996 Buffett Essays Symposium with Larry Cunningham “When people think of Warren Buffet they think investor and business icon, but he is an expert in corporate governance.” On today’s episode of “The Future is Bright,” Larry Cunningham, special counsel at Mayer Brown, tells the story of his organizing and hosting a two-day symposium with business magnate Warren Buffett at Cardozo Law School in 1996. The intellectual traction and gains produced therein–a rare occurrence for such high-level discussions–were aided by the moderation of Charlie Munger, who has been called Warren Buffet’s closest partner at Buffett's holding firm Berkshire Hathaway. Given Buffett’s valuable insights into corporate governance, Larry wanted to call greater attention to Buffet’s largely scattered and isolated writings, and used them as the basis for the panel discussions. The results became the best-selling book “The Essays of Warren Buffett: Lessons for Corporate America.” Larry recalls his efforts to almost single-handedly print and distribute the book in response to the almost immediate demand for it. The foundational feature at Berkshire Hathaway is trust, Larry says, in contrast to the American business model standard of policies, controls and procedures. Buffett operates under the assumption that most people are not trustworthy, but that a much smaller number of people are infinitely so. He surrounds himself with select members of the latter. Even when organizing the symposium, Buffett was very hands-off, never second-guessing his proposals and leaving all decisions in Larry’s hands. Recently Larry has pivoted away from academia and toward the practice of law. He raises a new pressing issue regarding corporate governance: the extremes to which some groups have taken the Environmental Social and Governance (ESG) considerations for corporations as initiated by the UN. Hear his thoughts on this and more in today’s discussion. Quotes “He was exactly as you perceive him in his public persona, and exactly as he behaves in his businesses, to wit: totally hands off, delegated everything to me, didn't second guess anything that I proposed…His management philosophy is to put decision-making power in the hands of the people closest to the issue.” (6:47 | Larry) “We had 200 seats. You couldn't do a conference with Warren Buffet with 200 seats today. You could try to do, say, 40,000.” (7:55 | Larry) “We had traction. Sometimes you get these gatherings together, and people just talk past each other and they leave in the same position in which they came. Here we had real engagement, identification of overlaps and reinterpretations of positions and some wonderful intellectual gains.” (10:16 | Larry) “I then went into marketing and letting everyone know, through direct mail. Again, this is pre- internet really, but some direct mailings. I created leaflets and I rode my bicycle over Manhattan dropping them off to all of the quality firms who would care about this, and word of mouth started to build.” (18:23 | Larry) “Warren's relationship with all those people and with me which I saw firsthand was trust. Trust in all of those features, you see, a desire and a will, to trust.” (22:52 | Larry) Links Connect with Larry Cunningham: LinkedIn Profile Mayer Brown web bio Amazon Author website and Books for sale: Connect with Chris Batz: LinkedIn: Facebook: Instagram: @theliongroupllc /episode/index/show/c7dcecce-0edd-47c6-81ad-2714c0e88f1c/id/28406789

The Future Is Bright Podcast

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