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Many leaders are no longer focused just on business development but are also trying to figure out how to continue making money and structure their firms in a way that allows them to spend the requisite money to pay top talent.
Law firm leadership has plenty to keep them up at night: technology gobbling up the bottom of the leverage pyramid, flat market demand, tectonic cultural shifts, ever-expanding skill set demands and more. Traditionally, I’ve found that developing new business and generating client loyalty is top-of-mind in strategy sessions, but more and more I am hearing that there is a new specter that looms largest for many and in particular the “elites”: the gain/loss of major rainmakers. See Figure 1, below.
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By Jacob Weichholz and Daniel Mayo
A summary of information on the various Small Business Association (SBA) loans that are available under the new federal economic stimulus package.
By Debra Baker
The natural instinct during times of chaos is to move into a place of scarcity. The single best gift you can offer clients is courage and confidence about the path forward.
By Michael L. Cook
Federal courts should “turn to state law to resolve” a “fight over a tax refund,” held a unanimous U.S. Supreme Court in Rodriquez v. FDIC (In re United W Bancorp., Inc.).
By Ari Kaplan
Legal industry analyst Ari Kaplan interviewed 32 lawyers from Finland, France, Hong Kong, Norway, Singapore, the UK and the U.S. about the evolution of legal finance. He also surveyed 20 in-house lawyers at Fortune 500 companies and 18 law firm lawyers from Australia, the Cayman Islands, France, Germany, Hong Kong, Italy, Singapore, Sweden, the UK, and the U.S. about emerging trends in legal finance. Below are some of his findings and what they indicate about the current state of the sector.