LJN Newsletters

Clients have pushed back on what they are willing to pay for since long before anyone heard of a large language model. AI is the latest chapter in a long story about legal fees. But it introduces a wrinkle that prior tools did not.

If you want sustainable revenue growth, you cannot treat rainmaking as a personality trait. You must treat it as a professional discipline — one that is intentionally developed through structured partner development based on a proven framework.

Patents are not static assets. They are legal instruments shaped over time by prosecution, continuation practice, post‑grant proceedings, and cross‑border filings. Treating them as fixed objects in a fixed landscape misstates the risk.

Across practices, offices, and partner relationships, firms operate with limited visibility into where meaningful connections exist and when those connections signal real business potential. The idea of a fully captured “single view of the client” remains difficult to achieve. The question is no longer how to improve CRM adoption. It is whether the underlying model is fit for purpose.

The media landscape has undergone a fundamental transformation over the past decade, and for law firm marketers and PR professionals in legal tech, the shift is particularly pronounced. Traditional playbooks built around press releases, broad media lists and transactional pitching are no longer sufficient. Today, influence is fragmented; editorial teams are leaner; and the competition for attention is fiercer than ever.

This article explores recent trends in the use of confidential information on prediction markets, how the Commodity Futures Trading Commission regulates that conduct, and practical considerations for businesses.

The category of work clients are unwilling to pay for is expanding. What billing guidelines started, AI expectations will accelerate. Firms that haven’t addressed the coordination layer won’t just absorb the current cost, they’ll absorb a growing one.

The QVC Group Inc. faces numerous financial challenges in coming months. It has seen ongoing decreases in revenue across all major segments and sharp drops in operating income. It is also heavily leveraged, with significant debt maturities later this year. Does the QVC saga signify some larger trend among legacy retain and media brands?