LJN Newsletters

Statute of Limitations Does Not Bar Foreclosure
Mortgage on Church Property Not Properly Authorized
Sale Contract Precludes Fraud Claim
Seller's Representations Did Not Survive Closing
Foreclosure Action Time Barred
Mortgagor Fails to Establish Forgery
Mortgagee May Bring Action on Promissory Note; Not Limited to Foreclosure Remedy
Summary Judgment Denied In Action to Set Aside a Deed for Fraud

Marketing professionals have a responsibility to do their best to protect the brands of their employers. And part of that responsibility means avoiding, limiting or addressing, to the extent possible, any negative or damaging publicity. While there are nuances within each industry that determine what can and can't be done in this effort, there are some universal strategies I think work well.

Until recently, most law firms operated with a cadre of legacy operating systems, financial platforms and reporting technologies from different manufacturers that have no mechanism for connecting with each other, let alone automatically extracting and updating data points between systems. The disparate nature of these technologies has exacerbated the struggle to leverage data and display results in a reporting mechanism that helps direct the firm's decision-making.

Law firms have many leaders. Yet in many cases, no formal leadership training takes place, leaving others in their groups or offices performing at less than optimal levels and on their own to get the job done often feeling pressured and stressed. Here are some tips to help partners who lead operational teams, offices, practices, departments, or the firm itself, to implement for leadership impact that books and professors don't seem to directly address.

The most popular justification for avoiding business-development activities is a lack of time. There are, however, a number of strategies that will allow you to execute and produce results in minutes — or even seconds.

This article focuses on what a firm can do now that will improve future firm economics regardless of what the future may hold. It identifies three areas that offer the great opportunity for improving a law firms' economics and better positioning them for whatever the future may bring.

The DOJ's intervention, and the judge's ultimate decision, has exposed tensions between the DOJ and FTC, and within the FTC itself, and public scrutiny is far from over as the case heads to the Ninth Circuit on appeal.

In the last five years, the courts have instead began wading into policy setting without the tools and resources to fully consider all the issues and various interests. Thus, the recent congressional efforts to consider these questions is welcome and, frankly, overdue.