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The Mutual Benefits of Trust: Building an Attorney-Client Relationship in Collections Work Image

The Mutual Benefits of Trust: Building an Attorney-Client Relationship in Collections Work

Brett Boehm

With a commitment to some fundamental operating principles and a focus on building a mutually beneficial relationship, both the collections attorney and his or her client can develop and maintain a long-term working relationship that really is, for all intents and purposes, a partnership.

Cut Off Dates for The Valuation of Active Assets Image

Cut Off Dates for The Valuation of Active Assets

Lynne Strober

It is long established under New Jersey law that the cut-off date for equitable distribution of an active asset is the date of the filing of the Complaint. The law in New York, however, allows some flexibility, and other states have departed from the bright-line rule.

Features

Con Ed Reversal Ends LILO/SILO Saga ' And Then Some Image

Con Ed Reversal Ends LILO/SILO Saga ' And Then Some

Philip H. Spector

In January, the U.S. Court of Appeals for the Federal Circuit handed down its decision in <i>Consolidated Edison Company of New York, Inc. v. United States.</i> The decision reverses the only lower court case that had decided a LILO or SILO transaction in favor of the taxpayer, and likely ends the decade-long litigation of these contentious leveraged lease cases.

Features

Flawed Forensic Custody Reports Image

Flawed Forensic Custody Reports

Jeffrey P. Wittmann

When a report has meaningful flaws that get in the way of trial goals, it is important to amplify the data and conclusions that support a client's interests so that they rise above, or overwhelm the "noise" that will be created by the other side .

Features

Child Custody Factors: Relationship with Both Parents Gains in Importance Image

Child Custody Factors: Relationship with Both Parents Gains in Importance

Timothy M. Tippins

Deciding between parents in a contested child custody dispute is one of the most daunting challenges a court can face. Here's an in-depth look at the issue.

Career Journal: Maximizing Your Marketing Talent Image

Career Journal: Maximizing Your Marketing Talent

Eva Wisnik

The reason that time management is so difficult for law firm marketers is because you are working for multiple bosses in a client-service, reactive work environment. This translates into having little control over what will hit your desk on any given day at any given minute.

Features

How to Write in the 'e-Age' Image

How to Write in the 'e-Age'

Steven Stark

Writing in many parts of the legal and business worlds has probably changed more in the last decade than in any comparable period over the last five centuries. Those who fail to adapt will pay the consequences.

Media & Communications: Spring Awakening Image

Media & Communications: Spring Awakening

Michelle Samuels

As your law firm heads into a busy and active spring season, here are several topical issues that can remind us of how we can add some rejuvenation and much-welcomed change into our legal marketing best practices.

Columns & Departments

Sales Speak: How to Close New Business Image

Sales Speak: How to Close New Business

Larry Bodine

Attorneys are typically very good at describing their skills and recounting problems they have solved for other clients, but they struggle with asking for the business.

The Voice of the Client: Lateral Hiring and Integration Image

The Voice of the Client: Lateral Hiring and Integration

Beth Cuzzone

Some 96% of surveyed law firms have prioritized "acquiring laterals" as part of growth plans in the next two years. But what about integrating the client?

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    This article highlights how copyright law in the United Kingdom differs from U.S. copyright law, and points out differences that may be crucial to entertainment and media businesses familiar with U.S law that are interested in operating in the United Kingdom or under UK law. The article also briefly addresses contrasts in UK and U.S. trademark law.
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    Dishonest employees always have posed a problem for businesses. The average business may lose 6% of its annual revenues to employee fraud, and cumulatively the impact of employee theft on the economy is estimated to be $600 billion annually. <i>See</i> Association of Certified Fraud Examiners ("ACFE"), 2002 Report to the Nation on Occupational Fraud &amp; Abuse, at ii, 4 (2002), available at <i>www.cfenet.com/publications/rttn.asp.</i> Although the average loss through employee embezzlement is $25,000, where computerized financial records or transactions are involved, the average loss increases nearly twentyfold. <i>See</i> National White Collar Crime Center, <i>WCC Issue: Embezzlement/Employee Theft,</i> at 2 (2002), available at <i>http://nw3c.org/downloads/Computer_Crime_Weapon.pdf.</i>
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