Our core team is hands-on managing all engagements. Most of our team has practiced law; others have spent at least 20 years supporting lawyers in executive positions in law firms and corporate legal departments. All have practical business experience, and a track record for delivering useful high-impact services to the legal profession.
By Gerry Riskin, January 13, 2021
Some new partners will deceive themselves into dismissing the importance of collateral skills on the grounds that the only issue for a good lawyer is technical expertise.I contend that such expertise is necessary but not sufficient. Those who ignore skills do so at their peril—and risk joining the under-appreciated, who mutter how unfair clients can be.
By Jonathan Middleburgh, December 1, 2020
COVID-19 forced law firms almost overnight to adjust to their personnel working from home, regardless of how senior management felt about flexible working pre-pandemic. This survey explores a range of psychosocial and other factors relevant to prolonged working from home.
By David Cruickshank, November 18, 2020
In BigLaw firms, or in any firm with multiple associates, an assignment of work by a partner or senior associate, is a signifier of many things. To the management committee, it signifies leverage.
By Leon Sacks, October 28, 2020
Firms can easily lose the focus on integration, an intangible asset, while they are busy dealing with the tangible issues of day to day operations, developing business, serving clients and controlling finances. It is better to manage integration than recover from disintegration.
Edge's Nick Jarrett-Kerr will be among the presenters discussing how firms are adapting compensation and resource allocation strategies to meet a rapidly changing legal landscape.
Faculty Expert: Investing in Your Firm Topics include firm culture, core values, policies, procedures, profitability, accountability, infrastructure, budgets, […]
