Building a Successful Law Firm—Without an Office

Rent is one of the largest expenses for law firms, sometimes taking up as much as 10 percent of their gross revenue. Too, it’s not uncommon for workers in large cities to have hour-plus commutes to their offices. The majority of today’s clients are more interested in efficiency and reasonable prices than how glamorous their lawyer’s office is. As a result, firms are choosing another way to work: virtual offices.

Marcia Watson Wasserman, Founder and President of Comprehensive Management Solutions, Inc., serves as a consulting COO for boutique and mid-sized law firms, helping numerous lawyers develop and sustain virtual offices. She joined the Law Firm Marketing Catalyst podcast to share her expertise and advice for lawyers considering moving toward virtual work.

Know who you’re working with

With a virtual office, you can’t pop into a colleague’s office or bump into them in the hallway. You won’t see what they’re doing on a daily basis, so you need to trust that they share the same goals, work ethic and commitment to firm culture as you. Marcia finds that people who have worked together at a brick-and-mortar firm before going virtual tend to work best, because an in-person relationship and sense of trust is already established. If you’re going virtual, find colleagues you already know personally, or at the very least, spend plenty of in-person time with them before committing to anything.

Understand your tech tools

 It’s impossible to have a virtual firm without the help of cloud-based technology tools. To have a successful virtual firm, everyone must be an expert on those tools. Law firms are notorious for buying software, then failing to learn how to use it—that won’t fly with a virtual firm. You need remote systems and procedures that streamline your practice and benefit your clients, and everyone must be comfortable using them. At a minimum, you’ll have to invest both money and training time in document management software, video conferencing software, client portals for paying bills, collaboration tools and, of course, encryption and data security tools.

Cultivate communication

How to delegate work, how to offer feedback, how to manage work among teams, when and how to have meetings—these questions are equally important at virtual or brick-and-mortar firms. But at virtual firms, it becomes even more critical that you discuss them openly and have communications systems in place. When communication is only happening by email, it can easily break down. Video conferencing, phone calls and planned communication are the antidote to this problem. Virtual connection also needs to be backed up with in-person events like retreats and social gatherings, at least annually. Maintaining communication at a virtual firm isn’t just important for client work, it’s also crucial to maintain firm culture.

Working from home sounds great, but it’s not for everyone. Some people get lonely working remotely. Others get distracted or they lack the motivation to work if they’re not in an office. Just like lawyers, support staff must have the right personality and skillset to work virtually. Another element to consider with support staff is wage and hour law in your location. Most support staff are non-exempt, and you have to consider supervision, insurance and the myriad of issues that arise when you have staff working remotely. Management issues don’t go away when support staff is out of sight.

Take advantage of time to network

Virtual work doesn’t mean staying home staring at your computer all day. The majority of work might be done from your home office, but networking can still happen in person. Join organizations, go to meetings and attend events to stay connected to your profession and your colleagues. Virtual work also offers more flexibility to meet with clients and attend events important to their industry. You’ll get to know your clients at a deeper level, which they’ll appreciate, and it will get you out of your work-from-home routine—a win for everyone.

If you can’t go fully virtual, start small

Not every firm is suited to virtual work, but many firms can use some of its elements to their advantage. Especially in large cities, more firms are using co-working spaces or opening small satellite offices that are more convenient for lawyers to get to. With more attorneys working outside of the main office a few days a week, the next logical step for some firms is to encourage office sharing. It’s a huge cultural shift for partners to share an office, but it can offer tremendous space and cost savings, and this concept typically doesn’t faze young associates.


© 2020 Berbay Marketing & Public Relations

For more on running a law firm, see the National Law Review Law Office Management section.

Legal Industry Highlights: Law Firm Hires, Awards, and COVID-19 Innovation in May 2020

While the world has been hunkered down at home, participating in Zoom calls and getting jobs done from kitchen tables and home offices across the country, the legal industry has continued to innovate, respond and move forward, even during these troubled times.

Read on for a sampling of legal industry changes from May 2020.

Hiring and Law Firm Moves

Last week, Perkins Coie announced that Jill Louis joined the Corporate & Securities practice as a partner in the Dallas office, in a move that further augments their capabilities in the Lone Star state. Randy Bridgeman, the co-chair of Perkins Coie’s Corporate & Securities practice praised Louis’s entrepreneurial spirit and her in house and leadership experience.  He says, “Jill’s background in M&A and representing private equity-backed healthcare, infrastructure, and technology companies will be highly valuable to our clients across Texas and beyond.”

Jill Louis Corporate Lawyer
Jill B. Louis Perkins Coie

Louis has experience working with public and private companies in mergers and acquisitions, franchise transactions, corporate governance matters and working in industries including retail, technology and healthcare.  She has worked with large and small companies, from startups to Fortune 50 corporations, and has worked both in house and in private practice during her career. Dean Harvey, the Dallas office managing partner, says, “Jill’s arrival aligns with our ongoing strategy of expanding our corporate offering in Dallas to support our growing technology and privacy capabilities.”

Up in the northeast, Pierce Atwood added bankruptcy and creditors’ rights attorney Alex F. Mattera to the firm’s Boston office. Mattera focuses his practice on creditor and debtor rights, commercial bankruptcy, bankruptcy litigation and insolvency. He represents secured creditors, focusing on the collection and workouts of defaulted and troubled loans, creditors’ committees, debtors, trustees and other parties involved in bankruptcy.

“Alex’s expertise in bankruptcy and creditors’ rights matters, particularly his loan workout experience, will really help us serve our lending and business clients. This is the third major recession Alex has been through,” said Pierce Atwood Business Practice Group Chair Keith J. Cunningham. “That kind of experience is so valuable in times like these. We couldn’t be happier to welcome him to the firm.”

Mattera has presented and sat on panels for the American Bankruptcy Institute, as well as Massachusetts Continuing Education and the Boston Bar Association.

 “Alex’s expertise in workouts and collections will provide the firm even greater depth on the backend of loan transactions as we continue to provide a comprehensive suite of services to creditors and banks,” said Bruce I. Miller, Pierce Atwood’s real estate lending partner.

Devon Williams Named Managing Partner Elect
Devon Williams Ward and Smith

With an eye to the future and succession planning, North Carolina firm Ward and Smith elected labor and employment attorney Devon Williams as the firm’s co-managing director elect. Williams will assume the new role at the end of 2020. She will serve alongside Brad Evans, who has served as the Ward and Smith’s managing director since 2017. Williams is preceded in the co-managing director position by Ken Wooten, who is retiring from Ward and Smith at the end of this year.

“Succession planning is essential to all businesses, including our own, and choosing a strong leader enables seamless continuity in client service, and maintains stability within the firm,” Wooten said. “I think it says a lot about our firm that we’re selecting a millennial leader to take us into the next decade. Devon will bring a unique, and much needed perspective to the perennial concerns of a fully-engaged law firm.”

Since joining Ward and Smith in 2012, Williams has led the firm’s Labor and Employment Section and co-chaired the Raleigh Geographic Team.

“I’m grateful for and enthusiastic about the opportunity to build upon the legacy the firm has experienced under Ken’s leadership while working in tandem with Brad to continue our efforts to innovate efficient legal solutions for our clients, and attract and retain top-tier talent,” Williams said.

As co-managing director of Ward and Smith, Williams will maintain her labor and employment practice, where she advises employers on wage and hour issues, federal contractor compliance, prevention of employment discrimination, employee discipline and retaliation and harassment claims.

Life sciences attorney Frank Rahmani joined Sidley Austin as a partner in the firm’s Palo Alto, Calif., corporate practice, and will be a member of the Global Life Sciences practice. Ramani counsels CEOs, boards of directors, founders and investors on financings and public offerings, strategic collaborations, licensing matters, technology acquisition and spin-off transactions.

“Frank has a well-earned reputation as a trusted adviser, which is built on enduring relationships and breadth of experience representing high-growth, cutting edge life sciences and technology companies and investors at all stages,” said Martin Wellington, managing partner of Sidley Austin’s Palo Alto office. “He has great energy, a high-quality practice and a clear vision for growth that aligns with ours. Frank’s arrival signifies our strategy to build out Sidley’s presence in Northern California.”

Womble Bond Dickinson retired partner and North Carolina trial lawyer Allan R. Gitter passed away May 17 at the age of 83.

Allan Gitter Womble Bond Dickinson
Alan Gitter

Gitter joined Womble Bond Dickinson in 1962, when Womble had about a dozen attorneys.  Gitter was the lead attorney in over one thousand cases filed in North Carolina state and federal courts between 1964 and 2009. Many lawyers who are now partners with the firm tried their first cases with Gitter, including Gemma Saluta, Murray Greason, Rachel Keen, Jim Morgan, Rick Rice, Bill Raper, Ellen Gregg, Alison Bost, Brad Wood and Chris Geis.

Gitter was inducted as a fellow in the American College of Trial Lawyers in 1982, and served as an Advocate in the American Board of Trial Advocates. He loved legal research and the law, but his interests also included coaching the Tiny Demons Pop Warner football team and his work at the Children’s Center, a facility devoted to the education and care of children with chronic health issues.  He put himself through law school in part with his work as a night radio deejay on the campus radio station, employing his trademark sign-off at the end of the night:  “Remember never to buy bad dreams.”

Gitter is survived by his wife of 32 years, Sandy; three children, Alison, Kent, and Ryne; two step-children, Wendy and Rob; multiple grandchildren and one great-grandchild.

Law Firm Innovation, Awards and Accomplishments

Redgrave LLP, a law firm focused on information governance and eDiscovery law,  formed a Restructuring Discovery Team, working closely with law firms and advisors on litigation readiness and discovery for all types of restructurings. The Redgrave team handles data collection, preservation and review efforts during pre-petition and after a bankruptcy has been filed.

“We are proud to be the nation’s leading eDiscovery law firm, and we are very excited to formalize our experience in restructuring discovery,” said Redgrave partner Christine Payne, head of the firm’s restructuring team. “Many people do not realize how different discovery can be in the restructuring and bankruptcy contexts, as opposed to typical civil litigation. There is significant client need in this area, and we want to support that.”

Managing Intellectual Property named three Texas Bracewell partners as IP Stars. Albert B. Kimball, was recognized for patents and trademarks, and Constance Gall Rhebergen and Douglas W. Rommelmann were recognized for patents.

IP Stars covers IP practice areas in over 70 jurisdictions, making it one of the most comprehensive guides in the industry.

In a decision that could provide a roadmap for local Marijuana dispensaries, A Kutak Rock team including litigation partners Andrew King and Fred Davis, and intellectual property counsel Sara Gillette representing Conway, Arkansas-based Harvest Cannabis Dispensary (“Harvest”) secured a preliminary injunction in a trademark dispute.  Natural State Wellness Dispensary, LLC (“NSW”), and Natural State Enterprises, LLC, were using the name “Harvest” in for cannabis facilities across Arkansas, something the preliminary injunction now prohibits.

After an evidentiary hearing conducted over Zoom, Circuit judge Susan Weaver rejected the argument that  The NSW Entities were authorized to use the name “Harvest” through their connection with Arizona-based Harvest Health & Recreation, Inc, a company using the Harvest mark in Arizona, Pennsylvania and Florida prior to the opening of the Arkansas Harvest dispensary.   The court looked at precedent set by the USPTO and other federal courts, indicating products containing more than 0.3% THC are illegal under the Controlled Substances Act and therefore do not enjoy Trademark rights under the Lanham Act. Furthermore, Harvest adopted its name in 2017 and opened its facility in October of 2019, providing the dispensary with state-law trademark rights in Arkansas.

Kutak Rock partner Andrew King: “The Faulkner County outcome is the first of its kind, where a local cannabis dispensary prevailed under state trademark law against a multi-state operator for which federal trademark protection is unavailable. This outcome could provide a road map for local cannabis companies in states where cannabis has been legalized.”

Law Firm and Legal industry Response to COVID-19: A Sampling

COVID-19 has upended business as usual across the country; injecting terms like “flatten the curve”; “PPE” and “Contract Tracing” into everyday conversation.  The National Law Review has covered some of the steps firms and other legal industry groups have taken to have a positive impact during these challenging times.  For example, DLA Piper has signed on to the Ascend’s Five Point Action program, demonstrating a dedication to mitigating the disparate impact of COVID-19 on minority communities.  Additionally, to broaden the reach of Coronavirus information and regulatory developments, Cornerstone Research worked with Stanford University to provide a database of legal articles and memos.  Below are some more instances of law firms and other legal industry groups taking steps to mitigate the negative impact of COVID-19.

Health Care Contact TracingMintz Law Firm provided pro bono counsel to Partners in Health (“PIH”), a Boston global health nonprofit, helping with the development of the Massachusetts COVID-19 Community Tracing Collaborative (“CTC”). The CTC is an initiative that works with PIH, the Massachusetts COVID-19 Command Center, Commonwealth Health Insurance Connector Authority and Massachusetts Department of Public Health to train, hire and deploy workers who will work with individuals exposed to Coronavirus.  This veritable army of “contact tracers” will provide individuals with information about the virus, social support to facilitate self-isolation or quarantine, and provide appropriate next steps so individuals can stay healthy and protect their families; ultimately enhancing the Commonwealth’s ability to respond to COVID-19.  Dr. Joia Mukherjee, PIH’s chief medical officer, says on contact tracing:

Access to this information helps contacts to know how to protect their loved ones, and to get tested or cared for themselves,” she said. “Without knowing our own status, without being able to specifically protect our loved ones, we are all living in the dark. (And) we know that there is significant anxiety in this darkness.

An interdisciplinary group of Mintz attorneys worked with PIH to facilitate this partnership on a pro-bono basis, helping this critical work get off the ground.  Attorneys involved were Dianne Bourque and Ellen Janos, Members in Mintz’s Health Practice,  Elissa Flynn-Poppey, Chair of the Government Law Practice, Julie Korostoff Chair of the firm’s IT Transactions & Outsourcing Practice, Andrew Matzkin, a Member in the firm’s Employment practice, and Corporate Associate Daniel Marden.

“Mintz is pleased to have been able to assist PIH in its efforts to change the course of COVID-19 in the Commonwealth,” said Mintz Member Ellen Janos. “It has been deeply rewarding to work on such a critically important project.”

Another group working to mitigate the negative impact of COVID-19 is the Diverse Attorney Pipeline Program (“DAPP”), a group with a mission to diversify the legal profession by expanding opportunities for women of color law students to secure summer positions at law firms and corporations following their first year of law school, an activity that greatly increases the likelihood of an offer of paid employment after graduation.  DAPP was founded by Tiffany Harper and Chastity Boyce, both women of color who graduated from law school during the previous recession, and are passionate about mitigating the negative effects on women attorneys of color.

Recognizing the disruption that COVID-19 has had on everyone, and specifically law firm internships, DAPP is launching a fund and fellowship for students who are unable to complete their law firm internships this year.  Started with seed money from the organization, DAPP has a goal of 100,000 to fund this program, and is requesting support from law firms, corporations, bar associations, and other nonprofit organizations in the form of earmarked donations.

“As law firms and businesses are forced to cut their summer internship programs, we hope they’ll consider contributing to this fund to support our work of infusing the pipeline to the legal profession with talented, highly qualified women of color in order to address the dismal statistics surrounding the number of women of color who are hired, retained and promoted at large law firms across the nation,” said Harper.

Students who receive the stipend will receive financial support as well as intensive professional development; involving volunteer legal work to facilitate skill development and meaningful training for participants.  Additionally, the awardees will be matched with lawyer mentors, be provided with professional development and coaching.

“This is not a time to give up on diversity and inclusion efforts; it’s a time to refocus our efforts on preparing the next generation of lawyers for the challenges they’ll face in a diverse, global marketplace,” added Boyce.


Copyright ©2020 National Law Forum, LLC

For more Law Firm News updates, see the National Law Review Law Office Management section.

The Ever Thinning Right of Privacy at the Border—A Warning for Attorney Travelers

Immigration Commentary

It was March 2, 2020, at around five in the afternoon, right before the COVID-19 pandemic went out of control, and cities and states started to issue stay-at-home orders.

I had just gotten married to my wife on February 28 in Mexico. On our flight back we traveled with our family, around ten people in total. As we went through the automated customs system, my wife got an X in the receipt that the customs’ machine sometimes gives you. Mine did not have an X but, since hers did, I accompanied her to the agent’s kiosk that reviews receipts marked with Xs. When we got there, the agent reviewed her passport quickly, and told her that she would have to go through a secondary screening in what they call the “little room” or “el cuartico” in Spanish. As her husband, they let me go in with her.

We were in the “little room” for a few minutes, not too long. They reviewed her passport and then we were told to go to another place, following a long pathway full of orange plastic cones that took us to another agent, in a zone where there were scanning machines. The agent opened both of our bags, looked at them carefully, item by item, and then told us to sit and wait.

As we sat and waited for around twenty minutes, two agents came in and introduced themselves as being from the Investigative Unit at the Department of Justice. They showed us their badges. Without giving any details, they told us that they had orders from the agent-supervisor in charge to take our phones and laptops. My wife and I are both lawyers and, as such, reacted quite surprised, and quickly asked why. Both agents–one very polite, the other, not so much–told us that they could not tell us why they needed our phones and laptops, or what the whole thing was about. A back and forth, at times intense, ensued.

Our immediate reaction as lawyers was to say: “You don’t have a right to do that. Please show us a warrant to search our phones or laptops.” We additionally disclosed to them at that point that we were attorneys, and that our phones and laptops contained attorney-client sensitive information, and that such information does not belong to us but to the client. The polite officer did not say much. The not-so-polite officer said, essentially: “I don’t care” and that “at the point of entry we have a right to inspect these things.”

At the time, I did not know the law on this topic. As an immigration lawyer, I knew that non-citizens seeking admissibility do not have a constitutional right to privacy. I thought that a different standard applied to U.S. citizens—which we both are. The agent seemed to disagree. I did not have time to research the law on my phone. The agents made us place our phones on the table, so we could not use them. The back and forth with the not-so-polite agent turned more intense. We managed to persuade him to let us use our phones to call our lawyers.

We called three lawyers. First, a good friend, Juan Carlos Gomez, an immigration law professor. He was of the view that if they were going to search our phones and laptops, they needed a magistrate’s order or a warrant. I then called two good friends and excellent criminal attorneys. Both of them said something similar: “If they want to take it, they are going to take it, and there’s not much you can do about it. You just need to make sure you are making it clear that you don’t consent, and thus, anything inside cannot be used against you.” All three attorneys told us that we did not have to provide the passwords of our phones and laptops; we just had to turn them in physically.

My wife and I were both unconcerned about ourselves. We really had nothing to hide but felt (1) that our right of privacy was being violated, and (2) that our clients’ information was vulnerable. We both run small practices and take our phones and computers everywhere, as most lawyers do.

After some 60 minutes arguing with the agents, we agreed that we were going to wait for their supervisor to come see us before they took any of our laptops or phones. According to the not-so-polite agent, their boss had just been in a car accident and was going to take an additional hour. We said we would wait.

After around three hours since landing, tired, and with our family waiting outside, we said: “Let’s just give it to them, let’s not wait anymore.” As we were about to turn in our phones, the agent-supervisor appeared. He was a nice man. We explained to him the situation, that we were attorneys, that our devices contained confidential attorney-client information, and that if he could give us any details about the topic of their investigation, we could cooperate and provide them with any necessary information. The agent-supervisor was polite, understood our position, and said not to worry about it, that he was going to let us go with our devices. We grabbed them and left.

To this day, we are not sure whether the agent-supervisor let us go because of the hassle of having to deal with two lawyers to obtain information that may not be all that valuable anyway, or if he let us go due to the attorney-client privilege concerns we shared with him.

Can U.S. border agents take an attorney’s device which contains attorney-client privileged information?

The short answer seems to be yes.

The longer answer is laid out in the 2018 U.S Customs and Border Protection Directive No. 3340-049A (the “Directive”).[i] Specifically, section 5.2 of the Directive, titled “Review and Handling of Privileged or Other Sensitive Material,” addresses this issue head-on.

First, the information has to be “identified” or “asserted to be” protected by the attorney-client privilege. This burden is on the attorney. In other words, if you have attorney-client privileged information, it is your duty as a lawyer to make the claim.

Second, after there is a claim of attorney-client privileged information, the “Officer shall seek clarification, if practicable in writing, from the individual asserting [the] privilege as to specific files, folders, categories of files, attorney or client names, email addresses, phone numbers, or other particulars that may assist CBP in identifying privileged information.”

Third, before any search may occur, where there is a claim of privilege, “the Officer will contact the CBP Associate/Assistant Chief Counsel (ACC) office.” Then, in coordination with the ACC, the Officer “will ensure segregation of any privileged material from other information examined during a border search to ensure that any privileged material is handled appropriately.”

Finally, at the completion of segregation and review, “unless any materials are identified that indicate threat to homeland security, copies of materials maintained by CBP and determined to be privileged will be destroyed, except for any copy maintained . . . for purposes of . . . a litigation hold.”

In short, CBP officers may search a lawyer’s phone, but they have to “segregate” the privileged information. How confident can you feel about border agents “segregating” and not looking at privileged material in searches they do out of your sight? I think we don’t need to answer that question.

Can U.S. border agents access information remotely stored in “the cloud”?

The next question is how far they can search. We have not defined what a “device” is. Today, almost all smartphones are connected to “the cloud,” which allows you to access vast amounts of information beyond what is stored in the actual physical device.

The Directive also addresses this. It specifically states that “[t]he border search will include an examination of only the information that is resident upon the device and accessible through the device’s operating system or through other software, tools, or applications.” In fact, “Officers may not intentionally use the device to access information that is solely stored remotely.” The Directive goes on to recommend that “Officers request that the traveler disable connectivity to any network . . . or where warranted . . . Officers will themselves disable network connectivity.”

In other words, Officers can search your phone, but they cannot go into your Dropbox, iCloud, Google Drive or any other information that is stored in “the cloud” and that is accessed through internet connectivity. The question again becomes, how confident can you feel about border agents not accessing readily available information in Gmail, iCloud, Dropbox, and other cloud-based services? You really have no assurances that officers will not look at things you keep in “the cloud” that are so readily accessible. This underscores the importance of always having such applications logged out in your devices, but especially when you travel internationally.

Do you have to give U.S. border agents your password?

The Directive states that “[t]travelers are obligated to present electronic devices and the information contained therein in a condition that allows inspection of the device and its contents.” “Passcodes or other means of access may be requested and retained as needed to facilitate the examination of an electronic device.”

Thus, the Directive clearly says that you have to provide your password. However, it is unclear what remedy border agents have if U.S. citizens refuse to do so. In the case of non-U.S. citizens, it is clear that they could be denied admission into the country. It is highly unlikely, however, that a U.S. citizen attorney, making a claim of privilege, has to voluntarily disclose the password of the device that contains the privileged information. What happens if the attorney refuses to give his password? Will he be arrested? What if he is arrested and still refuses to give his password? Will he be physically forced? It seems to be one of those situations where it will be difficult for U.S. agents to enforce. Of course, U.S. Customs is not completely without remedy, as the refusal to turn in the password will result in the impounding of the device and its opening using other electronic means.

What to do?

We will never know why they wanted our devices. Likely, it was something related to one of the hundreds of clients we have represented. But we do not know exactly which client or what the investigation was about.

What we do know now and learned from this experience is that we live in a world with increasingly fading privacy rights, and that we have to learn, as lawyers, to take necessary precautions to protect our clients’ information. These precautions include traveling with devices that do not have access to cloud-stored information, such as Dropbox, Google Drive, Gmail, iCloud, or some legal software that relies on cloud computing. It is also important to travel with computers or phones that do not have anything in it that can be privileged. As seen above, even if the Directive says that the Officer has to “segregate” and not look at attorney-client privileged material, these searches happen out of your sight, and you have no control whatsoever over what the Officers look at. Until the Directive is challenged in court, Attorneys have to be extremely careful when they travel internationally.


[i] The legal authority or weight that the Directive carries is not the subject of this article; this article merely describes the current policy used by CBP in doing searches of attorneys’ devices.

© 2020 Eduardo Ayala Maura
For more on attorney-client privilege matters, see the National Law Review Law Office Management section.

Protecting Privilege when Communicating with PR Consultants

In high-profile cases in 2001[1] and 2003,[2] federal courts recognized exceptions to the third-party waiver rule for privileged communications shared with public relations (PR) consultants. Since then, courts have repeatedly been tasked with determining the status of PR firms for purposes of asserted waivers of attorney-client privilege and deciding whether Kovel[3]or the third-party waiver exceptions recognized in In re Copper or In re Grand Jury Subpoenas apply. Recently, multiple courts have rendered decisions on whether a third-party PR consultant falls within the scope of the privilege by virtue of one of the exceptions. These decisions have demonstrated that, as of 2020, the standards for these doctrines remain fluid, if not illusive. By contrast, disclosure of attorney work product to third parties does not so readily waive protection. Below we review recent cases and offer best practices to maintain privilege and work-product protection.

Third-Party Waiver Exception Doctrines Applied to PR Firms

The attorney-client privilege protects communications made in confidence with counsel for the purpose of legal advice, but the privilege is waived if the communication is shared with a third party. Starting in 2001, courts applied two developing exceptions to the third-party waiver rule to PR firms. The court in In re Copper Market Antitrust Litigation[4] held that a PR firm was the functional equivalent of an employee such that the privilege was not waived when counsel shared communications with the firm.[5] In doing so, the court recognized that the PR firm was within the scope of privilege as defined by Upjohn Co. v. United States.[6] Two years later, the court in In re Grand Jury Subpoenas Dated March 24, 2003,[7] applied the Kovel[8]third-party waiver exception to retention of a PR firm and held that the communications of a grand jury target with that PR firm did not waive the privilege because counsel needed to engage in frank discussions of the facts and strategies.

Decisions Finding No Waiver

In NECA-IBEW Pension Trust Fund v. Precision Castparts Corp.,[9] the plaintiffs in a securities action moved to compel documents listed on the privilege log drafted by counsel for Precision Castparts Corp. (PCC) and shared with AMG, PCC’s PR firm, for comments. The defendant asserted that the documents were privileged, arguing that AMG was the functional equivalent of an employee such that disclosure did not constitute a waiver.[10] The court agreed:

AMG is the functional equivalent of an employee under Upjohn and Graff. PCC retained AMG in August 2014 to provide “public relations counsel and other strategic communications services.” AMG’s retainer was not a test run, as the relationship was established by the time Berkshire and PCC began talks in March 2015 and was apparently maintained throughout the acquisition. Under the terms of its engagement, AMG was required to “take instructions from [PCC] and . . . consult with other members of [PCC] management and with [PCC’s] legal and financial advisors as necessary, while PCC promised to “provide AMG with the information and resources necessary to carry out [PCC’s] instructions.”[11]

Significantly, in addition to serving as a functional equivalent of an employee, the court found that AMG was clearly receiving “legal advice from corporate counsel to guide its work for the company.”

In Stardock Systems v. Reiche,[12] a federal trademark action, Reiche’s counsel retained PR firm Singer to provide PR counseling. Reiche withheld communications between its counsel and Singer as privileged.[13] Citing In re Grand Subpoenas,[14] Reiche asserted that Singer had been retained to help present a balanced picture and that the withheld communications related to legal advice about the appropriate response to the lawsuit and making related public statements.

The court found that Reiche’s counsel hired Singer for the purposes of litigation strategy and that the communications between Singer and counsel pertained to “giving and receiving legal advice about the appropriate response to the lawsuit and making related public statements.”[15] The court cited specific examples of privilege log entries that all “relate[d] to Defendants’ counsel’s litigation strategy in dealing with the present suit.”[16] The court also held that the attorney work-product doctrine had not been waived because the work product shared was intended to be kept confidential.

Cases Where Courts Found Waiver

Other courts, however, have reached different conclusions. Following the premiere of “Blackfish,” a film critical of SeaWorld, SeaWorld and its counsel retained two “crisis” PR firms to work with counsel in developing a legal strategy, including considering potential litigation. In Anderson v. SeaWorld Parks & Entertainment, Inc.,[17] the PR firms produced documents regarding their work with SeaWorld, but SeaWorld redacted some documents and withheld others based on attorney-client privilege and attorney work product.

The court, relying on Behunin v. Superior Court, the only California decision addressing the issue as applied to PR firms,[18] held the standard of “reasonably necessary” had not been met:

[I]n order for disclosure to a third party to be “reasonably necessary” for an attorney’s purpose, and thus not to effect a waiver of privilege, it is not enough that the third party weighs in on legal strategy. Instead, the third party must facilitate communication between the attorney and client. Here, the evidence submitted and documents lodged for in camera review show at most that SeaWorld and its counsel sought advice from public relations firms to better predict the public reaction to legal activities and other efforts it considered in response to Blackfish, and to determine how best to present such activities to the public and other entities.[19]

The court rejected SeaWorld’s argument that its PR consultants were functionally equivalent to employees, stating that, even assuming that the remaining elements of the test were satisfied, “there is no evidence that any such consultant “possessed information possessed by no one else at the company,’” [20] one of the factors established by In re Bieter Company,[21] which established the functional equivalent doctrine in the Eighth Circuit.

However, the court held that disclosure of the attorneys’ work product to the PR firms had not waived work-product protection because there can be no waiver “unless it has substantially increased the opportunity for the adverse party to obtain the information.”[22]

In Universal Standard Inc. v. Target Corp.,[23] a trademark infringement and unfair competition case, Target sought to compel production of emails sent among Universal Standard, its attorneys and its PR firm, BrandLink, arguing that privilege had been waived. Universal argued that BrandLink was the functional equivalent of an employee, hired to serve as Universal’s “public relations arm” with independent decision-making authority. The court found no evidence of that, however; the only specific evidence was that BrandLink would monitor and respond to inquiries directed to a PR email address, duties unrelated to legal advice. Further, BrandLink had no independent authority to issue a press release — the email in dispute suggested the Universal overruled BrandLink’s recommendation.

Further, BrandLink did not work exclusively for Universal and provided services for more than a dozen other brands:

It is of no great significance that, as Universal Standard argues, BrandLink has “particular and unique expertise in the area of public relations, whereas Universal Standard does not.” Or that BrandLink “works closely with Universal Standard’s owners on a continuous basis regarding PR issues. To the contrary, the evidence presented by the parties “contradict[s] the picture of [BrandLink] as so fully integrated into the [Universal Standard] hierarchy as to be a de facto employee of [Universal Standard]”[24]

The court also rejected the assertion that the In re Grand Jury Subpoenas exception applied because there was no evidence that the purpose of the communications with BrandLink was to assist counsel in providing legal advice.[25]

Finally, the court in Pipeline Productions, Inc. v. Madison Cos.[26]reached a mixed result. In this case arising out of a failed music festival, the plaintiff moved to compel documents listed on the defendants’ privilege log that involved two third-party contractors — Suzanne Land, hired to negotiate related transactions, and Marcee Rondan, a PR consultant. The court found that Land was the functional equivalent of an employee, citing affidavits from the defendant:

Madison submitted a detailed factual record that establishes Ms. Land was an authorized representative for purposes of seeking and receiving the legal advice at issue. Mr. Gordon’s affidavit explains that he brought Ms. Land on board in the winter of 2014-2015 as his “right hand person” to oversee negotiating certain proposed business transactions, including the dealings with Pipeline that are the subject of this litigation. . . . He authorized and asked Ms. Land to communicate with counsel and other Madison representatives in order to obtain information needed or requested by Madison’s attorneys, he authorized Ms. Land to act in this capacity as Madison’s representative, and he relied upon her to do so.[27]

The court rejected the defendants’ argument that the purpose of communications with Rondan was to guide their counsel relating to PR issues with potential litigation:

These descriptions suggest only that the predominant purpose of the communications was to obtain public relations advice from Ms. Rondan and, even further afield, as they sought to set up a call about that advice. Although Madison argues counsel was included on all communications and that the communications would not have occurred “but for the fact that a lawsuit was filed,” these considerations are insufficient to show that Ms. Rondan provided any information to Madison’s attorneys to enable them to render legal advice or to provide legal services.[28]

Best Practices

While each case will turn on its facts, there are steps counsel can take to best ensure privileged and protected communications with PR firms retain their protection by making a clear record of what role the PR firm will play.

First, it should be counsel who engages a PR firm, and counsel should provide a clear, written description of the PR firm’s role in the litigation in their engagement letter. To the extent that an engagement expands beyond the initial scope, additional engagement letters should make clear what the PR firm’s role will be in each.

Not every communication with PR firms will involve the provision of legal advice and so companies should not try and overreach by copying counsel on routine communications. If a communication is to remain privileged, there must be a legal reason why the PR firm is involved. Communications designed to address nonlegal matters, like public perception, will not be deemed privileged. Privileged communications should only be shared with PR firms to the extent necessary, and only with PR consultants so integrated into the client’s business and structure that the consultant can be qualified as a functional equivalent of an employee.

When challenged, counsel should prepare affidavits that evidence the specific tasks assigned to the PR firm and why its involvement was necessary for the provision of legal advice. If establishing that the consultant is the functional equivalent of an employee, the affidavits should establish the PR firm’s integration into the company’s structure and routine interaction with counsel for legal advice.

Finally, regardless of whether a communication remains privileged, because attorney work-product protection is not so easily waived, counsel should demonstrate that disclosure did not make the information available to their adversaries.


[1] See In re Copper Mkt. Antitrust Litig., 200 F.R.D. 213 (S.D.N.Y. 2001), where the court held that the public relations firm was the functional equivalent of the corporation’s employee and, therefore, the attorney-client privilege was not waived when the corporation’s counsel shared communications with the public relations firm. In so holding, the court rejected the argument that third-party consultants came within the scope of the privilege only when acting as conduits or facilitators of attorney-client communications, the requirements of the original third-party waiver doctrine adopted in United States v. Kovel, 296 F.2d 918 (2nd Cir. 1961).

[2] In In re Grand Jury Subpoenas Dated March 24, 2003, 265 F. Supp. 2d 321 (S.D.N.Y. 2003), a target of a grand jury investigation hired a public relations firm to assist in influencing the outcome of the investigation. When subpoenaed by the government to produce documents and testify before the grand jury regarding communications with the target, the public relations firm asserted the attorney-client privilege on behalf of the target. The court upheld the privilege, recognizing the need for lawyers to be able to engage in frank discussion of facts and strategies with the lawyers’ public relations consultants.

[3]United States v. Kovel, 296 F.2d 918 (2nd Cir. 1961). The Second Circuit held that the privilege could extend to communications between a client and a nonattorney third party if “the communication [is] made in confidence for the purpose of obtaining legal advice from the lawyer.” Id. at 922. In applying this rule, the court found that the privilege could reasonably extend to an accountant assisting a law firm in an investigation into an alleged federal income tax violation.”

[4] 200 F.R.D. 213 (S.D.N.Y. 2001).

[5] Id. at 219-20 (citing In re Bieter, 16 F.3d 929 (1994) (privilege would apply to communications between independent consultants hired by the client and the client’s lawyers if those consultants were the functional equivalents of employees)).

[6]449 U.S. 383, 391 (1981) (Supreme Court rejected that only corporation’s high-level “control group” could communicate with attorneys without the privilege being waived and held that lower-level employees could be used as agents of the corporation when they had relevant information needed by corporate counsel to advise client).

[7] 265 F. Supp. 2d 321 (S.D.N.Y. 2003).

[8] United States v. Kovel, 296 F.2d 918 (2nd Cir. 1961).

[9] No. 3:16-cv-017756, 29019 U.S. Dist. LEXIS 168088 (D. Or. Sep. 27, 2019).

[10] Id. at *14-15 (“The Eighth Circuit . . . applied Upjohn to cover communications between corporate counsel and outside consultants” when the outside consultant “was in all relevant respects the functional equivalent of an employee.”) (citations omitted).

[11] Id. at *17-18, distinguishing Universal Standard Inc. v. Target, 331 F.R.D. 80 (S.D.N.Y. May 6, 2019).

[12] 2018 U.S. Dist. LEXIS 204438 (N.D. Cal. Nov. 30, 2018).

[13] Id. at *5.

[14] 265 F. Supp. 2d 321 (S.D.N.Y. 2003).

[15] Id. at *17.

[16] Id. at *17-18.

[17] 329 F.R.D 628 (N.D. Cal. 2019)

[18] 9 Cal. App. 5th 833, 215 Cal. Rptr. 3d 475 (App. 2d Dist. 2017) (court held Behunin had not proven the communications were reasonably necessary for counsel’s representation and determined the privilege had been waived).

[19] 329 F.R.D. at *634.

[20] Id.

[21] 16 F.3d 929 (8th Circ. 1994).

[22] Id. at *635-36.

[23] 331 F.R.D. 80 (S.D.N.Y. 2019).

[24] Id. at 90 (citations omitted).

[25] Id. at *91-92.

[26] No. 15-4890-KHV, 2019 U.S. DIST Lexis 71601 (D. Kan. Apr. 29, 2019).

[27] Id. at *3-4.

[28] Id. at *5-6.


Copyright © 2020 Pepper Hamilton LLP
For more on protecting privilege, see the National Law Review Law Office Management section.

California Judicial Council Adopts Emergency Rules Affecting Unlawful Detainer Actions and More

The Judicial Council of California adopted 11 temporary emergency rules in response to the COVID-19 pandemic affecting eviction proceedings, judicial foreclosures, and statutes of limitations for civil causes of actions, among other things. The rules, adopted April 6, 2020, are effective immediately and apply to all California state courts.

Rules of particular interest:

  •  Emergency Rule 1: Unlawful Detainers
    • Prohibits courts from issuing a summons on an unlawful detainer complaint until 90 days after the Governor declares the state of emergency related to the COVID-19 pandemic is lifted. This rule applies to all new unlawful detainer actions – whether or not the eviction action is related to nonpayment of rent for COVID-19 related issues. The only exception is for an unlawful detainer action necessary to protect public health and safety.
  • Emergency Rule 2: Judicial Foreclosures
    • Stays any action for judicial foreclosure and tolls any statute of limitations for filing such action until 90 days after the state of emergency is lifted.
  • Emergency Rule 9: Tolling of Statutes of Limitations for Civil Causes of Action
    • Tolls statutes of limitations for civil causes of action from April 6, 2020, until 90 days after the Governor declares the state of emergency is lifted.
  • Emergency Rule 10: Extension of 5-Year Rule for Civil Actions
    • Extends the five-year deadline to bring a civil action to trial to five years and six months for all actions filed on or before April 6, 2020.
  • Emergency Rule 11: Depositions through Remote Electronic Means
    • Allows a deponent to not be present with the deposition officer at the time of deposition.

© 2010-2020 Allen Matkins Leck Gamble Mallory & Natsis LLP

E-Filing is Coming, E-Filing is Coming!

Spreading the news that e-filing is coming might not have quite the same importance as the message delivered by Paul Revere and his fellow riders in 1775 – but e-filing is still worth noting. I attended the Maine State Bar Association winter meeting in January, which gave Maine practitioners a sneak preview of the state courts’ new e-filing system, File & Serve. It was an interesting and informative session.

The tentative plan, as attendees were informed, is to begin the process of rolling out e-filing at the end of this year. As many already know, e-filing is likely to be introduced first for Penobscot and Piscataquis Counties. But, of importance for appellate practitioners, it sounds like the court is also considering including not only the Business Court but also the Law Court in the initial implementation.

We are still waiting to see all of the rules surrounding e-filing, but the system that was previewed at the winter meeting appears to be user-friendly and promises to significantly streamline the process for filing with the Law Court. And, happily, filings will be easily available online (without cost). Also of note, the e-filing system includes a search tool, re:Search, that will make it easy to find previous filings – including Law Court briefs.

These tools will be very helpful for the appellate practitioner. But, it also means that appellate practitioners (as well as any other lawyer), will need to pay attention to the new filing system. As we were reminded, Rule 5.3 of the Maine Rules of Professional Responsibility obligates lawyers to supervise their assistants and ensure compliance with all filing requirements.

So take note: e-filing is coming!


©2020 Pierce Atwood LLP. All rights reserved.

Learn more about e-filing on the National Law Review Administrative & Regulatory law page.

How Millennial Lawyers Are Pushing Firms to Rethink the Role of PR and Messaging

Law firm management experts and industry watchers have spilled a lot of ink in the past decade about how millennial lawyers are different from the generations of lawyers who came before. The millennial perspective has shone a light on aspects of the job that older lawyers assumed could never change — the inflexible schedule, the grueling and lonely path to advancement, the lack of diversity that seemed baked in to the law firm model — and the industry has begun to change.

And while nurturing strong client relationships and providing excellent service used to be the only marketing plan a law firm needed, the values — like equity, transparency and authenticity — of millennial lawyers are one of the major pressures now forcing firms to rethink the role of PR and messaging.

Forward-thinking firms are responding to this call for change by tacking some big questions:

What’s our firm’s story?

Prospective clients and recruits respond to a compelling narrative that communicates your firm’s identity to the market. And that story must be built on the needs of the client rather than the needs of the firm, as the typical firm’s story was (even if by default) in decades past.

Crafting that story requires developing a deep understanding of what clients care about. What keeps them up at night? What challenges will they be facing a year from now that haven’t yet occurred to them? How can the particular skills and expertise of your attorneys serve these needs? And, most importantly, how can you make that case to the client? Armed with this deep knowledge of what their clients want and need, firm leaders can then harness the power of all available channels of communication to tell the story of what makes them different, and spotlight what they have to offer.

Who is our website for?

The role of websites has changed. A decade or two ago, many established firms embraced the need to simply have a website, assigned the work of maintaining it to the marketing and IT departments, and continue to spend a fortune keeping it up to date. Unfortunately, too many firms operate on automatic pilot when it comes to thinking about who visits their website and how they use it.

Modern law firm websites are not really marketing tools. They don’t “sell” the firm because the chance that the website is the primary entry point for a new client is pretty low. Instead, firm websites are communication tools, and the audience is not clients but potential recruits and laterals, opposing counsel or co-counsel, and judges and clerks. Understanding that a website is not a selling tool but a way to share information about your firm should shift your approach to the content. Your website should showcase key aspects of your firm. In addition to well-written biographies of your attorneys that feature their backgrounds and areas of expertise, the website is also the place to highlight important aspects of your firm’s culture and focus on team members of diverse backgrounds.

Who should speak for our firm?

You think strategically about the partners best positioned to respond to client proposals, and you should give the same consideration to whose names you’d like to see in the legal media representing your firm. Good PR should raise the profile of particular lawyers for strategic reasons and leave nothing to chance. When a reporter calls to ask about your new parental leave program, who should answer those questions, and why? Who could credibly write a thought leadership piece on the importance of sponsorship and mentoring? What about a column on a new tax incentive clients should consider taking advantage of?

The story of your firm — your culture and who you aspire to be — is shaped by which attorneys are telling it. Your top billers and client wranglers are not necessarily the same folks who should be the voice of your firm in communications. Firms must define and assign these important roles.

Is our messaging consistent?

You worked hard to develop an outward-facing message that would attract and recruit new attorneys and lateral hires. But now that they’ve joined your firm, does your internal messaging match what they saw when they were on the job market? In many firms, human resources handles internal communications. While this department may be doing a fine job distributing important information to your employees, retention and integration of millennial lawyers depends on continuing to communicate your firm’s values and goals in authentic ways. Employee communication should reflect the strategic vision of the firm’s top leadership.

An internal newsletter, for example, should be about much more than just upcoming office events and changes to your benefit plans. It should celebrate staff promotions (linking the work employees do to the greater firm mission), positive results for clients and recent business development wins. It’s also the place to feature diverse members of the firm, promote mental health initiatives, showcase a male partner taking parental leave, link to professional development and nontraditional networking opportunities inside and outside the firm, and more.

Attracting and retaining millennial recruits, and understanding how to serve millennial clients, are two of the biggest challenges today’s law firms face. But this is also an exciting opportunity. When you understand what this cohort values and communicate those values via the same kind of high-production, well-packaged content that millennials expect in all areas of their media-rich lives, your firm will be well positioned to meet the challenges of this current moment.


© 2020 Page2 Communications. All rights reserved.

For more on improving law firm PR & messaging, see the National Law Review Law Office Management section.

On-Demand Creativity: Five Ways to Foster It in Your Law Firm

Lawyers aren’t necessarily thought of as those who practice in a “creative” profession. At least not in the same way that artists, writers, musicians or marketing professionals are deemed “creatives.” However, lawyers and those who support them know that nothing could be further from the truth. In fact, the practice of law demands creativity in virtually all aspects – creating ingenious defense strategies, crafting brilliant opening statements, structuring unique partnerships or mergers or acquisitions, etc. Law firms also routinely launch creative marketing campaigns or inventive business development strategies. Plenty of law firms even get creative in terms of alternative billing structures. Indeed, the practice of law and the business of running a law firm require virtually nonstop creative thinking and strategy.

However, as most attorneys and firms know, generating creative inspiration can prove challenging. After all, some of the best ideas seem to materialize out of thin air, with an out-of-the-box design for working up a case coming to light during the course of other work. Since trial-winning ideas or successful marketing strategies that generate a particularly impressive ROI often seem to come to life out of the blue, it’s worth asking the question: Is there a way to generate creativity on demand? The short answer is: yes.

Drew McLellan of Agency Management Institute addressed the notion of sparking creativity on demand in a recent article, which we’ve expanded on below, including one of our own strategies. Here are five suggestions for drawing out creative ideas at your law firm when you need them.

Ban the Notion of Bad Ideas & Champion Creative Chaos

Obviously, not every idea is going to prove to be a winning strategy for your firm or your client, but by making it clear that all ideas are worth exploring, you may lay a foundation for creative chaos. Sometimes the worst ideas serve as the catalyst to make your team members think, which then spawns a great idea that otherwise wouldn’t have emerged. Too, if you set a culture where people can’t speak up, or their ideas are snuffed out, you may be silencing that one person who will come up with the dead-on idea for the brainstorming session.

Allot Time for Creative Idea Sharing at Meetings

During regular meetings, be sure to include time for idea sharing before heading back to your respective offices. Often, due to time constraints, meetings are held to strict time limits. Unfortunately, because of the volume of information shared during a meeting, there may not be time for an associate or team member to share an idea they have, which likely took shape during the meeting. By scheduling an extra 15 minutes at the end of regular meetings, you may just generate some of your best ideas yet.

If this isn’t possible, try scheduling an agenda-less meeting once a week, just to pick the brains of your colleagues.  Simply open up the meeting by asking something like: “Are there any ideas that you have that would make this firm run smoother or would make this case progress?” Then, open the floor up to input from your attorneys and team.

Champion Your Team’s Growth

Supporting the individual passions of your attorneys and staff is another great way to generate creativity. If you have an attorney who is an avid rock-climber, for example, encourage them to keep it up, and share their experiences about it. Likewise, if you have team members who are curious about pursuing a particular hobby, ask for updates on their progress and learn more about what they find fulfilling about it. The more you get to know your colleagues and who they are outside of the office, the greater the likelihood they may share ideas that come to them during off-hours.

Suggest Both Reasonable and Risky Solutions to Challenges

Creativity often emerges while pursuing solutions. When you’re brainstorming a solution to a problem, try to come up with one solution that is safe and practical, but also one that is risky, or otherwise unusual. By offering these ideas up to your peers, you’re likely to spark creative thinking on their part as well.

Embrace Creative Activity Team Building

Much like supporting the individual growth of attorneys and staff, it’s valuable to invest in team building. Consider a creative endeavor for your next team building exercise, such as a group night out at an art museum. Any activity wherein the focus isn’t just on chatting—such as attending a sports game or a happy hour— may just help to solidify friendships amongst firm members, who are then more open to idea sharing with the group.

Generating on-demand creativity in and of itself requires a bit of creativity. Consider these five suggestions or other ideas that these spark, in order to keep your firm investing in ingenuity.


© 2020 Berbay Marketing & Public Relations

For more legal team development ideas, see the National Law Review Law Office Management section.

Three Ways Litigation Finance Can Help Corporate Legal Departments

Corporate legal departments are generally measured by their ability to control legal costs, manage risk, and deputize external litigation resources, especially when their company is involved in litigation. Although a common feature of modern business, litigation is an increasingly costly proposition that is fraught with risk. In recent years, commercial litigation finance has emerged as an effective means of shouldering case costs and redistributing risk. While the number of law firms that have seized the advantages of this type of financing has grown exponentially, general counsels (“GCs”) and corporate legal departments have been slower to recognize the many benefits that it can offer, which has handicapped their companies by keeping a potent tool needlessly out of reach. Here are three things every GC should know about litigation finance.

Litigation Finance Offsets Risk

Litigation costs and other financial risks inherent to the legal process pose a daunting challenge to GCs. As a result, companies often forgo bringing lawsuits due to their impact on financial performance. Yet even when legal departments decide to forge ahead with legal claims, their outcome is often far from certain. The decision to bring a lawsuit, therefore, has the power to make or break entire companies. This risk is even more acute for smaller companies and those facing financial headwinds. A victory could revive a company’s fortunes, while a poorly conceived effort might precipitate the firm’s demise. Litigation finance mitigates that risk through funding “without recourse,” which allows a company to shift costs to a third party and only share an agreed-upon portion of proceeds with the funder at the successful conclusion of the claim. If a case is lost and no proceeds are recovered, the company is under no obligation to repay the funding amount.

Consider the following example: Suppose a small tech startup sues an industry giant for theft of its trade secrets relating to a revolutionary new product. The startup’s case against its unscrupulous competitor is seemingly strong as the brazen theft greatly damaged the fledgling company. Unfortunately, the lawsuit comes with a steep price tag, forcing the startup to spend more than $100,000 each month on attorneys’ fees and associated costs. Small and vulnerable, the startup is quickly exhausting its cash reserves as its better-capitalized opponent employs a panoply of defensive tactics designed to delay and frustrate plaintiff’s efforts at all stages of litigation. As legal bills continue to mount, the startup may need to abandon its lawsuit or accept a paltry settlement far below the actual value of its claim.

Faced with an existential threat, what the startup really needs is a cash injection from a litigation finance provider to pay for the escalating litigation costs while also providing a much-needed insurance policy against unforeseen financial difficulties that can result from litigation. The startup’s GC is surprised to learn that this type of funding is an increasingly common financing option that is available to companies large and small. In a typical transaction, a third-party funder can finance most, or all of the legal expenses associated with the lawsuit in return for a portion of any recovery. The funds may be used to hire top legal talent or procure additional expert resources. Essentially a corporate finance transaction, this type of funding can even be used to supplement the company’s working capital or clean up arrears to legal service providers.

The example above is just one of the ways that litigation finance can be used to hedge litigation risk. More creative GCs have been able to offset their institution’s litigation costs entirely by using a portfolio-based approach to finance all of their legal claims.  This type of structure typically provides a much larger financing commitment but requires cross-collateralization of several litigation matters. Where portfolio financing is utilized, it may provide a greater degree of certainty about long-term future litigation spend.  If the funding amount is substantial enough, GCs may no longer need to allocate for litigation budgets on an annual basis and take a longer-term approach instead.

Litigation Finance Can Transform Legal Departments into Profit Centers Through Balance Sheet Management

Under GAAP, litigation costs are reflected as expenses, which can negatively impact a company’s financials and quarterly performance. This is especially troublesome for public companies that are valued on earnings or cash flow or require certain financial criteria to be met to comply with credit covenants. For such companies, litigation costs paid from company funds must be recorded as expenses immediately when incurred, thereby diminishing reportable earnings. Worse yet, recoveries from successful legal matters may not offset the adverse impact of lawsuit-related costs because such recoveries are generally treated as below-the-line items that do not increase earnings. Moreover, some actions may result in favorable judgments which then take months or years to enforce, leaving a temporary hole in a company’s cash flows despite a successful ruling.

It is no surprise then that corporate legal departments are frequently perceived by management as cost centers, necessary to put out fires or navigate the laws applicable to a particular industry, but not as potential revenue generators. Traditionally, GCs who have identified a roster of affirmative litigation likely to yield significant recoveries will still need to convince their c-suite to take on the risk and immediate financial burden of funding lawsuits from the company’s own balance sheet. Enter litigation finance. When both the risk and burden are shifted to litigation finance providers in exchange for a portion of any recoveries, a company’s legal department can focus on unlocking the hidden value of its legal matters without the risk of negatively impacting its financials, becoming a potential profit generator for the company.

An Experienced Litigation Funder Can Help Optimize Litigation Outcomes

The quality and breadth of resources that litigants are able to deploy can greatly impact outcomes in legal disputes.  For example, the skill of the legal team, the quality of expert witnesses and other litigation consultants are important drivers of how courts and juries perceive the merits of legal claims. With litigation financing mitigating the burden of paying for legal costs, GCs have greater flexibility in assembling a first-rate litigation team. A legal department buttressed by litigation finance can focus on the skill and effectiveness of its team without worrying about negotiating for the lowest possible fees. Access to the support of top-quality counsel and litigation consultants can improve a company’s overall likelihood of success and the magnitude of any recovery.

Experienced litigation funders can provide access to these top litigation support channels by leveraging their network.  In addition, they can provide an invaluable outside perspective on the merits of a case during the due diligence process and throughout the pendency of the claim. When choosing a litigation funder, consider the expertise of the funder’s team and if there are any practice areas which they target in their investment strategy.

A trusted litigation finance firm should demonstrate the highest professionalism, abide by the explicit understanding that a third-party funder should have no involvement in the litigation or strategy, and should protect attorney-client privilege and confidentiality at all times.  When these essential confidences are met, engaging with a third-party funder can be enormously helpful in assessing the merits and risk of a case, budgeting litigation spend, and providing access to first-rate litigation support.

Conclusion

As litigation finance continues to gain popularity among law firms, GCs should also take notice. As businesses continuously seek to gain a competitive advantage over their peers, the ability to mitigate the risks associated with litigation should be an important consideration, especially since poorly conceived strategies can often carry existential consequences.  GCs, therefore, should recognize litigation finance as an indispensable asset that has the potential to offset the risk of litigation, provide effective balance sheet management while unlocking the hidden value of prospective legal claims, and improve outcomes for meritorious cases.

 


© 2019 LexShares, Inc. All rights reserved.

ARTICLE BY Matthew Oxman of LexShares.

Media Education Is Crucial to Preparing Young Attorneys to Speak on the Record

Last month, a photojournalist for The Daily Northwestern, Northwestern University’s campus newspaper, captured photographs of student protestors who rushed a lecture hall where former Attorney General Jeff Sessions was speaking on campus. One of the pictures the photojournalist published featured a protestor sprawled on the floor. Students involved in the protest reacted with sharp criticism: being photographed in public had caused the protestor trauma, they argued. In addition, the reporters who used the student directory to attempt to contact protestors for quotes had invaded those students’ privacy.

In response to this pressure, editors at the newspaper took the photographs down and published an apology — steps that were immediately scorned by seasoned media professionals who explained that reporting on public events, through gathering quotes and taking pictures, is one of the most basic functions of journalism.

As with many stories that go viral, overheated Twitter commentary led to cross-generation attacks, straw-man arguments and handwringing over the death of traditional media. But when you push aside the noise around this story, it becomes clear that what happened at Northwestern illuminates an interesting disconnect between young people on the cusp of the Millennial-Z generations and the rest of us: we have different ideas about the purpose and function of traditional media.

What does this have to do with legal marketing? The oldest members of Generation Z are preparing to enter law school in the fall of 2020, which means firms are just a few years out from welcoming this new crop of lawyers. Forward-thinking law firms have long understood the value of media training in helping their attorneys build fruitful relationships with reporters and manage individual and firm brands across multiple channels. The Northwestern case, however, demonstrates that firms must also be prepared to offer some basic media education to their business development curriculum.

Younger lawyers may have a steep learning curve if they want to launch their careers with a productive media strategy. Here are three lessons firms will need to figure out how to teach them:

It’s hard to understand what you don’t consume. As social media has become such a central part of the way we broadcast and receive information, it fills the role traditional media used to play in some people’s lives. Not only does this mean that fewer people are reading the newspaper and relying on quality objective journalism to understand the world, but that inexperience with traditional media also breeds ignorance about what reporters, including specialists in the legal media, do all day and why they do it.

A young attorney who does not read the most important media outlets in the legal industry may not have a proper understanding of how law leaders use the information and data reporters publish to make business decisions and innovate at the practice and firm level. While managing partners may not always be pleased with the coverage of their firm, they understand and accept that the health of the industry relies on these sources of objective information. What’s more, for every article that makes a law partner squirm, there is one that amplifies a firm’s accomplishments for the entire industry to see.

Those media mentions are worth their weight in gold, but you have to respect and understand the institution of legal journalism as a whole to ever have a chance at winning one for yourself or your firm.

Not all media is the same. The media landscape of 2019 exists across four categories: paid, owned, shared, and earned. Paid media is sponsored content and pay-to-play awards and features. Owned media is the content your firm creates and distributes through your website and newsletter. Shared media is social media and all the content it spreads so rapidly. And earned media encompasses mentions in traditional media outlets.

A sophisticated communications strategy creates a plan for all four categories and, importantly, recognizes the strengths and weaknesses of each one. The first step to making sense of it all is to recognize the tension between control and authority. Media that allows your firm complete control over the content — your Twitter feed, for example — does not carry much authority. Consumers understand that anyone can make any claim they like on the internet. Media outlets that carry authority in the industry — such as Bloomberg Law or the Wall Street Journal — are not going to offer you much control over the content. Their independence is what gives them authority.

Attorneys who are too focused on controlling the message will miss out on the chance to see their work featured in an outlet that prospective clients and recruits actually trust.

Your right to privacy is not unlimited in scope. While individuals, of course, have the right to live their private lives free from interference, attorneys engaged in work on behalf of law firms and companies, which in many cases involves actions that are matters of public record, should expect to occasionally face questions about that work. Fearing these encounters or, worse, painting this healthy professional interaction as some kind of victimization, is bad for both the legal industry and an attorney’s own career development. Attorneys who understand the role traditional media plays in their business development make themselves available to reporters and are ready to speak off the cuff about their cases, clients and the broader context of legal questions they spend time on.

Savvy lawyers have confidence that their integrity and expertise will stand up to scrutiny by a reporter, and they extend professional courtesy to journalists doing the hard work of chronicling a complex and dynamic industry.

As the media landscape continues to evolve, marketers and firm leaders will have to work harder than ever to play in all four media categories — paid, owned, shared and earned — and prepare their attorneys to build productive relationships with the reporters who can help them reach their desired audience.


© 2019 Page2 Communications. All rights reserved.

This article was written by Debra Pickett of Page 2 Communications.
For more advice for young lawyers, see the National Law Review Law Office Management section.