Sentences with phrase «other outside law firm»

Not exact matches

Weitz & Luxenberg joined other law firms that employ lawmakers in fighting against subpoenas from the now - defunct Moreland Commission to Investigate Public Corruption that sought records of what legislators — including the speaker — were doing for their outside earnings.

If you're looking for a one - billion - pound law firm, you'll need to search outside New York, Los Angeles or other urban habitats where you might expect to find it.

«Other professional services firms outside of law are spending a ton of money on R&D.

If you are a new law school graduate or a young attorney trying to promote yourself, your goal should be brand yourself not only outside the firm to attract clients, but also inside the firm to attract work from other lawyers.

Also, many mid-sized law firms have formed strategic alliances with law firms having complementary and diverse practices within and outside of their traditional market, while others have joined national and regional networks of law firms so as to develop a cadre of referral sources to serve existing and potential clients.

For corporate counsel and law firm partners wanting to evaluate the credentials of other lawyers and make a decision about which outside counsel to retain, 84 percent said that Martindale - Hubbell and either important or very important to the decision.

Now they have a mix of outside providers that they can divide their money between, including law firms, LPOs, various other kinds of alternative providers, contract lawyer and other staffing agencies, and technology providers.

The scale tipped in their favor and they used their influence to drive the behavior of their outside counsel, resulting in significant changes — e.g., the law firm willingness to adopt other billing practices in addition to the billable hour.

Led by the Association of Corporate Counsel's «ACC Value Challenge,» corporate America is increasingly demanding that their outside law firms abandon the entrenched, historic, «cost - plus,» «billable hour» economic pricing model in favor of «Alternative Fee Arrangements» («AFAs») and other «value billing» approaches (e.g., non-hourly pricing arrangements such as «fixed fee,» «contingency,» or «hybrid» fee arrangements).

In the survey, the IADC asked 689 attorneys, about evenly split between corporate counsel (386) and law firms (303), about shifts in legal spending, relationships, and motivations for hiring outside counsel, among others.

With scientists that work within K&H itself, we often advise on issues outside the domain of consultants or other law firms.

That is particularly true where there is outside access to the internal system by third parties, including law firm employees working at other firm offices, at home or when traveling, or clients who have been given access to the firm's document system.

Canadian law societies ought to be paying close attention to the control that corporate clients exert on large law firms through Outside Counsel Guidelines and other demands.

Our Law Firm does not practice in any other areas outside of family or marital lLaw Firm does not practice in any other areas outside of family or marital lawlaw.

Law firms that have not yet awoken to the need to enhance their efficiency (and, at least as important, their perceived efficiency) in serving corporate clients will find themselves more and more on the outside looking in as work goes to their law firm and other competitoLaw firms that have not yet awoken to the need to enhance their efficiency (and, at least as important, their perceived efficiency) in serving corporate clients will find themselves more and more on the outside looking in as work goes to their law firm and other competitolaw firm and other competitors.

There is no doubt law firms will continue to face pressure from clients to substantiate the value proposition for their services and will continue to look to MBAs and other outside consultants to navigate these market changes.

Which brings me to the other (much larger) group — law firm lawyers who base their livelihoods on billable hours and pursuit of associate leverage — and in - house lawyers who pretty much take their professional cues (they'd contend vociferously that this isn't the case) from what their counterparts in outside law firms do.

Most firms that place a premium on revenue from partners» personal production find that partners tend to hold their client relationships too close to their vests; they frequently hoard client work rather than spread it around to other partners — because the former wants to receive full credit; partners perform work that could be performed by associates because the former wants to receive full credit; partners do billable work when their higher and better use for the law firm is to generate additional business from existing and potential clients; and lawyers may perform work outside of their principle areas of expertise that others in the firm could perform more effectively and efficiently.

Unsurprisingly, if the law department / outside firm financial engagement processes are lacking, resulting in (for example), budget overruns or unexpected bills, and this contributes to a poor perception of the GC within his or other organization, the GC will remember this when it comes to the next buy decision; it will not matter whether it is the firm or department which is at fault.

Today's economic challenges are compelling in - house attorneys to significantly reduce their own costs, while fees paid to outside law firms have tended to increase at rates higher than employee salaries, energy costs, and other business expenses.

Fenwick (and other law firms) are still available when you need outside counsel, but when you have significant and growing day - to - day legal needs and want predictable fees, that's a great time to contact us.

BTI says there's a roughly 60/40 split meaning about $ 60 billion is spent on outside law firms and the other $ 40 billion in - house.

BENEFITS: • Achievement of 17 % cost savings in their legal department spending since implementing CounselLink ® • Ability to make smarter decisions about how they assign matters to outside counsel, with the use of valuable data for tracking and analyzing the performance of Fred Loya's law firms • Delivery of reports that keep everyone accountable for litigation vs. settlement decisions, time management and other legal spending considerations • Outstanding, ongoing technical support and customer service from LexisNexis • Reliance on this central matter management system for the legal department provides a hub for tracking all matters throughout their lifecycle • Use of the Law Firm Registry feature has become a powerful tool for helping Fred Loya quickly establish working relationships with qualified law firms in particular venues where they have specific nelaw firms • Delivery of reports that keep everyone accountable for litigation vs. settlement decisions, time management and other legal spending considerations • Outstanding, ongoing technical support and customer service from LexisNexis • Reliance on this central matter management system for the legal department provides a hub for tracking all matters throughout their lifecycle • Use of the Law Firm Registry feature has become a powerful tool for helping Fred Loya quickly establish working relationships with qualified law firms in particular venues where they have specific neLaw Firm Registry feature has become a powerful tool for helping Fred Loya quickly establish working relationships with qualified law firms in particular venues where they have specific nelaw firms in particular venues where they have specific needs

Does it — could it — also encompass structures, be they companies or other types of organizations, that are owned in whole or in part by nonlawyers, and that provide legal services outside the limited contexts of existing companies like the ones listed above, but in «nontraditional» manner such that it could be difficult to describe the structure as a traditional «law firm»?

With Foxwordy Enterprise, law departments, law firms, legal associations, law school faculty and other groups of lawyers can collaborate within their organization privately and reach outside their organization to the larger Foxwordy network as needed.

Additionally, there are plenty of alternatives outside the Law Society including other continuing legal education providers like, the Canadian Bar Association, in - house programs offered by law firms or even organized education discussion like the Manitoba Bar Association section meetinLaw Society including other continuing legal education providers like, the Canadian Bar Association, in - house programs offered by law firms or even organized education discussion like the Manitoba Bar Association section meetinlaw firms or even organized education discussion like the Manitoba Bar Association section meetings.

Outside the United States, we work with our international offices and other law firms to represent clients in multi-jurisdictional litigated disputes involving antitrust, intellectual property and the intersection between those disciplines to ensure international coordination of winning strategies for our clients.

Winkler also neglected to mention one other important player in this game — the outside counsel from a private law firm.

Guidance from in - house lawyers to law firms and other legal service providers: Tips for outside counsel and vendors to add more value to eDiscovery engagements.

In the spirit of Jeff Carr's recent letter reproduced on The Dialogue to outside counsel on delivering value with integrity, Silvia uses two emails, one from a CFO to the Legal Department, and the other from the CMO of a major law firm on the panel to the Head of the Corporate Practice.

While the natural place to start may be compliance with jurisdictional rules and practice directions, other reasons could include; mastering eDiscovery will position our law firm as an industry leader; pro-actively addressing eDiscovery considerations will reduce risks for our clients; understanding how to manage electronically stored information (ESI) will provide additional value to our clients and provide a competitive advantage over other law firms; eDiscovery will enable us to have greater access to information and empower us to collaborate more effectively with our internal legal team, with outside experts and with the client.

It's this wealth of opportunity to service law firms, in - house departments, and other legal consumers from the outside that is encouraging and empowering for other members of the ecosystem along with the ability to service and partner with a global rather than regional market.

One general counsel I recently spoke with suggested it may be a way to indicate to those outside the department or at an external law firm that they are dealing with someone not necessarily at the GC level, but with a more defined role other than «legal» or «senior counsel.»

Law firms, like any other business, may consult internal counsel as they would outside counsel, and privilege attaches to legal advice or a request for legal advice which is intended to be confidential.

Want to see if your outside counsel's billing rates are competitive with other law firms for similar work and staffing?

Professional Experience CMG Worldwide Inc. (City, ST) 5/2008 — Present Finance Manager • Oversaw finances of intellectual property law firm generating $ 6 - $ 12 million in annual revenue • Hired, trained, supervised, and reviewed junior accounting associates and support staff • Authored and implemented corporate and departmental budgets • Analyzed expenses and recommended strategies to cut costs while increasing efficiency • Tracked and managed expenditures of approximately $ 100,000 per week • Verified accuracy of all expenses and revenues ensuring precise financial records • Prepared income statements, balance sheets, and monthly, quarterly, and yearly financial reports • Assisted senior leadership and outside personnel with the annual corporate audit • Operated and maintained the computerized accounting system and all hard files • Monitored and documented employee expense accounts, credit cards, and purchase orders • Managed general ledger and various credit, checking, stock, and other corporate accounts • Created monthly clientele reports detailing expenses and revenues from each account • Proficient in Microsoft Money, Quicken, QuickBooks, Tax Cut, Turbo Tax, and other software

In November of 2010 I took a leap of faith, gave up a guaranteed salary and opened my own North Carolina law firm to devote my practice to resolving divorce, custody, alimony, property division and other family law issues outside of the courtroom.

«Others are awaiting outside guidance from law firms.»