Breakfast & Registration
Ten Years in Turmoil: The State of the US Legal Market (2007-2017)
In the ten years since Steve Jobs debuted the iPhone, the Boston Red Sox won their seventh World Series, and a young Illinois Senator declared his US Presidential candidacy, the US legal services market has undergone remarkable transformation and stress. From high-profile mergers to the fall of Dewey & LeBoeuf, the past decade has offered a sobering portrait of how quickly an industry notoriously resistant to change has been forced to survive and adapt. This year’s State of the Legal Market offers a comprehensive study of ten years’ worth of data delving into segmentation, differentiation, and the perpetually shrinking legal pie.
James Jones, Senior Fellow, Center for the Study of the Legal Profession, Georgetown University Law Center
Dan DiPietro, Managing Director & Chairman, Citi Private Bank Law Firm Group
Boats Against the Current: The Evolving Law Firm Business Model
How has the classic law firm business model evolved over the past decade? What impact has client pressure around key business matters such as pricing, transparency, diversity and efficiency had on operational and financial strategy across the firm? This conversation offers an earnest inquiry into the future and practicality of existing law firm management and governance structures. Building upon statistical findings from the previous session, our panel considers how and why firms are exploring an alternative approach to law firm governance with an eye on maintaining ample flexibility in the market.
Jeffrey Connor, Chief Financial Officer, McGuireWoods LLP
James G. Perkins, Ph.D., Chief Operating Officer & Chief Compliance Officer, Procopio, Cory, Hargreaves & Savitch LLP
A Culture of Stars: Winning with Laterals in the Current Market (Breakout)
Growth by any means necessary has been an industry-wide mantra since well before the Great Recession. Indeed, in a profession forged upon individual reputations and brand prestige, a culture of stars, replete with stratospheric salaries and healthy egos, has yielded a vicious cycle of hype and hope for many within the AmLaw 200. Still, despite such lamentable circumstances, some firms have found success with an artfully orchestrated lateral strategy–and many continue to aggressively bolster their rosters despite abundant public sentiment to the contrary. This round table invites participants to share practical opinions on what a successful lateral hiring approach truly looks like. What criteria separates winners from losers in the current climate?
Josh Kubicki, Chief Strategy Officer, Seyfarth Shaw LLP
The Market Settling: Winning with Specialization Amid Market Segmentation (Breakout)
Since 2008, practice specialization has garnered significant interest throughout the AmLaw 200. Decisions by firms to maintain or adopt a “best in breed” model have yielded uneven results, with several enjoying robust profits, often at the expense of their peers. Bolstered by exclusive ten year Peer Monitor analyses, this session examines profitability and ROI behind segmentation strategy across the profession. How has practice specialization affected value from a client and firm perspective? What lessons should law firms remember in order to remain competitive for the long haul?
Richard J. Anderson, Principal & Chief Operating Officer, Fish & Richardson P.C.
Steven Di Fiore, Chief Operating Officer, Epstein Becker & Green, P.C.
Jessica Pavlik, Chief Operating Officer, Berger Singerman LLP
Brent Turner, Manager, Peer Monitor, Thomson Reuters
Evan Parker, Ph.D., Managing Director, Analytics & Research, LawyerMetrix
Model Behavior: Winning with Pricing & Legal Project Management After 2007 (Breakout)
Over the past decade, law firms have invested heavily in developing various pricing strategies to meet client demands. Whether through pricing specialist staffing or investments in legal project management and technology, firms are competing to reach an ideal price point where profitability and value coalesce. This breakout examines what has worked—and what has not—over the past 10 years. Colleagues are asked to ponder the most effective pricing model in an era of doing “more with less.”
Matthew N. Beekhuizen, Chief Pricing Officer, Greenberg Traurig, LLP
Doug Doerfler, Chief Strategy & Pricing Officer, Stinson Leonard Street LLP
Christopher P. Ende, Law Firm Pricing, Solutions, and Panel Management Leader, General Electric
Linda Novosel, Chief Pricing & LPM Officer, Steptoe & Johnson LLP
Of Man & Myth: A Decade of Artificial Intelligence in the Law
Much has been said about so-called artificial intelligence’s impact on legal services. From visions of grandeur to that of mass lawyer layoffs, a fantasy of possibility has come to define perception. What is real—or truly realistic—when it comes to emergent legal technology? For some, AI’s not insignificant presence across industries augurs an important standard to which lawyers and lawyering must adhere in order to remain professionally viable. Others, however, insist that artificial intelligence has long been a part of the legal ecosystem, and therefore see no need for the rhetoric of change. How are some of the industry’s primary players reacting strategically to such hyperbole? What opportunities exist in both the near- and far-term as we focus on 2018?
T. Mark Flanagan, Jr., US Chief Operating Officer, Dentons
Andrew Shimek, President & Chief Operating Officer, Neota Logic Inc.
Thursday Night Reception
Building the Pipeline: Training and Talent Challenges After the Great Recession
Law firms today can employ up to five different generations of lawyers in the workplace. For years, the pipeline from law schools was robust and highly regimented in accordance with traditional academic curricula. But with a steady decline in law school applications and a growing sophistication of client affairs over the past ten years, the recruitment and training of new legal talent has grown considerably more arduous. In pondering the future of the firm, how are law firm officers hiring and preparing the next generation? How are firms integrating new employees into existing enterprise culture? What impact have client requests for more diverse legal representation had on hiring strategy? Our panel will consider these and other complex questions, and provide insight into talent trends over the coming years.
Amanda K. Brady, Global Practice Leader, Law Firm Management, Major, Lindsey & Africa
85 West Street at Albany Street
New York, NY 10006
Situated in Lower Manhattan near Battery Park, the New York Marriott Downtown is located near Wall Street, the 9/11 Memorial and Museum and One World Observatory. Enjoy nearby shopping at Brookfield Place, Century 21 or the new Westfield World Trade Center. Business and leisure travelers alike will love spreading out in the hotel’s spaciously modern accommodations, which strike the perfect balance between work and play.
Subway passengers can take the 1, R, or W lines to Rector Street and walk toward West Street.
Room Block Details
We have reserved a block of guest rooms at a group rate of $369/night plus taxes ($379/night+ for double/double accommodations). For reservations, please visit our dedicated booking site. Alternatively, you may call the hotel directly at 212.385.4900 and ask for the Reservations Department. Please be sure to reference “Thomson Reuters 16th Annual COO/CFO Forum.” The cut-off date for guest room reservations is Sunday, September 24, 2017. For additional assistance, please contact our Conference Planner, Meghan Landis, at firstname.lastname@example.org or 201.912.3042.
The Law Firm COO & CFO Forum Welcome Dinner (Wednesday, October 25):
Little Park (at the Smyth Hotel)
85 West Broadway (at Chambers St.)
New York, NY 10007