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EDITOR’S DESK

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From virtual change to in-person connection

I

n this issue, we spotlight a legal profession at the intersection of transformation and tension – where technology, mental health, workplace culture, and equity are reshaping how lawyers practise, lead, and live.

Our family law legal report (p. 30) reveals how legal tech is adding muchneeded structure to a practice area long marked by emotional volatility and logistical complexity. From streamlined evidence collection to moderated co-parenting apps, lawyers are leveraging innovation to ease conflict and increase efficiency – though, as several experts point out, no app can eliminate the human intensity that often accompanies these disputes.

In our employment law legal report (p. 53), we examine the legal fallout from return-to-office mandates and fully remote workforces. Constructive dismissal claims, accommodation risks, tax and jurisdictional headaches – it’s clear that flexible work brings not just freedom but significant liability. Employers must now craft hybrid strategies that are not only legally sound but also culturally sustainable.

These stories, while diverse in subject, converge on a common point: the importance of clarity, connection, and care in a rapidly shifting profession The emotional toll of legal work remains a thread throughout. Our profile of Gowling WLG’s Michael Herman (p. 6) is a moving account of burnout, depression, and the courage it takes to speak up. His story reminds us that policies alone don’t create supportive workplaces – people do.

While many firms continue to grapple with the backlash against DEI initiatives, our Back Page opinion (p. 64) argues that inclusion isn’t a political checkbox but a business imperative. Connecting DEI to measurable outcomes – like client retention or practice-area growth – is what will sustain it through political headwinds.

These stories, while diverse in subject, converge on a common point: the importance of clarity, connection, and care in a rapidly shifting profession.

That’s why we’re inviting you to go beyond the page and join the conversation in person at the Canadian Legal Summit, coming to Toronto on October 9. Together, we’ll explore how to harness technology wisely, support each other meaningfully, and build legal workplaces where everyone can thrive.

Because in a time of virtual everything, coming together still matters.

Visit events.canadianlawyermag.com/canadian-legal-summit for more information on the Canadian Legal Summit.

Tim Wilbur, managing editor

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CONNECT WITH US Got a story or suggestion, or just want more information? @canlawmag

CONTENTS

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UPFRONT 01 Editor’s desk

Clarity, connection, and care prevail

04 News analysis

Eyes wide open: adopting AI responsibly

15

PEOPLE 10 Jill Fraser

FEATURES

30

TOP PERSONAL INJURY BOUTIQUES Canada’s formidable personal injury lawyers face challenges head on

34

FAMILY LAW

Easier, faster, smarter: how tech tools are transforming family law process in Canada

FEATURES

MICHAEL HERMAN

OPINION 13 Reducing turnover

Leading firms excel in engagement and retention

64 Back page

FEATURES

PROFILE

Tactical planning leads to firm’s growth

BEST OF INHOUSE INTERVIEWS

Lexpert profiles in-house lawyers who are making a difference

Speaking out against stigma of mental health challenges

Connecting inclusion strategies to concrete business objectives

FEATURES 53 Employment law report

Both return-to-work and remote policies present legal risks

SPECIAL REPORT 43 Top Ontario Regional Firms

Firms voted by readers and respondents as the province’s best share blueprints for success

06 2

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56 FEATURES

CANADIAN LAW AWARDS 2025

Celebration captured the spirit of innovation, leadership, and resilience shaping law in Canada

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UPFRONT

NEWS ANALYSIS

Data privacy in the AI era As artificial intelligence transforms law firm operations, experts warn that responsible data management must keep pace – calling for smarter systems and a renewed commitment to client confidentiality, writes Branislav Urosevic AS ARTIFICIAL intelligence tools become increasingly integrated into law firms’ day-to-day operations, data management has entered a new era filled with promise and risk.

For a profession steeped in confidentiality and built on trust, the arrival of AI presents a challenge: how to innovate without compromising core ethical and legal obligations.

Experts agree that the answer is adoption with eyes wide open.

by clients – especially large institutional ones like banks.

Colin Lachance, principal at PGYA Consulting, says AI complicates things by adding another variable.

That variable is AI-backed software vendors that can gain access to this data. As a client, that means that you must trust your lawyer’s data management and the process of their AI service providers. Earning trust is

“AI introduces a potential leakage” Colin Lachance, PGYA Consulting Lawyers and legal tech leaders say that the right approach to data management is not to abandon AI but to build smarter systems and frameworks to manage the data it relies on.

Before AI: two pillars of data management Before the widespread adoption of AI, data governance in law firms centred around two primary considerations: lawyer-client confidentiality and the security policies imposed

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not as challenging for service providers with established names within the Canadian legal landscape as it is for global names.

“AI introduces a potential leakage,” Lachance says, adding that AI tools themselves may be embedded in larger systems that neither lawyers nor clients control.

Therefore, you need to trust the lawyer, their software vendor, and the vendors’ service providers and how they manage your data.

“If you have someone who says, ‘I have AI that can do all these amazing things for

your firm, and don’t worry, OpenAI says they won’t train on your data,’ that alone isn’t sufficient,” Lachance says.

He adds that this complexity is causing many firms to play it safe by limiting the kind of data they input into AI tools, even when the tools are technically secure.

Law firms are wary for a good reason: the obligations to protect client data haven’t changed, even if the tools have.

The private cloud solution One way to overcome these issues could be storing data on private cloud servers. Before broader digitalization, where firms mostly moved their files to the cloud, they used to keep their files on the premises. Private cloud computing means using the technology to move the data back in-house without the boxes and binders.

The data is still in the cloud, and you are still using resources of technology behemoths like AWS, Google, or Microsoft, but

IS YOUR LAW FIRM AI-READY? Conduct regular due diligence on vendors Use platforms with granular privacy controls Store sensitive data in private cloud environments Maintain solid metadata and naming systems Train staff on limitations and ethical concerns

“It opens up far wider use cases for law firm data than we had before” Joshua Lenon, Clio the data is stored on a private network that doesn’t interact with the open internet.

As Mark Doble, CEO of legal tech company Alexi, puts it, the big technology companies “power the data centres and hire the security guards.” This is why more and more firms trust this solution regarding data storage rather than storing data on multitenant cloud providers accessible on the open internet.

“There is definitely a trend towards localization of these systems… I think that’s very clearly where we’re headed. It allows us to maximize security without limiting capability.”

How AI can help Despite the concerns, using AI in law firms’

However, over-reliance on AI is a real threat that shouldn’t be ignored.

If law firms assume AI will handle all metadata correctly without previously established data management practices, they risk losing critical information.

“It has to be a combination of the two.

You still need solid data practices – it’s just that you’re no longer limited only to them,” Lenon says.

Best practices going forward data management could be worth the trouble – particularly when making sense of vast volumes of information.

Law firms handle an increasing volume of data per matter, such as emails, chat logs, or social media. Joshua Lenon, Clio’s lawyer-in-residence, says AI helps turn that firehose of data into something classifiable and usable.

He says the caveat is that we should not try to replace existing good practices in data handling but build on them with new tools.

Instead of relying on perfect tags or naming conventions (from the past), you can now ask natural language questions, Lenon says. “It opens up far wider use cases for law firm data than we had before.”

The consensus among experts is clear: AI isn’t going anywhere. It’s likely to play a growing role in everything from document management to legal research to client communications.

That’s why law firms shouldn’t shy away from AI but must adopt it thoughtfully.

That means conducting due diligence on AI vendors regularly. They also need to use platforms that provide strong privacy controls and customizable permissions.

Moreover, AI innovation needs to be paired with existing data best practices and not viewed as a replacement.

For law firms, the path forward lies in embracing AI with eyes wide open – balancing innovation with the same commitment to data integrity and client trust.

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FEATURE

CROSS EXAMINED

A PERSONAL RECKONING SPARKS REFORM Michael Herman’s breakdown became a turning point for his career – and a catalyst for change at Canadian law firms

AS GENERAL counsel at Gowling WLG (Canada) LLP, Michael Herman spent decades navigating the legal and corporate world, dealing with complex negotiations and high-stakes pressure. But in 2016, after a lifetime of pushing through stress and anxiety, he found himself in a place he couldn’t power through. What started as physical issues – atrial fibrillation, chronic fatigue, digestive problems – turned out to be symptoms of something deeper: severe depression.

“I just hit a wall,” he says. “I just had no energy. I had no ability to concentrate, no ability to even think.”

He initially took a short leave from work, assuming that rest and medical tests would fix what felt like burnout. “I’ll get some rest ... and after a couple of months, I’ll come back and everything will be fine,” he thought. But when he returned, it quickly became clear he wasn’t ready. “Within about a week, I knew.”

One morning on his balcony, coffee in hand, looking out over Toronto’s Don Valley, a thought struck him: “What’s the point?” he says. “And somehow, in that moment, I recognized that what I really was dealing with was not physical.

The physical was a consequence of the emotional and the mental.”

It was a shattering realization – but one that set him on a new path. Recovery would be nonlinear, slow, and deeply personal, but Herman started therapy, began taking medication, and

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developed new self-care routines. He found an approach that worked and, more importantly, he was able to stick to it.

Breaking the silence Herman’s relationship with mental health began long before 2016, but like many professionals, he didn’t recognize the signs.

“From a young age ... I suffered from mild to moderate depression from time to time, and

that, when it came to me, I bought into [the stigma] completely... I was weak. I was to blame. I was not worthy of getting help.”

That belief turned into shame. “Shame corrodes the very part of us that believes we are capable of change,” he says, quoting Brené Brown. “I had to begin with, how was I going to look at and work with that selfstigma and that shame… Not easy to do, but I had to do it.”

If I can influence, by talking about my experience, one person to not struggle in silence but to reach out for help, whatever that looks like for them, then that’s a success did not really understand what was going on,” he says. “The messages I got ... were that when you’re having a difficult time, you just keep pushing through.”

That internalized belief – what he now calls self-stigma – was the first thing he had to confront.

“I was one of these people who always said I don’t stigmatize those who may have depression or anxiety or other mental health challenges,” he says. “I don’t hold it against them. I don’t think any less of them.

I don’t think they’re weak. I don’t think they’re incapable. What I didn’t realize is

The decision to speak out As his health improved and he returned to work gradually, Herman made a promise to himself: if he made it back, he’d speak out. “I felt a certain responsibility to do it,” he says.

His other motivation was, “If I can influence, by talking about my experience, one person to not struggle in silence but to reach out for help, whatever that looks like for them, then that’s a success.”

That opportunity came when his firm asked him to send out an email promoting a mental health initiative. The version they provided was polished – but not personal.

PROFILE Name: Michael Herman Current position: Partner and general counsel at Gowling WLG (Canada) LLP Key Dates: » 2002: Joined partnership at Goodman and Carr LLP » 2007: Joined partnership at Gowling WLG » 2014: Became general counsel at Gowling WLG » 2024: The Right Not to Remain Silent was published, including a chapter by Herman

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FEATURE

CROSS EXAMINED

“I said, I’m writing to you not as Michael Herman, partner and general counsel of the firm, but as Michael Herman [the] person,” he says. “And I, for the first time, disclosed in this email my experience and why, therefore, this initiative was so important.”

He hesitated before sending it. “I feel like I had my finger over the cursor send for about 15 minutes,” he says. “It was probably about three seconds, but [I thought to myself ], ‘Do I know what I’m doing here?’

But I pressed send.”

When he checked his inbox later, it had exploded. “What was so moving to me and so affirming in the decision I had made was that I, for the first time, realized just how many people are either affected directly [by]

About Mental Health in The Legal Profession, recently published by LexisNexis.

Building a culture of support Herman didn’t stop at telling his own story.

In early 2021, he reached out to other major law firms to create an informal mental health collaboration.

“The perspective that everyone has brought ... is that mental health is not a competitive issue,” he says. “We should be sharing with each other what we think is helpful and the ‘good, the bad, and the ugly’ about initiatives and programs firms have run.”

The goal is to go beyond awareness – to embed real systems that support employees.

“Leaders need to model the behaviour as

“I was one of these people who always said I don’t stigmatize those who may have depression or anxiety or other mental health challenges… What I didn’t realize is that, when it came to me, I bought into [the stigma] completely... I was weak. I was to blame” challenges that they’re experiencing … and/ or have loved ones or close friends or other family members [who] are going through really difficult times.”

That personal message marked a shift.

Herman would go on to speak publicly at legal conferences, including a memorable first talk at a CBA event in Regina. Later that same day, he received an email from an attendee: “I’ve really been struggling… I’ve been afraid to reach out for help. I listened to you ... and I went out [and] I call[ed]… and said, I need help.”

“That email was what made everything worthwhile,” he says.

Herman eventually shared his story in The Right Not to Remain Silent: The Truth

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best they can,” he says. “People within an organization are looking to leaders to show that it’s okay to talk about these things.”

At Gowling, more than 150 people across the firm have been trained in mental health first aid. “It’s people from across the spectrum … partners, associates, business support people,” he says. “We also started with leaders, so that they understand what it takes for someone … to come forward.”

Advice for others For anyone considering going public with their own struggles, Herman doesn’t sugarcoat the risks – but he stresses the need for connection.

SHARING HIS JOURNEY The Right Not to Remain Silent: The Truth About Mental Health in The Legal Profession contains a series of first-person accounts by lawyers living with mental health and addiction issues.

Authors include: Justice George R. Strathy Justice Michele Hollins Beth Beattie (also editor), Ontario Ministry of the Attorney General Carole Dagher (also editor), former VP of legal at Loblaws Thomas Telfer (also editor), law professor at Western University

“Yes, it’s scary,” he says. “Yes, you’re putting yourself into a vulnerable position … but no one should have to struggle in silence.”

He encourages people to reach out, even if it’s not to someone at work. “If you can’t find support internally, go outside,” he says. “Come to people like me. Reach out to your member assistance program. Talk to someone. Because when we struggle in silence alone, invariably, it’s going to end badly.”

A lifelong journey Even now, Herman doesn’t consider himself “recovered.”

“As far as I’m concerned, the recovery will go on for the rest of my life,” he says. “I’m never … ‘there.’ The journey continues.”

But by being open about that journey, Herman continues to push back against stigma and isolation – one conversation, one email, one honest moment at a time.

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FEATURE

CROSS EXAMINED

JILL FRASER RESHAPES AIRD & BERLIS With a full exit from client work ahead, Jill Fraser is investing in West Coast growth and emerging leadership across the firm

JILL FRASER has spent nearly three decades at Aird & Berlis LLP, building a career in financial services law. Now, as the firm’s managing partner, she’s stepping into a leadership role she describes as exciting and demanding. Her work has primarily focused on lending, securitization, and equipment lease financing, but her priorities have shifted dramatically since taking over last spring from Steve Zakem, who held the role for nine years.

Fraser says that because the firm does not have term limits, she “could be here for quite a while or a short time.” She’s still balancing her legal practice with her new responsibilities but plans to transition fully into leadership.

“It is really a full-time role,” she explains.

“The previous managing partner also gave up his practice.” While the decision wasn’t easy, she felt ready for the shift. “I’ve been practising law for almost 30 years, so I’m excited to take on the challenge of running a business now.”

A major focus for Fraser is finalizing the firm’s three-year strategic plan, a process launched two years ago. “The partnership just endorsed our strategic plan at our partnership meeting,” she says. “So, we’re now just in the process of creating a roadmap for the next three years.” That roadmap includes examining which practice

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areas to expand, how to use technology more effectively, and how to continue delivering strong client value and service.

Internally, one of Fraser’s top priorities is talent development. “Investing in our people … [is] an ongoing thing,” she says. She’s overseeing a revamp of associate training and has appointed younger partners as practice group leaders in key areas like municipal, real estate, capital markets, and financial services. “I think it’s important to have some young ideas,” she says.

she says. But with growing client demand, the firm has leased permanent space and launched a formal office in the city.

“It’s pretty exciting to be able to service clients in Vancouver and BC as well as Ontario.” The new team includes 12 lawyers focused on corporate, real estate, and Indigenous law – an area Fraser says is poised for growth.

When it comes to retaining talent, Fraser says the firm’s five-year partnership track is a big draw. “When I started, it was three

“I’ve been practising law for almost 30 years, so I’m excited to take on the challenge of running a business now” Fraser is also focused on fostering more collaboration among lawyers. “We just had an … associates retreat in Kelowna in the fall,” she says. The retreat gave associates across departments an opportunity to connect outside the office – something Fraser sees as crucial to firm culture.

While the firm remains Toronto-based, it’s making a significant geographic push westward. “We have had … a few lawyers in Vancouver who have been using the Regus shared office space, working mainly remotely,”

years… Now, even five years is quick, but I find it’s really appreciated, and our young lawyers are very excited to … have that opportunity.” She says younger lawyers are also given meaningful responsibility earlier in their careers, which helps them grow and stay engaged.

Fraser also points to the firm’s longstanding focus on diversity and inclusion, which she acknowledges have become politically charged, particularly in the US. “Our program is not about politics;

PROFILE Name: Jill Fraser Current position: Managing Partner at Aird & Berlis LLP Key Dates: » 1994: Graduated from University of Toronto, Faculty of Law » 1996: Joined Aird & Berlis LLP » 2024: Appointed managing partner

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FEATURE

CROSS EXAMINED

it’s about people,” she says. “We have many different parts to it,” including education, engagement, and enhancement. “We do firm surveys … just to make sure that everyone is feeling included and [to try] to address the specific needs of our … people.”

Technology – and particularly AI – is another area of focus in the strategic plan. “We’re taking a really deliberate and measured approach to AI,” Fraser says. A pilot group comprised of partners, associates, and students is currently testing external products. “We’re trying to … look at the efficiencies, how we can use it to

… now this type of thing where we’re meeting online,” Fraser says. She adds that the demand for quicker response times and cost predictability continues to increase.

Clients are also looking for deeper, industryspecific legal knowledge.

Fraser is closely watching the growing presence of US firms in the Canadian market. “We’ve seen a lot of US firms … come into Canada, either as a branch office of a bigger … [firm] or setting up a separate office,” she says.

With more cross-border mandates, she believes Canadian firms must be able to

“Our [diversity] program is not about politics; it’s about people… We do firm surveys … just to make sure that everyone is feeling included and [to try] to address the specific needs of our … people” automate routine … [tasks], streamline workflows,” all while maintaining strong standards for client confidentiality and data protection.

Fraser sees early AI applications working best in areas like document review and due diligence. “What an articling student might have done [for] hours and hours … now AI can do it and pick out keywords and get you the summary in minutes,” she says.

But she’s cautious about how automation might affect traditional training pathways.

“The worry, of course, is AI … [taking] over all the jobs that … articling students and young lawyers do … but then, how do we get a senior lawyer providing strategic advice if [they] don’t have the opportunity to be an articling student and associate?”

Client expectations are also evolving.

“Since COVID, there’s been … less meetings

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match that capability. “We really need to … be competitive with those firms coming in.”

Wellness is another area Fraser prioritizes. “We regularly have health and wellness workshops … [to] really try and help educate lawyers, remove the stigma,” she says. The firm promotes wellness through events and firm-wide social gatherings and offers extended maternity and paternity leave. “The social side is a big part of wellness,” she adds.

For young lawyers looking to succeed in the profession, Fraser offers blunt but practical advice. “You spend a long time in school … [and] you come out, you maybe think you know a lot, but I’d say you really don’t know much about working,” she says.

“Rely on your common sense and good judgment – those are … very important, maybe sometimes undervalued skills.”

GROWTH AT AIRD & BERLIS

Vancouver office: The firm is located at 701 West Georgia St. in the heart of downtown Vancouver.

Vancouver team: The new office houses 12 lawyers who practise Aboriginal law, financial services, real estate, corporate law, and more.

Indigenous practice group: The newly established group has Aboriginal law expertise across Canada and experience working alongside Indigenous Peoples, organizations, and governments.

Bench strength: The firm now has more than 260 lawyers and continues to grow, including the recent addition of Jennifer Shayko, co-leader of the Franchising Group. She previously worked in-house at Recipe Unlimited Corporation.

She also encourages new lawyers to seek mentorship early.

Her final piece of advice is simple but firm: “Treat everyone with respect… This is not a time to be rude [or] aggressive… It’s very important to be respectful and deal [with people] properly.”

UPFRONT

OPINION

The best way to reduce turnover Leading firms are where top talent doesn’t just work but wants to stay and grow IMAGINE A law firm where lawyers, paralegals, and support staff operate at peak performance, not because they have to, but because they want to: a firm where jobs become careers and employees become invested stakeholders who are engaged, supported, growing, and delivering. What makes this possible? Four fundamental C’s: Care, Context, Clarity, and Coaching.

Care: the two-way superpower Lawyers don’t just want a paycheque – they want a purposeful career. Firms don’t want employees who clock in – they want people who grow with them. The desire of both intersects when both parties care about one another and are on the same team. Despite what it sounds like, “care” isn’t a soft skill; it’s one of the most powerful leadership strategies for the most seasoned, effective, and mature leaders.

What does this look like in practice?

It starts with listening: leadership asks questions to understand what motivates their lawyers and excites them about their work, and what thriving looks and feels like. It is built on noticing: it seems simple, although it’s not always easy, to see what is unsaid, notice changes to typical behaviour, and inquire why that may be. The earliest signs of disengagement are observable before they’re audible. Care is also shown by acting: if firms want lawyers to demonstrate care, purpose, and engagement, leaders need to show and not tell by modelling the way consistently and visibly. Gravity forces things downhill, including culture.

Context: impact and transparency The most successful firms function like orchestras, each member in sync with the bigger picture. Exceptional firms prioritize transparency, ensuring everyone (from junior associates to senior counsel to administrative staff) understands firm goals, client expectations, and industry trends. They answer the question: Why does this work matter in the context of the firm ecosystem?

By providing lawyers with context for how their work impacts the firm and the effects of delivering or not delivering on their role, they are positioned to take ownership of what they do. As their ownership of results grows, they can enjoy more autonomy in how they do their work as the trust between them and the firm grows.

Clarity: precision in expectations – both ways Uncertainty is the enemy of efficiency. In an industry where precision is paramount, unclear expectations can lead to costly mistakes, burnout, and disengagement of even top-performing lawyers. The best firms clearly define roles, implement structured and unstructured feedback loops, and consistently recognize lawyers who achieve or surpass expectations.

Exceptional firms implement this in both directions. They explain what is expected of their lawyers and go the extra length to make clear what lawyers can expect from the firm and its leadership.

This mutual clarity (and accountability)

fosters trust, which, in turn, strengthens commitment.

Coaching: growth as a process, not an event Lawyers must keep learning and evolving to perform at their best. While junior associates start by consuming mentorship and eventually may become mentors, coaching is a strategic tool that fuels continuous growth at every level. Top-performing law firms invest in mentorship, professional development, leadership training, and coaching, creating an ecosystem where learning never stops.

Exceptional firms not only provide professional coaching services to their lawyers but train all firm members in basic coaching principles so that the magic that makes coaching such an effective tool infuses the firm’s culture. Whether through formal training programs or casual coffee chats, coaching fosters a culture of collaboration, ensuring that every individual has the tools to excel.

Ultimately…

While legal talent may be a baseline for a top-performing firm, high engagement and retention give a firm a competitive edge.

When lawyers and firm leaders are mutually and personally invested, understand their roles in the larger framework, have clear and consistent expectations, and receive ongoing coaching through formal and informal channels, their performance soars.

The result is sustained top-performing teams, stronger client relationships, and a firm that doesn’t just compete but leads. Leaning on these principles, especially in an era where law firms face unprecedented potential for disruption, will not only retain top talent but also redefine who leads in the legal industry.

Lejla Pekaric is the chief of growth/COO at YLaw, an award-winning and the fastestgrowing family law firm in BC. She has over 10 years in senior leadership roles in national and regional high-growth firms.

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PERSONAL INJURY BOUTIQUES

2025 Canada’s best personal injury law firms are bracing for disruption and leading through it

CONTENTS

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Feature article............................................................ 16 Methodology ............................................................. 18 Top Personal Injury Boutiques 2025 ...................... 29

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THE FUTURE IS PERSONAL (INJURY) THE TERRAIN of personal injury law in Canada is changing as legislative reform and increasingly complex claims have created fresh barriers for injured clients seeking compensation. But amid these headwinds, the country’s top personal injury law firms are refusing to retreat. Instead, they’re doubling down on their core mission: fighting for fair outcomes, preserving access to justice, and supporting clients whose lives have been upended by injury.

The pace of change in personal injury law has accelerated, and Canadian Lawyer’s 2025 award winners have all adapted.

From proposed civil litigation reforms and

looming changes to Ontario’s auto insurance scheme to increasing case complexity and the adoption of AI in legal practice, the pressure to push forward has never been greater.

The country’s leaders at the personal injury bar are closely watching as trends unfold around: • historic shift in damages for fatality claims: A pair of recent decisions, Moore v. 7595611 Canada Corp. (2021) and Gill v. Toor (2024), has pushed Ontario’s courts into new territory when it comes to compensating for the loss of

BY THE NUMBERS: PERSONAL INJURY LAW IN CANADA $21.5B: projected revenue for law firms in 2025, reflecting a compound annual growth rate (CAGR) of 2.6% over the past five years 29%: proportion of firms planning to increase investment in legal-specific technology in 2025, indicating a significant move toward digital transformation 90%: estimated percentage of personal injury cases in Ontario that settle out of court, highlighting the prevalence of settlements over trials 2,043: number of CL readers who contributed to the selection process for the 2025 Top Personal Injury Boutiques, underscoring the community’s engagement in recognizing excellence 1,931: number of motor vehicle fatalities in Canada in 2022, marking a 6.0% increase from 2021 and the second-highest count in the past decade Sources: Various, including Thomson Reuters Institute, Legalweek 2025: Increased Law Firm Tech Investment Means Increased Tech Metrics Collection; Transport Canada, Canadian Motor Vehicle Traffic Collision Statistics: 2021; IBISWorld, Law Firms in Canada – Market Research Report (2015–2030); McNally Gervan, “How Many Personal Injury Cases Go to Trial in Ontario?”

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care, companionship, and guidance. For decades, $100,000 per claimant was seen as the informal ceiling. That changed with Moore, where each parent was awarded $250,000, setting a new high watermark in Ontario. The Court of Appeal upheld the award and affirmed that no legislated or common law cap applied to these damages.

For personal injury lawyers, the shift may prompt a rethink of how fatality claims are assessed, negotiated, and resolved.

• tech changing the litigation game: With dashcams, digital video, and airbag sensor data now influencing up to 40 percent of cases, tech is reshaping how fault is determined, shifting the focus from witness credibility to hard data

“Our legacy of experience in the courtroom, 90 years of loving the work, has paid off in what we do and how we do it” Stephen D’Agostino, Thomson Rogers LLP

Real life counsel.

Rewarded.

90 years of advocating for our clients has shaped our focus.

And our success.

We are honoured to be recognized as one of Canada’s Top 10 Personal Injury Boutiques

by Canadian Lawyer Magazine.

TF: 1.888.223.0448 trlaw.com www.canadianlawyermag.com 17

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“Our trauma-informed way of lawyering has been really important, and we take our responsibility to our clients and our role in the litigation process very seriously” Rose Leto, Neinstein Personal Injury Lawyers

and requiring lawyers to rethink how they prepare, challenge, and present liability evidence.

• backlogs and shrinking legal pathways: With court delays in Ontario stretching into 2026 and provinces such as British Columbia limiting the right to sue in auto cases, lawyers are facing systemic pressures that threaten timely justice and the viability of auto-based practices, forcing firms to rethink strategy, caseload mix, and long-term sustainability.

As Ontario prepares for major changes to its no-fault accident benefits system, and with British Columbia already operating under no-fault and Alberta planning to adopt a similar model in 2027, the top firms vow to advocate fiercely for innocent accident victims to receive fair and reasonable compensation. Add in the long-term implications of self-driving vehicles, and it’s no surprise that personal injury heavyweight McLeish Orlando’s principal partner, Dale Orlando, doesn’t mince words.

“Ultimately, personal injury may be an area of law that largely disappears. About 80 percent of our cases are auto-related, and across Canada, we’re seeing a restriction in tort rights,” he says. “If we go out of business because people aren’t getting hurt, that is a great thing for society. But if it’s because people lose the right to sue, that’s a different story.”

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That tension between progress and erosion makes it more critical than ever to celebrate the firms doing this work at the highest level.

To identify the best personal injury firms in Ontario, Western Canada, and Atlantic Canada, Canadian Lawyer invited readers to vote for the firms they trust the most. Over 2,000 respondents ranked 79 notable nominees from a curated list and nominated firms not already included. Eligible firms must have earned most of their revenue from personal injury work.

CL’s editorial team scored the results using a points system that weighed vote volume and ranking position. Based on those scores, firms were grouped by region into the Top 10 in Ontario and the Top 5 in both Western Canada and Atlantic Canada.

The final list also considered Lexpert peer survey data, where applicable, feedback from senior members of the bar, and regional diversity, ensuring the rankings reflect reach and respect.

Best personal injury law firms on the frontlines of change All 20 distinguished law firms are stepping into uncertainty with passion and purpose.

They’re confronting various challenges and trends while charting their own course.

Several long-time stalwarts of CL’s annual list and one first-time winner offer a glimpse into how they’re responding to what comes next.

METHODOLOGY Earlier this year, Canadian Lawyer asked readers from across Canada to vote on personal injury firms. They were asked to rank the top firms from a preliminary list, with a chance to nominate a firm that was not on the list.

To be considered in the vote, firms were required to have the majority of their business come from personal injury work. The final rankings were determined through a points system in which firms were rewarded on a sliding scale for the number of votes by ranking. The winners were categorized by geography, including the Top 10 in Ontario and the Top 5 in Western and Atlantic Canada.

The quantitative results were combined with the Lexpert peer survey results, where applicable, along with feedback from respected senior members of the bar and regional diversity considerations.

Aaron Waxman & Associates “The future of personal injury law, especially in Ontario, is in many ways a moving target,” says founder and principal lawyer Aaron Waxman, whose firm is newly recognized in the rankings. “But if there’s one constant, the changes don’t tend to favour the everyday person, unfortunately.”

• The firm emphasizes meticulous preparation, building cases with clarity and credibility to ensure clients are seen and heard in a system that often overlooks them.

Neinstein Personal Injury Lawyers “The world is changing; we have AI and social media, and they’ve changed how we raise our families and practice law,” partner Rose Leto says. “At our firm, we’ve recognized that, and we’re adapting our litiga-

tion and the role of our lawyers to meet the changing needs of society.”

complex cases, and that’s where we believe the future of personal injury law is headed.”

• The firm is proactively adapting litigation strategies to address technological advancements and societal shifts, including taking on social media giants to advocate for change and protect future generations.

• The firm concentrates on complex, highvalue litigation, directing its resources toward cases that require long-term strategy, expert advocacy, and a deep understanding of life-altering injuries.

Wagners Law Firm Thomson Rogers LLP “We’re not competing with every new firm in the space,” says managing partner Stephen D’Agostino. “Our focus is on the most

“What we’re seeing is a move into different areas of personal injury, away from the traditional car crash, rear-end collision cases and into other areas where people

need assistance, such as class actions and medical malpractice,” observes Raymond F. Wagner, KC, founder and principal.

“Interestingly, a growing area in our firm is dog bites.”

• To ensure stability, the firm is diversifying into emerging areas within the personal injury space, including snowmobile and boating accidents.

Bogoroch & Associates LLP “We’re at a turning point in the history of personal injury litigation in this province

THANK YOU When we were first recognized as a top Personal Injury Boutique in 2011, we promised to make every effort to stay at the top. Fourteen years later we still are.

Thank you to our colleagues, clients, friends, and especially our clerks and support team.

www.hshlawyers.com

833 409 0946

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FAST FACTS ON ONTARIO’S PROPOSED REFORMS TO THE RULES OF CIVIL PROCEDURE Elimination or restriction of examinations for discovery, shifting litigation toward a more paper-based process and reducing opportunities for oral advocacy Greater emphasis on early resolution and efficiency, with changes designed to streamline pre-trial steps and reduce time to trial, potentially at the cost of thorough case development Risk of accelerated timelines for complex cases, raising concerns that plaintiffs may be pushed to settle or proceed to trial before their injuries are fully understood or resolved

“We approach every file knowing that the everyday person, our client, may not get the benefit of the doubt.

So we have to work harder to build the case, to marshal the evidence, and to tell that client’s story with clarity and credibility” Aaron Waxman, Aaron Waxman & Associates

[Ontario],” states managing partner Richard Bogoroch. “With the changes to the accident benefits schedule set for July 2026 and the proposals to completely revamp the Rules of Civil Procedure, the practice as we know it will be forever changed.”

Partner Heidi Brown adds, “We’re going to fight hard to ensure that access to justice for vulnerable people remains front and centre for the government and the decisionmakers driving these changes.”

• The firm is actively educating clients about the upcoming accident benefit changes and analyzing proposed civil procedure reforms while advocating to protect access to justice.

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Oatley Vigmond LLP “We do not anticipate any major changes affecting the insurance industry. However, there may be some significant changes coming to the Rules of Civil Procedure,” says partner Rob Durante. “While the changes will have an effect on the procedural aspects of personal injury litigation, they will not affect how we approach our cases, and the rule changes will not affect our ability to deliver exceptional legal representation to our clients.”

• Two firm partners are currently working with The Advocates’ Society and the Ontario Trial Lawyers Association to prepare formal submissions addressing some of the proposed rule changes that could impact access to justice.

What sets the top personal injury law firms apart All seven of these celebrated firms operate at the highest level of advocacy. However, each brings something unique regarding the values that shape their work. Whether it’s trial excellence, client care, innovation, or integrity, these firms lead with purpose and back it up through results.

McLeish Orlando LLP “We try to persuade political decision-makers about the need for a tort system and to not have clients live the rest of their lives in a complex regulatory, first-party system where there’s no light at the end of the tunnel, no day in court,” says Orlando. “Without tort, they don’t get that closure. And generally, they don’t receive the same level of compensation they would under a tort system.”

• Through political advocacy and a dedicated AI committee, the firm is working to influence policy while staying on the leading edge of how personal injury law will be practised in the years ahead.

Ninety years of standing strong As Thomson Rogers clocks up nine decades in 2025, the firm continues to stand out for its ability to lead the most complex personal injury cases with clarity, consistency, and a deep sense of purpose.

At the heart of that work is a balance the firm knows well: empathy for what clients are going through, and the assertiveness needed to fight for what they deserve.

“Lawyers deal with people who’ve had the worst day of their lives,” says D’Agostino.

“Empathy is non-negotiable. But without fully asserting our clients’ rights, we won’t get them the justice they require.”

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That combination of compassion and confidence isn’t new; it’s been built over nearly a century of experience, and it continues to guide the firm’s approach today.

“What we’re known for are the biggest and most complex cases,” D’Agostino adds.

“Clients recognize that and come to us because they trust our experience and judgment in high-stakes situations.”

A legal peer says, “The lawyers who have carriage are the lawyers who actually meet and speak with the clients. They’re aggressive, but fair, when it comes to settlements.”

Internally, Thomson Rogers holds itself to high standards of preparation and thoroughness, values that matter more than ever as new litigation rules may risk rushing cases involving serious, unresolved injuries.

D’Agostino points out that the firm’s reputation has been built the hard way, “by working hard and playing by the rules.”

That legacy continues to earn confidence from co-counsel, defence counsel, and the courts alike.

The firm’s notable cases include: • Denman v. Radovanovic is a medical malpractice case that set new standards for informed consent. In 2024, the Ontario Court of Appeal upheld an $8.5 million verdict and $3 million in costs, highlighting the serious consequences of breaching consent.

• Baker v. Blue Cross is a landmark longterm disability case where the insurer was found to have acted in bad faith. The Ontario Court of Appeal upheld the trial decision, making it Canada’s largest punitive damages award of $1.5 million.

Fearless and fighting for what’s right Bogoroch & Associates has established itself by delivering results with a rare combination of precision, empathy, and ethical rigour.

With a reputation built on deep legal expertise and a steadfast commitment to

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client care, the firm has become a touchstone in the personal injury space.

One survey respondent shared: “They make you feel like family. They treat you in a way that takes away your stress so you can function at a level to make those informed decisions you need to make.”

That kind of experience doesn’t happen by chance. Brown points to three pillars that define the firm’s client experience: • precise execution • daily compassion • unwavering integrity It’s a model built to reduce stress, not add to it. The firm works actively to counter the frustration of court delays, moving cases forward with urgency, keeping clients in the loop, and staying personally accessible at every level.

“We don’t always do what’s popular, but we do what’s right,” Brown says. “We hold ourselves to high standards and values, and we hold each other accountable.”

Bogoroch adds, “No one can truly understand the trauma and unbearable stress our clients go through, but we try our best to understand what they need. We don’t wait for them to call us, we call them. We give them regular updates and try to move the case forward as promptly as possible.”

That attentiveness matters even more in high-stakes medical malpractice cases, where emotions run high and the path to resolution can feel overwhelming. The team lead with empathy, making the legal process feel less intimidating, and providing clients with clarity when they need it most.

At the firm’s core are values that matter when things get difficult, including courage, determination, and persistence.

That foundation, paired with a deep belief in access to justice, drives the team to take on tough, deserving cases and pursue them with purpose, no matter how long or complicated the road may be.

“We try to make the process as understandable as we can, filled with compassion and recognition of what clients are going through” Richard Bogoroch, Bogoroch & Associates LLP

“We never put ourselves before the client in such things as trying to settle too early, settling for less than a reasonable amount, or talking the client into a conclusion before it’s truly reasonable” Raymond F. Wagner, KC, Wagners Law Firm

Thank you.

This recognition is shared with every person who’s trusted us to advocate on their behalf. And every colleague who’s helped us do it right.

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FAST FACTS ON ONTARIO’S 2026 AUTO INSURANCE OVERHAUL Income replacement benefits will no longer be included by default; drivers must now opt in and pay extra if they want coverage for lost income after a collision.

Standard coverage will only include medical and rehabilitation benefits, leaving many drivers exposed if they aren’t informed or aware of what they’re opting out of.

“When somebody retains us, they’ve put their faith in us.

We’ve accepted this great responsibility, and we have to meet that challenge” Dale Orlando, McLeish Orlando LLP

“If the case is meritorious based on what the experts tell us, we will pursue it with persistence, determination, and courage,” says Bogoroch. “People know when they hire us, we will fight hard for their rights.”

For Brown, what truly sets the firm apart is the depth of its relationships.

“With many of our clients, we keep in touch long after the cases are resolved,” she says. “They become very important to us in our life going forward.”

The firm’s notable cases include: • Successfully upholding a $600,000 jury verdict in Surujdeo v. Melady, where the Court of Appeal affirmed the trial judge’s instructions on standard of care and causation in a complex malpractice case.

• Securing court approval of a $10 million settlement in Bunch v. Midwife Amy Jackson et al. , a medical negligence

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case involving catastrophic birth injury following failures in fetal monitoring.

Decades of leadership built on trust Perennial top firm Oatley Vigmond has built a reputation for strong advocacy and trial experience, underpinned by preparation, integrity, and a steady focus on client care. Both legal peers and healthcare professionals describe the firm as “collaborative, compassionate, and deeply committed to clients and to the rehab experts who help support their recovery.”

Trust comes from relationships the firm has built over decades with top healthcare and rehabilitation providers. These partnerships ensure clients get the care they need and also strengthen the medical side of the firm’s legal work.

“We work with people we trust,” says Durante. “They’re experts. And honestly, the

last thing a healthcare provider wants is a lawyer telling them how to do their job.”

That kind of mutual respect goes back almost 50 years to founding partner Roger Oatley, who helped bring together medical and legal expertise in a way that changed how injury law was practised. His approach still shapes how the team work with clients and care professionals, and with each other.

Durante remembers Oatley as “the first person I knew who had a laptop at work,” a sign of the forward-thinking mindset the firm still has today.

From going paperless early on to using AI in meaningful, practical ways, Oatley Vigmond keeps evolving because, in the personal injury space, preparation, compassion, and good judgment make all the difference.

Its notable cases include: • Following a lengthy contested trial (and appeal), securing a jury award of over $7 million in Little v. Floyd Sinton Ltd., which involved a student who suffered a traumatic brain injury after jumping from a school bus. The case revealed a long-standing and dangerous tradition where Grade 8 students exited through the rear emergency door on the last day of school. While the defence argued the plaintiff was responsible for her own injuries, the jury held the adults in charge accountable.

• Winning a landmark $24 million judgment in a judge-alone trial for two young men who suffered catastrophic injuries, one a brain injury and one a spinal cord injury, in a car crash, marking the largest joint damages award in Canadian history. Two senior partners led the case in a rare joint trial, securing compensation after a lengthy, contested trial.

Trauma-informed approach Neinstein Personal Injury Lawyers consistently ranks among Canada’s top personal

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“In this business, you can only be better if you work compassionately for the people you represent. And there’s no shortage of compassion, not just among our lawyers but our staff as well” Robert Durante, Oatley Vigmond LLP

injury boutiques for its trial-tested expertise, trauma-informed client care, and resultsdriven advocacy born from medical insight and community leaders. At the heart of the firm’s work is the powerful goal of helping clients rebuild their lives.

“Our goal is to make sure clients are doing well, and doing better,” says Leto. “Because beyond this case, they have the rest of their life. That’s the priority.”

The firm’s approach springs from empathy, collaboration, and long-standing partnerships with healthcare providers.

With a trauma-informed mindset, the team ensure clients feel supported through litigation and prepared for what comes next.

That philosophy is reflected inside the firm, too. Two-thirds of its lawyers and 43 percent of support staff have been with the firm for over a decade, contributing to a culture of trust, consistency, and shared purpose. This fuels the firm’s ability to deliver results while staying closely connected to clients.

“We stand with our clients, and we help them navigate their challenges,” Leto adds.

“We advocate for them, help them access support, and make sure they never feel alone in the process.”

A survey respondent echoed that sentiment, saying, “They stop at nothing to support their clients. They work tirelessly to ensure client stories are heard and act as a member of their care team.”

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The firm’s notable cases include: • Representing Ontario’s largest school boards in a $4 billion lawsuit against major social media companies, aiming to hold them accountable for the mental health impact on students. The case underscores the firm’s growing leadership in mass torts and advocacy for systemic change.

• Successfully appealing a dismissed medical malpractice claim in Farej v. Fellows, securing a new trial for a child with a severe birth injury after exposing critical flaws in the trial judge’s reasoning on standard of care and causation.

Trial-ready advocacy McLeish Orlando continues to lead as one of Canada’s top personal injury boutiques, known for its trial strength, client-first philosophy, and a reputation built on compassion, innovation, and consistently outstanding results.

“The lawyers are creative, organized, and hard-working,” one peer says. “But most importantly, they use tactics and strategy to full advantage, and they prepare every case from the start as if it’s going to trial.”

That level of preparation begins with case selection. The firm takes on only the most serious and life-altering injuries, where the need for trusted advocacy is greatest.

Every case is treated with profound respect,

with the team recognizing the weight of the responsibility clients place in their hands.

“We leave no stone unturned,” says Orlando. “We spend every dollar we need to spend to prepare the case so that we’re ready to meet whatever defence the insurance industry comes up with.”

That sense of duty drives everything they do, from rigorous preparation and careful financial investment to a refusal to cut corners for convenience. It’s a deliberate, detail-focused approach that includes filing claims promptly, securing key records early, and advancing files steadily and strategically.

Serious injury claims can take years to fully understand, especially when it comes to the medical picture. That’s why the team build each case from day one with urgency and care, sending a clear signal to insurers and defence counsel that they’re prepared.

“We want to be in a position to tell the court we’re ready for trial,” Orlando adds.

“Not because we want to try every case, but because that’s how we get fair and reasonable offers.”

On a mission beyond the case With regional roots in Nova Scotia, Wagners has earned national recognition as one of Canada’s top personal injury boutiques, respected for its trial and appellate expertise, innovative legal strategy, and deep connection to the communities it serves.

Empathy and a desire to create meaningful impact drives the firm’s approach.

“From the first consultation to the final resolution of a case, the firm demonstrates a deep commitment to its clients, combining experience, compassion, and relentless dedication,” one survey participant says.

That dedication shows up not just in how they support individual clients but in how they think about the broader purpose of their work.

“If we can find that piece, where we can make a change to benefit others from the

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Justice with dignity & tenacity BergeronClifford.Com Consistently Ranked as a Top 10 Injury Law Firm in Ontario

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litigation of the harm that has happened to our client, then we pursue that,” says Wagner.

It’s a principle that shapes how they work, which includes no shortcuts, no premature settlements, and no compromises when it comes to client outcomes. Instead, the firm moves cases forward strategically, always prepared to go to trial, knowing that real pressure often leads to real results.

“If we do good things for the client, the good things will happen to us,” Wagner says. “We never put ourselves before the client. What’s most important is what’s best for them.”

The firm’s notable cases include: • In 2024, the firm pursued and resolved complex, multi-party medical negligence

litigation, including actions alleging surgical error in the context of successive procedures; obstetrical negligence, including mismanagement of shoulder dystocia resulting in brachial plexus injuries; and erroneous prescribing practices, including those resulting in major morbidity and death.

• A class action lawsuit has been certified against the Town of Deer Lake and Corner Brook Pulp and Paper Limited, alleging that defects in the design, development, oversight, and operation of the Humber Canal have caused excessive water seepage, resulting in property damage, flooding, and mould for residents downstream.

The Newfoundland and Labrador Court of Appeal’s March 6, 2025 decision allows the case to proceed to trial in the Supreme

CAROL BIERBRIER & ASSOCIATES

F

Court of Newfoundland and Labrador, where issues of liability and damages will be determined.

Earning respect by being ready Aaron Waxman & Associates has become one of Ontario’s Top 10 Personal Injury Law Boutiques through attentive client service, strong litigation experience, and a commitment to practical, results-focused advocacy.

Voters cited the firm’s “excellent litigation experience coupled with a goal of achieving practical results” as a key reason it remains a trusted leader in the field. But for Waxman, results don’t have to mean years of costly, drawn-out court battles.

“Clients want outcomes, but they also value resolution,” he says. “And often, the real adversary isn’t the other side, it’s time.”

Phone: 905 882 6947 Email: info@cbafuturecare.com Website: cbafuturecare.com

ounded in 1998 by Carol Bierbrier, Carol Bierbrier & Associates (CBA) has earned a national reputation for excellence in life care planning. With a foundation rooted in integrity, fairness, and balance, CBA has become a trusted resource for both plaintiff and defence counsel across Canada. The firm is recognized for providing impartial, evidence-based expert testimony that withstands legal scrutiny in complex personal injury litigation.

At the heart of CBA’s success is a team of highly experienced consultants, each bringing decades of clinical and medical legal expertise. Their work is grounded in a deep understanding of healthcare, rehabilitation, and litigation, enabling the development of comprehensive, defensible future care reports and cost projections. This rigorous approach has positioned CBA as a leader in personal injury damage quantification and a key partner in achieving fair outcomes for injured individuals.

With a longstanding commitment to professional excellence, CBA continues to set the standard in life care planning across Ontario and throughout Canada.

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That’s why the firm treats mediation as a strategic tool, not a fallback. Claims are filed quickly, evidence is gathered without delay, and insurers are invited to the table early with full transparency. This approach has reshaped how insurers respond.

“Because we’re candid, and because we’ve built a reputation for being prepared, insurance companies know we’re serious, and that gives our clients real options,” Waxman explains.

At the core of the firm’s work are values that guide every interaction, notably empathy, candour, and efficiency. Lawyers are expected to be clear, honest, and human, even when the answers may be hard to hear.

“You can’t sugarcoat things or hide behind legalese,” he says. “You have to give the truth with some measure of humanity.”

That clarity is matched by a culture of accessibility. Clients can reach their lawyers directly, and Waxman leads by example, often fielding calls before and after business hours, even stepping in to ease concerns when other lawyers are tied up.

“We want things to be professional, but we also want them to be comfortable,” he says. “Our clients should feel heard, supported, and most of all, respected.”

The firm’s notable cases in the past year include:

TOP PERSONAL INJURY BOUTIQUES 2025

• In Samaroo v. Commonwell (LAT decision), the firm successfully argued entitlement to Pre-104 income replacement benefits and certain treatment plans for the applicant.

• Successfully argued in Randle (WSIAT decision) that the plaintiff injured while asleep in the back of his work truck at the time of the motor vehicle accident was not statute barred by the WSIB from maintaining his right to sue in the Ontario Superior Court of Justice.

ONTARIO

Gluckstein Lawyers/Jellinek Ellis Gluckstein Lawyers (Toronto)

Aaron Waxman & Associates Professional Corporation (North York)

Phone: 416 408 4252 Email: info@gluckstein.com Website: gluckstein.com

Phone: (416) 661 4878 Email: awaxman@awaxmanlaw.ca Website: awaxmanlaw.ca Bogoroch & Associates LLP (Toronto) Phone: 416 599 1700 Email: info@bogoroch.com Website: bogoroch.com

Howie, Sacks & Henry LLP (Toronto) Phone: 1 833 862 8143 Email: info@hshlawyers.com Website: hshlawyers.com

WEST James H. Brown & Associates (Edmonton)

Boland Romaine LLP (Aurora, Toronto)

Phone: 780 428 0088 Email: info@jameshbrown.com Website: jameshbrown.com

Phone: 844 837 6583 Email: info@bolandromaine.com Website: bolandromaine.com

Pacific Medical Law (Vancouver)

McLeish Orlando Lawyers LLP (Toronto, Barrie, Hamilton, Kitchener, St. Catharines, Sault Ste. Marie) Phone: 866-665-1512 Email: info@mollp.com Website: mcleishorlando.com

Neinstein Personal Injury Lawyers (Toronto)

Phone: 1 604 685 2361 Email: info@pacificmedicallaw.ca Website: pacificmedicallaw.ca Cuming & Gillespie LLP (Calgary) Slater Vecchio LLP (Vancouver) Weir Bowen LLP (Edmonton)

EAST Fidelis Law Droit (Moncton, NB)

Phone: 416 920 4242 Email: info@neinstein.com Website: neinsteinlaw.com

Phone: (506) 804 2054 Email: jrobichaud@fidelislaw.ca Website: fidelislaw.ca

Oatley Vigmond Personal Injury Lawyers (Barrie, Toronto, Hamilton, North Bay, North York)

MacGillivray Injury and Insurance Law (Halifax, New Glasgow, NS, St. John’s, NL, Moncton, NB)

Phone: 888-662-2481 Email: info@oatleyvigmond.com Website: oatleyvigmond.com

Phone: 1 888 434 0398 Email: inquire@macgillivraylaw.com Website: macgillivraylaw.com

Thomson Rogers LLP (Toronto)

Valent Legal (Halifax, NS)

Phone: 416-868-3100 Email: info@trlaw.com Website: trlaw.com

Phone: 1 844 943 2532 Email: info@valentlegal.ca Website: valentlegal.ca

Bergeron Clifford Injury Lawyers (Kingston, Ottawa, Carleton Place, Perth, Pembroke)

Wagners Law Firm (Halifax, NS)

Phone: 613 384 5886 Email: injurylaw@bergeronclifford.com Website: bergeronclifford.com

Phone: 902 425 7330 Email: seriousinjury@wagners.co Website: wagners.co Budden Hiscock Lawyers (St. John’s)

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LEGAL REPORT

FAMILY LAW

Legal tech adds order to family-law chaos Family lawyers tell Branislav Urosevic how they are using tech to make the process faster, cleaner, and more affordable

LEGAL TECHNOLOGY can help lawyers and clients by making legal processes cheaper, shorter, more convenient, and less stressful. According to lawyers and tech innovators, family law is one area where this transformation has been most apparent.

Technology is reshaping how family law is practised in Canada, from gathering and presenting evidence to managing correspondence between former spouses and calculating spousal or child support.

Evidence is easier to gather and present One of the most significant benefits of legal tech in family law is the ability to gather evidence more easily. Since much of the communication between former partners happens via text or phone, that correspondence is now easier to document, says Christine Ashbourne, a family lawyer at Torkin Manes LLP. She says technology facilitates evidence gathering, which can shorten or simplify the court process.

Erin Chaiton-Murray, a partner at family law boutique Murray Lawson LLP, says technology is benefiting family lawyers perhaps even more than those practising in other areas of law. Family law clients often rely on electronic communication with former spouses, making accessing records of their interactions easier.

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“There are multiple apps you can use to essentially download all of the text communication from a phone between your client and their former spouse. You can easily gather all of the texts in preparation for a trial or to use as evidence in their case,” Chaiton-Murray says.

Tali Green, CEO of legal tech platform Goodfact, which builds case chronologies for litigators, says family law was

it all into some coherent order because family law is all about what happened, who’s responsible for what, who said what,” she says.

Electronic trials save time and resources Martha McCarthy, founding partner of McCarthy Hansen & Company LLP, says technology has also revolutionized how

“That’s a big difference from how a lot of legal practice – certainly family law – used to be. Everything was very paper-heavy” Erin Chaiton-Murray, Murray Lawson LLP one of her primary focus areas when developing tools to extract and organize documentation.

She says that family law differs from other areas because it’s documentation-heavy. She adds that family law consistently involves managing large volumes of material – emails, text messages, social media posts, financial records, medical documents, etc.

“There needs to be some way for these lawyers to make sense of all that and put

evidence is presented in court. Despite some resistance to virtual trials, she believes the advantages are undeniable.

“Nobody talks about how much quieter the courtroom is when there is no one shuffling paper or how much quicker the process is because you are not walking around the courtroom with three copies of each document that you’re showing a witness,” she says.

McCarthy adds that electronic trials have made the practice more sustainable,

significantly reducing the need for printing and photocopying.

Meanwhile, while technology can streamline processes, it has not reduced the emotional tension often present in family law.

She says that the professionalism of counsel is still the most important factor in reducing the tensions in the courtroom, and the parties’ circumstances still determine how heated the atmosphere gets. “It’s about the issues between the parties. It’s about the circumstances of the relationship; it’s not really about physical presence in the courtroom,” McCarthy says.

Technology also has downsides, and

“Nobody talks about how much quieter the courtroom is when there is no one shuffling paper” Martha McCarthy, McCarthy Hansen & Company LLP Ashbourne says texting and instant messaging apps have led to a decline in civility between separating partners.

“People write things so quickly.

Everybody communicates via text, emails, or social media … and often forget that what they write can be memorialized

and potentially seen by a judge one day,” she says.

“There have been many positive developments, but the darker side [of the use of technology] is that people are not always as civil as they should be in their communications,” she adds.

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LEGAL REPORT

FAMILY LAW

McCarthy says the apps can reduce anxiety for people who dread interacting with their former partner.

“They’re mostly designed for highconflict people – people who are fighting all the time. But they’re also good for people who are maybe anxious or get stressed out by the communication,” she says.

They also benefit individuals with a history of inappropriate or abusive communication.

“They’re good for people who are badly behaved or abusive to their former spouse, but only if no one’s watching,” she says, adding that these apps usually include fail-safe features that prevent users from deleting messages.

The apps also provide accountability.

“There’s a permanent record of how many times you ask the person to pay for the skating lessons for the child.

Sometimes, you are not fighting, but unless you send the bill four times, the other person never pays for the kid’s skating lessons,” McCarthy explains.

HOW TECH IS CHANGING FAMILY LAW

Virtual tools are making law more accessible Faster evidence collection

Easier courtroom presentation

Lower legal costs

Moderated communication apps can reduce conflict McCarthy and Chaiton-Murray both say that courts and lawyers often recommend using apps designed for co-parenting communication to help address civility.

Chaiton-Murray says these apps streamline exchanges and give lawyers easier access to records when needed. Some also include built-in filters to flag hostile language.

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Smarter co-parenting apps

Virtual access to lawyers

“If the tone is negative or inappropriate, it flags the communication and encourages the user to reframe or to rewrite,” she says.

While she says the apps are not perfect, she sees a clear benefit in having a single, dedicated channel for communication with a former spouse. “I think that’s helpful for people who maybe don’t want their personal email or text messages clogged up with communication from their former spouse,” she says.

Legal technology has improved both efficiency and accessibility – particularly over the past five years, says Chaiton-Murray.

“That’s a big difference from how a lot of legal practice – certainly family law – used to be. Everything was very paper-heavy,” she explains.

The ability to meet clients and attend court virtually, combined with electronic records and digital signatures, has made the process more accessible. “You can now have a quick meeting with your lawyer without taking half of your day to come into the office just to sign a document,” she says.

Clients no longer have to find and deliver physical copies for evidence collection. “Now, clients can collect and share documents electronically, and we can easily

review and assemble evidence that way,” she says.

These digital changes are also helping clients save money, says Lindsey Mazza, a former family lawyer turned motivational speaker.

Virtual court attendance can significantly cut costs for parents juggling work and childcare.

“Lawyers charge at an hourly rate, so if I’m attending court in person and I’m stuck on a list for eight hours, clients are paying for a full day,” she explains. “But when you’re attending virtually, you’re only billing for

“It saves the lawyer time – and saves the client money” Lindsey Mazza, former family lawyer the time you’re actually on screen. So it’s costing people a fraction of the money.”

She adds that legal software can reduce billable hours through automation.

Built-in support calculators allow lawyers to plug in scenarios and get real-time results. Drafting contracts is also quicker

with pre-generated clauses that lawyers can tailor to client needs.

“Instead of building a 20-page contract from scratch, lawyers can select from a range of pre-generated clauses and tailor them to the client’s needs,” she says. “It saves the lawyer time – and saves the client money.”

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FEATURE

INHOUSE PROFILES

Best of InHouse interviews Our sister publication, Lexpert, profiles in-house counsel regularly online at lexpert.ca/news/in-house-lawyer.

Below is a selection of profiles featured by Lexpert this year

MARTIN BANACH Company: Toronto Parking Authority Title: Legal Counsel Leading legal strategy on complex infrastructure and public law matters Martin Banach is no stranger to navigating the legal complexities of

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municipal governance. As a solicitor in the City of Toronto’s municipal law group, he’s embedded in the daily operations of the Toronto Parking Authority (TPA), a role that places him at the intersection of public service and commercial enterprise.

“I’m the dedicated counsel for the Toronto Parking Authority,” he explains. “It’s a unique organization because it has to walk a line between being a municipal public service and operating as a commercial entity, including running private parking lots.”

Banach’s responsibilities span governance, contract negotiation, and regulatory compliance. “One of the unique challenges about advising a public sector client is toggling between items that there’s absolutely no give on … and those that are more open to negotiation or interpretation,” he says. At TPA, he’s handled contracts for advanced parking systems. “The risk appetite and considerations of a municipal organization will inherently be different than those faced in the private sector,”

he says. “What makes it particularly unique is ensuring that the lines between public and private interests don’t get blurred.”

With TPA expanding EV charging and bike-share programs, Banach aims to enable innovation while maintaining compliance.

“I try to lead with ‘yes’ where possible, then add the necessary guardrails,” he says. “It’s about building credibility.” He applies this to AI trends, where privacy and cybersecurity concerns dominate. Municipal Freedom of Information and Protection of Privacy Act “compliance … or the city’s policies on generative AI tools like ChatGPT – those are significant considerations.”

Banach sees legal counsel evolving alongside innovation. “You’re almost building the legal bridge as the client walks across it,” he says. “Being an in-house lawyer means being embedded in decision-making.” For aspiring counsel, he adds: “You’re not just a lawyer; you’re part of the team. And that’s what makes the work meaningful.”

ERIN WILEY Company: Hiive Title: Vice President and Deputy General Counsel Guiding Hiive’s legal strategy in private securities trading Erin Wiley’s transition from private practice to in-house legal leadership was a strategic move for her to engage more deeply with clients and their businesses. After nearly

JENNIFER SHAYKO Company: Recipe Unlimited Corporation Title: Associate General Counsel (former) Integrating legal expertise with business strategy across 20+ brands As associate general counsel at Recipe Unlimited, Jennifer Shayko oversaw the legal

a decade in big law, she sought a role that combined legal expertise with business strategy. This led her through positions in fintech, major banks, Shopify, and now to Hiive, where she serves as vice president and deputy general counsel.

Hiive operates in the complex and regulated realm of private securities trading.

Wiley emphasizes, “We live and breathe our legal and compliance posture in everything that we do.” Unlike tech companies where legal considerations might be secondary, Hiive’s foundation relies on robust legal and compliance functions. “Rather than being a blocker or an afterthought, we are very much linked-arms with our key business stakeholders every step of the way,” she adds.

The company’s platform addresses a significant market gap by facilitating the trading of private securities, traditionally managed through opaque and manual processes. Wiley explains, “There was really this gap in the market... We operate a marketplace platform ... [connecting] buyers and sellers of stock in venture-backed

pre-IPO ‘unicorn’ companies, allowing for liquidity in the market.” This innovation enables employees of these companies to realize liquidity from their compensation, which was previously contingent on events like public offerings or acquisitions.

Navigating the intersection of technology and securities law presents ongoing challenges. Wiley notes, “Securities law is one of the reasons why I came to Hiive... Our broker-dealer is FINRA- and SEC-registered in the United States. It is also an exempt market dealer in Ontario and BC.” As Hiive expands, her team remains vigilant about compliance across various jurisdictions.

Beyond securities, Wiley’s team oversees privacy, employment law, commercial contracts, and product counselling. She is particularly focused on integrating legal considerations early in product development, noting, “One of the areas I’m excited about building at Hiive is a really robust product counselling function.” Her approach involves framing legal issues in terms of risk and collaborating closely with business leaders to balance innovation with compliance.

responsibilities for over 20 brands, including Swiss Chalet, Harvey’s, and New York Fries.

Each brand operates independently with its own personnel, presenting a diverse array of business models and operations. Shayko managed a complex legal landscape that spans international jurisdictions, handling rapid deal volumes across these brands.

Upon joining Recipe in 2017, Shayko’s mandate was clear: streamline, automate, and digitize processes to meet the demands of a rapidly evolving business environment.

She aimed to modernize the legal department by leveraging technology and efficiency tools.

Despite her legal background, Shayko saw her role as requiring deep business integration and regularly interfacing with non-legal teams in construction, real estate, leasing, and HR. Before transitioning to in-house counsel, Shayko began her legal career at major firms like Osler, Hoskin & Harcourt LLP and Sotos LLP. She specialized in franchise litigation at Sotos, where she dealt with disputes that

often featured a blend of commercial drama and relational tension. This experience proved essential in managing the inevitable disputes within Recipe’s vast network. Shayko emphasized resolving issues amicably to protect the network’s integrity, understanding the perspectives of franchisees, and seeking resolution without escalating to litigation.

Operating in multiple jurisdictions, including the US and India, Shayko faced regulatory hurdles that differ vastly across borders. In the US, she played a key role in creating the infrastructure necessary for Recipe to operate corporately, coordinating efforts across tax, finance, and HR. For markets like India, she relied on master franchise agreements, localized by external counsel familiar with the country’s regulatory and business environment.

Shayko’s strategic use of external partners highlighted her approach to managing Recipe’s legal and business strategy, ensuring seamless operations across diverse markets and brands.

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FEATURE

INHOUSE INTERVIEWS

DINESH RAMANATHAN Company: Fengate Asset Management Title: Senior Vice President of Legal Integrating legal frameworks to drive growth and innovation Dinesh Ramanathan’s career trajectory reflects a clear vision: to craft legal frameworks that safeguard and propel business. As senior vice president of legal at Fengate Asset Management, he has shaped

MARIA PAKOZDI Company: Descartes Systems Group Title: Senior Corporate Counsel Leading global legal strategies in logistics technology Maria Pakozdi recently joined Descartes

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At Ivanhoe Cambridge, now part of CDPQ, he worked on high-level retail real estate. “Even though we’re dealing with vast sums of money,

fundamentally what we are doing is ensuring that pensioners have security,” he says.

At Fengate, he built the internal legal department for real estate from scratch, supporting more than $1 billion in transactions annually and a more than $15 billion portfolio.

His strategy rests on four pillars: integration, precedents, governance, and compliance.

“Traditionally, legal has come in at later stages in the process,” he says. “I am actively involved with structuring deals to mitigate for risk and maximize the upside.”

He revised contracts over time. “Every opportunity where there was a new contract, I used that opportunity to question whether the precedent was the best form Fengate should use going forward,” he says.

“You don’t want your president signing off on a small IT contract,” he says of governance.

On compliance: “One of the challenges … is that not everyone is aware of the intricacies of the obligations under our legacy contracts.”

Ramanathan sees AI’s promise despite its flaws. “One of the challenges with AI is hallucinations...” he says, adding, “It’s not just about avoiding risk. It’s about building something that lasts.”

Systems Group as senior corporate counsel, leading its corporate legal function. Her role spans corporate governance, compliance, and legal operations, with a focus on multijurisdictional compliance and M&A. After articling at Gowling WLG, she joined McMillan LLP, then moved in-house at RBC. “When I moved in-house at RBC right before COVID, I started working in the corporate secretariat office,” she recalls. “COVID shook the board … we needed to help the board … assess risks before it became problematic.” That experience highlighted the value of proactive governance. Later, she built a compliance function from scratch at a venture capital firm. “I knew that if an opportunity at a public company came up, I would jump at it to oversee a larger operation,” she says.

Now at Descartes, she handles securities disclosures, investor relations, and M&A. “Descartes is very active in the M&A space.

There were five acquisitions this year,” she notes. “Governance must be proactive in a dynamic way,” she explains. “The role of legal counsel is to … advise the board on a wider scope, whether these are political or regulatory issues.”

She uses templates to streamline compliance. “We’ve implemented contract templates, so no matter if you’re in Africa or Europe, this is our position,” she says. But she also relies on external expertise: “Where external counsel fails is where they don’t have the expertise, and they’re learning with you,” she warns. For a company like Descartes, she emphasizes the need for reliable local expertise to navigate unfamiliar legal landscapes.

Pakozdi views innovation as essential but risky: “The question is not whether we take risks but how we take risks in a measured way,” she says. “You need to adapt and abandon things if things go wrong.”

legal strategies across the company’s real estate and venture capital divisions.

Ramanathan began in litigation but quickly pivoted. “I wanted to build something... Litigation deals with a situation that has gotten to the point where parties can’t resolve it,” he says. Starting out at a smaller firm, he developed deal-making skills. “One of the biggest pros [of smaller firms] is that you need to be self-sufficient and understand how to be resourceful.”

MICHAEL BOWMILE Company: Coca-Cola Canada Bottling Limited Title: Vice President and General Counsel Navigating trade challenges Michael Bowmile, vice president and general counsel at Coca-Cola Canada

PATRICE WALCHWATSON Company: CPP Investments Title: Senior Managing Director, General Counsel, and Corporate Secretary Steering legal strategy and governance for one of the world’s largest pension investment managers Patrice Walch-Watson sits at the intersection of law, business, and leadership as senior

Bottling, is at the forefront of addressing the company’s economic challenges, particularly concerning trade uncertainties. While the company produces most beverages domestically, it relies on a complex North American supply chain. “There are certain goods, materials, ingredients in our products, that we may source even locally, but that at some point were in the United States,” Bowmile explains. This interconnectedness means that abrupt changes in trade policies can have significant impacts.

With the evolving landscape of tariffs, Bowmile notes, “Right now, tariffs would be the big buzzword... The Canadian government has said we are going to impose countervailing tariffs on the tariffs that the United States have announced... There’s potential for those tariffs to directly impact us.” The company is proactively preparing for various scenarios, evaluating how potential tariffs on US goods could affect costs and supply chains. Simultaneously, Bowmile emphasizes, “We are a Canadian company.

We’re Ontario incorporated. We’re owned, majority owned, by Canadians, and we manage our production here in Canada.”

In his role, Bowmile assesses legal risks, manages regulatory compliance, and strategizes around external pressures.

His responsibilities span from contract negotiations and real estate investments to labour and risk management. Reflecting on his career path, Bowmile notes that he began at Dentons, with a secondment at the Ontario Securities Commission. His initial exposure to in-house legal work was at Aecon Construction, where he observed the integral role of in-house counsel in business operations. This experience solidified his interest in becoming not just a lawyer but also a business advisor.

Personal circumstances led Bowmile to transition in-house, allowing him to balance professional and family responsibilities.

His journey underscores the importance of adaptability and proactive engagement in navigating complex trade and legal landscapes.

managing director, general counsel, and corporate secretary at CPP Investments. “I wear a number of hats in the organization, in addition to my general counsel hat,” she says, including roles on the senior investment and investment strategy and risk committees.

She leads a global team of 95 people across cities including Toronto, Mumbai, Hong Kong, New York, London, and São Paulo. “We manage through what we call a hybrid model,” she explains, balancing internal expertise with external partnerships. For compliance, the team is lean but strategically placed, led

by Katie Daniels. “Compliance needs to be fit for purpose, with an understanding of the global regulatory environment and a clear understanding of our business.”

“We are pretty leanly staffed given our size, and we work really closely with our investment teams,” she says. External firms must understand CPP Investments’ mandate and its evolving regulatory context. “What’s going on in the US right now with all of the regulatory change means that there’s regulatory change being looked at in the UK or Australia.”

Sustainability is embedded in strategy.

“When I started in this organization almost 10 years ago, we had a sustainable investing policy.”

It’s a core evaluation lens: “It can give you really good opportunities to increase the value of a portfolio company or to optimize it on its sale.”

“Generative AI is a big topic for us,” she says.

CPP Investments uses a sandbox to test legal agents while safeguarding data. “We’re always really careful about where the information is going and who has access to it.”

Walch-Watson’s advice to lawyers: “Be curious, be proactive… Take the time to get to know people and stay in touch…”

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FEATURE

INHOUSE INTERVIEWS DINA MAXWELL Company: PwC Canada Title: Chief Privacy Officer & Intellectual Property Lead Leading internal data protection and IP strategy for one of Canada’s top professional services firms Dina Maxwell’s entry into privacy law started in a newsroom. After her first year at the University of Toronto’s Faculty of Law, she worked as a reporter in New Brunswick.

Assigned to a government consultation on access to information legislation, she recalls, “To others, [it] might sound a little bit dry, but I found it fascinating.” That experience sparked an interest law school hadn’t yet ignited. “15 years later, here we are.”

When Maxwell was called to the bar in 2010, privacy law was still niche. “You didn’t necessarily have the same opportunities to focus on privacy and data in the same way that you do now,” she says. Her first role was at

LYDIA DE GUZMAN Company: Manulife Title: Head of Legal, Group Benefits Building a collaborative legal team to support innovation in group benefits at Manulife Lydia de Guzman didn’t plan to spend her legal career at Manulife. She told her first interviewer the role might be shortlived – but a four-week stint turned into a decade. Now leading the group benefits legal team, she oversees a unit that’s doubled in size and supports over three million Canadians and 28,000 employers.

“It’s a great team,” she says. “Incredibly enthusiastic … a really great attitude and willingness to take up any challenge.”

Articling at Fasken, de Guzman expected to be a litigator. “I’d bought the robes, they’re still in the closet, never been worn,” she jokes. With no litigation

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opening, she took a temporary business consultant role at Manulife. “I was asked to join the legal team here … and now it’s 10 years later,” she says.

Mentorship shaped her path. “I’ve also found there’s a lot of peer mentorship that starts to come out,” she says.

She encourages her team to embrace discomfort. “You only grow in that bit of discomfort,” she says.

She points to privacy, AI, and data governance as evolving regulatory concerns. “The regulators are … always up for a refresh,” she says. Her team leans on Manulife’s broader legal and compliance network for support. “You have folks that you can call … and they already have a fundamental understanding of the organization,” she says.

AI is integral. “There’s an expectation … that there is AI to be leveraged … that shouldn’t be something that is secondary,” she says. Her team helps shape initiatives early. “Have you

a privacy research firm. “That’s when I started getting into the study of privacy law,” she says.

But she missed litigation. “A pure research role didn’t quite feel like the right fit,” she says.

Returning to private practice, she worked in litigation but continued to build a privacy practice “off the corner of my desk.”

She later took a year off. “I felt this sense of just constantly going and going,” she says.

“It was a transformative year.” That clarity led her to PwC, where she first worked externally on GDPR compliance. Eventually, she joined in-house. “I started out as senior legal counsel, and then I was promoted to chief privacy officer,” she says.

Now, her small team oversees data protection, incident response, vendor contracts, and more. “We are very, very bought into technology,” she says. On AI: “It’s almost like you think you’re cheating a bit ... which is not the case.” She reframes in-house counsel as collaborators. “We’re here to ... foster all of their creativity and their innovation,” she says.

Maxwell reflects, “It worked out the way it was supposed to.”

considered what needs to be disclosed … how the consent is going to appear?” she asked of a recent health platform.

“I really think in-house … is a bit of a team sport effort,” she says. “It is never boring.”

Reflecting on a Canadian Law Awards inhouse lifetime achievement recognition Andrea Wood didn’t expect to win a lifetime achievement award just yet. “I feel as though I still have a lifetime ahead of me. I hope so,” she says. Receiving the Dye & Durham Award for Lifetime Achievement in the Legal Profession – In-House at the Canadian Law Awards gave her a moment to reflect: “It gave me an opportunity to look backward and think about some of the … fun things I’ve had the privilege of doing in my career.”

Now chief legal and governance officer at TELUS, Wood’s career has spanned industries.

“I’m really proud of being able to shift and learn and move from industry to industry, and to continue to evolve my knowledge of the law as needed,” she says. After starting at

Fraser and Beatty (now Dentons), she moved to Alliance Communications. “I moved from being a banking lawyer to being an entertainment lawyer,” she says. Her banking knowledge helped secure financing for Johnny Mnemonic.

Wood spent 17 years at Alliance Atlantis, becoming general counsel. “We had gone from being a private company to being a public company, so I found myself general counsel of a public company and corporate secretary to a public board,” she says. After Alliance was sold, she moved to Wind Mobile. “Within a couple of weeks of me arriving, my current employer, TELUS, wrote to the regulator, the CRTC, and said, ‘We don’t think Wind is sufficiently Canadian’ … that launched me into a five-year fight to protect Wind’s ability to continue to operate,” she says.

At TELUS, she leads a large legal team and stresses adaptability, leadership, and technological proficiency. “If there’s one thing I’m encouraging every team to do right now, it is to play with AI and to really deliberately try to learn it,” she says.

Driving global privacy, cybersecurity, and legal strategy for a telematics technology leader Deepak Iyer joined Geotab in 2024 and currently serves as the company’s legal lead.

Headquartered in Canada, Geotab is a global telematics company with more than four million connected vehicles in 160 countries. In his role, Iyer supports a wide range of legal needs for the fast-scaling organization, including responding to RFPs and negotiating agreements with customers, suppliers, and partners.

Before moving in-house, Iyer practised at boutique law firms in Toronto. His work focused on mergers and acquisitions as well as technology transactions – experience that gave him early exposure to innovation-driven businesses. He later joined the legal department at FCT, an insurance company where he specialized in data and privacy law. That role deepened his interest in helping organizations navigate complex regulatory issues while building sustainable operations.

Iyer then moved to Geotab, where he found alignment between his skills and the company’s

collaborative, dynamic legal environment.

“Geotab is unique – everyone is a generalist, exposed to every part of the company,” he notes, praising the culture fostered by the legal team and its leadership.

Geotab’s legal team relies on a group effort to stay compliant with evolving regulations, leveraging internal expertise and crossdepartmental collaboration. The team uses readiness packages and compliance resources to stay ahead of regulatory changes in markets like Brazil, the EU, and Australia. Iyer views this collaborative approach as essential, particularly given the company’s global footprint.

One of the pressing challenges Iyer faces is cybersecurity, an area he sees as inextricably tied to privacy. With new regulations emerging globally, Geotab’s strategy is to exceed baseline legal requirements to future-proof its operations. This proactive approach is guided by what Iyer calls “optionality,” ensuring flexibility across global markets. “We don’t need to apply GDPR standards to ourselves in certain jurisdictions, but we do because it’s the highest standard,” he says.

ANDREA WOOD Company: TELUS Title: Chief Legal Officer

DEEPAK IYER Company: Geotab Title: Legal Counsel

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FEATURE

INHOUSE INTERVIEWS LOUIS LEGAULT Company: Régie de l’énergie Title: Director of Legal Services From diesel mechanic to energy lawyer Louis Legault’s path to becoming general counsel at Quebec’s Régie de l’énergie spans blue-collar work to leading legal teams at Hydro-Québec, and now at the Régie, a tribunal regulating the province’s energy sector.

“I finished high school and went to work in shops, essentially being a machine assembler, and then working for CP Rail as a diesel machinist,” Legault says. His early career organizing labour unions and negotiating contracts sparked his interest in labour law. “There was this lawyer sitting across the table from us, and I told myself...

I think I could do this job. It would make my job less dirty than what I’m doing right now.”

YASMIN SHAKER Company: Invest Ontario Title: General Counsel and Corporate Secretary Bringing private and public experience to the provincial investment fund As counsel with the Ministry of the Attorney

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In 2006, a call from the Régie brought Legault back to the public sector. As general counsel, he leads a team of eight lawyers supporting commissioners who issue regulatory decisions. “We have to give them recommendations, the state of the law that applies, and review the work of technical specialists,” he says. His team ensures decisions are thorough, fair, and legally sound.

The energy sector’s complexity, especially during a transition period, adds pressure. “This energy transition is putting a lot of pressure on companies to reduce emissions,” Legault says. Utilities like Hydro-Québec are feeling the strain. “In Quebec, Hydro-Québec has even started saying, ‘Wait a minute, we don’t have the power to do this.’”

Legault sees the transition as a balancing act. “We’re walking on a tight wire,” he says, weighing consumer interests against utility demands. Proposed legislation like bill69 could make decision-making even harder.

“It puts more pressure on everyone...

Although we usually respect these delays, having a sword over commissioners’ heads isn’t ideal.

Reflecting on his career, Legault says, “There’s no secret to it – it’s hard work and knowing what you’re after,” stressing credibility and compromise in regulatory law.

General and general counsel at Invest Ontario, Yasmin Shaker advises on investments and business attraction through a $700 million fund. She applies her expertise in trade law, corporate law, and government policy, and her career spans private, public, and international trade sectors.

Early in her career at Goodmans, she worked on major trade cases with Jon Johnson, whom she describes as “pivotal to the first NAFTA negotiations.” She recalls, “When I was with Jon at Goodmans, we worked on Canada’s second NAFTA Chapter 11 case… [It] was groundbreaking, fascinating, and exciting.” Hooked on trade law, she transitioned from private practice to government, inspired by values instilled by her family: “My family instilled in me a strong desire to work in the public interest.”

At Global Affairs Canada, she says, “[Johnson] put me in touch with the folks at JLT… and I was offered what was essentially my dream job…” She highlights, “You come to understand how government works, which is extremely helpful.” This solidified her desire to specialize in trade law, leading

to high-profile work on NAFTA 2.0: “It was very intense and challenging … but also incredibly rewarding.”

Today, Shaker integrates her trade law background into her current role: “There are trade law implications for any measures governments take.” Her private-sector experience at a multinational medical cannabis company also informs her approach: “That experience has helped me be a better lawyer… I think I have a strong understanding of how companies think.”

She notes, “A public agency is not the same as a private sector lender,” but companies “generally come to appreciate our approach.” On ESG, she explains, “For those ESG principles that have made their way into hard law, Invest Ontario agreements include them.”

Reflecting on her in-house career, she emphasizes, “It’s a very practical practice.

Your role is to empower the business.” Shaker views her work as “the perfect nexus point” for entrepreneurial and public sector interests, advising aspiring government lawyers. “You have to love serving the public interest.”

MICHAEL CASEY Company: EllisDon Title: Chief Legal Officer Overseeing the construction giant’s legal operations Michael Casey, senior vice president

CONNI GIBSON Company: Interac Corp.

Title: Chief Legal Officer and Corporate Secretary Breaking the billable hour: the push for alternative fee arrangements Interac’s chief legal officer, Conni Gibson, is driving her legal team to adopt alternative fee arrangements (AFAs), shifting focus from billable hours to outcomes. “Efforts

and general counsel at EllisDon, oversees a 20-person legal department vital to the construction leader’s operations. “We do everything. Any type of legal issue that comes up internally, we try to assist with,” he says.

For specialized areas, such as tax, they draw on external counsel.

Casey’s journey reflects steady growth.

“Prior to [EllisDon], I worked on Bay Street for a couple of years … in a very different field in the financial services area” at Cassels Brock & Blackwell LLP, he says. After private practice, he moved in-house. “After a couple of years, I just looked around and decided I was interested in moving to an in-house role.” He joined EllisDon 14 years ago and rose to his current leadership role.

A significant part of Casey’s work involves litigation management and high-stakes contracts. “The infrastructure industry is litigious,” he says. “There are tons of players on every project… It’s just the nature of the business that things sometimes lead towards disputes.”

The contracts themselves are complex. “Every construction project has a huge contract that is hundreds of pages,” he notes.

EllisDon’s legal work also covers facility management, finance, real estate, capital projects, and equipment rentals. “You just have stuff coming at you every week. New challenges, new laws, new regulations, new corporate issues,” he says.

To manage complexity, the legal team uses technology like the AI-powered Provision platform. “It makes contract review quicker,” Casey explains. He emphasizes trust in external partnerships. “The firms we go back to are those we trust implicitly,” he says.

Although sustainability isn’t his department’s main focus, his team helps with related legal issues. “My team helps [with] questions about certain legislation and requirements,” he says. For Casey, the role’s appeal lies in its mission. “Every day has a single mission, which is to help the company,” he says.

are appreciated, but outcomes are measured,” she explains, highlighting the role of AFAs in delivering efficiency and predictability. AFAs help Interac forecast expenses and avoid unexpected legal costs, critical to tracking the profit and loss of each product.

“The value of moving to AFAs, really the biggest value, is around better predictability,” Gibson says. Her vision is for most legal work at Interac to be done through AFAs. A cultural shift is underway as the team builds a panel of preferred firms. “It starts here,

right with a shift in mindset ... having these discussions on the AFA before the law firm even puts pen to paper,” she notes. Gibson also sees artificial intelligence as transformative for the legal profession. ”We are on the cusp of a seismic shift in terms of adoption of AI,” she says, with her team already using AI tools for routine tasks. Although AI’s impact on AFAs is still evolving, Gibson believes it will boost predictability and collaboration. “I think it’s going to be a real game-changer,” she says.

Gibson acknowledges AFAs are rare in Canada. “Very slow adoption,” is how she describes it, criticizing the legal industry’s resistance compared to consulting firms. “It’s incumbent on clients like me to keep pushing ... to keep saying, ‘I don’t want to pay by the hour.’” She points to greater AFA uptake in Europe and the US, driven by client pressure. To ensure AFAs don’t compromise service quality, Gibson encourages strategic partnerships and innovation like risk-sharing agreements. Still, success hinges on strong collaboration. “It’s more work than just paying by the hour because you do have to sit down and focus on the collaborative aspect, the relationship aspect.”

www.canadianlawyermag.com 41

Find your legal team with Torkin Manes.

Ranked the #1 regional law firm in Ontario, Torkin Manes offers a wide range of business and litigation legal services.

Whether you are building and scaling a business, managing M&A transactions and private equity investments, planning for your family’s future or preparing for a trial, we provide practical, intelligent and strategic advice and advocacy to get you through critical junctures in your life.

Connect with us. Connect to success.

416 863 1188 | torkin.com

SPECIAL REPORT

Top

ONTARIO REGIONAL FIRMS

2025–26

Ontario’s top law firms continue to refine their strategies for excellence and growth to remain at the profession’s leading edge

CONTENTS

PAGE

Feature article............................................................ 44 Methodology ............................................................. 45 Top Ontario Firms 2025–26 .................................... 52

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TOP ONTARIO REGIONAL FIRMS 2025–26

OPEN FOR BUSINESS THOUSANDS OF readers and respondents shared their valuable insights with Canadian Lawyer on the best law firms across Ontario – the nation’s economic provincial powerhouse and home to almost 40 percent of the Canadian population.

Toronto is undoubtably the country’s most significant legal hub, and this makes earning a place on CL’s rankings a highly laudable achievement due to the fierce competition and exacting standards.

To qualify, firms had to operate exclusively in Ontario and offer a broad range of legal services, including corporate and litigation.

The quantitative results were combined with the Lexpert peer survey, where applicable, and feedback from senior legal professionals.

CL is proud to present the 2025–26 ranking of the top 10 Ontario full-service regional firms

after evaluating them on regional service coverage, client base, notable mandates, service excellence, and legal expertise.

A close analysis of trends and data from the feedback provided shows the five key attributes of the winning law firms: 1. Exceptional client service: “responsiveness, attentiveness, and a clientfirst approach at all levels, from partners to staff ” 2. Legal expertise and breadth of services: “deep knowledge across a wide range of practice areas, ensuring comprehensive legal support for clients” 3. Quality of lawyers: “highly skilled, knowledgeable, and well-respected lawyers who deliver practical, businessminded advice”

“We are digging deeper into clearly identifying and differentiating ourselves as the top mid-sized go-to firm for entrepreneurs, highnet-worth families, top-end businesses, investors, and private equity firms” Jeffrey I. Cohen, Torkin Manes LLP

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4. Reputation and industry recognition: “a well-established presence in the legal community, known for excellence, integrity, and contributions through mentorship, thought leadership, and innovation” 5. Commitment to excellence: “prioritizes high-quality legal work, long-term client partnerships, and a culture of continuous improvement”

Top law firms in Ontario share blueprints for success Torkin Manes LLP managing partner Jeffrey I. Cohen believes that a great firm is the product of great lawyers with skill sets to match.

“You can’t compromise on that. My assumption is that every firm we’re ever working opposite has great lawyers and skill sets, so doing anything below that would take us down to a service level I would never be happy with,” Cohen says.

Torkin Manes, a stalwart of CL’s prestigious list since 2011, has lived up to those words and has been ranked No. 1 in Ontario, recognized for its technical legal expertise and strategic, results-driven advice. The firm has cultivated a reputation for providing exceptional client service, taking the time to fully understand those it represents and their needs.

“What differentiates us is that you’ve got to have great skills and provide excellent service,” says Cohen. “But we firmly believe that all of that must be contextualized based on what our clients’ needs are because they can’t tell us what they need in terms of the law. We’ll tell them what the law is, but our job is to give the advice in a manner that is relevant for them.”

Another mainstay of CL’s esteemed rankings over the past decade, Pallett Valo LLP has kept its winning streak going by delivering high-quality services with a strong emphasis on value.

Fogler, Rubinoff LLP, another fixture of CL’ s celebrated list since 2011, has a strong reputation for dispensing highquality yet cost-effective solutions. The full-service mid-size Toronto firm has expertise across multiple areas, including deep benches of experienced corporate, tax, corporate finance, real estate, and litigation lawyers. Its vast in-house capabilities enable it to deliver integrated and comprehensive solutions.

The firm’s Indigenous practice has also grown significantly in recent years, with

“The practice of law has changed so much in the last 20 years; you have to adapt or there’s going to be a problem. Technology is baseline, but success comes from doing what makes you great” John Russo, Pallett Valo LLP

“We strive to know our clients, and this started in 2001 when we came up with an approach which is the right lawyer for the right client and the right type of file,” managing partner John Russo explains.

“We’ve emphasized that and try to vest ourselves in our clients’ businesses.”

With a complement of approximately 90 lawyers, clerks, and staff, the Peel Region firm is a true mid-market firm, offering full service across eight practice areas and over 20 industries. A commitment to living its value system drives its success, which shows up in respect for its staff and clients.

Another differentiator is that Pallett Vallo doesn’t shield its younger lawyers from clients. Instead, the associates are encouraged to deal directly with them, reinforcing the team ethos on both sides.

the development of smaller, dedicated teams in specialized areas such as IP. “It all starts with hiring the right people – associates, both homegrown and lateral, and partners,” says firm chair Eric Roblin. “We have people that not only have the necessary expertise to complete complicated matters but can do so without having to staff up a file in a manner that incurs unnecessary expense for our clients.”

Smaller teams of lawyers on matters allow for a more hands-on approach, enabling them to understand the nuances of each file, prioritize responsiveness, and keep costs down.

“A further benefit is that the smaller teams allow our younger lawyers to take on greater responsibility and have greater direct client contact earlier in their careers than they might otherwise have,” he adds. “We feel

METHODOLOGY Canadian Lawyer asked readers to vote for the top full-service regional firms in Ontario. In the survey, which took place between October 14 and November 8, 2024, respondents were asked to rank up to 10 firms from a long list provided. They were also given the option to add a firm not included in that list. The respondents were asked to vote for firms based on their regional service coverage, client base, notable mandates, service excellence, and legal expertise.

To qualify for the list and be voted for, firms had to have offices in Ontario exclusively and offer a wide range of legal services, including corporate and litigation.

Voters ranked the nominees from 1 to 10, giving their first-place ranking 10 points, second place 9, and so on down to 1 point for 10th place. Each firm’s points were totalled to determine the overall ranking of winners.

The quantitative results were combined with the Lexpert peer survey results, where applicable, along with feedback from respected senior members of the bar. that running an efficient ship is how we can continue to provide cost-effective solutions that bring the client greater value.”

Blaney McMurtry LLP has earned a reputation for an interconnection of exceptional client service and a strong workplace culture, both of which have made the firm an enduring leader in CL’s rankings for over a decade.

The full-service firm’s practice areas run the gamut, including corporate and commercial law, commercial real estate, insurance, commercial litigation, as well as personal services such as estate, tax, and family law.

It is known for being responsive and prioritizing two-way communication.

“Clients want to know that their lawyers truly understand their business, care about

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SPECIAL REPORT

TOP ONTARIO REGIONAL FIRMS 2025–26

t SELECTION OF REASONS WHY CLIENTS PREFER THE TOP 10 ONTARIO REGIONAL FIRMS Excellent lawyers, sound advice, work efficiency, cost effectiveness, great results

Deep bench, entrepreneurial spirit, first-class service delivery

Expertise and geographical presence (London, Kitchener, Windsor, Stratford)

Excellence in all areas of barrister and solicitor work; exceptional work at a relatively lower price compared to other Bay Street firms

Being patient and caring; taking the time to explain the client’s options

their goals, and are invested in achieving the right outcomes,” says managing partner Shawn Wolfson.

The firm doesn’t measure response time in hours; sometimes, it’s a matter of minutes. That approach supports a simple policy: if you’re at your desk and the phone rings, you pick it up even if you don’t have the answer yet.

“Lawyers actively ask clients about their businesses, genuinely listen to their needs, and tailor their advice accordingly,” Wolfson explains. “This has been a defining characteristic of our firm’s approach for decades.”

On the culture side, this same mindset permeates firm-wide events, practice group gatherings, and even casual lunch conversations, as personal connections and collaboration naturally develop. The dynamic has shaped the firm’s success over its 70-year

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history, reinforcing a culture in which relationships with clients and colleagues come first.

As a two-time top law firm in Ontario, Loopstra Nixon LLP has undergone remarkable growth, expanding its offices, practice areas, and lawyers. This has been driven by the acquisition of Macdonald Sager LLP and Feige Nawrocki LLP in 2023, along with several lateral hires, positioning Loopstra Nixon in Toronto’s 100-plus-lawyers market.

“One of our strengths is being a new entrant, notwithstanding the fact that we’ve been around for over 50 years, but in some ways we’re a very new firm,” chair Allan Ritchie says. “That allows us the freedom to reimagine what a law firm looks like at that size and create our own version.”

Because the firm’s culture and identity are evolving, lawyers can have an immediate

impact as everything is open to questioning and improvement.

“The people who succeed at our firm are those who want to be on the firing line. They want to get the phone call when the chips are down,” Ritchie says.

He points out that the rapid adoption of virtual legal services enables the firm to instantly bring its entire team to a business community in a way it couldn’t before.

This is a growth area due to the ability to base back-office operations in one location while extending service delivery across the province or anywhere clients operate.

Unlike firms that previously had to build a full-service presence in each location, Loopstra Nixon focuses on cultural alignment with new partners, access to a broad client base, and minimizing overhead costs.

“I think our success was a product of where we were in our evolution when the service delivery and consumption models changed dramatically,” adds Ritchie.

McKenzie Lake Lawyers LLP, a fourtime top law firm in Ontario, has maintained high standards while expanding across Southwestern Ontario. Managing partner Matthew Villeneuve attributes its success to hiring and retaining the right people who share the firm’s client-first mentality and commitment to community connection.

The firm invests in legal talent early, bringing in first- and second-year summer students to ultimately develop them into future partners.

“We spend a lot of time investing in the community and ensuring that when we bring people in to represent McKenzie Lake and provide our services, they share that goal of putting clients first in everything we do,” Villeneuve says.

This approach means understanding clients, which requires staying connected to the communities where the firm operates. It also means continuously adapting and evolving.

“You can practise law anywhere. I can practise by myself at a smaller or bigger firm, but where will I enjoy practising law? I will enjoy it in a culture where I can walk down the hall, talk to my colleagues, and ask them about their weekend because we’re more like a family,” adds Villeneuve.

Beyond the office, the firm fosters a strong culture of community involvement, encouraging its lawyers and staff to engage in initiatives that align with its values. Examples of its ongoing community initiatives include support for Ronald McDonald House and Community Fridge London.

Key strengths of the top law firms in Ontario Torkin Manes LLP – Leading with expertise and client focus Several strategies have been key to maintaining the firm’s reputation as a full-service regional powerhouse with a deep bench of skilled lawyers: • continuously redefining what full-service means • investing in a strong, committed team

Torkin Manes’ clients help shape its service philosophy. As a Toronto-based firm serving the GTA, which also handles national and international work, it listens closely to client needs. When clients repeatedly request a service the firm doesn’t offer, leadership takes notice. Rather than ignoring demand or cutting practice areas for profitability, the firm ensures that core services remain valued and respected.

Building and retaining top talent is another key factor. Over 50 percent of the firm’s partners articled there, a testament to its culture and commitment to long-

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SPECIAL REPORT

TOP ONTARIO REGIONAL FIRMS 2025–26

“The raison d’être of the firm hasn’t changed over time.

We constantly emphasize client-focused service and value-driven legal solutions. That has always been fundamental to the firm” Eric Roblin, Fogler, Rubinoff LLP

term growth. Torkin Manes fosters an environment where lawyers stay because they believe in the firm’s approach.

“The expectation is clear: be a great lawyer, provide excellent service, and always consider the broader context of client needs,” Cohen says.

This philosophy extends to mentoring and training. Junior lawyers develop their skills by observing senior lawyers in action and learning how to deliver practical, clientfocused advice.

“When people take pride in their work, they provide better service,” Cohen adds. “If they feel like they’re growing into great lawyers and delivering real value, they’re engaged, and that engagement translates into happy clients. In the end, it’s a cycle: when the lawyers feel good about what they do, the clients feel it, too.”

Pallett Valo LLP – Matching clients with the right lawyers A reputation for responsiveness, attention to detail, and a client-centred approach across Pallett Valo’s broad range of practice areas is built on three pillars: • in-house training • continuously updated client service standards • continuous feedback

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The firm runs year-round internal programs to ensure all staff are aligned in terms of legal knowledge and client service expectations. Every practice group holds strategic planning sessions to reinforce these standards. This structured approach is enhanced by direct client feedback, with responsiveness being one of the most important standards. Lawyers return emails or phone calls within 24 hours.

“If I’m heading into a long trial, I’ll reach out to clients to let them know I may not be as responsive as I want to be at this point in time, and I inform my team, who can address any concerns in my absence,” Russo says.

Fogler, Rubinoff LLP – Cost-effective solutions With a deep bench of talented lawyers across diverse practice areas, Fogler, Rubinoff fosters collaboration to ensure clients benefit from the full range of its expertise.

Files are staffed appropriately, ensuring that all necessary areas of expertise are represented, from employment and tax to real estate and corporate law. Lawyers leading a matter collaborate across departments to assemble the best team from its sizeable structure of over 125 lawyers.

Other strategies that drive the firm include:

• proactive internal marketing • anticipating and addressing client needs Lawyers are continually informed about in-house expertise through internal meetings, CPD seminars, and client updates specific to various areas of law, ensuring they connect clients with the right resources.

Roblin notes that internal marketing plays a key role in client service. Lawyers proactively seek opportunities to expand the scope of services provided to existing clients, recognizing their preference for integrated legal solutions.

Blaney McMurtry LLP – Fast, responsive, and client-centric By covering multiple practice areas with a cohort of highly ranked lawyers, the firm ensures its services remain cutting-edge and cost-effective by encouraging: • a collaborative, open-door culture • internal knowledge- and idea-sharing Importantly, internal knowledge-sharing isn’t billed to clients and is a natural part of the firm’s operations. By refining strategies without extra costs, the firm ensures clients receive top-tier, cost-effective services.

“Senior and junior lawyers regularly bounce ideas off one another, which results in better, more creative advice to clients,” Wolfson says. “I can tell you there’s not a day that goes by where one of us isn’t in the other one’s office talking about a file. There’s no charge for that banter.”

Loopstra Nixon LLP – Bold and evolving for a new era Widely recognized for its client-centred approach and pragmatic legal advice, Loopstra Nixon has several initiatives that enable its team to deliver tailored, resultsdriven solutions, such as:

• being an extension of clients’ businesses • a relationship-driven approach The fundamental theme behind its philosophy is a desire to learn about clients and understand the business rationale behind their legal issues, whether municipal governments or private businesses.

“Our approach isn’t institution to institution; it is typically stakeholder to trusted advisor or decision-maker to trusted advisor,” Ritchie notes. “We are very rarely advising layers of bureaucracy. We often advise the decision-maker who will share the risk of our decision, and when you do that well, it entrenches the relationship and brings you into that business in a very deep way.”

McKenzie Lake Lawyers LLP – Community-driven legal excellence With top-ranked lawyers in specialized areas such as tax litigation and class actions, and as one of Southwestern Ontario’s largest family law practices, the full-service firm uses strategies to remain at the forefront of legal innovation, including: • undiluted commitment to excellence across all practice areas • sizeable investment in training, mentoring, and professional development Through ongoing education and knowledge-sharing, McKenzie Lake positions its lawyers to keep pace with legal shifts and provide innovative solutions.

“Across all of our practice areas, we strive to ensure we have experts in each field,” Villeneuve says. “One of the things that sets us apart is the amount of time, energy, and money we invest internally in training, mentoring, and supporting our lawyers.”

Client-focused and resultsdriven approaches set top firms apart Torkin Manes continuously evolves to meet client needs and industry trends, and one area of focus is IT privacy and cybersecurity, which remains a top concern for businesses worldwide. Recognizing its growing importance, the firm has recruited three dedicated lawyers and has plans to expand further.

Another key development is the redefinition and expansion of the firm’s private client services (PCS) group. This includes estate and tax planning, family law, estates, not-for-profit matters, and estate litigation. Torkin Manes has structured PCS as a distinct offering, ensuring clients see it as a comprehensive service covering personal and corporate legal needs.

The firm also maintains a commitment to full-service offerings, even in areas such as residential real estate, which it provides selectively for existing clients rather than as a profit-driven practice.

Pallett Valo is lauded for having a supportive workplace and is a strong advocate for long-term client relationships.

Everything begins with its professional management team and core values of excellence, respect, and integrity,

which are authentically embedded at every level of the firm.

The partners genuinely embrace them, and that commitment spreads.

“When lawyers and staff interact with clients, they reflect those principles, creating a culture where values are actively demonstrated,” Russo says. “Clients and colleagues can easily tell when someone is not genuine.

That’s why the firm has made a conscious effort to ensure its values aren’t just a mission statement but a way of doing business.”

To reinforce this, the firm has a partner charter that sets expectations around client service, profitability, and respect. This document guides decision-making and leadership, ensuring values remain the foundation of everything the firm does.

Fogler, Rubinoff punches above its weight, handling complex matters of the same calibre as those handled by much larger firms. The team delivers significant value for clients, particularly when handling sizeable or complex matters.

“I think that’s where we make an impact for clients. Doing great work is a given, but the added things matter,” Roblin says. “For example, if a client has an urgent question on a transaction or litigation, they appreciate knowing they have someone they can call. They know the person handling their file

“Moving to Scotia Plaza in fall 2026 is an incredible opportunity. It’s a blank canvas where we can update our technology, connectivity, and firm culture. We’re designing a space that reflects who we are and where we’re going” Shawn Wolfson, Blaney McMurtry LLP

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SPECIAL REPORT

TOP ONTARIO REGIONAL FIRMS 2025–26

“We are constantly striving for collaboration across disciplines because it deepens our relationship with clients and provides solutions that are more than just advisory” Allan Ritchie, Loopstra Nixon LLP rather than being lost in a team of lawyers, wondering if anyone will take ownership.”

This approach is especially valuable when a new development arises that needs to be resolved quickly. With smaller teams and a core group working on matters, the firm ensures swift and effective action.

Blaney McMurtry is recognized for tenacity, integrity, and a willingness to go the extra mile. Wolfson notes that being a trusted advisor isn’t about following a standard playbook. Every transaction or litigation is unique, and the firm’s lawyers take the time to understand the bigger picture and what truly matters to the client.

“Too often, lawyers fall into the trap of saying, ‘That’s just how it’s done,’ without digging deeper,” he says. “That’s a red flag because it signals that the lawyer isn’t thinking critically or engaging with the client’s needs.”

Wolfson shares an example of a real estate client whose business model involved acquiring existing buildings. This time, however, they were considering a different type of acquisition, one that required a new approach.

Instead of jumping straight into deal terms, he spent the first 10 to 15 minutes of the call asking about their business, their investors, and what was most important to them. Through this conversation, Wolfson discovered that the client wanted more control over leasing and value generation, even though the seller handled construction. By structuring the agree-

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ment creatively, the team ensured the seller remained incentivized while giving the client the involvement they wanted.

“We were able to build that in and create a solution that worked for the client while also respecting the key behind-the-scenes factors that mattered to them,” he adds. “This is the kind of insight you only get by having meaningful discussions and truly listening to what the client wants.”

Loopstra Nixon thrives on innovation, diversity, and collaboration, bringing together lawyers with different styles, experiences, and perspectives to deliver optimal results. It encourages its people to approach problemsolving in their own way, creating an environment in which differing perspectives come together to find the best solutions.

“If we work well across disciplines, it deepens our relationship with the client and provides a solution that is not simply advisory.

It’s a collaboration across disciplines, and that’s when we’re at our best,” Ritchie says.

He emphasizes that diversity isn’t just about demographics but also includes diversity of age, practice priorities and perspectives, all of which contribute to a stronger, more dynamic firm. The firm recognizes that service and expertise can be provided in different ways while maintaining value for clients.

“We put our lawyers out in front of the brand. There is no archetype of a Loopstra Nixon lawyer, only a diverse range of

professionals who collaborate well and are committed to teamwork,” he says.

“Our commitment to diversity in service delivery also makes us more flexible in how we work with our lawyers and professionals across the organization.”

McKenzie Lake fosters a collegial and supportive workplace culture that translates into high-level client service and outcomes due to its team all pulling in the same direction.

“It’s not as simple as hiring one lawyer who wrote a textbook on this area of law because behind that lawyer is a law clerk, an IT department, an accounting department, everyone working together to achieve the ultimate goal,” says Villeneuve.

One of the things he highlights about McKenzie Lake is that there’s no division between its lawyers and everyone else. The firm supports and recognizes the value of every role as pivotal to providing exceptional service, from partners, associates, clerks, students, IT, and accounting to administrative staff.

Top law firms look ahead without losing golden touch Torkin Manes’ Cohen emphasizes that while technology is transforming how legal services are delivered, the core elements of lawyering remain unchanged.

“You still have to be a great lawyer, provide excellent service and contextual, practical advice,” he says.

Whether AI, new software, or industrywide innovations, the tech tools are somewhat irrelevant to clients.

“Clients want us to be current with technology and be efficient, but what really matters, in my view, is that the firm upholds those three principles.”

Cohen warns against letting technology dictate a firm’s approach, as adopting new tools could compromise fundamental values and risk it losing a competitive edge. That’s why Torkin Manes adopts a thoughtful

approach to integrating technology by focusing on delivering high-quality legal work as lawyers embrace innovation without losing sight of their purpose.

“Ultimately, while the way information is accessed and delivered may evolve, the essence of being a great lawyer remains the same,” he asserts.

Pallett Valo’s Russo says technology, particularly AI, is becoming a major force in the legal profession. The firm invests heavily in technology to continue delivering excellence and staying competitive in Ontario’s legal services market. It has a dedicated tech committee to identify and implement innovations.

“Technology alone isn’t enough; the real key to long-term success is investing in people,” he adds.

To support its lawyers, the firm has a clear path-to-partnership program and values knowledge retention and mentorship, particularly as senior partners retire. Rather than losing decades of experience, the firm creates roles for retiring partners to stay involved through mentoring or working in a reduced capacity.

To maintain its strong market position, Fogler, Rubinoff ’s approach consistently reinforces its key principles. Its lawyers and staff are expected to provide great service efficiently, ensuring work is completed within a client’s cost bracket without sacrificing quality.

“Clients are increasingly budgetconscious, and many come to the firm after leaving other firms where costs spiralled out of control, or they didn’t feel they were getting real value,” Roblin says. “Overstaffing and lack of direct communication are common complaints, and our firm differentiates itself by focusing on practical solutions, accessibility, and value-driven service.”

After 20 years at its current Queen Street headquarters in Toronto, Blaney McMurtry is positioning itself for continued excellence with a move to its new base at Scotia Plaza in fall 2026.

“There’s a lot of excitement at the firm right now,” Wolfson says.

The decision was guided by an extensive workplace study, which generated a 129-page report filled with valuable insights.

An impressive 94 percent of staff participated in the survey and interviews, providing direct input into the firm’s future workspace design.

Blaney McMurtry is incorporating staff feedback to create a space that aligns with how they work best. For Wolfson, the move will bring the firm back into the heart of the action and position it for the future.

As Loopstra Nixon continues to expand, its leadership team analyzes real-time data on the health of its practice and the quality of its growth, instilling confidence to take more calculated risks and growth-oriented decisions based on immediate feedback.

“Our leadership team looks at reports daily and weekly, measuring client retention and lawyer productivity,” Ritchie says.

cloud-based, and the team uses collaboration technologies such as chat and shared documents, which weren’t in place five years ago.

“Many law firms make the mistake of thinking they must innovate and create new technology to gain a competitive advantage,” Ritchie says. “That has led to wasted time and energy. We focus on adopting and adapting technology wisely, not trying to be the innovators ourselves.”

McKenzie Lake’s Villeneuve emphasizes that one of his firm’s strengths is that it’s a community of professionals working toward a common goal. The firm remains committed to hiring and retaining people who align with its client-first approach and ensuring each addition is made thoughtfully.

“If we decide to expand, we won’t just hire five random people. Instead, we’ ll guide them through our process to ensure we’re doing it the right way while main-

“One of our strengths is the team we’ve built: this village and community of people. We need to make sure we keep focusing on that” Matthew Villeneuve, McKenzie Lake Lawyers LLP “We also maintain strong dialogue throughout the organization and regularly check in with our clients.”

On the technology front, the firm has emerged as a skilled adopter. But Ritchie stresses that it doesn’t need or want to be a technological innovator.

“It’s not our core business. Right now, we’re experimenting with AI to see how we can adopt it as it becomes more relevant and practical,” he says.

All of the firm’s systems are virtual and

taining a strong connection with our clients,” says Villeneuve.

He also emphasizes the importance of ongoing engagement across Ontario.

“It’s one thing for us to think a certain approach will improve us, but it’s another to get constant feedback from the people we’re trying to help,” he adds.

“By staying in touch with our clients and the communities where they live and work, we can continue moving forward in the right way.”

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SPECIAL REPORT

TOP ONTARIO REGIONAL FIRMS 2025–26

TOP ONTARIO REGIONAL FIRMS 2025–26

1

Torkin Manes LLP

6

Phone: 416 643 8816 Email: ajanzen@torkin.com Website: torkin.com

2

Phone: 416 746 4710 Email: sscimmi@ln.law Website: LN.Law

Pallett Valo LLP Phone: 1 800 323 3781 Email: info@pallettvalo.com Website: pallettvalo.com

3

Loopstra Nixon LLP

Fogler, Rubinoff LLP

7

Gardiner Roberts LLP

8

Lerners LLP

9

McKenzie Lake Lawyers LLP

Phone: 416 864 9700 Email: info@foglers.com Website: foglers.com

4

WeirFoulds LLP

5

Blaney McMurtry LLP Phone: 416 593 1221 Email: info@blaney.com Website: blaney.com

52 www.canadianlawyermag.com

Phone: 519 672 5666 Email: matthew.villeneuve@mckenzielake.com Website: mckenzielake.com

10

Harrison Pensa LLP

LEGAL REPORT

EMPLOYMENT LAW

Return to office versus fully remote From human rights claims to tax traps, lawyers warn both return-to-office and remote models come with serious legal exposure

FOR CANADIAN employers, the pandemic-era improvisation around remote work is over. Now comes the hard part: defining permanent policies that either bring employees back to the office – fully or in part – or allow them to stay remote.

Return-to-office mandates carry a host of legal challenges, from accommodation requests and human rights obligations to the risk of constructive dismissal. For employers embracing a fully remote workforce, especially across provincial or international borders, the compliance risks become even more complex.

Jeffrey Mitchell, a labour and employment lawyer at Borden Ladner Gervais LLP, notes that hastily formed pandemic-era arrangements may have inadvertently reshaped employment terms. “The longer the employer waited after the pandemic,

The legal weight of return-to-office policies

David Whitten, Whitten & Lublin

In both full-time office models and hybrid arrangements with attendance requirements, employers must navigate a tangle of legal obligations. “Employers need to really think long and hard about, how is that really necessary for those who are resistant to returning to the office?” says David Whitten, founding partner at Whitten & Lublin in Toronto. “Because just having some blanket return-to-work policy for the sake of it can have devastating impacts on ... efficiency, morale, and productivity.”

Whether employees are being asked to come in two days or five, legal risk persists.

Constructive dismissal is one of the most significant threats when returning employees to the office after prolonged remote work.

[where] restrictions were eased, that became the question: did [remote work] become a term or condition of employment?” he says.

Whitten points to Byrd v. Welcome Home Children’s Residence Inc. In that 2024 case, the Ontario Superior Court of Justice found that recalling an employee who had been working remotely from Europe for over a year constituted constructive dismissal. Mitchell references Hagholm v. Coreio Inc., a pre-pandemic case where the Ontario Court of Appeal found that shifting an employee from parttime remote work to full-time office attendance was a unilateral change amounting to constructive dismissal.

“Whatever way you’re going to return to work, you want to give people ... as much advance notice as possible,” Whitten says.

Sudden transitions – such as demanding attendance with little warning – can trigger legal challenges, particularly when childcare

“Just having some blanket return-towork policy for the sake of it can have devastating impacts on ... efficiency, morale, and productivity” or medical needs are involved.

Accommodation requests and human rights risks Return-to-office plans must also comply with human rights obligations. “An employer has a duty to accommodate ... to the point of undue hardship,” Whitten, who practises in Ontario, explains. But vague medical notes or general stress complaints won’t always qualify. “You don’t have to accept it. You can challenge it within reason, but you’ve got to be careful how you challenge it.”

Whitten cites a case where an employee presented medical evidence that commuting worsened a back condition –

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LEGAL REPORT

EMPLOYMENT LAW

“The longer the employer waited after the pandemic ... that became the question: did [remote work] become a term or condition of employment?”

Jeffrey Mitchell, Borden Ladner Gervais LLP an accommodation request most Ontario employers would likely need to honour.

Alix Herber, a partner at Fasken, highlights Tarek-Kaminker v. Canada (Attorney General). In that case, the Federal Court of Appeal rejected a claim for telework accommodation after finding that the employee had no disability and had not reasonably pursued childcare alternatives. Employers are not required to facilitate mere preferences for remote work, Herber says.

Consistency is also essential. Whitten warns that if one employee is allowed to work from home while others face discipline, legal exposure increases. “The employee that you’re taking the stick to may come back and throw it back at you and say, ‘But [the guy]

54 www.canadianlawyermag.com

down the hall is only coming in two days a week.’”

Carrot, stick – or in between?

Most lawyers advise that incentives work better than enforcement. “I am a big fan of the carrot approach first,” Mitchell says.

“That’s part of the communication: explaining to employees why you want them back.”

Employers offering incentives – such as free meals or bonuses – often secure better compliance without the need for formal discipline.

Still, if resistance continues and no valid accommodation exists, progressive discipline may be used – but cautiously. “Our courts don’t like terminations for cause,” Whitten says. Even with documented violations,

REMOTE WORK IN CANADA:

BY THE NUMBERS 16.2% of Canadians were working from home in February 2024, down from a pandemic peak of 40%.

The number of Canadians working from home dropped from 5.7 million in January 2021 to 3.1 million in early 2024.

Ottawa-Gatineau had the highest remote work rate in 2023, with 26.2% of workers working from home.

Only 27% of employers were actively enforcing return-to-office policies as of 2023.

Hybrid work rose from 6% in 2021 to 14% in 2023, even as full-time remote work declined.

In 2023, Canada had the highest rate of work from home globally, according to a worldwide survey.

Source: HRD Canada, HCAMag, Canadian HR Reporter, StatCan (2021–2024)

employers often face wrongful dismissal claims if the response is heavy-handed.

To avoid this, clear documentation is key.

“Working remotely ... should be characterized as a privilege, not a right,” Whitten says.

Herber agrees, encouraging employers to

then BC’s employment standards – including different vacation and overtime rules – apply.

Whitten underscores the complexity when international moves are involved by citing an example of an employee moving to South Africa. “You might want to familiarize yourself with South African employment law,” he says. “Because ... if you’re on [that country’s] soil, [its] legislation applies.” This can trigger tax, payroll, and legal liabilities for the employer in that foreign jurisdiction.

Employment lawyers strongly recommend using written agreements with location clauses.

“It should specify that the employee will not leave the province ... without notifying you, and you have the right to say no,” Mitchell says.

Herber recalls one employer who discovered a worker had relocated only after hearing unfamiliar birdsong on a video call.

“He was in the Dominican and had hired other people who lived there to do his work,” she says – raising serious issues around confidentiality, unauthorized subcontracting, and international compliance.

Cybersecurity and data protection are also major concerns in fully remote models.

Mitchell stresses the need for secure networks, defined protocols for data access, and physical privacy at home. “Your data is going to somebody’s home now,” he says.

“You want the employers to be able to retain the right to bring employees back into the office” Alix Herber, Fasken Martineau DuMoulin LLP write policies that explicitly reserve the right to revise work arrangements.

The risks of fully remote work The legal picture becomes more complicated when employers allow some or all employees to work fully remotely.

“Location of work is a big issue,” Mitchell says. Employment law is tied to where the work is performed. If a Toronto employer hires someone who lives in British Columbia,

Tax compliance adds another layer of risk.

CRA guidance, updated in January 2024, affects how employers determine an employee’s “province of employment” – with implications for payroll remittance and home office expense claims. Employers who fail to track employee location may face fines or audit risks.

Occupational health and safety legislation has also evolved. Telework is now explicitly covered, requiring employers to ensure the home workspace meets safety standards.

LEGAL ISSUES WITH REMOTE WORK

Jurisdictional concerns

Return-to-work disputes

Compliance with employment standards

Occupational health and safety and workers’ compensation issues

Tax and payroll obligations

Privacy and security Source: Fasken

Remote employees using their own equipment may also raise questions about liability for wear and tear or replacement.

Future-proofing the workplace Regardless of the model – hybrid, in-office, or fully remote – employment lawyers agree that the best protection is a defensible, documented policy. Whitten urges companies to “socialize” policies through discussions and Q&A sessions.

“It’s not just sending it as an email,” he says.

Remote work agreements should also include flexibility clauses. “Build in some notice ... [e.g.,] ‘in the event we require a change,’” Mitchell says. Herber adds that employers should retain the right to adjust the arrangement as business needs evolve: “You want the employers to be able to retain the right to bring employees back into the office.”

Because once remote work becomes the norm, changing course without consequence may no longer be an option.

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Canadian LAW AWARDS

EVENT PARTNER

2025

MAY 7, 2025 • METRO TORONTO CONVENTION CENTRE

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AWARD SPONSORS

SOCIAL MEDIA SPONSOR

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THE CANADIAN LAW AWARDS 2025: A LANDMARK CELEBRATION OF EXCELLENCE In 2025, the Canadian Law Awards reached new heights – a testament to the extraordinary ambition and growth of Canada’s legal profession.

This year’s celebration unfolded at the Metro Toronto Convention Centre, a stunning new setting chosen to match the scale and prestige the event has now come to embody. As more of the nation’s most accomplished legal minds gathered under one roof than ever before, the night became not only a recognition of achievement but a powerful reflection of the profession’s evolution.

From landmark deals to precedent-setting cases, from rising stars to legendary firms, the winners stood at the forefront of excellence. Each honoree was selected following a rigorous, independent judging process – meticulously reviewed and verified by PwC – ensuring that only the most outstanding contributions were recognized on this national stage.

More than a ceremony, the Canadian Law Awards 2025 captured the spirit of innovation, leadership, and resilience shaping the future of law in Canada. Every nominee, every finalist, and every winner offered a glimpse into a profession that continues to break new ground.

Canadian Lawyer, Lexpert, and Key Media proudly congratulate all those recognized for their exceptional achievements – and for setting a new standard for excellence in the legal profession.

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Canadian LAW AWARDS 2025

DEAL AWARDS CAPITAL MARKETS DEAL OF THE YEAR WINNER TC Energy Corporations’ C$7.9 billion notes offering for

Liquids business spinoff Canadian Law Firm: Blake, Cassels & Graydon LLP (counsel to TC Energy) Non-Canadian Law Firm: White & Case LLP Organizations: RBC Capital Markets; TC Energy Corporation

EXCELLENCE AWARDEES A limentation Couche-Tard’s concurrent US$1.5 billion and €1.35 billion notes offerings Canadian Law Firms: Fasken Martineau DuMoulin LLP (for the placing agents); Stikeman Elliott LLP (for Alimentation Couche-Tard) Non-Canadian Law Firms: Skadden, Arps, Slate, Meagher & Flom LLP (for Alimentation Couche-Tard); Simpson Thacher & Barlett LLP (for the placing agents) Organizations: Alimentation Couche-Tard Inc.; J.P. Morgan; PricewaterhouseCoopers LLP and Wells Fargo B rowning West’s victory in Gildan Activewear proxy campaign Canadian Law Firm: Goodmans LLP (lead counsel to Browning West, LP) Non-Canadian Law Firm: Olshan Frome Wolosky LLP (US counsel to Browning West)

C anada’s C$4 billion 10-year Green Bond and additional C$2 billion reopening Canadian Law Firms: BCF LLP (Government of Canada’s Translation Counsel); Davies Ward Phillips & Vineberg LLP (acted for the syndicate of underwriters); Field Law (Government of Canada’s Local Counsel (Initial Issuance and Re-Opening) – NWT and Nunavut); Macdonald and Company (Government of Canada’s Local Counsel (Initial Issuance and Re-Opening) – Yukon); McMillan LLP (lead law firm – acted as sole outside legal advisor to the Government of Canada); MLT Aikins (Government of Canada’s Local Counsel (Initial Issuance and Re-Opening) – Saskatchewan and Manitoba); Stewart McKelvey (Government of Canada’s Local Counsel (Initial Issuance and ReOpening) – Atlantic Provinces) Organizations: BMO Nesbitt Burns Inc. (underwriter); Casgrain & Company Limited (underwriter); CIBC World Markets Inc. (underwriter); Desjardins Securities Inc. (underwriter); Laurentian Bank Securities Inc.; Merrill Lynch Canada Inc. (underwriter); National Bank Financial Inc. (underwriter); RBC Dominion Securities Inc. (underwriter); Scotia Capital Inc. (underwriter); The Toronto-Dominion Bank (underwriter)

MID-MARKET DEAL OF THE YEAR WINNER Trans Mountain Corporation, Lower Nicola Indian

Band, and EPCOR’s C$200 million sale of Kingsvale Transmission Line Canadian Law Firms: Borden Ladner Gervais LLP; Dentons Canada LLP (for EPCOR); Osler, Hoskin & Harcourt LLP (legal advisor for Trans Mountain) Organizations: EPCOR; Lower Nicola Indian Band Development Corporation; Trans Mountain Corporation

EXCELLENCE AWARDEES Canada Growth Fund’s C$200 million strategic

investment in Entropy and carbon credit offtake agreement Canadian Law Firms: Burnet, Duckworth & Palmer LLP (counsel for Entropy and Advantage); Osler, Hoskin & Harcourt LLP (legal advisor for Canada Growth Fund); Torys LLP (counsel for Brookfield Renewable) Organizations: BMO (financial advisor for CGF)

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Nations Royalty Corp. and Nisga’a Nation’s C$100 million

royalty agreement Canadian Law Firms: Aldridge and Rosling LLP (co-lead firm for Nisga’a Nation); DuMoulin Black LLP (co-lead firm for Nisga’a Nation); Farris LLP (lead firm for Nations Royalty Corp.)

Organizations: Canaccord Genuity Corp.; Deloitte LLP; Fiore Management & Advisory Corp.; Nations Royalty Corp.; Nisga’a Nation OpenGate Capital’s C$155 million acquisition of Cineplex

Inc.’s Player One Amusement Group Canadian Law Firms: Blake, Cassels & Graydon LLP (counsel to OpenGate Capital); Goodmans LLP (counsel to Cineplex Inc.) Non-Canadian Law Firms: Baker McKenzie (US counsel to Cineplex); Paul Hastings LLP (US counsel to OpenGate) Organization: OpenGate Capital

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INSOLVENCY & RESTRUCTURING DEAL OF THE YEAR WINNER Tacora Resources Inc.’s restructuring under CCAA Canadian Law Firms: Bennett Jones LLP (acted for the primary creditor group); Cassels Brock & Blackwell LLP (FTI Consulting Canada Inc.); Davies Ward Phillips & Vineberg LLP (CrossingBridge Advisors, LLC); Goodmans LLP (counsel to Cargill, Incorporated and Cargill International Trading Pte Ltd.); McCarthy Tétrault LLP (for the controlling shareholder on the Tacora CCAA process); Osler, Hoskin & Harcourt LLP (lead counsel for Millstreet and OSP); Stikeman Elliott LLP (counsel to the debtor, Tacora) Organizations: Cargill, Incorporated; FTI Consulting Canada Inc.; GLC Advisors and Co. LLC; Greenhill Co & Canada Ltd; Jefferies LLC; Tacora

EXCELLENCE AWARDEES Ayr Wellness cross-border cannabis restructuring Canadian Law Firms: Goodmans LLP (Canadian counsel to the Plan Sponsors and Ad Hoc Committee); Stikeman Elliott LLP (lead counsel to Ayr Wellness) Non-Canadian Law Firms: Paul Hastings LLP (US counsel to the Ad Hoc committee of senior noteholders); Weil, Gotshal & Manges LLP (US counsel to Ayr Wellness) Organizations: Ducera (financial advisor to the Ad Hoc committee); Moelis (financial advisor to Ayr Wellness)

Taiga Motors Corp Inc.’s insolvency process Canadian Law Firms: Fasken Martineau DuMoulin LLP (counsel for Deloitte Restructuring); Lavery de Billy LLP (counsel for the acquirer – Stewart Wilkinson); Norton Rose Fulbright Canada LLP (acted for Taiga Motors); Stikeman Elliott LLP (counsel for Export Development Canada) Organizations: Ernst & Young Inc.; Deloitte Restructuring Xplore’s C$1.8 billion recapitalization Canadian Law Firms: Bennett Jones LLP (for primary creditor group); Blake, Cassels & Graydon LLP (counsel to Stonepeak Infrastructure Partners; Borden Ladner Gervais LLP; Chaitons LLP (lead counsel to Amynta Surety Solutions); Davies Ward Phillips & Vineberg LLP (for Xplore; Goodmans LLP (lead counsel to Xplore Inc.); McCarthy Tetrault LLP Non-Canadian Law Firms: Gibson, Dunn & Crutcher LLP (ad hoc committee counsel to the term lenders); Paul, Weiss, Rifkind, Wharton & Garrison LLP LLP (lead US counsel to Xplore); Simpson Thacher & Bartlett LLP (for Stonepeak) Organizations: Perella Weinberg Partners (as lead financial advisor to Xplore); FTI (as financial advisor to Xplore); Greenhill (as financial advisor to the committee of ad hoc term lenders)

INFRASTRUCTURE & PROJECTS DEAL OF THE YEAR WINNER Coastal GasLink Pipeline Limited Partnership’s C$7.15

billion refinancing Canadian Law Firms: Blake, Cassels & Graydon LLP (counsel to Coastal GasLink Pipeline); Norton Rose Fulbright Canada LLP (counsel to Joint Lead Agents); Osler, Hoskin & Harcourt LLP (counsel to KKR and AIMCo) Non-Canadian Law Firm: Mayer Brown LLP (US counsel to Coastal GasLink Pipeline) Organizations: BMO Nesbitt Burns Inc.; CIBC World Markets Inc.; Merrill Lynch Canada Inc.; RBC Dominion Securities Inc.

EXCELLENCE AWARDEES Fengate’s C$1.8 billion recapitalization transaction of

eStruxture Canadian Law Firms: Davies Ward Phillips & Vineberg LLP (eStruxture counsel); Gowling WLG; Miller Thomson LLP (counsel to CDPQ); Stikeman Elliott (counsel to Fengate) Non-Canadian Law firm: Kirkland & Ellis LLP (for Fengate) Organizations: Caisse de dépôt et placement du Québec; Campbell Lutyens; DH Capital; eStruxture Data Centers; Fengate Asset Management; KPMG; Leo Berwick

Surrey Langley Skytrain’s C$5.996 billion project Canadian Law Firms: Davies Ward Phillips & Vineberg LLP (acted for SkyLink Guideway Partners); McCarthy Tetrault LLP (for the lenders to SkyLink Guideway Partners); Norton Rose Fulbright Canada LLP (acted for the Province of British Columbia) Weeneebayko Area Health Authority’s C$1.8 billion

redevelopment Canadian Law Firms: Davies Ward Phillips & Vineberg LLP (legal advisors to Pomerleau Inc.); Fasken Martineau DuMoulin LLP (legal counsel to Infrastructure Ontario and the Weeneebayko Area Health Authority (Hospital)); Stikeman Elliott (legal advisor to the Lenders) Organizations: Caixabank, S.A. (Lender); Federation des Caisses Desjardins du Quebec (Lender); Industrial and Commercial Bank of China (Canada) (Lender); Pomerleau Inc. and its affiliates (Preferred Proponent, Dev Co, Project Co); PwC (financial advisor to Pomerleau Inc.); Royal Bank of Canada (Lender)

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Canadian LAW AWARDS 2025

M&A DEAL OF THE YEAR WINNER Royal Bank of Canada’s C$13.5 billion acquisition

of HSBC Bank Canada Canadian Law Firms: Blake, Cassels & Graydon LLP (counsel to Royal Bank of Canada; RBC Law Group (lead counsel to Royal Bank of Canada); Miller Thomson LLP (counsel to HSBC Bank Canada board of directors); Stikeman Elliott LLP (counsel to HSBC Global) Non-Canadian Law Firms: A&O Sherman; Allen & Overy LLP (UK counsel to RBC; Linklaters LLP (UK counsel to HSBC Global); Wachtell, Lipton, Rosen & Katz (US counsel to RBC) Organization: Royal Bank of Canada

EXCELLENCE AWARDEES A dvent International, Philip Fayer, Novacap, and CDPQ’s US$6.3 billion joint acquisition of Nuvei Corporation Canadian Law Firms: Bennett Jones (for BMO Capital Markets); Blake, Cassels & Graydon LLP (for Advent International); Davies Ward Phillips & Vineberg LLP (for Novacap); Fasken Martineau DuMoulin LLP (for Novacap); Goodmans LLP (for TD Securities); McCarthy Tétrault LLP (for CDPQ); Norton Rose Fulbright Canada LLP (for Special Committee of Nuvei Corporation); Osler, Hoskin & Harcourt LLP (for Philip Fayer); Stikeman Elliott LLP (for Nuvei) Non-Canadian Law Firms: Brownstein Hyatt Farber Schreck, LLP; Davis Polk & Wardwell LLP; Kirkland & Ellis LLP; Mayer Brown LLP; Paul, Weiss, Rifkind, Wharton & Garrison LLP; Ropes & Gray LLP; Schulte Roth & Zabel LLP; Willkie Farr & Gallagher LLP Organizations: Advent International and Nuvei Corporation B lackstone Real Estate’s C$5 billion acquisition of Tricon Residential Canadian Law Firms: Davies Ward Phillips & Vineberg LLP (counsel to Blackstone; Goodmans LLP (lead counsel to Tricon Residential Inc.); Osler, Hoskin & Harcourt LLP (Canadian counsel to the Special Committee of Tricon Residential (“Tricon”)) Non-Canadian Law Firms: Paul, Weiss, Rifkind, Wharton & Garrison LLP (US counsel to Tricon); Simpson Thacher & Bartlett LLP (counsel to Blackstone)

C anadian Natural Resources Limited’s US$6.5 billion acquisition of Chevron’s Alberta assets Canadian Law Firms: Bennett Jones LLP (lead counsel to Canadian Natural Resources); Osler, Hoskin & Harcourt LLP (counsel to Chevron) C hord Energy and Enerplus C$11 billion merger Canadian Law Firms: Goodmans LLP (counsel to Chord Energy Corporation); Blake, Cassels & Graydon LLP (counsel to Enerplus) Non-Canadian Law Firms: Latham & Watkins LLP; Vinson & Elkins LLP (co-lead counsel to Chord Energy); Wachtell, Lipton, Rosen & Katz (colead counsel to Chord Energy) G lencore’s C$9.93 billion acquisition of Teck Resources Limited Canadian Law Firms: Bennett Jones LLP (for Nippon Steel); Blake, Cassels & Graydon LLP (counsel to the Special Committee of the Board of Directors of Teck Resources Limited); Borden Ladner Gervais (BLG) LLP; Felesky Flynn LLP (counsel to Teck Resources Limited); McCarthy Tétrault LLP (counsel to Glencore plc); Stikeman Elliott LLP (counsel to Teck Resources Limited) Non-Canadian Law Firms: Covington & Burling LLP; Linklaters LLP; Norton Rose Fulbright; Paul, Weiss, Rifkind, Wharton & Garrison LLP (for Teck);Sullivan & Cromwell LLP (for the Special Committee of the Board of Directors of Teck) Organizations: Teck Resources Limited; Ardea Partners LP (financial advisor to Teck); Barclays Capital Canada Inc. (financial advisor to Teck); CIBC World Markets Inc. (financial advisor to Teck); TD Securities Inc. (financial advisor to Teck); BMO Capital Markets (financial advisors to the special committee of the Board of Directors of Teck); Goldman Sachs & Co. LLC (financial advisors to the special committee of the Board of Directors of Teck); Origin Merchant Partners (financial advisors to the special committee of the Board of Directors of Teck)

CASE AWARD Judged on a single case’s size and complexity and the extent to which it set new standards of excellence in the delivery of legal services by the team.

COMMERCIAL LITIGATION TEAM OF THE YEAR WINNER T orys LLP, Law Office of Terry Corsianos; Cassels Brock & Blackwell LLP; Norton Rose Fulbright Canada LLP; Ministry of the Attorney General – Crown Law Office; Davies Ward Phillips & Vineberg LLP – Aquino v. Bondfield Construction Co., 2024 SCC 31

EXCELLENCE AWARDEES B lake, Cassels & Graydon LLP, Field LLP; Glaholt Bowles LLP – Pacific Atlantic Pipeline Construction Ltd v. Coastal Gaslink Pipeline Ltd, 2024 ABCA 74 Borden Ladner Gervais, Stikeman Elliott; Davies Ward Phillips & Vineberg LLP; Woods LLP; Dentons Canada LLP – Republic of India v. CCDM Holdings, 2024 QCCA 1620

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D avies Ward Phillips & Vineberg LLP, Orr Taylor LLP; Stikeman Elliott LLP; WeirFoulds LLP; McCarthy Tétrault LLP – Lilleyman v. Bumble Bee Foods LLC, 2024 ONCA 606 Fasken Martineau DuMoulin LLP, Gardiner Roberts; Cambridge LLP; Scher Law; Supreme Advocacy LLP; Gowling WLG (Canada) LLP – Rina Del Giudice and Daniel Wood v. Paige Thompson, et al., 2024 CanLII 88330 (SCC) Lenczner Slaght, O’Donnell, Robertson & Partners; Stikeman Elliott LLP; Thomson Blackburn Lane Lefebvre LLP; Norton Rose Fulbright Canada LLP; Clyde & Co LLP; Blaney McMurtry LLP; Theall Group LLP – Loblaw Companies Limited v. Royal & Sun Alliance Insurance Company of Canada, 2024 ONCA 145

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IN-HOUSE AWARD Judged on the quantity, quality, importance, and innovativeness of legal work performed during calendar year 2024.

BANKING & FINANCIAL SERVICES LAW DEPARTMENT OF THE YEAR WINNER

EXCELLENCE AWARDEES

Royal Bank of Canada

B ritish Columbia Investment Management Corporation (“BCI”) CI Financial Dawson Partner Fairstone Bank

The winner of this category automatically progressed to become an Excellence Awardee in Canadian Law Department of the Year

Fengate Asset Management goeasy Ltd TMX Group TransUnion University Pension Plan

CANADIAN LAW DEPARTMENT OF THE YEAR

LAW DEPARTMENT INNOVATION

WINNER

WINNER

Royal Bank of Canada

Sagard Holdings

EXCELLENCE AWARDEES

Banyan Software BDO Canada Dow Canada Geotab Inc. Mercedes-Benz Canada and Mercedes-Benz

EXCELLENCE AWARDEES Financial Services Canada Corporation (together “MBCan”) TC Energy Corporation WSP

CPP Investments Ontario Lottery & Gaming SE Health Siemens Canada Staples Canada TELUS

T he University of British Columbia, Allard School and Law and Emerging Media Lab Waste Connections of Canada

Winners of the two sector-specific law department awards automatically progressed to become Excellence Awardees for this category.

THE LAWSON LUNDELL LLP AWARD FOR

THE SINGLETON URQUHART REYNOLDS VOGEL LLP AWARD FOR

LAW DEPARTMENT LEADER OF THE YEAR

CONSTRUCTION, INFRASTRUCTURE AND TRANSPORTATION LAW DEPARTMENT OF THE YEAR

WINNER

WINNER

Cheryl Graden, TMX Group

TC Energy Corporation

EXCELLENCE AWARDEES

EXCELLENCE AWARDEES

Corey MacKinnon, Cooke Inc. Gaurav Manhas, OpenRoad Group Heather Mullen, Kenvue Canada Inc. Hina Latif, Mercedes-Benz Canada and Mercedes-Benz Financial Services Canada Corporation (together, “MBCan”) Lorne O’Reilly, Dow Canada Matthew Kuchinsky, Dawson Partners Patricia Caza, The Regional Municipality of Peel Sarah Jacklin, Stryker Canada

Boralex Inc. Canada Infrastructure Bank Canadian National Railway Company CDPQ Infra Graham Group Ltd. Windsor-Detroit Bridge Authorit

The winner of this category automatically progressed to become an Excellence Awardee in Canadian Law Department of the Year PROUDLY SPONSORED BY

PROUDLY SPONSORED BY

Lawson Lundell is a full-service business law firm in Western and Northern Canada known for its practical and strategic approach to legal and business problems.

The Firm has more than 200 lawyers located in offices in Vancouver, Calgary, Yellowknife, and Kelowna. www.lawsonlundell.com

We are a preeminent Canadian construction and infrastructure law firm. Our peers and clients recognize our lawyers as the best in the construction industry.

Over forty years of leadership in Canadian construction and infrastructure law is complemented by a broad offering of legal services in litigation and corporate transactions. www.singleton.com

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Canadian LAW AWARDS 2025

THE DYE & DURHAM AWARD FOR LIFETIME ACHIEVEMENT IN THE LEGAL PROFESSION – IN-HOUSE PROUDLY SPONSORED BY

WINNER Martine Turcotte

Dye & Durham is one of the world’s largest legal software providers. Our software helps law firms do more with less effort, get paid faster, and make better decisions with confidence. From intake to invoice, and everything in between. Dye & Durham has everything you need to run your legal practice. www.dyedurham.ca

FIRM AWARDS Judged on the quantity, quality, importance, and innovativeness of legal work performed during calendar year 2024.

REGIONAL LAW FIRM OF THE YEAR

THE LEAP LEGAL SOFTWARE AWARD FOR BEST USE OF TECHNOLOGY IN A LAW FIRM

ATLANTIC CANADA

WINNER

EXCELLENCE AWARDEE

McInnes Cooper

Curtis Dawe

WINNER

EXCELLENCE AWARDEES

Torys LLP

ONTARIO

WINNER

EXCELLENCE AWARDEES

T orkin Manes LLP

Blaney McMurtry LLP Lerners LLP Loopstra Nixon LLP WeirFoulds

Caravel Law KMSC LAW PMP Law Professional Corporation Procido LLP Virani Law

THE LEAP LEGAL SOFTWARE AWARD FOR FAMILY LAW FIRM OF THE YEAR

PRAIRIES

WINNER

EXCELLENCE AWARDEE

WINNER

EXCELLENCE AWARDEES

McKercher LLP

McDougall Gauley LLP

McCarthy Hansen

& Company

QUEBEC

WINNER

EXCELLENCE AWARDEES

L anglois Lawyers

Delegatus KRB Avocats | Lawyers Lavery

enmor Family Law Group B Crossroads Law MacLean Law Panko Collaborative Law and Mediation Resolve Legal Group

PROUDLY SPONSORED BY

WESTERN CANADA

WINNER

EXCELLENCE AWARDEES

Burnet, Duckworth and Palmer LLP

LEAP is a cloud-based legal practice productivity solution that enables law firms to streamline their processes while increasing the firm’s productivity and profits. Law firms using LEAP software enjoy the benefits of a practice management system, legal AI solutions, matter-based legal accounting, document assembly and management, and legal publishing assets in one integrated solution. www.leaplegalsoftware.ca

Clark Wilson LLP Farris LLP Lawson Lundell LLP McLennan Ross LLP

THE DYE & DURHAM AWARD FOR LIFETIME ACHIEVEMENT IN THE LEGAL PROFESSION – PRIVATE PRACTICE WINNER Carol D. Pennycook, Davies Ward Phillips & Vineberg LLP

62 www.lawawards.ca

PROUDLY SPONSORED BY Dye & Durham is one of the world’s largest legal software providers. Our software helps law firms do more with less effort, get paid faster, and make better decisions with confidence. From intake to invoice, and everything in between. Dye & Durham has everything you need to run your legal practice. www.dyedurham.ca

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BOUTIQUE LAW FIRM OF THE YEAR

LITIGATOR OF THE YEAR

WINNER

WINNER

Hicks Morley Hamilton Stewart Storie LLP

Sandra A. Forbes, Davies Ward Phillips & Vineberg

EXCELLENCE AWARDEES

EXCELLENCE AWARDEES

B ergeron Clifford Injury Lawyers Neinstein ROBIC

Roper Greyell LLP Singleton Urquhart Reynolds Vogel LLP Smart & Biggar

Bevin Shores, Gowling WLG Duncan Embury, Neinstein Lincoln Caylor, Bennett Jones LLP

M ason Poplaw, McCarthy Tétrault LLP Nader Hasan, Stockwoods LLP Peter J. Pliszka, Fasken Martineau DuMoulin LLP

LITIGATION & DISPUTE RESOLUTION BOUTIQUE LAW FIRM OF THE YEAR

MANAGING PARTNER OF THE YEAR WINNER

WINNER

Danielle Robitaille, Henein Hutchison Robitaille LLP

Lenczner Slaght

EXCELLENCE AWARDEES Brendon Pooran, PooranLaw Jacqueline Dinsmore, Caravel Law Luca Citton, Boughton Law

EXCELLENCE AWARDEES

Matthew Zischka, Smart & Biggar Mitch Frazer, Mintz Natasa Karambatsos, KRB Avocats | Lawyers

Adair Goldblatt Bieber LLP Lax O’Sullivan Lisus Gottlieb LLP

LEGAL PROFESSION AWARDS

PRO BONO INITIATIVE OF THE YEAR

FEMALE TRAILBLAZER OF THE YEAR ACADEMIA & IN-HOUSE

P aliare Roland Rosenberg Rothstein LLP Stockwoods LLP Thomson Rogers LLP Wagners Law Firm

PRIVATE PRACTICE

WINNER Gowling WLG, Operation Abraham

WINNER

WINNER

Kathryn (Katie) Daniels,

Karen Sargeant,

CPP Investments

EXCELLENCE AWARDEES

Fasken Martineau DuMoulin LLP

EXCELLENCE AWARDEES

EXCELLENCE AWARDEES

Andrea Cotroneo, Loblaw Companies Limited Ashley Butts, BDO Canada Jane Murdoch, Finning International Inc. Lara Speirs, Randstad Canada Oyeyinka Oyelowo, Ontario Provincial Police Association Pam Hrick, Women’s Legal Education and Action Fund (LEAF)

M elissa Cattini, MLT Aikins LLP Nancy Hamzo, Baker McKenzie Natalie Worsfold, Counter Tax Litigators LLP Rachel Howie, Dentons Sarit Batner, McCarthy Tétrault LLP Sharon Vogel, Singleton Urquhart Reynolds Vogel LLP Zeynab Ziaie Moayyed, Visa Law Group PC

D MZ, Toronto Metropolitan University – DMZ Counsel McCarthy Tétrault LLP, McCarthy Tétrault aids Egale Canada and Skipping Stone in protecting transgender youth’s access to care McInnes Cooper, Immigration Initiative Norton Rose Fulbright, Pro bono initiative to support Black-led small businesses and Black entrepreneurs in our local communities PooranLaw Professional Corporation, I Decide Law Program Torys LLP, Protecting the Charter rights of thalidomide survivors in Lianne Powell et al. v.

Attorney General of Canada

DIVERSITY INITIATIVE OF THE YEAR WINNER

EXCELLENCE AWARDEES

Enbridge,

A ird & Berlis LLP, The New Aird & Berlis Indigenous Practice Group and Indigenous Education Program Dentons, Dentons’ Reconciliation Roadmap

Canadian Legal Mentorship Program

Fasken, Empower Network Level Justice, Black Youth Justice Program Miller Thomson LLP, Strengthening Inclusive Leadership to Strengthen our Workplace of Belonging

PooranLaw Professional Corporation, PooranLaw: Achieving Equity for People with Disabilities

www.lawawards.ca 63

BACK PAGE

OPINION

The business case for inclusion With political pressures mounting, law firms must pivot from symbolic DEI efforts to data-driven, business-aligned inclusion strategies DIVERSITY, EQUITY, and inclusion initiatives expanded significantly after George Floyd’s death in 2020, with organizations – including global law firms like Baker McKenzie, DLA Piper, and Dentons – implementing mandatory training, establishing affinity groups, and setting ambitious hiring targets.

However, these programs now face mounting challenges from multiple directions.

The current backlash stems from several factors: political pressure from conservative politicians, legal challenges following the Supreme Court’s 2023 ruling in Students for Fair Admissions v. Harvard University that ended race-based affirmative action, and concerns about perceived “reverse discrimination.” The US attorney general recently directed the Justice Department to investigate “illegal DEI preferences” at institutions receiving federal funding, creating uncertainty for law firms with government contracts and clients in regulated industries.

Despite this pressure, several major companies and law firms have held firm.

The Legal Diversity & Inclusion Alliance, representing over 50 multinational firms, reaffirmed their commitment to inclusive practices despite political headwinds.

Similarly, Costco shareholders overwhelmingly rejected a proposal to review the potential risks of their DEI policies, while Apple, Microsoft, Cisco, Coca-Cola, and others continue defending their inclusion programs.

Research consistently shows that diverse teams make better decisions. McKinsey and Harvard Business Review studies demonstrate that organizations with diverse leadership outperform less diverse counterparts in profitability and innovation – particularly

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relevant for global law firms competing for sophisticated multinational clients.

Legal practices retreating from inclusion efforts risk losing access to critical talent pools and client relationships. Forbes reports that by 2025, millennials and Gen Zs – generations prioritizing inclusive workplaces – will comprise over 75 percent of the legal workforce. Law firms perceived as unwelcoming to diverse talent will struggle with recruitment and retention, particularly for top-tier law school graduates and lateral partners with significant client portfolios.

Rather than abandoning DEI amid political pressure, law firms should refine their approach to emphasize measurable business outcomes. This means moving beyond demographic representation toward deeper indicators of inclusion that directly affect firm performance: evaluate retention rates across demographic groups to identify advancement inequities in partner promotions, measure client satisfaction and matter outcomes from diverse versus homogeneous legal teams, track associate engagement as an indicator of belonging and psychological safety, and assess diversity among outside counsel and other professional service providers.

By connecting inclusion efforts to concrete business objectives like practice-area growth, client retention, or lateral recruitment, firms ensure these initiatives remain priorities regardless of the political climate.

The most successful inclusion strategies recognize that diversity without inclusion is insufficient. Leading firms understand that bringing diverse legal talent into unwelcoming environments leads to turnover and unrealized potential. True competi-

tive advantage comes from cultures where differences become strategic assets in client service and matter management.

Law firm leaders must model inclusive behaviours, implement fair evaluation systems in partnership decisions, create psychological safety in practice groups, and build client-development teams incorporating diverse perspectives.

Law firms navigating the current political environment while maintaining inclusion commitments should consider three key approaches.

First, frame inclusion as talent optimization and business performance rather than using political or social justice language. The goal isn’t retreat but strategic communication resonating with diverse stakeholders, including corporate clients who increasingly demand diverse legal representation.

Second, inclusion should be integrated into core business functions rather than treated as a separate initiative. When DEI principles become embedded in associate development, business development, and client-service delivery, they become fundamental to firm operations rather than optional programs.

Third, equip partners and practice-group leaders with skills to build inclusive teams, including recognizing bias in work allocation, facilitating inclusive client meetings, and supporting equitable career development.

Political winds shift, but the business case for inclusive legal organizations remains constant. Firms viewing diversity through a narrow political lens risk missing significant strategic advantages in talent recruitment, client development, and competitive differentiation.

The most resilient legal practices neither abandon inclusion under pressure nor maintain superficial gestures. Instead, they deepen their commitment to environments where diverse talent thrives, legal innovation flourishes, and client service excels.

Lorin MacDonald is a Toronto-based human rights lawyer, advocate for disability and accessibility, and educator. Recognized as one of Canadian Lawyers’ Top 25 Most Influential Lawyers in 2021, she serves on the editorial board that selects this year’s Top 25.

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