AI-Driven Legal Tech Trends for 2025 Kaden Smith
Top 10 Ways to Engage Your Clients Throughout the Journey
Legal Internet Solutions Inc.
Will Law Firm Marketing Change Under the Trump Administration?
Stefanie Marrone
The 5 Best Practices for New Hire Onboarding Anastasia Farsalas
Few Employees are Reading Your Emails Kirk Stange
The Ultimate Guide to Content Marketing for Law Firms in 2025 Laurie Villanueva Partners, Priorities, and Progress: Navigating Intergenerational Dynamics in Law Firms Jill Huse
Show (a Little) Facial Expression in Court
Ken Broda-Bahm, Ph.D.
Attorney of the Month
Charles Rho, Rho Law Group Irvine
Building Trust Through Representation
It’s reported that 69% of employees are more likely to stay with a company for three years if they received a great onboarding experience. First impressions matter, especially when it comes to new hire onboarding. A strong onboarding experience sets the tone for an employee’s journey, significantly impacting retention, productivity, and engagement.
But here’s the problem: Most companies miss the mark. Whether it’s due to a lack of time, resources, or a structured plan, onboarding gaps often lead to disengagement and early turnover.
So, how can HR teams make onboarding more efficient and enjoyable? Let’s dive into five best practices that will turn your new hires into long-term, engaged employees.
Onboarding isn’t just about paperwork and introductions. Onboarding is a structured process that helps new hires adjust to their roles, understand company culture, and hit the ground running.
A successful onboarding program includes:
1. Preboarding: Ensuring paperwork, I-9s, background checks, and technology setup are completed before day one.
2. Orientation: Introducing new hires to company values, policies, and their team.
3. Training: Providing role-specific knowledge, compliance education, and career development resources.
4. Integration: Encouraging social connections and mentorship to help new employees feel welcomed.
5. Continuous Support: Regular check-ins, performance goals, and career development opportunities.
By structuring onboarding thoughtfully, companies set employees up for success from day one.
Onboarding is the foundation an employee builds on during their time at a company. If the foundation is shaky, the employee will likely have a harder time finding results.
A well-structured onboarding program is important because it should:
• Improve retention: Employees who feel supported are more likely to stay.
• Boost productivity: New hires get up to speed faster with the right training and resources.
by Anastasia Farsalas
• Enhance company culture: Fostering early engagement strengthens team connections.
• Reduce compliance risks: Ensuring proper documentation and legal adherence prevents costly mistakes.
Most importantly, onboarding helps create a sense of belonging—when employees feel valued and understand their role’s impact, they feel pride in their work and are motivated to continue chasing new goals.
Now that we understand the “why” behind onboarding, it’s time to explore the “how” with some best practices to ensure new hire onboarding success.
1. Ditch Generic Training—Make It Role-Specific Nobody wants to sit through hours of irrelevant training. New hires should receive training that is tailored to their specific roles rather than generic content that is vague or too surface-level for what they will actually be doing day-to-day. Effective training includes:
• Role-specific learning: Aligning training with job responsibilities to accelerate performance.
• Preboarding assessments: Identifying knowledge gaps before the start date for a personalized learning plan.
• Interactive learning: Hands-on exercises, shadowing, and mentorship programs to reinforce skills.
Role-specific training helps new hires gain confidence and become productive members of the team faster. Plus, using a learning management system makes it easy to customize training plans, track progress, and ensure every employee gets the knowledge they need to succeed.
2. Conduct Thorough Background Screening Onboarding success can actually start before day one. Background screening is a critical step in ensuring you have the right hires with the right qualifications. Your background screening process should involve:
• Role-specific checks: One-size-fits-all checks won’t fly for certain specialized roles. It’s important to customize your background checks to be role-specific so that you get the most out of them.
• Efficient screening solutions: Background checks shouldn’t be what’s slowing down your hiring. You should
have a background screening solution that can keep up with your hiring needs.
• Transparent Communication: Being transparent with candidates helps establish trust and avoid frustrations.
• Staying compliant: Understand federal and specific state regulations to ensure that you are following compliant screening processes.
By completing a thorough and specific background check, you can be confident that your new hire is qualified and ready for the rest of the onboarding process.
3. Get Your Paperwork (and Process) in Order HR teams already handle enough paperwork, but onboarding is the best time to ensure proper organization and compliance so you don’t have to retrace your steps later on if you end up facing an audit. Key areas to focus on include:
• Form I-9 Management: Small mistakes can lead to big fines, so it’s important to double-check that your I-9s are completed correctly or use a solution that helps you ensure I-9 compliance.
• Automated Task Reminders: Ensure deadlines for required documents and training modules are met.
• Go Electronic: If you’re still paper-based, consider looking into electronic document management for easier organization.
When documentation is well-managed, HR teams can focus more on engaging new employees rather than chasing down paperwork.
4. Make Team Integration a Priority New hires should feel like part of the team from day one. Developing new connections is one of the most exciting and rewarding parts of starting a new role, and you can help them build strong relationships by:
• Assigning mentors or onboarding buddies to provide guidance and answer questions.
• Hosting a virtual or in-person lunch where team members can casually chat and get to know each other outside of work topics.
• Assigning a “first-week project” that encourages collaboration with different team members and gives them an early win.
• Setting up a “get to know you” survey to match new hires with colleagues with similar interests or hobbies.
A supportive team dynamic makes for better results. When new employees feel comfortable, they are more likely to ask questions and not be afraid to speak up, which helps speed up their onboarding process.
5. Follow Up with Clear Goals and Check-Ins Onboarding shouldn’t stop after the first week. Continuous support is the secret to long-term success, and there are several ways you can make sure your new hire is thriving by:
• Setting 30-, 60-, and 90-day goals to provide achievable milestones and track progress.
• Conducting regular check-ins to address concerns, offer feedback, and provide support.
• Gathering feedback on the onboarding process to make improvements for future hires.
• Providing additional training and development opportunities to help them grow in their role.
Consistent follow-up shows that you care about the employee’s growth early on and helps remind them of their onboarding goals so that they continue actively working toward achieving them.
Now that onboarding is complete, it’s time to keep the momentum going. A strong start is important, but long-term engagement and career development are what truly drive retention and success. Here’s how to ensure employees continue to grow and thrive:
• Performance Reviews: Establish structured feedback sessions with clear, actionable insights. Set personalized growth plans that align with both company objectives and individual career aspirations.
• Ongoing Training & Development: Offer continuous learning opportunities, such as skills workshops, cross-training programs, or certifications, to keep employees engaged and evolving in their roles.
• Mentorship & Career Growth: Connect employees with mentors who can provide guidance, career advice, and leadership development opportunities. Encourage networking within the company to foster collaboration and internal mobility.
• Employee Engagement Initiatives: Keep employees motivated through recognition programs, peer appreciation, and team-building activities. Cultivate a culture of transparency, inclusivity, and open communication.
Investing in long-term employee development helps sustain motivation and drive business success.
Onboarding involves many moving parts, and having the right tools makes all the difference. A seamless process not only ensures compliance but also enhances employee engagement and retention. Mitratech’s HR solutions help streamline and optimize every stage of onboarding, including:
• Background Screening: Quickly and efficiently verify new hires while ensuring compliance.
• I-9 Management: Simplify employment eligibility verification and maintain accurate records.
• Learning Management: Provide structured training programs that set employees up for success.
• And More! For onboarding and beyond, our HR and compliance solutions are designed to make things simple for HR teams. n
Anastasia Farsalas has been an Associate Content Marketer at Mitratech since 2024. Through her writing, she aims to support HR professionals in navigating the complexities of their roles, ensuring they have the tools and knowledge needed to thrive in today’s dynamic workplace environment. Learn more at www.mitratech.com.
The way we work is changing rapidly and changing in ways that legal professionals never expected. Expectations are different. The pace is faster, and managing the complexity of information is growing at a pace that the industry hasn’t faced before. With 79% of law firm professionals now incorporating AI tools into their daily work, and corporate legal departments being even more proactive in adopting AI technologies, legal professionals are no longer asking if they should adopt AI but how they can do so effectively.
With so much advancement in the world of AI, what should legal professionals be aware of and prepare for throughout the next year? Based on research and input from hundreds of industry experts and professionals across legal, the 2025 Legal Tech Trends report by NetDocuments shares top trends shaping the future of AI-driven legal practice, why these trends are making such an impact in legal, and what your team can do to prepare. Here’s a sneak peek at what’s covered.
AI is accelerating legal workflows, including document interaction, summarizations, and contract review and analysis, and more. It’s no surprise that the use of artificial intelligence by law firm professionals increased 315% from 2023 to 2024. It’s not just law firms that see the value of using AI: 67% of corporate counsel expect their law firms to use cutting-edge technology, including generative AI.
The legal industry’s interest in AI reflects a broader trend of workforce transformation, where 75% of survey respondents expect to change their talent strategies within two years in response to advancements in GenAI. Law schools are responding to the demand for AI skills by integrating generative AI training for new junior lawyers.
Organizations that don’t adapt their roles and job architecture to the new norms of an AI-powered workforce could miss out on top talent. And with almost one-third of
by Kaden Smith
legal professionals considering leaving or having already left the industry due to mental health, burnout, or stress, AI presents a unique opportunity to ease the burden of many time-intensive tasks and curb the mental drain currently being felt.
For the legal sector, agentic AI has the potential to be transformative. In 2025, early adopters will gain a new superpower—effectively adding a new legal assistant to their team. When they no longer need to constantly supervise AI, legal professionals will be able to deliver services better and quicker than ever before.
This trend reflects a user-centric approach to software, where technology serves as a natural extension of workflows and enables professionals to focus entirely on delivering results. With 37% of law firm employees and 42% of their corporate counterparts saying they experience challenges in integrating GenAI with existing legal systems and processes, this will be the year that legal tech heads toward an agentto-agent world, where AI agents facilitate instant access to information, providing answers to complex queries across various platforms and contexts.
Legal professionals increasingly expect AI tools to work invisibly within their existing platforms. Embedding AI capabilities into familiar environments eliminates the need to switch between tools, allowing legal teams to manage their work more efficiently.
By bringing AI to content, rather than requiring content to be migrated to standalone AI platforms, legal teams can maximize the value of these technologies while minimizing disruption. They can also deploy much faster.
Leading vendors in the legal tech space are increasingly viewed as essential collaborators who can help organizations integrate AI-driven tools tailored to the unique demands of the legal profession. These partnerships facilitate faster
deployment, access to ongoing innovation and the ability to stay ahead of emerging trends.
“Nearly half of Am Law 100 firms report relying on external partners for AI implementation and support, citing cost efficiency and access to innovation as primary drivers.”
Echoing this sentiment in the broader business landscape, “Traditionally, only large enterprises with deep pockets could afford to build advanced AI infrastructure. Today, strategic collaborations are democratizing AI, making it accessible to businesses of all sizes.”
If a service provider doesn’t have a clear strategic plan for the use and advancement of AI, it could influence whether a partnership continues or a contract is renewed.
An intelligent DMS enables legal teams to bring AI to their content versus taking content to the AI. With 67% of firms indicating plans to upgrade their DMS by 2025, AI-driven features will be essential capabilities to support businesses strategic goals.
AI capabilities are being built into the DMS so that content can stay within the platform rather than having to move the content into a separate AI tool. Semantic search capabilities allow legal professionals to query systems using everyday language. For example, if searching for “dog,” it would know to also look for terms like “Labrador” and “Poodle.” This will finally give lawyers the type of search experience they’ve always wanted— without the manual effort of adding tags or metadata.
Next-generation DMS platforms are also introducing automation and intelligence into document workflows. Tasks like tagging, compliance checks and version control are now automated, freeing legal teams from repetitive administrative work. For example, an intelligent DMS can extract renewal dates from contracts and trigger a renewal email alert three months prior to the date.
These DMS platforms are also highly scalable, ideal for ambitious legal teams. Greg Lambert, speaking at the KM&I conference this year, adds this observation,
“The adaptability of AI-powered DMS is another significant advantage. These systems can scale with a firm’s needs, automatically adjusting to changes in data volume, practice areas or client demands.”
As AI adoption accelerates across the legal industry, ensuring ethical use and transparency is crucial. While AI offers immense potential, it also presents challenges, including accuracy, bias in algorithms, lack of explainability and data security concerns. Addressing these issues is essential for
building trust in AI-driven solutions and ensuring compliance with emerging regulations.
Privacy and data security are critical in the legal sector, where sensitive client information must be protected. AI systems must adhere to stringent security protocols, including data anonymization and encryption, to meet regulatory standards. The American Bar Association Standing Committee on Ethics and Professional Responsibility released its first formal opinion this year covering the growing use of generative artificial intelligence (GAI) in the practice of law, with more guidelines sure to follow.
While AI can automate tasks and generate insights, legal professionals must validate these outputs to maintain accountability. Workflows must incorporate reviews by qualified lawyers before finalizing AI outputs. Transparency is equally important, particularly as AI systems increasingly influence legal decisions. Explainable AI models, which include interpretability layers, allow legal professionals to understand how conclusions are reached.
More than half of legal professionals expect AI-driven efficiencies to impact the prevalence of the billable hour. Some firms have already shifted toward flat fees, subscriptions and hybrid models. Firms can use the same approaches for AI-assisted work. For example, firms might charge a fixed fee for AI-assisted document review while continuing to bill for strategy development and client consultations on an hourly basis. These alternative arrangements provide greater predictability for clients and align costs with outcomes rather than time spent.
Alternative fee models support client expectations as well, with 42% of surveyed firms exploring hybrid models to account for AI’s impact on efficiency and clients increasingly demanding alternative fee arrangements. Clients now expect law firms to use AI where possible to improve efficiency so they can spend appropriate time on strategic thinking for their cases Additionally, as clients demand faster, more transparent services, fixed or subscription-based fees provide clarity and flexibility. This approach aligns objectives, encourages deeper collaboration and helps firms differentiate themselves in a competitive market. n
Kaden Smith is the Director of Inside Sales, EMEA at NetDocuments, the leading cloud-based document management and collaboration platform in the legaltech space. With over five years of experience in the industry, Kaden has helped countless legal professionals elevate their productivity and efficiency through the adoption of NetDocuments’ innovative solutions. Learn more at https://irglobal.com/advisor/ kaden-smith.
It is common advice for witnesses in the courtroom or representatives at counsel table: keep a poker face. That advice—avoid scowls, grimaces, and other head-shaking reactions while you’re being observed by a jury—has some obvious common sense behind it. But the advice can also be taken to an extreme. Maintaining the court’s decorum and avoiding negative perceptions are important goals, but such discretion shouldn’t be the enemy of communication. A baseline level of reasonable human reaction and expression can be a good thing.
This is supported in the research as well. A recent article in Scientific American reports on a study (Kavanagh, Whitehouse & Waller, 2024) showing that facial expressiveness is associated with greater likability. The team reported on their study that showed that “moving your face in some way, whether you’re smiling, raising an eyebrow or wrinkling your nose, may help people warm to you more.” Studying partners in conversational settings, they assessed each person’s nonverbal expressivity and discovered that greater facial expression led to participants being seen as more likable and agreeable. The team reasons that non-verbal communication is favored based on its evolutionary advantages in building community and common understanding. Someone who is perceived as being easier to read is going to be seen as more trustworthy and likable for that reason. This suggests a few considerations for those appearing in court.
On one end of the spectrum, some in the courtroom will try to turn their non-verbal reactions off. As much as that might seem like the safe route, it is probably impossible. You can’t communicate “nothing,” and instead the passive face is likely to be interpreted as “bored” or “angry.” We expect to see some level of non-verbal engagement. The researchers report on prior studies showing that humans are probably more facially expressive than any other species and note that on average, people in typical social interactions will produce 101 facial movements every minute. You can’t bring that to zero even when you’re in the hushed environment of a courtroom.
by Ken Broda-Bahm, Ph.D.
On the other end of the spectrum, the last thing you want is for jurors to feel like you are putting on a show. The idea that you are telegraphing your reactions to them nonverbally can be seen as distracting, insulting, or insincere. When it comes to whether the question or the testimony coming from the witness box is ridiculous, whether opposing counsel is being obnoxious, or whether a ruling from the bench is unfair, jurors will form their own conclusions. They don’t want to see a witness or party representative in the courtroom performing that reaction for them.
Whether you’re at counsel table or in a witness box, they key is to be natural. Stay engaged, think about the content of what you are hearing, and react normally. Knowing that the courtroom is a very constrained place—I sometimes call it a “civil cathedral,” with its hushed and formal environment— you won’t want to react the same way you would if you were in a bar, or if you were in the legal team’s war room. You want to be restrained, serious, and respectful. But that doesn’t mean being blank. You can still be human. You should try and avoid reacting to every statement by the other side, and the best emotion to convey is just that you are attentive and engaged. n
Ken Broda-Bahm, Ph.D. is a Senior Litigation Consultant at Holland & Hart in charge of assisting plaintiffs and defendants seeking to maximize their message effectiveness in jury trial, bench trial, arbitration, and mediation settings by providing strategic advice, messaging, opening statement assistance, witness preparation, demonstrative exhibit advice, jury selection, mock trial and focus group research. Learn more at www.hollandhart.com.
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Our commitment to justice, relentless advocacy, and unwavering support for our clients sets us apart. We understand the complexities of the legal system and are dedicated to protecting your rights.
• Assault and Battery
• Assault with a Deadly Weapon
• Attempted or First-Degree Murder
• Burglary
• Carrying a Concealed Weapon
• Domestic Violence
• Drug Trafficking
• DUI
• Hit and Run
• Possession with the Intent to Sell
In today’s competitive legal market, client engagement is not just a buzzword—it’s a necessity. Law firms that prioritize and excel in client engagement are more likely to foster lasting relationships, earn repeat business, and gain referrals. Here, we’ll explore effective client engagement strategies that can help law firms stand out and succeed.
Effective client engagement starts with a deep understanding of the client journey. This involves mapping out every touchpoint a client has with your firm, from the initial inquiry to the final resolution of their case. By visualizing the client journey, law firms can identify opportunities to enhance the client experience and address potential pain points.
Personalization is key to building strong client relationships. Clients want to feel valued and understood. Law firms can achieve this by tailoring their communication and services to meet the individual needs of each client. This could involve personalized emails, customized legal advice, and remembering important dates like case milestones or client birthdays. Small gestures can make a big impact.
Incorporating technology into your client engagement strategy can streamline processes and improve the overall client experience. Customer Relationship Management (CRM) systems can help law firms keep track of client interactions, preferences, and history. Well-utilized GenAI tools have the potential to increase efficiency and reduce client costs. Additionally, client portals can provide a secure and convenient way for clients to access documents, communicate with their legal team, and stay updated on their case progress.
by Legal Internet Solutions Incorporated (LISI)
Proactive communication is essential for maintaining client trust and satisfaction. Law firms should keep clients informed about their case status, relevant legislative and regulatory updates, upcoming deadlines, and any changes that might affect them. Regular communication can prevent misunderstandings and demonstrate that the firm is diligently working on their behalf and keeping them top of mind even when not engaged in an active case or transaction. Furthermore, being available to answer questions and address concerns promptly is crucial.
An effective online presence is critical for client engagement. The majority of clients find, evaluate, and interact with firms online. Law firms should invest in a professional website that provides valuable information and is easy to navigate on desktop, tablet, and mobile. Additionally, maintaining active social media profiles and publishing regular blog posts can help establish the firm as a thought leader and keep clients engaged. Online reviews and testimonials can also bolster credibility and attract new clients.
Providing educational resources is a great way to engage clients and showcase your firm’s knowledge. This could include blog posts, FAQs, webinars, whitepapers, and eBooks that address common legal issues and offer practical advice. By offering valuable content, law firms can build trust with current and prospective clients and position themselves as knowledgeable and helpful. High-quality content is also advantageous for SEO, as it is recognized by Google’s algorithm and can boost your ranking in search results.
Creating a client-centric culture within your firm is fundamental to effective client engagement. This involves training staff to
prioritize client needs, utilizing technology to support staff efforts, actively seeking feedback, and continuously looking for ways to improve the client experience. Law firms should encourage open communication and collaboration among team members to ensure that every client receives the best possible service.
Client feedback is invaluable for understanding how well your firm is meeting client expectations and where there is room for improvement. Law firms should implement feedback mechanisms such as surveys, follow-up calls, and review requests. And it should not end there—acting on client feedback is essential to demonstrate that the firm values their input and is committed to enhancing their experience.
Building long-term relationships with clients goes beyond resolving their immediate legal issues. Law firms should strive to be a trusted advisor for clients, offering support and guidance even after a case or transaction is closed. This could involve regular check-ins, providing updates on relevant legal developments, and offering additional services as needed.
Sharing success stories and case studies can be a powerful way to engage clients and build trust. Highlighting how your firm has successfully helped other clients can provide reassurance and demonstrate your experience. Success stories can be shared on your website, in newsletters, and on social media to showcase the positive impact your firm has had on clients’ lives.
Effective client engagement is crucial for law firms aiming to build lasting relationships and achieve long-term success. By understanding the client journey, law firms can enhance their client engagement strategies and stand out in a competitive market.
Investing in these strategies not only improves client satisfaction but also drives growth and fosters a loyal client base.
For law firms looking to delve deeper into these concepts, our upcoming online course on client journey mapping offers comprehensive insights and practical tools to master client engagement and elevate your firm’s success. Stay tuned for more information and enroll to transform your client engagement approach. n
Legal Internet Solutions Incorporated (LISI) is a full-service digital marketing agency specializing in the legal industry. Founded in 1998 by practicing lawyer Jason P. Lisi, LISI combines legal industry experience with digital marketing expertise to deliver tailored solutions for law firms. Learn more at www.legalisi.com.
by Dan Baldwin
The overriding goal of a personal injury or worker’s compensation attorney is to keep his or her clients happy. That’s the job in a nutshell and our growth between the then and now showcases just how well our approach works,” says Charles Rho, Founder of Rho Law Group, P.C.
His philosophy has proven itself in the consistent expansion of his firm. Rho Law Group employs 16 people: Rho, an associate counsel who speaks Mandarin and Cantonese, three hearing representatives who all speak Spanish, one full-time marketer, and a roster of case managers.
The firm’s second attorney, also a top tier graduate, is fluent in the Mandarin and Cantonese dialect and can also speak directly to clients who are not able to communicate in English. The three recently hired case managers are graduates of top tier law schools and will be taking the California State Bar exam in the near future. Case managers work directly with clients from the inception of their cases through settlement or trial. They direct the workflow of each case, answer any questions
that clients have, and act as a liaison between the client and the insurance carrier and defense counsel.
“Having the new bi-lingual case managers in addition to our Spanish-speaking hearing representative and our bi-lingual attorney, assures that all of the clients have an opportunity to speak directly with a representative of our office who understands their concerns and can address them adequately,” Rho says.
Studies show that one of the biggest and most common complaints from attorney and law firm clients is the lack of one-on-one communication with their attorney. Clients have a legitimate need to be assured that the attorney they sought and retained not only understands their issues and is prepared to advocate for them, but is also readily available to them. That’s one of the main reasons Rho makes it his policy to speak personally to each new client and to advise them about the law relating to their situation. He also does his homework and is fully able to discuss the individual circumstances of the client’s case and to describe the firm’s plan of representation. This personal touch gives clients confidence in the firm, allows
Charles Rho, Founder of Rho Law Group, P.C.
ATTORNEY OF THE MONTH 2025
Rho to answer any questions, and to dispel any erroneous information which may interfere with their cooperation in the handling of their case.
One of the new developments is the formation of a litigation department. Previously they handled all litigation through associated counsel. The new in-house department ensures a closer working relationship with clients and a way of being directly responsive in prosecution and settlement of their claims. By maintaining a tighter control of the litigation process, the firm’s clients feel more secure in representation and more comfortable in how their case is being handled.
The additional personnel and the expansion into new offices reflects changes in the firm’s client base and in the community at large. Many of the people creating that expansion fall into the category of underserved people.
The Asian population of Irvine is 44.1 percent and the percentage of the population claiming two or more races is 11.2 percent and the Hispanic community residing in Irvine constitute 11.3 percent. One way Rho’s firm meets the challenges of an expanding and increasingly diverse population is by providing clients translation services for speakers in Mandarin, Cantonese, Korean, and Spanish. Additionally, the attorneys and staff are always making efforts to continue their tradition of cultural awareness of the people who comprise their client base.
Rho says, “We have become readily familiar with the unique needs and wants of the demographics of our neighbors and we are now serving as well as the particular psychographic characteristics of each community. Our recognition of the specific needs and comfort level of each population has led to stronger client relations. We have witnessed increased client trust in our staff and confidence in our office.”
Many of his Asian and Hispanic clients face challenges unique to their personal, business, or cultural needs when they first approach attorneys who only speak English, a challenge compounded when the firm keeps “office hours” and is slow to respond.
Rho says, “It’s important to understand the needs of a diverse group of clients, but it’s just as important for them to know that you, their attorney or their law firm, will be there whenever needed, not just when the attorney gets around to returning a call or an e-mail. We’re on call 24/7 for our clients.”
Clients agree.
“Charles Rho was very helpful and nice and I definitely recommend him! He also speaks perfect Spanish which is great for Latinos who are in need of help.” —Angelica P.
During his high school years, Rho lived in Sydney, Australia. His parents had work permits and weren’t citizens or residents with a permanent visa. Prior to moving to the U.S., they hired an attorney to help move the process along as swiftly and as efficiently as possible. The family wasn’t wealthy and struggled with the costs of immigration, including legal fees. “I remember it seemed like the attorney was just billing and billing and billing. When you come across clients who are having a tough time making ends meet and yet are in real need of a good attorney, I remember those days. Seeing good people in the same position I used to be in gives me a strong connection to help them as much as I can, not just the financial incentive, but in understanding what these people are going through and in helping them get through it.”
People who make the mistake of attempting to handle their own legal challenges or people who have experienced an attorney or firm failing to provide adequate services discover the attorneys at Rho Law Group do not believe in so-called lost causes. Rho says, “We refuse to label a case as lost. We use our best efforts to make sure that all appropriate legal representation and processes available under the law have been provided to make each case.”
For example, recently a client arrived totally lost within the complicated legal environment of workers’ compensation. He thought his case was hopeless, but the reputation of the firm and the man’s desperation brought him in. The attorneys began by correcting his application to reflect two specific back injuries occurring on different dates and a continuous trauma injury that occurred while he was employed. They were successful in getting their client’s claims accepted by the insurance company and to successfully demand that his back surgery be approved and provided.
The attorneys worked with the insurance carrier to obtain total temporary payments for the time of their client’s incapacitation and to monitor those payments to ensure they were made in a timely manner. They also made sure that the client received necessary medical treatment and recuperative therapy in the medical provider network (MPN). The client’s deposition, taken more than a year later, revealed injuries from two prior auto accidents. Such revelations often provide an avenue for defendants to apportion the cause of the injury away from the trauma that occurred while the applicant was employed and to minimize the injuries deemed job-related. The defendants attempted to settle the claim to limit their exposure based on the two prior auto accidents. Rho Law Group attorneys did not believe it was in their client’s best
interest to settle. They also referred the client to a psychologist for further treatment to enhance his medical treatment and to develop the case further. The defendant made contact several times regarding an early settlement, but the offers were not considered meritorious. Eventually the defendant insurance carrier agreed to settle the claim for $115,000, which was agreeable to the client.
Working with clients who feel their case is worthless is a challenge and for Rho perhaps the biggest challenge. “They’re always in a tough place. They have rent to pay, car payments, medical bills, kids in school and so on and so on and they tend to drop a lot of that emotional baggage on their attorney. You have to listen and be sympathetic, but at the same time, you don’t want to give them false promise just because they’re struggling. You have to be firm and tell them the consequences while reassuring them that you’re going to give them the 100 percent of your time, energy and expertise they deserve.”
“Our office culture continually evolves in that we challenge our ability to provide legal services in an environment of
multi-culturalism. We strive to create a culture of openness, and inclusivity not only within the firm, but in all our client relations and our provision of services,” Rho says.
The attorneys and staff believe firmly that personal participation on the part of the attorney builds a strong bond of trust on the part of the client and leads to a better working relationship. This in turn leads to better case resolutions and, ultimately, achieving the goal of making clients happy. Creating that client happiness feeling is the genuine sense of family. That sense is expressed by a concerned and capable staff working as a team providing legal services through employees who enjoy working together and who value and appreciate their working relationships with each other. This sense of cooperation, and the familial environment extends to the way in which they provide legal services.
Rho sees that everyone in the firm is continually educated and trained in diversity and to directly and successfully address any resistance or bias that arise. Each employee works diligently to make each client feel at home when they call or appear for a personal appointment. This personal touch is matched by the creation of true working relationships with clients and to
understand each of their particular situations and how these situations interact or affect their legal issues. The attorneys practice genuine two-way communication with clients rather than engaging in “canned” questions and cursory responses to important questions. They seek to engage clients in meaningful dialogue to ensure the clients feel involved in the prosecution of their claim and that they are genuine part of the resolution process. Rho says, “Our clients come to understand that our legal representation is more than mere case-handling, but a step in making their lives better.”
Rho is equally conscientious with his staff. He does not employ an office manager and prefers to work with everyone in the firm in person. “I’m very direct with people; I don’t want to have a middle person who delays or even blocks the process. If they come, if they need something, I tell them yes or no and the decision is done, so they don’t have to wait.”
Rho predicts strong movement and an increase in the firm’s client base. The growth of the firm and its expanding client base and level of services is symbolized by a move into new offices on Trabuco Road in Irvine
They are currently experiencing an increase in employment claims possibly due to economic uncertainty, changing attitudes toward wealth, the aging work population, more remote work options and increased use of technology. All of these factors are certain to have a longterm effect on the workplace environment and increase the need for qualified and experienced legal representation, especially as these areas become more complex.
Currently their focus in employment law is still primarily wage and hour law violations. Accountability for employment practices is another essential issue in claims and there will be more emphasis placed on employee health and wellness in the future, especially mental health. Remote work is expanding and diversifying, and employees are more inclined to speak out when they experience or see unacceptable behavior in the workplace.
Rho believes the future in employment law will find his office involved more into representation that focuses on worker’s rights and practices as they reflect changing societal norms. This representation will be concentrated on compensation transparency, benefits and working conditions, discrimination protection and anti-retaliation. The practice goals in this area are to ensure a level playing field for all employees regardless of their background or personal characteristics. To help expedite their efforts, Rho Law Group recently joined the California Employment Law Association.
Growth, innovation, and commitment is Rho Law Group’s vision for the future.
Rho says, “We’re growing in terms of staff size, office space and, most important, in terms of the services we provide our existing and new clients. All that, of course, is based on one basic principle—make sure the client is smiling when he walks out the door. Make sure the client is happy.” n
Contact Charles Rho
Rho Law Group, P.C. 5420 Trabuco Road, Suite 150 Irvine, CA 92620 (949) 620-7777
www.rholawgroup.com
In an article I wrote long ago, I encouraged law firm managers and owners not to manage by email. Email is mainly ineffective for conveying messages or instructions to specific employees.
Emails can be helpful when conveying firm-wide messages. They can also be used if a law firm is trying to document something for legal purposes with a specific employee.
However, email can often be misinterpreted. Frequently, somebody can read an email and take it the wrong way. They may think somebody is upset when they are not, or they might think something is clear when it is vague.
Another drawback of sending many emails within your law firm is that few employees read them. Law firm managers and owners often send detailed instructions to other employees, which could involve legal or administrative tasks they want completed.
However, with the voluminous number of emails flying on a given day, many employees are not even reading your emails. If they are reading them, they may just be glossing over them quickly. Emails sent after hours are read with even less frequency than emails sent during work hours.
For this reason, when a law firm owner or manager wants to convey an essential message to an employee, it is almost always better to speak to that person directly. If that is not possible, calling that employee on the phone or having a virtual meeting with them can be far more effective.
by Kirk Stange
A law firm owner or manager can email to follow up on the conversation and document it. However, if the instructions are emailed, the employee often has not even thoroughly read the email.
Upon hearing this, many law firm managers and owners insist that employees read their emails. They might think the employee is disrespectful or insubordinate by not reading their emails.
The reality, however, is that if the law firm manager or owner wants a task done, they need to walk down the hall and talk to somebody, call them, or do a virtual meeting with that employee. Talking to somebody directly increases the chances of the task being done correctly.
On the other hand, if the law firm manager is firing off instructions via email, the chances of that task being done correctly infinitely decrease. A law firm manager or owner can insist on sending lots of emails. However, if the emails are not working, the law firm manager or owner needs to change by communicating less by email. n
In 2007, Kirk Stange founded Stange Law Firm, PC with his wife Paola and has worked diligently to grow the firm to what it is today. In addition to practicing law, Kirk spends time educating attorneys and other law professionals at CLE Seminars through the Missouri Bar, myLawCLE, the National Business Institute and other organizations. To learn more, please visit www.stangelawfirm.com.
Achange in leadership in Washington always brings uncertainty, and law firms are watching closely. A new administration always sparks speculation about what’s ahead for businesses and the legal industry. While law firm marketing isn’t directly dictated by who’s in the White House, economic policies, regulatory shifts and changes in corporate priorities can all influence how law firms position themselves. So, will legal marketing change under the Trump administration? Maybe, but not in the ways you might think. Here’s how your law firm can prepare and stay ahead of industry shifts, client expectations and market trends.
If financial regulations, antitrust enforcement or environmental policies change, law firms will need to adjust their marketing strategies. Clients in heavily regulated industries such as banking, healthcare and energy will likely pay close attention to potential policy shifts. What can firms do?
• Get ahead of client concerns with timely thought leadership and client briefings. Write client alerts, host webinars, invest in podcasts and videos, and publish LinkedIn posts analyzing regulatory updates and their practical impact.
• Make it easy for clients to find your firm’s expertise. If your firm handles compliance work, ensure your website and marketing materials reflect the specific challenges clients may face under the new administration.
by Stefanie Marrone
If corporate tax policies shift or regulatory oversight on deals changes, private equity and M&A activity may also increase. When the business environment favors deal making, law firms with strong transactional teams should be ready to capitalize on it.
What can firms do?
• Ensure your lawyers are visible in the right places. Speak at industry conferences, contribute guest articles in financial publications and build strategic partnerships with deal-making organizations.
• Refresh your deal highlights. If your website or pitch materials don’t reflect recent transactions, now is the time to update them. Potential clients want to see what you’ve done and how you’ve handled similar deals. Be sure your lawyers update their bios as well.
• Leverage LinkedIn. Posting about deal trends, client successes (when appropriate) and industry insights can position your firm as a go-to resource.
• Prioritize content marketing. Consistently sharing insights through blogs, newsletters and thought leadership pieces helps demonstrate expertise and keeps your firm top of mind for potential clients.
No matter who is in office, companies will face disputes. Commercial litigation, SEC enforcement and white-collar investigations will remain top concerns for businesses navigating a shifting regulatory landscape.
What can firms do?
• Be proactive with content marketing. Litigation teams should consistently publish updates on key cases, regulatory enforcement trends and risk mitigation strategies.
• Use case studies strategically. While confidentiality is key, anonymized case studies or past wins that reflect the depth and breadth of your expertise can help build credibility and visibility. Use case studies in new business pitches, on your website and as social media posts.
• Strengthen relationships with the media. Litigation teams should cultivate relationships with legal and business reporters to ensure their perspectives are included in industry coverage.
Regardless of political changes, the firms that succeed will be those that focus on their clients, not themselves. Marketing that simply highlights how great a firm is won’t be effective. Clients want to work with firms that understand their industry, their challenges and their specific legal needs. Client-centric marketing strategies are imperative to be a successful law firm today. What can firms do?
• Make content relevant to your audience. If you’re publishing insights, avoid generic overviews and focus on what your clients actually care about.
• Get more personal in your outreach. Targeted, thoughtful emails or LinkedIn messages based on a client’s current challenges will be far more effective than generic firm announcements or a checking in email.
• Showcase your lawyers as industry insiders. Encourage lawyers to write, speak and engage with clients and prospects in meaningful ways.
If there’s one thing that won’t change, it’s the importance of having a strong online presence. The way firms market themselves has evolved dramatically in recent years, and that shift isn’t slowing down. Firms that invest in content marketing, video, podcasts, LinkedIn and SEO-driven strategies will have an edge over those that don’t embrace these strategies. What can firms do?
• Audit your firm’s digital presence. Is your website up to date? Are your lawyers’ LinkedIn profiles complete? How about their LinkedIn presence? If not, now is the time to fix it.
• Invest in high-quality content. Whether it’s LinkedIn posts, blogs or videos, firms that create consistent, valuable content will stand out.
• Use data to refine your approach. Look at engagement metrics to see what’s working and adjust your strategy accordingly.
One of the best ways to stay relevant in a shifting landscape is through content marketing. Timely topics create opportunities to connect with your audience, demonstrate thought leadership and provide real value. In times of uncertainty, people seek insights that help them understand how changes will impact them.
What can firms do?
• Create content that answers the questions your clients are asking. If clients’ express concerns about regulatory changes, litigation risks or deal flow, use that as a prompt for your next webinar, blog post or LinkedIn post.
• Be nimble. Content marketing isn’t just about long-term strategy, it’s also about responding quickly to what’s happening now.
• Keep a pulse on engagement. If a topic resonates, lean into it. Write a follow-up post, do a podcast, host a webinar and share additional insights based on client feedback.
A new administration always brings change, and law firms need to be ready. Shifts in regulations and client concerns will shape marketing strategies, but the firms that succeed won’t just react, they’ll stay ahead by anticipating what’s next and adjusting their approach.
At the end of the day, legal marketing is about relationships, expertise and visibility. No matter what happens in Washington, the firms that consistently show up and provide value will be the ones clients turn to when they need guidance. Make sure that your firm is at the top of that list. n
Stefanie Marrone advises law firms of all sizes, professional service firms, B2B companies, recruiters and individuals on the full range of marketing and business development consulting services designed to enhance revenue, retain current clients and achieve greater brand recognition. She also serves as outsourced chief marketing officer/ marketing department for small and mid-size law firms. Learn more at www.socialmediabutterflyblog.com.
HubSpot is a powerful CRM platform, and they define content marketing as the “process of planning, creating, distributing, sharing, and publishing content via channels such as social media, blogs, websites, podcasts, apps, press releases, print publications, and more. The goal is to reach your target audience and increase brand awareness, sales, engagement, and loyalty.”
Many firms make the mistake of creating and posting singular pieces of content. There’s nothing wrong with that, but it’s not a content marketing strategy. In this blog, I’m offering essential tips, practical strategies, and expert insights to help you craft a winning content marketing strategy for 2025.
Content marketing that works involves purposefully tailoring your web pages, videos, and other thought leadership to your target audience, so they can find you via inbound channels vs. outbound. This is an important distinction, because outbound methods (where the prospect is interrupted) are not nearly as successful as they once were. These days, your future clients expect you to reach them in ways that feel more organic and tailored to their interests. Therefore, it’s important that content is authentic and tells an interesting story, as well as customized for your potential audience.
How much does content marketing matter? Quite a bit, actually, for these reasons:
• You can inform leads and prospects of your services in a non-pushy way
• Content increases conversions by providing important information and highlighting expertise
• It helps build relationships across channels and results in enhanced loyalty
• You can demonstrate how your services solve real legal challenges in more detail across multiple mediums
• You can create a sense of community around your firm and your brand
Content marketing is a broad term. What types of things qualify as content marketing?
There are various content marketing formats, and the most effective strategy likely involves a mix of tactics. You should explore:
• Online content marketing—This refers to almost anything you publish online, but more specifically your web pages. A strong strategy in this area will help you rank better for SEO,
by Laurie Villanueva
which is crucial for online visibility.
• Social media content marketing— Content shared on various social media platforms, such as LinkedIn or Facebook. Common types are live videos, pre-recorded videos, stories, etc.
• Infographic content marketing—These images display content, insights, or data in an easy-to-understand, graphic format. By using simple verbiage, short statements, and clear images, you can break down complex concepts that your audience will appreciate.
• Blog content marketing— Blogs are one of the most powerful forms of content marketing. Your blog will help your website rank higher in search engines, plus it gives you several ways to highlight your services, success stories, your team, and so much more.
• Podcast content marketing— More than 60 million people listen to podcasts. Some of them are bound to need your services, so it’s worth exploring this channel for sharing your knowledge and expertise.
• Video content marketing— According to research, 73% of people say they prefer to learn about a brand’s service through video. Video has become increasingly important in overall marketing, so developing a video marketing strategy is crucial.
• Paid ad content marketing— Paid advertising will help you reach a broader audience. Paid ads are particularly beneficial when paired with other inbound strategies and shared on social media, landing pages, and sponsored content.
Not all content is created equal, and you don’t want to create material just for the sake of doing so. It’s important to evaluate your goals and be thoughtful and intentional when creating original content. There are a few things that make content more impactful:
• Adding value beyond talking about your service offerings
• Targeting people at specific stages of the client lifecycle
• Maintaining a consistent brand voice and image with your other collateral
• Timely, relevant and engaging
Researching your target audience and tailoring content to them will allow you to meet prospects where they really are.
It’s tempting to dive right into creating new content, but if you
don’t take a thoughtful and proactive approach, you’re unlikely to create much traction. Developing a strategy for successful content marketing involves several steps:
• Creating SMART goals. Before you can get started, you need to have a detailed understanding of what you want to achieve. Your goals for content marketing should complement your larger firm objectives. SMART goals are specific and achievable, and could include things like boosting revenue by a certain percentage or improving brand awareness measured in social media engagement.
• Documenting KPIs. Remember, SMART goals are measurable. How exactly will they be measured? Find quantifiable data points that you can use to measure actual performance to your goal. For example, for brand awareness goals, you might set a KPI of site traffic and social media followers.
• Choosing the types of content you’ll pursue. What types of content will you create? To make these decisions, you’ll need to have a thorough understanding of your target audience (client personas are a great place to start). Narrow down which types of content will best reach them by thinking about the challenges they are looking to overcome and how your firm can help. What exactly do they need from you? Where do they spend time? Which formats are they likely to consume? Then choose a few from the list of mediums we mentioned above.
• Selecting content channels. Once you know the type of content you’ll create, you need to figure out where to publish it. Where do you want content to live and be shared from? For some content, the channel will be obvious and there won’t be a choice. For example, Facebook content will be produced and live on the Facebook platform itself. For content like infographics or articles, it’s important to carefully choose where to upload and publish them. Equally crucial is deciding the best platforms to share for maximum reach and impact.
• Determining a budget. To get the financial component in order, think about what you’re going to publish and where. Then, consider whether you need any tools or technology to create the content. For example, do you need a tool like Photoshop for the graphic elements? What about professionals that you might not have in-house, like designers? Will you be paying for ad space anywhere?
• Creating and distributing the content. Even the greatest content won’t do much good unless it’s consumed. To move the needle, you need to consistently publish high-quality content. You might want to use an editorial content calendar, along with a social media calendar tool, to keep you on track and find gaps. It’s a good idea to schedule a bulk of your content publishing ahead of time, while leaving some space for real-time content that’s more timely and relevant.
• Measuring results and analyzing. Your work isn’t done once you publish content. You need to understand the results and try to gain insights from any patterns you see. Use those insights to improve performance and reach more people in the future. Start by reviewing your goals and pulling the reporting for all the KPIs you set. Did you achieve your goals? Can you point to why or why not? There are plenty of free tools available to help you, such as Google Analytics.
In 2025, content marketing for law firms goes beyond just blogs and social media posts. Video content is increasingly becoming a crucial element of any firm’s marketing strategy. In fact, video marketing is one of the most effective tools to drive engagement, increase website traffic, and convert leads. But how can your law firm effectively use video within your broader content marketing strategy?
Video is an ideal way to connect with your audience on a deeper level. By offering valuable content in an easily consumable format, videos help clarify complex legal topics and build trust with potential clients. Here’s how you can leverage video in your law firm’s content strategy:
• Client Testimonials and Case Studies: One of the most impactful uses of video is to showcase your firm’s success stories. Client testimonials or a behind-the-scenes look at how your team solves client challenges serve as social proof, building credibility and trust with potential clients.
• Explainer Videos: Videos that explain legal concepts in simple terms are hugely popular. Consider producing videos that explain basic legal processes or terms in your practice areas, helping demystify the legal process for your audience.
• Webinar Recordings and Highlights: If your firm hosts webinars or virtual events, repurpose these videos as content for your website, social media, and email campaigns. This not only maximizes the content you’ve already created, but also provides valuable resources for potential clients.
• Video Blog Posts: In addition to written blog posts, consider creating short video blog posts. These can be summaries of written content or standalone pieces that showcase your thought leadership in a dynamic, visual way.
• Enhanced Engagement: Video is highly engaging. It keeps users longer on your website and boosts conversions by helping users connect with your message more effectively.
• SEO Benefits: Video content can improve your search engine rankings, as Google often gives preference to pages with video content. This can lead to higher visibility on search engine results pages (SERPs).
• Building Trust: Video allows your firm to showcase its personality and humanize the brand. Potential clients want to work with people they trust, and video helps foster that relationship by making your firm feel more relatable and approachable.
As a law firm, content marketing is one of the most important things your team can spend time on. Not only does it expand brand awareness and generate new leads, but it also helps with search engine visibility and nurturing current relationships. If you aren’t working with a proactive content marketing strategy yet, we suggest you get started ASAP. n
As Content Manager, Laurie Villanueva writes and edits engaging copy for social media, website landing pages, digital ads, newsletters, and more. A graduate of Penn State University, Laurie has more than 14 years of copywriting experience. Learn more at: www. good2bsocial.com.
The legal profession, steeped in tradition and hierarchy, is undergoing profound generational shifts that challenge the way law firms operate internally. These shifts reveal the complexities of managing intergenerational leadership and highlight the need for firms to adapt to a rapidly evolving landscape.
Traditionally, law firms have been led by senior partners who rose through the ranks, often dedicating decades to their firms with an implicit understanding of long-term loyalty and eventual leadership. This model emphasized extensive hours, sacrifice, and the eventual reward of equity partnership. However, the career mindsets of younger generations have upended this traditional trajectory. When I was young in my career, the expectation was 60hour work weeks. The M&A attorney in the office next to me even had a sleeping bag in his office. Unfortunately, I bought into that leadership mentality, and my expectations for my staff were often unrealistic and perfectionist. Over the years, I have realized how important understanding generational influences and expectations can be in altering your career trajectory and how you lead. Today, younger lawyers approach their careers with a vastly different set of priorities. For many, the goal of making partner holds less allure, and work-life balance is a non-negotiable cornerstone of their professional lives. This generational shift is not inherently negative; in fact, younger lawyers’ ability to set clear boundaries and advocate for balance is commendable. However, these boundaries often collide with senior leadership’s expectations and working styles, creating friction within firms.
Leadership in law firms now faces the dual challenge of honoring the well-established demands of client relationships while navigating internal generational dynamics.
by Jill Huse
1. Increased Pressure on Leadership: Senior leaders are more taxed than ever as they strive to bridge the gap between maintaining client satisfaction and accommodating the workstyles of younger lawyers. While young attorneys excel at setting boundaries, firm leaders’ responsibilities often extend beyond their own professional boundaries—responding to clients at all hours, mentoring associates, and driving business development. The result is a leadership cohort at risk of burnout as they shoulder the burdens of these shifting expectations.
2. Client Expectations in a Changing Landscape: Clients themselves are evolving. They demand efficiency, innovation, and responsiveness, leaving little room for the traditional methods of operating that once characterized the legal sphere. As client needs evolve, law firm leaders must adapt and ensure their teams align with these expectations while maintaining internal harmony.
Adapting to these generational and client-driven changes requires intentional strategies. Below are a few actionable approaches for law firm leaders:
1. Foster Open Communication: Leaders must prioritize transparent, consistent dialogue across all levels of the firm. Understanding younger lawyers’ motivations, challenges, and goals can help bridge the generational divide. This includes creating forums for associates to share their perspectives and leadership to share insights into the broader business implications of their decisions.
2. Lead by Example in Boundary Setting: While it’s critical for younger lawyers to set boundaries, firm
leaders must also model sustainable practices. Demonstrating the importance of taking breaks, delegating effectively, and respecting personal time can help shift the firm’s culture to one of mutual respect.
3. Innovate Career Pathways: Recognize that the traditional path to partnership no longer suits every associate. Leaders should explore alternative career trajectories within the firm, such as hybrid roles, project-based leadership opportunities, or client-facing non-equity positions. Some law firms are even creating flexible hour arrangements for associates that allow a “choose your own adventure” type model that can change when the associate’s circumstances change. For example, Steptoe LLP recently introduced flexible billable hour tracks for associates as part of their revamped compensation system, allowing lawyers to tailor their career progression to their personal and professional needs…
4. Invest in Leadership Development: Equip partners and senior attorneys with the skills to manage intergenerational teams effectively. This includes training in emotional intelligence, change management, and mentorship tailored to varying generational needs. Recognizing this industry-wide challenge, we are working with key collaborators to develop a unique conference
and training initiative to help professional services organizations, including law firms, address these intergenerational leadership issues through targeted learning and development initiatives.
5. Use Leadership Voices to Drive Cultural Change: Senior leaders must be vocal advocates for evolving firm culture. By aligning internal strategies with client expectations and fostering a workplace where all generations feel valued, leaders can shape a more cohesive and resilient organization.
Intergenerational leadership within law firms is no longer a theoretical challenge but a practical reality requiring immediate attention. By understanding the differing perspectives and motivations of today’s workforce, law firm leaders can turn these challenges into opportunities. With intentionality and innovation, leadership can create a thriving firm that meets the needs of its people, clients, and the broader legal market. n
Society 54 Co-Founder and Chief Strategy Officer Jill Huse is renowned as a trusted professional services advisor. Jill, a certified Business Coach, is highly regarded for her progressive ingenuity, research-based strategy and, most importantly, her ability to deliver results for clients. Learn more at www.society54.com.
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Consumer Class Action
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Burn Injury - Product Defect
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15-Passenger Van - Auto Defect
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Wage & Hour Class Action
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Door Latch Failure - Auto Defect
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Wage & Hour - PAGA Class Action
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Roof Crush - Auto Defect
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Seat Belt Failure - Auto Defect
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MULTIPLE 7 - FIGURES Airbag - Auto Defect
MULTIPLE 7 - FIGURES Post-Collision Fire - Auto