Law Firm Strategic Growth Summit

Pre- and Post-Expansion Strategies to Ensure a Synergistic Integration

Monday, April 23, 2007

About

Sidestep M&A Minefields…
Learn From Those Who Have Done It Right!

No matter the size your firm, there is often a great deal of financial benefit to be gained from expanding your reach. To compete for top-notch legal work and retain existing clients, many firms have no choice but to expand.

But many mergers, acquisitions, and expansions have ended badly—resulting in loss of clients, key partners, and firm reputation. The fallout from an expansion gone awry can derail a firm’s strategic growth plan…and jeopardize the firm’s future.

ACI’s Law Firm Strategic Growth Summit, publication can help you ensure that your firm avoids costly mistakes. Our faculty—made up of managing partners and key parties at firms that have successfully grown—will lead a candid, interactive discussion on how to:

  • Assess the business opportunities and risks posed by a merger candidate
  • Synergize technology, billing, and other firm functions after a merger
  • Tackle sensitive integration issues, such as relocations and terminations
  • Implement successful compensation structures for partners, associates, and staff

Contents & Contributors

About

Sidestep M&A Minefields…
Learn From Those Who Have Done It Right!

No matter the size your firm, there is often a great deal of financial benefit to be gained from expanding your reach. To compete for top-notch legal work and retain existing clients, many firms have no choice but to expand.

But many mergers, acquisitions, and expansions have ended badly—resulting in loss of clients, key partners, and firm reputation. The fallout from an expansion gone awry can derail a firm’s strategic growth plan…and jeopardize the firm’s future.

ACI’s Law Firm Strategic Growth Summit, publication can help you ensure that your firm avoids costly mistakes. Our faculty—made up of managing partners and key parties at firms that have successfully grown—will lead a candid, interactive discussion on how to:

  • Assess the business opportunities and risks posed by a merger candidate
  • Synergize technology, billing, and other firm functions after a merger
  • Tackle sensitive integration issues, such as relocations and terminations
  • Implement successful compensation structures for partners, associates, and staff

Contents & Contributors

Growth Strategies: Managing Your Firm's Strategic Growth
Scott DeVries, Winston & Strawn LLP (San Francisco, CA)

Due Diligence
Fred Langbein, Del Rey, Bernsen & Loewy, LLP (Iselin, NJ)

Successful Integration Strategies
Jay Rose, Woodcock Washburn LLP (Philadelphia, PA)

Retaining Key Staff & Reducing Redundancy: Successful Integration Strategies
Gary B. Fiebert, Schulte Roth & Zabel LLP (New York, NY)

Strategically Combining Firm Operations: Technology, Finance, Support, Real Estate
S. Dan Anderson, McKenna Long & Aldridge LLP (Atlanta, GA)
John J. Peterburs, Ph.D, Quarles & Brady LLP (Milwaukee, WI)
Jeffrey Brandt, Cozen O’Connor (Philadelphia, PA)

Planning and Implementing a Merger Meshing Firm Operations
S. Dan Anderson, McKenna Long & Aldridge LLP (Atlanta, GA)

Five Lessons for New Managing Partners
Glenn Callison, Munsch Hardt Kopf & Harr P.C. (Dallas, TX)

Protecting and Enhancing Your Firm’s Reputation: Managing Pre-And Post-Expansion Pr
Jeffrey J. Berardi, K&L Gates (Boston, MA)
David Egan, Reed Smith LLP (Pittsburgh, PA)
Jason S. Dinwoodie, Dewey Ballantine LLP (New York, NY)
Catherine C. Bishop, Blank Rome LLP (Washington DC)



DOCUMENT TYPES: PRESENTATIONS AVAILABLE: 0