Mergers, Mergers Everywhere

This year’s biggest merger has been between K&L Gates with Kennedy Covington. And now the current buzz surrounds a possible merger between Winston & Strawn and Heller Ehrman

The numbers don’t lie. So far there have been 26 new law firm mergers and acquisitions reported in the past three months.   Not to mention the 18 we saw in the first quarter of the year. Compared to last years 27 at this point – 2008 looks to add to that total. 

What does this mean to you and your career? Does this pace of merger activity reduce career opportunities? How does this affect you and your role in an organization?

If history is any indication of what will happen, there should be a consolidation and reduction in staff. 

But this is eDiscovery/Lit Support. The war for talent continues to be fierce…. And I do not see a reduction forthcoming.

There are over 250 open positions for eDiscovery professionals in Corporate, Vendor, and AmLaw 200 Law Firms. 

It’s a buyers market. 

I would hate to be selling a house in this market. But if you have talent and experience in eDiscovery – it’s your kind of market.

The E-Discovery Lawyer: It's Evolution, Not Revolution

I highly recommend reading Monica Bay’s article, “Can You Adapt?,” in the June issue Law Technology News.  

I too am seeing more of this new breed of techno/e-discovery lawyer.

Many firms have them in place or are looking to hire or develop them and they are discussed at every conference I attend.

Many people see this growing role of staff attorneys and techno-lawyers in litigation support as a threat or source of irritation.

I don’t.

It’s not us versus them. It’s not a competition for visibility within the firm.

It’s evolution, not revolution.

Paralegal, IT or lawyer - there’s plenty of room for everyone.  

As the profession evolves and litigation support becomes more complex and sophisticated, the techno-lawyer can play a valuable role in practice support leadership. Lawyers understand lawyers.  They understand the internal and external clients being served, the specifics of the case and the strategies and goals to be accomplished.  They understand the WHY of what is needed.

Today’s litigation support departments are like chocolate chip cookies.  There are countless ways to make them, depending on what ingredients you have in the house.  How many chips, how much butter, a preference for crispy or chewy and, dare I say it, nuts?  Each batch is different.

Directors and Managers need to evaluate their needs and internal resources to create strong and diverse teams.  They must determine who has the skills as well as the passion, motivation and intellectual curiosity to step into litigation support roles.  A lawyer may be the perfect fit for your team, depending on:

·        The culture of your firm;

·        The nature of your clients;

·        The depth and complexity of the matter;

·        The maturity of the department;  and

·        The relationships with IT.


There are many ways to make a chocolate chip cookie.

I like mine chewy.

Job Security in a Slowing Economy

With only 5 full months of 2008 on the books, the list of casualties from the slowing economy is growing.  The Department of Labor released statistics Friday revealing that the legal sector lost 1,100 jobs in the month of May.  These figures, when added to the 1,900 losses from April, indicate a volatile job market.

Despite this sharp reduction in workforce, I continue to see solid growth and demand in e-discovery and litigation support across the AmLaw 200. 

 The Cowen Group conducted a quick poll on Monday of litigation support/e-discovery hiring trends among 20 global law firms.  Our poll revealed the following:

  •            65% are aggressively hiring litigation support staff.
  •            20% are on plan and will continue to staff.
  •            15% are cautious and/or scaling back.

These results are precisely what I saw last year at this time. Indicating healthy hiring activity in the litigation support space despite the sluggish economy.

Although several clients acknowledged a decline in business and case loads, they were quick to point out that the increase in size, scope and complexity of cases were keeping their headcounts high.

Several of the firms polled responded that they were adding services and staff to their litigation support practices this year. 

There’s nothing like the DOJ, SEC, FBI and a sub-prime meltdown to give one a sense of job security. 


Mortgage Meltdown Fuels Litigation Support

The woes of sub-prime mortgage lenders may prove to be another boon to litigation support.

A new study by Navigant Consulting Inc. offers the most detailed statistical portrait of subprime litigation yet. The Chicago-based firm reports that 448 subprime-related cases had been filed in federal court from January 1, 2007, to March 31, 2008. By comparison, the Resolution Trust Corp., which was created to deal with problems spawned by the savings and loan crisis, handled a total of 559 suits from 1989 to 1995.

Subprime litigation has exploded over the past year, with filings skyrocketing during the first quarter of 2008, according to a recent article in Corporate Counsel. The complex, discovery-intensive nature of subprime litigation suits lends itself to litigation support work.  This spike in subprime mortgage litigation is likely to spark a wave of litigation support activity across the nation as litigation support and e-discovery teams gear up to tackle the subprime lending fallout storm.

Lawwave reports that the subprime crisis is also increasing opportunities for litigation support providers abroad.  Any decrease in the practice of offshoring may fuel the need for talented professionals in the United States, taxing an already-shrinking talent pool.

With over 225 open litigation support positions coast-to-coast, the war for talent at all levels continues. 

What the space desperately needs is training for seasoned para-technicals with the desire and intellectual curiosity to step into a new role - Jr. Litigation Support Analyst.

What are your thoughts?

At the Core

Litigation support is stepping beyond the sidelines into the limelight. A growing number of law firms are establishing independent litigation support centers to better serve their clients. 

This shake-up, prompted by client demand and an effort to gain a competitive advantage, has led to an increased recruitment of IT and litigation support personnel.

Many firms, like King & Spalding, Sullivan & Cromwell and Sherman & Sterling have made litigation support offerings a key business strategy. Most recently, Howrey announced its litigation support strategy, with a standalone litigation support center in Virginia and plans to open a center in India.

Packaging and marketing their technology services lets firms diversify the menu of options for clients, reduces client costs and creates a revenue-generating side business for the firm. 

Twenty-five of the AmLaw 200 have litigation support departments of 20 or more; 12 have departments that exceed 30. Like IT services, these departments are not so much law firm profit centers as core competencies that a firm must provide to serve its clients. 

Despite the slowing economy, the demand for litigation support talent will remain hot. The litigation support space will continue to ride the roller coaster of double-digit growth as law firms up their technology staff. Hold on for an exciting ride!

How Do You Say "Litigation Support" in MANDARIN?

Did you know that China is a hot-bed of stem cell research—and trademark infringement? What about the continent-wide use of generations-old coal burning energy plants—and the massive personal tort and toxic emissions global litigation that will follow? Business is booming in China, so lawyers are lining up for language lessons in Cantonese and Mandarin.

As a litigation support professional, why do you care? Because demand for expert litigation support is about to exceed supply--again. Skadden, Cravath, Davis Polk, Baker Botts, Sherman & Sterling—all have a deep presence in China already, with more footprints and acquisitions to come. Did I mention the explosion of IPOs and deals being done in China? Latham & Watkins, and Vinson & Elkins account for no less than nine already. Demand for expert litigation support in China will only continue its phenomenal rise, exceeding supply and—if I remember my Econ. 101—driving prices up and up for litigation support professionals like you.

What's more, increased demand will offer you more options than ever, and meaningful choices in your career. In this climate you can choose to work in-house or to consult; you can continue to work for your AmLaw 200 firm—at its footprint in China or the Pacific Rim. You may plant yourself in one of numerous Fortune 1000 companies already there; rack up frequent flyer miles as a consultant with KPMG, E & Y, or Deloitte; or replenish your miles working for any one of the rapidly proliferating in-country consulting firms and legal software vendors.

New Hot Spots China and Pacific Rim Offer Unprecedented Opportunity
China and the Pacific Rim will be the undisputed Hot Spots of 2007-2008. Business and financial periodicals—from the Wall Street Journal and Financial Times to Business Week to The New York Times—report a daily tally of 30 openings more than there are lawyers to fill them. The same will be true of litigation support positions many times over and global firms are already painfully aware that indigenous supply can't meet this demand.

So firms will have to dip into the global talent pool. And for those litigation support pro's who can think out of the box—and beyond the shores—these are prime conditions. Conditions that will continue to drive demand for talent, keep upward pressure on salaries, and offer unprecedented career opportunity and control.

Can you say "dot-pst files" in Mandarin?


Para-Technicals or IT

There has been a growing debate amongst major law firms, vendors, and Fortune 500 companies on whether or not they should be grooming their IT professionals or paralegals into shiny new Litigation Support staff.

Both approaches have pros and cons. This week two guest writers will outline their thoughts and ideas on which is best. On Friday, I will share my thoughts given what I see on the market as a whole.

The IT Department - Litigation Support's latest recruiting ground.
By Mark Lieb

© 2006 Ad Litem Consulting, Inc.

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Litigation Support Manager Makes Partner?

Complex litigation cases have become so large and complicated that they require an extra set of teams, both legal and litigation support. We now see major to mid-sized law firms and corporations beginning to add head-count, with additional layers at leadership levels.

In litigation support we're seeing a trend toward augmenting the in-house arsenal of talent with supervisors, coordinators and managers -- thereby elevating the current Manager to Director -- which is worth $125k - $250k.

The Cowen Group's ongoing informal salary survey suggests that litigation support directors are now being valued on par with nonequity partners -- and billed accordingly. Not to put too fine a point on it, IT leadership positions now have reached approximate parity with first, second and third year associates.

This is new. And it's happening now because no matter how critical the latest information technology may be, it will never get the job done all by itself. IT is the gateway to successful forensics and e-data management. But it is just the gateway -- through which your talented people pass. So litigation support hiring is more and more about people skills, and leadership that can spark collaborative process, in addition to the familiar technology component.

Make no mistake. It's your people who drive the process -- not legal technology. Litigation support people with deep knowledge and expertise in the use of technology, and litigation support leadership, experienced in the interpersonal process of lawyer-client relations. Together with technology, litigation support people can help accomplish your firm's revenue objective.

And that's what makes litigation support billable -- big time.

Litigation Support Rides Shotgun

Ok, so now you've got your fast car, and you're in the driver's seat, and you're way out in front where you belong -- but who's riding with you?

You gotta have the right guys riding shotgun when your competition is chasing you. Nowadays that means litigation support. And not just the technology, but the talent that goes with it -- i.e., the people who know how to make legal technology work for you in complex litigation matters, when your competition is gaining on you. Because it's NOT about the technology. It's about your PEOPLE. The people who keep you covered.

Smaller and smaller corporations and law firms are becoming more and more competitive as technology becomes more and more ubiquitous. Which means your competition will soon be chasing your clients, if they aren't already. These days a fully staffed, fully outfitted litigation support department is just the cost of keeping business.

What's more, firms are focusing more and more on driving revenue -- not counting paper clips -- because you can only cut so much cost, in the new-new cyber-tech workplace. But new clients just want litigation support that can get the job done, whether in-house or bundled with outside counsel. So you better have the tools AND the people -- or those guys gaining on you now will soon be stealing your market share too.

But here's the thing: When you build the right litigation technology capability, AND hire the right litigation support professionals to implement that technology, you'll be ensuring customer return, AND bringing in new business -- because you'll be the firm getting the job done for your clients.

That's litigation support -- riding shotgun, so you can stay out in front, where you belong.

EDD: Too Late for PreNup

"… more than 90 percent of all information is created in an electronic format." The Sedona Principles: Best Practices Recommendations & Principles for Addressing Electronic Document Production,  (Jan. 2004)

That's a lot of files. That's why there's Litigation Support.

The sheer volume of EDD in an increasingly typical litigation has led to short-cutting that could become canonized in this year's proposed amendments to the Federal Rules of Civil Procedure. It is already common practice among lawyers, for example, to enter into "non-waiver agreements" that dispense with the protections offered by the attorney-client privilege and work-product doctrine.

And the amendments mean well -- designed to ease burdens associated with reviewing and producing vast quantities of documents inadvertently produced during the discovery process (can you say "oops"?). But that way danger lies, say litigation partners Baughman and Boehning, of Paul Weiss et al, in a recent article, posted at Law.com.

The proposed amendments suggest procedures which U.S. Magistrate Judge Paul W. Grimm has said "no prudent party would agree to follow…" Of course not. They read like a retroactive pre-nup -- attached, optimistically, to the divorce proceedings:

  1. litigants should discuss issues relating to claims of privilege or protection
  2. litigants should enter into voluntary agreements to forgive inadvertent disclosure of protected materials
  3. litigants should specify a procedure to be followed in case of inadvertent disclosure of protected materials and post-production claims of privilege...

People who know suggest that complete pre-production privilege review should be assumed, and common sense cost/benefit analysis should be excercised. But this is a rapidly changing new horizon, and so far no path is guaranteed to get you there quick. Incomplete preproduction privilege review can present a real risk of waiver even when the parties agree to a "non-waiver agreement."

Old dogs? New tricks? No problem!

Amazingly enough, and against all odds, lawyers are learning to embrace new technology! The evidence was on plain display last week in New York, at LegalTech 2006, where senior partners turned out in greater numbers than ever before.


There was a time, not so long ago, when it made sense to busy partners to pick a tech vendor and an IT manager and be done with it. But EDD is now high-stakes best practise in complex litigation, instead of new-fangled IT convenience. At the same time, clients large and small are demanding reliable integrated technology to match both budget and systems. So technology competencies are fast becoming a key factor in a law firm's own marketing -- not only to attract new clients, but to attract and retain top tier new hires. Now law firms are not only putting up with new tech but getting good at it.

Litigation support managers in top law firms and Fortune 500 legal departments are not shy about shopping around for the most effective systems. Technology providers, meanwhile, understand that they supply an increasingly knowledgeable technology consumer. So competition among vendors is also heating up, and we're seeing a swell of skills development opportunities sponsored by vendors themselves, who realize that an informed consumer is their best customer.

The trend is already strong in newer, nimbler boutique firms, staffed by tech-savvy recent law school graduates. And bar associations, law firms and CLE providers are beginning to serve practicing lawyers with training in the key elements of meta-data and EDD.

New tricks? No problem! Litigation support has never been more competitive than it is right now. Nor has it ever had more respect.

DC Heats Up in January

This month Boston-based Bingham McCutchen will acquire Washington D.C. law firm Swidler Berlin, reports Legal Times.

This is big. Big firm, big reputation. Big clients, big bucks. Big systems.

Big headaches. 850-lawyer Bingham will more than triple its 55-lawyer D.C. office, adding three key practice groups and creating an instant Washington presence. With 11 offices on both coasts, Bingham has soared up the AmLaw rankings from No. 81 in 1999 to No. 26 in 2005, with no less than five successful mergers. But Swidler was one of D.C.'s last best midsize firms. Says Bingham

Chairman Jay Zimmerman, "there are fewer and fewer [merger] opportunities available in D.C.," echoing a lament heard recently around the Big Apple.

Litigation support, anyone? The integration of complex litigations and systems often proves to be a merged firm's thorniest challange, although Zimmerman says, "Every time we get a little better at it."

They have to. Swidler itself is an object case. Before its 1998 merger with New York's 60-lawyer Shereff, Friedman, Hoffman & Goodman, Swidler was known as an aggressive and highly profitable firm. But the New York lawyers' corporate practice never meshed with Swidler's focus and led to a steady bleeding of key partners, a shopping excursion, and ultimately the acquisition by Bingham.

Now Bingham will face many of the same challenges that made Swidler vulnerable. Technology has exploded exponentially since 1999, when Bingham made 81 on the AmLaw 100, and many a firm has been surprised by arcane cyber-mysteries like E-discovery.

Litigation support and staffing has never been a better investment. Because integration of systems isn't just about hardware.

Lawyers, Metadata and Client Confidences

Heard this one? Guy goes up for Supreme Court Justice. Opposing political operatives pass disparaging e-memos. Major national political party gets wise a little late and smartly scrubs the discoverable data. Whew. Close one. But what's this? Oh No! BUSTED by the META data in the Word.doc.

It was bloggers who got the meta-goods. Think maybe there's a change a-comin'? It looks like US Supreme Court nominee Samuel A. Alito, Jr. will do fine (no bets on the DNC). But the data snafu is not unique. Lots of lawyers are mondo-surprised by the foremost threat facing lawyers today -- metadata -- made more acute by ethical and professional requirements regarding client confidences.

The main peril is twofold: inadvertent disclosure of 1) attorney communications with adversarial third parties, and 2) clients' underlying communications and documents in the course of litigation. But they share a common source. METADATA. Metadata contained in documents provided during otherwise ordinary e-discovery can accidentally expose confidential information, and destroy the attorney-client relationship -- nevermind cases, careers, even the firm itself.

Metadata is "data about data". It's information about the formatting, the history, the tracking and management of any electronic document. Metadata can spill all the beans about how, when and by whom the data was collected, created, accessed, or modified. Metadata can be modified, inadvertently (which is aggravating) or intentionally (which can be criminal). Metadata is meant to be invisible in the final printed document. But it can be extracted when native files are converted to image files, like the universally preferred PDF files so routinely used for printing out. State Bar Opinion Lawyers must become aware of metadata and of how their software stores it, in order to properly safeguard their clients' confidences.

God forbid a lawyer should transmit a document by e-mail to someone other than the client, without realizing the recipient is able to view prior edits or comments that qualify as privileged attorney-client communication. Wherever such communications could jeopardize client confidences, the lawyer must exercise "reasonable care" to protect the client's information, because that responsibility still lies squarely with the lawyer.

That's one thing that has definitively NOT changed. ediscovery The explosion of electronic data discovery, or EDD, additional changes to federal rules of disclosure proposed for 2006, and inexorably evolving technology -- all combine to make data in general -- and metadata in particular -- some of the most perilous and costly aspects of litigation.

It has never been more crucial to find the right people to meet increasingly tech-savvy demands of litigation support .

Electronic Disclosure Major UK Issue

Complete disclosure - recent changes to the Civil Procedure Rules in the UK

From casual e-mails to information on your iPod, electronic data can now be required as court evidence. Electronic disclosure is set to become a major issue for UK law firms, following the changes to the Practice Direction under Part 31 of the Civil Procedure Rules (CPR) in October.

The changes will require a much more rigorous approach to the way electronic documents are created, stored, searched and retrieved. Many of the "smoking gun" communications that can undermine the strength of a case tend to start life as an electronic document. Casual or instinctive responses by e-mail to a problem with another contracting party, a regulator or even an employee can often be highly significant in the context of formal legal proceedings perhaps months or years down the line. With the scope of electronic disclosure as it now stands, there is an increased likelihood these kinds of documents will see the light of day in court. Regulatory agencies, such as the Financial Services Authority and the Office of Fair Trading, are also becoming increasingly sophisticated and demanding in the information they will seek in the course of an investigation, as well as in the timeframe for its production. Lengthy timescales for collation and review of documents may no longer be feasible when they are stored electronically and can be searched easily.


Electronic documents

The new rules impose increased obligations on businesses to consider the availability and relevance of electronic documents at the earliest stages of litigation. They now expressly refer to documents stored on servers and back-up systems, and will encompass documents that have apparently been "deleted", but which can be recovered by a forensic expert.
Metadata can be altered irrevocably if the electronic document is handled incorrectly. Even the simple action of clicking onto a document can alter its meta-data.

Scale of the disclosure process -- The new regulations have dramatically increased the scale of the disclosure process for a business involved in litigation. The volume and variety of electronic materials produced by businesses continues to increase significantly year-on-year. It has been estimated 93% of corporate documents are created, viewed and stored electronically but 70% of those documents never migrate to paper. The rules state it may be reasonable to search some or all of a party's electronic storage systems -- this could mean a Complete trawl, not only of the obvious (PCs, servers and back-up systems), but also mobile phones, BlackBerries, laptops, electronic notebooks and even iPods. A party may have to verify that they have searched all mail, document, calendar, spreadsheet, graphic and presentation files and webbased applications.

The revised Practice Direction to Part 31 requires parties to discuss, at the outset of the litigation and where possible prior to the first case management conference, issues that may arise relating to the disclosure of electronic documents. They should provide information about the categories of electronic documents they possess, the systems, devices and media on which they may be stored, and the storage and document retention arrangements they have made. Parties must also cooperate at an early stage as to the format in which electronic documents will be provided. It is therefore crucial for lawyers to be familiar with their clients' IT systems and processes for document management. Those who choose to ignore this reality risk overlooking vital evidence and attracting sanctions.

Practical steps -
Reviewing back-up tapes is often considered the most fertile source of information in an evidence-gathering exercise. Indeed, in the "headline" case of Zubulake v UBS Warburg, one issue was whether 95 potentially relevant back-up tapes (that is, potentially more than 300 million pages) should be reviewed.

Sophisticated technology now exists for electronic documents to be filtered for relevance and reduced to a manageable review set integrated with paper documents in a single online document repository. These online databases also provide reviewers with the ability to further search through and filter the documents, place electronic "post-it" notes and highlight sections on the documents, categorise documents as relevant or privileged and view electronic documents in their native file formats. All reviewers effectively need for an online review is an internet connection. When very large volumes of data need to be reviewed, there is almost no other solution to this type of online repository in terms of both storage capacity and review functionality required.

It may increasingly become the case that parties that could use more sophisticated techniques for managing and disclosing their electronic documents, and fail to do so, will find themselves at a disadvantage in a dispute.
As more than two-thirds of UK businesses have been embroiled in litigation during the past year, this is a risk that few can afford to take.

Jonathon Crook is a litigation partner and Jonathan Tardif is a litigation associate at Eversheds. Andrew Szczech is an electronic evidence consultant at electronic and paper-based evidence services provider Kroll Ontrack.
Author: Jonathon Crook, Jonathan Tardif, Andrew Szczech
Source: Legal Week - 17/11/2005