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.

Greetings From Legal Tech West

Do you know what I enjoy about conferences? It’s the interaction that occurs. It’s being able to speak face-to-face with other people with a passion for the business. It’s sitting in on sessions presented by thought leaders in the industry. 

I make it routine to attend all the trade conferences to further my understanding of the space and what trends to be aware of. Like last year, The Cowen Group hosted a Pre Legal Tech dinner Wednesday night. I’d like to extend a thank you to all that attended our soiree. The discussion on how to manage, train and retain top talent was very thought provoking.

Today I’ll be attending the practice management track and look forward to hearing George Rudoy, Joy Murao, Jim McKenna and Mary Panneta discuss the hot trends and new directions that practice technology is taking.

With the rate at which the lit support community is expanding, it’s exciting to be sitting in the front row. The increased demand for trained professionals, informed talent and the lack of a homogenous curriculum opens the space for a lot of change and opportunity. It definitely keeps me on the edge of my seat.

If you happen to be here in L.A. for Legal Tech West, please say hello or drop me a line. We can find some time to get a coffee and exchange ideas. If not, I’d love to hear your thoughts on the conference. 


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. 


If Not There, Where?

Offshoring – the practice of sending legal work to low-wage markets overseas – may have just hit a major roadblock.

According to a recent federal lawsuit, Maryland attorney Joseph A. Hennessey believes he has uncovered a significant flaw in the practice of offshoring:  compromised confidentiality.

The suit alleges that offshoring legal work constitutes a waiver of the attorney-client privilege and Fourth Amendment protection, since data sent overseas may be subject to eavesdropping by the U.S. government, according to a recent article in the Legal Times.

“This waiver of rights would nullify the reasonable expectation of privacy that American citizens — litigating purely domestic disputes in U.S. Courts — would have in the documents that they produce in the course of civil litigation,” the complaint reads.

Some of the nation’s largest law firms and corporations have outsourced legal work, including Arnold & Porter, Howrey, United Technologies Corp., Oracle Corp. and Bayer AG, according to The Washington Times.

A favorable ruling could have significant implications for the future of offshoring, potentially curtailing the outsourcing of legal functions including litigation support.

Many law firms and corporate legal departments rely on cheap foreign labor to perform document review, coding, indexing and other litigation support functions.  Any downward shift in the amount of litigation support/e-discovery work performed abroad will undoubtedly raise the demand for services and talent here in the United States, potentially driving salaries upward yet again as the war for talent reaches an alarming level.

What do you think about the practice of offshoring? Should law firms obtain consent before client data is sent abroad or disclose their use of foreign legal service providers?  Feel free to weigh in.

Back to Blogging

Hello all. After my 18 month hiatus, I am excited to be contributing my thoughts on the dynamics that shape our work in the ever-evolving litigation support/eDiscovery space.

My goal--with the new launch of this blog--is to create a meaningful, open platform to discuss career trends, business opportunities, management trends, and strategies for achieving professional success in the eDiscovery.

I invite you to bookmark this blog, visit frequently and liberally contribute your insights, opinions and professional experiences. I look forward to our collaborative and positive exchange of ideas in this free and open space.

Have a topic suggestion? Drop me a line!

You'll find me here once a week. So, buckle your seat belt, bring a colleague and meet me here. We are in for hell of a ride this year.

Dewey and Orrick in Merger Talks

New York's Dewey Ballantine and San Francisco's Orrick, Herrington &amp; Sutcliffe are discussing a possible merger, the leaders of both firms confirmed Monday. </p>

It remains unclear how far the discussions have advanced, but if a merger is completed, the combined firm would have more than 1,200 lawyers and hit nearly $1 billion in revenues, based on the most recent Am Law 100.

There is much that needs to be discussed so it is still premature to speculate on a potential outcome at this time," said Morton Pierce, chairman of Dewey Ballantine's management and executive committees. "I will say that I am intrigued by the possibilities to create one of the largest and most dynamic firms in the marketplace."

With the ever increasing complexity of Litigation and global clients demanding more full service and fee containment, the Dewey-Orrick merger (New York Times Online- Registration Required) is a natural.

As are the several others I am hearing about.

What does it mean for your career? Increased chaos, greater competition, and promotable opportunities for those that can provide leadership and build meaningful relationships with key partners, co–workers, and department heads

Is America Exporting Class Actions to Europe?

For years my friends and colleagues have told me that the Europeans just do not sue and litigate like American firms. And I agreed. But that is changing FAST & FURIOUSLY. The Volvo - Mont Blanc incident may have opened the Pandora's box of US style product liability litigation. And there is no return.

In Europe, "product liability claims are [filed] more or less never," says Lars Lidman, general counsel at AB Volvo's Volvo Trucks division in Gothenburg, Sweden. But given the scale of the Mont Blanc disaster, the international news coverage and the number of nationalities involved, Lidman knew this case would be different. After two rounds of court-ordered investigations, Volvo, the Italian and French tunnel operating companies and a dozen individuals faced two rounds of court-appointed investigations and a criminal trial for manslaughter in France. In July 2005 nine individuals and three tunnel operating companies were convicted; of the corporate defendants, only Volvo was acquitted.

"It's a major, major case. It's the first big [product liability] case we've had in Europe," says Lidman. Class actions, in the American sense, don't yet exist in Europe, but the number of parties and the money at stake here give the Mont Blanc litigation a distinctly American flavor. "This case, you could say it is like a class action," says Lidman. Governments across Europe are learning, like Lidman, that the desire to sue en masse is, like most things, not uniquely American.

Europe is hardly in danger of becoming known as Madison County East. Significant barriers to class actions remain. But those barriers are coming down fast and furiously, and for good. Major cases are now pending in Italy and France, and major firms like Parmalat, Microsoft, Boeing, Astra Zeneca, and Ivanna are queuing up to enlist US talent in the litigation wars that are beginning to rage all over Europe.

For continuing coverage including the names of key litigants and issues in the news, watch this space."

The Fortune 500 Go Shopping: Part 2

Large corporations have been getting some frustrating legal advice lately, and paying for it dearly, in budget overruns, legal sanctions and worse.

Now the Fortune 500 are getting into the driver's seat. They're going shopping for legal services they can really use in a digital world, at prices that will keep them coming back. Legal tech vendors nMatrix, ZANTAZ et al now offer products that corporations are buying and taking home, reclaiming in-house control of EDD in complex litigation matters like class actions and patent litigation (can you spell MDL?). It's an accelerating trend, and power corporations Pfizer, Citigroup and Johnson & Johnson are leading the way.

If you're a litigation support professional, this is good news for you. Because when corporate shoppers get their shiny new solutions home, they still need experienced lit support professionals to put it all together. So the Fortune 500 are also shopping for you.

But that's only the half of it. Outside counsel now has to deliver lit support skills and experience to serve the rapidly changing needs of established clients. But venerable firms that have served Fortune 500 companies for the last century or so don't yet have your skills on hand. So law firms are shopping for you too.

I you're a lit support pro, in-house or outside, this trend is your seller's market.




The Fortune 500 Go Shopping: Part 1

When large corporations go shopping for litigation support, they are likely to be both informed consumers and tough customers. And due to ever increasing costs in lit support and EDD, large corporations are shopping the market like a President's Day clearance sale.

When large corporations go shopping for litigation support, they are likely to be both informed consumers and tough customers. And due to ever increasing costs in lit support and EDD, large corporations are shopping the market like a President's Day clearance sale.

David Levy, of Fulbright & Jaworski, writes that among Fortune 500 companies surveyed last year, cost-effectiveness trumped all other criteria for measuring the efficacy of legal resources, whether in-house or outsourced. Seems the budget-minded corporate client, like any cagey consumer, wants bang for the buck -- up-to-date technology and services, effectively matched to purpose, at fair market rates.

And why not? With the current incursion of technology into courts, corporate litigation and law firms, corporate clients are discovering a leverage that once belonged only to the arcane inner sanctum of outside counsel -- a shift that could potentially change the lawyer-client relationship forever. Electronic data management is fast leveling the field, replacing both the hand-delivered redwell and the beleaguered associate. But in complex class actions, multi-district or patent litigation matters, electronic archives can become overwhelming -- huge, and fraught with legal, ethical, and financial pitfalls for the lit support greenhorn. Because without experienced, methodical analysis of requirements and resources, all hell can break loose.

In the EDD marketplace, where IT whiz-kids once squared off against legal top-guns, it turns out that real expertise now requires a cooperative new hybrid of tech savvy and law firm experience. In fact, for the moment, law firms and their Fortune 500 clients are shopping the same market, and are facing the same dilemma: how to find the lit support experts -- whether in-house or outsourced -- who really know the secrets of EDD. In-house lit support directors, vendors, outside counsel, law firm non-legals--they're all in this market. And when traditional law firms lack the required EDD technology and/or experience, their clients will not hesitate to go shopping.

Next week, Chapter 2. "The Fortune 500 Go Shopping: Why this is good news for you, if you are in Lit Support"

NYC - Still a Helluva Town

"Whatever the next new new thing turns out to be," reported The American Lawyer, "for the practice that launches New York's next Latham-like success story -- it will help to have the right connections."

That's not news to us. California-based Latham & Watkins, damsel at the Manhattan dance twenty years ago, has since risen to legal New York's top tier, by sticking to a few basic best practices. But it's getting harder and harder to come to New York, say law firms who've tried it lately -- not because the Big Apple's lost any of its cachet, both to serve existing clients and to attract new ones.

New York is still the financial capital of the world and a major center of commercial litigation, with the appeal to foreign clients essential for any firm's global ambitions. Some would-be contenders ultimately withdraw, sadder but wiser. Others, like Latham & Watkins, hang in for a big payoff, whatever it takes -- and however long. So what does it take?

In a recent article, The American Lawyer boiled it down to four durable basics -- laser focus, client base, long-range vision, and oh yeah, luck. But "what it takes", in the current business of law firms, has changed in some key respects. For one thing, outside firms once routinely mined New York's lode of midsized law firms for talent and a local presence, complete with lucrative client lists. But that once-rich lode of midsized law firms is pretty much played out, so client lists are harder to acquire, and not by merger alone. Alternatively, Kirkland & Ellis arrived in 1990 with ten homegrown lawyers and an active group of private equity clients. So the firm was able to "stick to the knitting," says Kirkland's Kirk Radke, "stick to what we're very good at."

But some firms never get momentum in New York because of the intense competition, both for clients and for talent. And the battle for business is now being fought in the lateral market. "If you're coming to New York with economics that don't match the firms already in New York," says Bradford Hildebrandt of Hildebrandt International, "then you're going to have trouble recruiting talent." So is it too late to make it in New York? "Absolutely not," says Kenneth Bezozo, who came from Dallas in 2004 to open Haynes and Boone's Manhattan office. But it's now more important than ever to have the map -- and the sherpa who knows his way around critical "on the ground" matters. Issues like name recognition, professional critical mass, unique practice areas, local market expertise. Moreover, per-lawyer costs in New York are higher than in a firm's other offices, so it's crucial to match the right people to the right task.

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.

2006 Litigation Department of the Year

Strategic insight and good lawyering coupled with SUPERIOR LITIGATION SUPPORT WINS Paul Weiss 2006 Litigation Department of the Year.

Who is Paul Weiss? It begins with the star-studded client list of Simon Rifkind, the retired federal judge who represented such clients as Jacqueline Onassis, William O. Douglas, Jane Fonda and a plethora of major corporations. Rifkind's mantle was assumed by Arthur Liman. With his public service credentials -- a former federal prosecutor, he headed the Attica prison uprising investigation and the Senate Iran-Contra hearings -- and his unlikely charisma, Liman was a towering presence at the firm. He was also the litigation department's biggest rainmaker, the foundation of the firm's relationships with such key clients as Viacom Inc. and Time Warner Inc. Take a look at American Lawyer 's very worthwhile read on who Paul, Weiss is -- and how it achieved its current status.

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

Bonus Season Opens

Sullivan & Cromwell Opens Bonus Season for Associates Range of $30,000 to $50,000 mirrors last year's compensation.

Though Wachtell, Lipton, Rosen & Katz, the nation's most profitable firm, stands apart with first-year bonuses usually starting at $50,000, other leading New York firms like Sullivan & Cromwell;

Cravath, Swaine & Moore; Simpson Thacher & Bartlett; Skadden, Arps, Slate, Meagher & Flom and a handful of others have generally sought parity in terms of associate pay, especially at the junior levels. The usually swift but occasionally sloppy market alignment results from such firms' fear of being disadvantaged in recruiting top graduates from leading law schools.

In the past, the competition included both base salary, which increased from $85,000 to $125,000 for first-years between 1997 and 2000, and bonuses, which also peaked in 2000 at $40,000 for first-years and $100,000 for senior associates.

Since then, however, New York firms, most of which still pay a first-year base of $125,000, have shown a marked preference for discretionary bonuses over salary increases. Though Skadden raised its first-year salaries to $140,000 in 2000, it has since paid a correspondingly lower bonus, so its overall associate compensation is in line with that of its New York rivals.

Likewise, the September announcement of first-year salary hikes to $135,000 by two Los Angeles litigation boutiques, Irell & Manella and Quinn Emanuel Urquhart Oliver & Hedges, has engendered no reaction among New York firms.