虚拟律所会是下一个大趋势吗？自新冠疫情爆发、灵活办公兴起后，关于未来律所的讨论日益激烈，分散式律所成为了极具吸引力的选择。在这篇圆桌对话中，此类律所的负责人分享了云办公的有趣实践。
ALB：虚拟律所的运营和传统律所有何区别？虚拟律所管理合伙人的一天是怎样的？
Michael Pierson，FisherBroyles全球公司业务管理合伙人：从客户角度看，我们律所的运营模式和其他规模相当的律所区别不大，我们的建所目标就是让合伙人能够专注于提供卓越的法律服务。疫情期间，几乎所有律所都被迫采取了远程办公模式，我们在此方面则已经有了20多年的实践。
我认为FisherBroyles和其他律所的最大区别在于制度。我们是一家去中心化、半自动、以技术驱动的律所，能够管理分散于各地的合伙人。我们有一套公式化的薪酬制度，能够以更高效的方式管理一家Am Law 200（美国排名前200）律所。我们的管理结构简洁、规则清晰、薪资制度中没有主观色彩，能够相对公平地对待所有律师。
和大部分大型机构的管理者一样，我的一天可能在设定策略、内部沟通、审阅财务数字、执行内部企划、与管理层其他成员互动、和业务组负责人谈话中度过；也可能在会见潜在合作伙伴、和同事沟通交流、主持全所合伙人会议，或者证券法执业中展开。更重要的是，我要引导机构继续成长、帮助员工做出最佳决策、通过调配人力资源解决问题。我向来主张以身体力行的方式为大家设立好榜样。
David Reidy，Scale律师事务所管理合伙人：我们将自己视为一家在分散平台上运作的现代律所。律所模式的灵活性正是我们竞逐最佳人才的筹码——这就是管理合伙人的工作：寻找最合适的人。
Benjamin Y. Lieber，Potomac Law Group管理合伙人：虚拟律所和传统律所相似之处很多，例如都要关注律师、客户和业务的发展，要做好招聘和人才留存等，但虚拟律所还需要在分散于各地的律师、员工中营造一种归属感。和大多数管理合伙人一样，我每天都在开会——不过开会地点是我家那栋小楼的三层。
至于我的日常工作，律所的管理小组有五位成员，我们分工合作，我主要负责市场、媒体关系和招聘，因此要经常和合伙人以及潜在合伙人碰面，并支持同事的客户开发企划等。我经常出差，但因为办公室就设在家里，虽然工作繁忙，也不会错过孩子的成长。周一时我可能还横跨美国去见了位申请人，周五时我就已经在家接送孩子、参加小孩的足球比赛了。
— Grant Walsh, Culhane Meadows
Grant Walsh，Culhane Meadows联合创始人、联合管理合伙人：运营虚拟律所的职责和运营传统律所差不多，都要管理好业务、确保律所运转良好、合伙人能得到支持，客户也很满意。区别主要在于如何在分散的环境中构造并维护律所文化，而这种文化必须和传统律所有所不同。加入我们的律师希望以更有新意、更高效的方式工作，我们也得确保技术就位，保证合伙人与同事、客户展开无缝对接。
至于我的日常工作，律所的管理小组有五位成员，我们分工合作，我主要负责市场、媒体关系和招聘，因此要经常和合伙人以及潜在合伙人碰面，并支持同事的客户开发企划等。我经常出差，但因为办公室就设在家里，虽然工作繁忙，也不会错过孩子的成长。周一时我可能还横跨美国去见了位申请人，周五时我就已经在家接送孩子、参加小孩的足球比赛了。所谓生活工作平衡，意思是你总能专注于当下最重要的那件事。因为这种远程工作的方式，我能在孩子经历了糟糕的一天后好好陪伴他们，也能在小孩上床后返回处理紧急的工作邮件。将工作和生活糅合在一起，对于我是最佳的平衡方式。
ALB: 您工作的优先级和传统律所的管理者有何不同？
Reidy: 我们无需为高离职率和人才留存问题焦虑，因此能专注于机构的战略成长、打造队伍、强化客户关系。
Lieber: 我们不用每年烦心于调整薪资，因为虚拟律所的薪资计算是纯公式化的，也是完全透明的。
Walsh: 我们的领导层全都关注于客户和合伙人的需要。我们无需担心开销问题，这种“财务自由”意味着合伙人不必为了“达标”而卖命工作，也不用每年提升律师费率。其实我们的经营模式和现代企业很类似，以科技为驱动，强调效率和价值。
另一个区别在于我们强调合作，而非竞争。许多传统律所都以竞争的方式获取客户、增加利润，但我们觉得合作的价值高于一切，共赢的氛围千金难买。
Pierson: 我们不给律师设定最低计费小时，大家可以自由专注于提供最高品质的服务，律所也能更好地回应律师需求、提升客户体验，构造新一代律师事务所。
ALB: 客户和律师对于虚拟律所有哪些常见的误解？
Reidy: 分散式律所的优势已经是公开的秘密了。过去，有些客户会怀疑我们的人才优势，不知道是否有足够人手应对交易和诉讼，但现在他们对虚拟律所的服务质量可谓绝对满意——我们的许多员工曾经就担任过总法律顾问，或者运营过自己的生意。招揽人才方面，律师过去要把六七成收入交给律所，现在他们意识到有更经济、更值得的方式来做生意。
Lieber: 过去有种理念，认为虚拟律所像是过家家，吸引不来业界真正有影响力的律师。十年前这种说法还很有市场，今天看来却完全过时了。我们招来了许多Am Law 100律所正当年的律师，这个月还迎来了第一位美国最高法院的书记员。
很多人问：你们是不是就是一块大牌子底下的几百个个体户啊？事实绝非如此。我们的律师经常展开团队协作，律所内部在法律法规、市场规范方面也要求严格、与时俱进。我们常说，在虚拟律所工作的体验和之前在大型国际律所的工作体验没什么两样。
— Michael Pierson, FisherBroyles
Pierson: 很多人问：你们是不是就是一块大牌子底下的几百个个体户啊？事实绝非如此。我们的律师经常展开团队协作，律所内部在法律法规、市场规范方面也要求严格、与时俱进。我们常说，在虚拟律所工作的体验和之前在大型国际律所的工作体验没什么两样。
Walsh: “虚拟”一词让人觉得这件东西不是真的，但Culhane Meadows是一家真实的全国性律所，有70位真人律师，为超过700位真正的用户提供服务。所以我们更喜欢用“远程”“云”“分散式”“替代模式”，或“非传统”这样的词汇来描述我们的律所。2020年春天大家刚开始在家办公时，网上有许多描述人们如何穿着睡衣办公的文章，似乎暗示着在家办公的非正式性。但从Culhane Meadows创立第一天起，我们就定意成为一家分散式律所，以此降低开销、为客户提供真正有价值的服务，并保障律师的工作生活平衡。自那时起，我们发现客户其实已经开始拥抱远程办公。即便在疫情前，不少客户就采纳了数字化工位这种灵活、高效的概念。因此客户对于远程服务并没有什么抵触心理。
不过，“没处上班”对于律师可谓不小的变化，有些人对于远程工作所需的技术工具也不熟悉。因此新合伙人入职时，我们会做大量一对一培训，帮助他们建立并熟悉家庭办公室。事实上，技术工具能帮助合伙人更好地展开合作。此外，远程工作也不会失去办公室里的“色彩”：我们会一起开视频午餐会、举办“电影之夜”，大家距离虽远，心却很近。我们每个月会在11座城市举办线下会议、午餐、晚间畅饮活动，每年还会组织一次远足。
ALB: 客户体验是否有所不同？你们的客户反馈如何？
Lieber: 这方面的体验可谓大同小异。我们的业务内容很类似，包括并购、房地产交易、大型诉讼，服务客户的过程也差不多：通过电话、邮件、文件等等。最大的不同在于账单吧，我们的账单金额要低很多。
Pierson: 虚拟律所没有管理类支出——包括房租，因此我们的费率完全由合伙人主导，收费通常只有传统律所的2/3。有趣的是，很多客户没意识到，我们真的连一间办公室也没有！
Walsh: 大多数客户的体验恐怕没什么两样。举例来说，假如客户要求见面，我们会出差去到他们的办公室，或租用一间会议室。尤其在疫情期间，远程律所和传统律所的差异被进一步拉平了。客户在乎的是结果，只要能把工作完成，他们不在乎过程。比起传统律所，他们更喜欢我们的高效与高价值。
客户正在用脚投票。大型律所间的薪资战已经上了头条，但背后隐藏的故事却是极高的离职率。乔治城大学和汤森路透共同发布的一份报告显示，高工资不一定能留住人，有些律所甚至在去年流失了四分之一的律师。客户明白这意味着什么：律师往往缺乏培训与实践经验，而为了支付高得离谱的工资，律师费却水涨船高。客户很高兴看到市场上还有其他选择，他们也很了解我们的过往履历，知道我们是懂行的人。
— David Reidy, Scale
Reidy: 客户正在用脚投票。大型律所间的薪资战已经上了头条，但背后隐藏的故事却是极高的离职率。乔治城大学和汤森路透共同发布的一份报告显示，高工资不一定能留住人，有些律所甚至在去年流失了四分之一的律师。客户明白这意味着什么：律师往往缺乏培训与实践经验，而为了支付高得离谱的工资，律师费却水涨船高。客户很高兴看到市场上还有其他选择，他们也很了解我们的过往履历，知道我们是懂行的人。
ALB: 什么样的人适合虚拟律所？他们该有怎样的特质或经验？
Reidy: 我们找的是有个性、有质量、有经验的人。每个月律所都会收到几百封简历，而我们寻找的是那些有企业家精神、懂得合作的人，他们愿意重新想象法律执业方式，也愿意为客户提供更好的服务。我们寻找的是那些受过最好训练、有着最佳信誉的律师。此外，我们寻找那些能与客户共情的人：在前一家律所中经验丰富、在科技公司做过GC、做过检察官，甚至创过业。范围很广，基本特点是能够理解客户所面对的挑战和机遇。
Walsh: 我们的合伙人经验丰富，在大型公司或律所有过至少8年的执业经验。他们了解客户，了解业务，也了解市场，有客户基础。除此之外，我们寻找那种愿意合作、喜欢改变的人。我们的合伙人应该有团队精神，渴望与人合作，也享受互相支持的多元氛围。
有经验，在自己的领域很成功，曾在Am Law 100律所执业——最好做过合伙人，擅长与人相处。客户基础是加分，但不必需。
— Benjamin Y. Lieber, Potomac Law Group
Lieber: 有经验，在自己的领域很成功，曾在Am Law 100律所执业——最好做过合伙人，擅长与人相处。客户基础是加分，但不必需。
Pierson: 每家远程律所都不一样，我只能分享FisherBroyles的标准。我们的招聘准则很具体，合伙人也都接受过出色的培训。大多数人拥有在Am Law 100律所、大型公司或政府机构十年以上的工作经历，他们都立志成为业界顶尖人士。有深厚客户基础的律师在这里将游刃有余。
ALB: 虚拟律所用哪些手段吸引人才？律师会对这种新模式有所抗拒吗？
Reidy: 我们会把自己的律师当作客户。每位律师都可以追求在这个极为灵活、充满科技感的平台上为最好的客户提供最高质量的服务。对我们感兴趣的律师数量庞大，而我们会依据律所的战略计划、科技品牌及市场定位选择合适的人。
Walsh: 疫情前招聘是挺困难的。疫情的经历表明，律师无需待在办公室也能为顶级客户服务，许多人也发现远离办公室的日子里他们获得了更好的工作及生活平衡。因此，那些原来不情愿来分散式律所工作的人也逐渐改了主意。
对我们来说，招聘人才的关键在于口耳相传，让更多人了解我们是谁、我们如何运营。很多律师借由此前的合作找到了我们，他们很认可我们的商业模式及各项优势。
当然，我们也和猎头合作，以期招聘更多女性及少数族裔律师。 虽然传统律所当下很注重律师的多元性，但伴随执业年限增长，拥有多元背景的律师却越来越少，这也意味着符合我们需求的女性及少数族裔律师数量不多。通过与猎头合作，并成为美国少数族裔及女性所有者律所联盟（NAMWOLF）、女性所有者律所联盟（WOL）成员，我们能接触背景更为多元的资深律师，吸引他们来到Culhane Meadows，享受这里完全公平的工作氛围。
Lieber: 大多数应聘者是被业界的口耳相传吸引来的，我们还有些固定合作的猎头。早先大家对于完全远程工作的方式还有所顾虑，现在则持开放态度。这要感谢疫情，疫情之后，大家的心态都变了。
Pierson: 远程律所不受地域限制，因此能吸引世界各地最为聪慧的法律从业者。受益于特殊的薪资制度，我们往往能吸引来客户资源雄厚的合伙人，他们在远程律所的薪资往往高于传统律所。除了业界大咖，我们对职场父母、拥有多元背景的律师也有特殊的吸引力。
ALB: 您如何预期未来法律行业的发展趋势？虚拟律所将在其中扮演何种角色？
Walsh: 受疫情及其他社会事件影响，美国正在经历“大离职潮”。律师们发觉，原来无需一周在办公室里坐上70个小时，也能完成极具复杂性的交易。 我想疫情平复后，这些律师可能不太甘愿重新回到办公室——年轻一代尤其如此，许多律所也正以灵活办公及混合办公模式作为吸引律师的筹码。当然了，Culhane Meadows从创办第一天起就为员工提供这样的灵活选择。但愿这种工作方式的改变能够引发整个法律界工作文化的变化。研究表明，更健康、更多元的的工作文化对客户、律师和律所都有好处。不过，传统律所中愿意做变局者的——比如许可律师永久远程办公——毕竟是少数，但这是未来的大趋势，Culhane Meadows将继续引领这一改变。
Pierson: 未来“虚拟”一词会变得过时，律师们能够借用科技工具和客户、同事互动，无论身处何地都能自由地提供服务，需要线下会面时也能随时租用合适的场地。对于能够有效管理分散劳动力的律所来说，眼前正是一片黄金时代，而我们的律所正是这一趋势的引领者。
Reidy: 未来将涌现大量分散式律所，他们能为律师提供更好的报酬和灵活性，也为客户提供更高的价值。大型律所当然不会消失，但成千上万的律师和客户将乐于拥抱现代化发展。我们正站在变化的最前排，我相信Scale将为整个行业变革提供驱动。
Lieber: 虚拟律所的数量无疑会大幅增长，律师和客户也会愈发习惯于远程工作。但大型传统律所也不必担心：他们也将做出改变，并就费率相对稳定的业务为客户提供服务。
VIRTUAL FIRMS, REAL AMBITIONS
Are virtual law firms the next big thing? Since the COVID-19 pandemic and rise of flexible working, discussions around what the law firm of the future looks like are intensifying, and distributed firms are being offered as a compelling model. In this roundtable, leaders of such firms offer a compelling argument for office-less practices.
ALB: How does the running of a virtual law firm differ from that of a traditional law firm? As managing partner, what does the average day look like for you?
Michael Pierson, managing partner, global corporate, FisherBroyles: From a client’s perspective, our law firm operates quite similarly to other peer firms of our size: We are built to enable our partners to focus only on delivering superior legal services. During the COVID-19 pandemic, all law firms were forced to adopt a remote model, which our firm pioneered 20 years ago. I suspect that the biggest difference is in our constitution. We were specifically purpose-built as a decentralized, semi-autonomous technology-enabled firm that enables us to manage a distributed partnership from anywhere. Our formula-based compensation model allows us to manage a large, Am Law 200 firm more efficiently and effectively than others. With very lean management and a focus on applying bright line rules, the lack of discretion in our compensation model means that our firm seeks to treat our lawyers fairly and without bias. Like most senior leaders of large organizations, my day can be spent setting strategy and communicating messaging, reviewing financials, executing growth initiatives, interacting with the executive committee, and speaking with my practice group leaders. However, it can also involve meeting new partner candidates, speaking with fellow partners, running firmwide partnership meetings, and practicing securities law for our many clients. Most of all, my role involves making decisions that further the growth of the partnership, challenging and empowering our people to make great decisions, and problem solving by allocating and deploying our talent. Above all, I strive to lead by example and to strike a positive tone.
David Reidy, managing partner, Scale: We think of ourselves as a modern firm operating on a distributed platform. Because of the flexibility of our model, we can compete for the best talent in the country–and that’s the managing partner’s first job, to find the best people.
Benjamin Y. Lieber, managing partner, Potomac Law Group: They are similar in many ways, such as attention to attorney development, client development, practice development, recruiting, retention, and the like, but a virtual firm also requires a focus on building a sense of community among an attorney and staff base that is highly distributed. Like most managing partners, I am in meetings and on calls all day, though mostly from the third floor of my house.
— Grant Walsh, Culhane Meadows
Grant Walsh, co-founder and co-managing partner, Culhane Meadows: Running a remote-office law firm has many of the same duties and responsibilities as a traditional law firm—we’re managing both our own practices, making sure that the firm is functioning well and that our partners are being supported, and that our clients are happy.
The difference comes in how you build and maintain the culture within a distributed environment and, for us, the culture itself which is deliberately distinct from that of a traditional firm. A big part of that is bringing in attorneys who want to do things in a new and more efficient way, as well as having the technology in place to allow partners to work seamlessly with colleagues and clients from anywhere.
As for my day-to-day work, we divide up much of the operational and management duties between the five members of our leadership team. My work focuses on marketing, relationships, and recruitment, which means that I’m meeting with partners and prospective partners on a regular basis—and supporting my colleagues in their client development initiatives, too.
That means that I do a lot of traveling, but because I work from my home office most of the time, I also get to be a big part of my kids’ lives on a regular basis. So, I may be across the country meeting a prospect early in the week, but be home to take my youngest to school and attend a soccer game with one of my older kids later in week. Having a work-life balance is really all about being able to take care of the most important thing in that moment, whether it’s spending extra time with one of my kids after they had a rough day at school, or saying good night early so that I can go tackle some urgent work e-mails once the kids are in bed. I’ve found that having the ability to integrate my work and home life gives me the ability to be better at both.
ALB: In what ways do your priorities differ from leaders of traditional law firms?
Reidy: We do not struggle with the high turnover and retention issues facing traditional firms. This allows us to focus on strategic growth, and building teams to strengthen client relationships.
Lieber: We don't have the same focus on determining and adjusting compensation each year that the traditional firms have because at the virtual firms compensation is purely formulaic (and transparent).
Walsh: Our entire leadership team is much more focused on the needs of our clients and our partners. We don’t have the overhead of a traditional firm and that financial freedom means that we’re not pressuring our partners to bill a ton of hours to meet quotas, or raising our client rates every year. In fact, we operate more like a modern business, with a technology-forward approach and an emphasis on efficiency and value.
Another key difference is that we prioritize collaboration not competition. Many traditional firms have a culture that pits attorneys against each other for client origination or to increase profits for the firm. We think that working together is a superior way to serve our clients, and it’s a much nicer atmosphere to work in.
Pierson: Our firm does not have billable quotas, so we are free to focus on excellence and client service, responding to partner feedback, improving our firm experience, and continuing to build the next-generation law firm.
ALB: What are some common misconceptions about virtual law firms among clients as well as lawyers in private practice?
Reidy: The secret’s out about distributed firms. In the past, some clients may have wondered if the bench strength was there, in terms of staffing deals and litigation, but clients have embraced our model because of the quality of our team and the value that we bring as former GCs and business owners ourselves. On the talent side, lawyers who are accustomed to handing over 60 to 70 percent of their value to a traditional law firm have realized they can build a more rewarding practice, with better economics, at Scale.
Lieber: I think there has historically been a view out there that virtual firms are lifestyle firms that don't attract movers-and-shakers in the industry. While that perspective may have had some support 10 years ago, it is not grounded in reality today. We are recruiting equity partners from AMLAW 100 firms in the prime of their careers to our firm, and that may be true of other virtual firms as well. In addition, we hired our first former US Supreme Court clerk this month.
Our lawyers often practice in teams, and our guidance is consensus-driven by current law and up-to-date market norms. I often say that under the hood, we look and feel a lot like the large, global law firms where many of us practiced previously.”— Michael Pierson, FisherBroyles
Pierson: We are often asked whether we are several hundred mini practices under one common umbrella. Nothing could be further from reality. Our lawyers often practice in teams, and our guidance is consensus-driven by current law and up-to-date market norms. I often say that under the hood, we look and feel a lot like the large, global law firms where many of us practiced previously.
Walsh: The word “virtual” implies something that’s not real, but Culhane Meadows is a very real national law firm with about 70 real lawyers who serve over 700 real clients. That’s why we prefer more accurate terminology like remote, cloud-based, distributed, alternative model, or non-traditional to describe our firm. At the very beginning of work-from-home in spring 2020, there were a lot of articles about people working in their pajamas, suggesting a less-than-professional standard. However, Culhane Meadows was formed and launched from Day One to be a distributed law firm that reduces overhead, provides clients with an exceptional value proposition, and affords greater work-life balance for our attorneys. Since then, we’ve found that our clients are similarly way ahead of traditional law firms in recognizing the benefits of leveraging remote-work technology. Many of our clients have also adopted a digital workplace—even before COVID—and prefer the efficiency and flexibility that it offers. So, in our experience there hasn’t been a lot of resistance to the concept of remote work from clients.
Not having an office to go to can be a harder concept for attorneys to grasp, especially if they’ve not been working with the technological tools that we’ve embraced.
We do a lot of one-on-one work with our new partners during onboarding to help them quickly feel comfortable working remotely from their home office. Those tools also allow them to collaborate with other partners as easily (or more!) than if they were working down the hall from each other in a traditional brick-and-mortar firm. Partners also see very early on that the “watercooler” aspects of working in an office don’t disappear in a remote workplace. We have brown- bag lunches over video conference, movie nights and our partners form great relationships even though they might work across the country from their colleagues. Plus, we hold monthly in-person meetings, lunches and happy hours with our partners in each of our 11 business markets, and a four-day partner retreat in a fun destination once per year.
ALB: How is the experience different from a client’s perspective, and what kind of feedback do you receive from clients?
Lieber: The experience and the regular interactions are similar to what they are accustomed to with the traditional firms. We undertake the same type of work, including M&A, real estate deals, and large litigation, and the client experience is identical -- lots of calls, emails, exchanges of documents -- with the notable exception of the bill, which is typically much lower.
Pierson: Since we have eliminated a number of overhead expenses — including real estate — our clients like that our work is partner-led at rates that are often two-thirds of our competitors. Many clients do not realize that we maintain zero physical offices.
Walsh: For most of our clients, the experience isn’t any different as we work with clients in almost all of the same ways that traditional firms do. For example, if the clients wants to meet, instead of hosting them we might travel to their offices, or rent out a conference room for the day. As you can imagine, during the pandemic these small differences have been pretty insignificant.
Clients are really focused on outcomes, and we’ve learned that as long as we’re getting the work done, they don’t care about how or when that work happens. And they appreciate the efficiency and value that our non-traditional firm delivers.
— David Reidy, Scale
Reidy: Clients are rooting for us. The BigLaw salary wars provide a headline, but the real story there is turnover. The Georgetown/Reuters 2022 Report on the State of the Legal Market found that higher salaries are not increasing retention, with some firms losing a quarter of their associates just last year. Clients understand that this does not serve their interests. They see the lack of training and experience that results from the churn, and they definitely see the rates firms have to charge to play the game. Our clients are glad Scale and other distributed firms can offer an alternative, and they know that most of our attorneys have worked in-house or served in a GC role. They know we get it.
ALB: Who is a good fit for a virtual law firm, and what kind of attributes or experience should they possess?
Reidy: We look for character, quality and experience. We receive hundreds of applications every month, and so we focus on entrepreneurial and collaborative people who are ready to reimagine the practice of law and understand that clients deserve better. Our top-tier brand allows us to focus on attorneys with the best training and credentials. And finally, we look for experience that’s relevant to our clients – whether at a prior firm, as a tech company GC, former prosecutor, or startup founder. It’s a big tent, but the common thread is experience that helps us relate to the challenges and opportunities facing our clients.
Walsh: Our partners are experienced attorneys with at least eight years of practice in-house at a large corporation or at a BigLaw firm. They know their clients, their practice area and the market they work within, and have established a book of business.
Beyond that, what we look for is someone who is a good fit with our collegial culture and is looking for a change in how, when and where they work. We encourage collaboration and want partners who are eager to work with their colleagues and enjoy the benefits of a supportive and diverse environment.
A good fit for us is someone who is experienced and successful in their field, who has practiced at an AMLAW 100 firm, preferably as a partner, and who gets along well with colleagues. A book of business is helpful but not essential.
— Benjamin Y. Lieber, Potomac Law Group
Lieber: A good fit for us is someone who is experienced and successful in their field, who has practiced at an AMLAW 100 firm, preferably as a partner, and who gets along well with colleagues. A book of business is helpful but not essential.
Pierson: Not all firms with our model are the same so I can only speak to our standards. We have very specific hiring criteria, and all our partners are extraordinarily well-trained. Most join us with more than 10 years’ experience gained in an Am Law 100 firm, large corporate department, or government agency. Most of our partners have a healthy dose of entrepreneurial spirit, and all are driven to practice at the highest level of the profession. Elite lawyers with books of business perform exceptionally well at our firm.
ALB: In terms of hiring, what do you do to attract the talent you want? Do you face challenges in terms of the novel nature of your operations?
Reidy: We attract talent by treating our lawyers as clients. We have built a firm that allows each attorney to pursue high-quality work with great clients, on a flexible and tech-enabled platform. As a result, we are inundated with interest in the firm, and we can recruit in a way that serves our strategic plan, tech brand, and market position.
Walsh: It was harder before COVID. The pandemic has shown attorneys that they can still work at the top level without having to be in the office, and many people found that they could also have a better work/life balance working remotely. So, attorneys reluctant to move to a distributed firm previously now have proof of concept that it will work for them.
Attracting talent for us is really about getting the word out about who we are and how we operate. Many of our attorneys come to us because they’ve worked with one of our partners and have seen the benefits of our business model first-hand.
We also work with recruiters, especially in an effort to reach women and other minority attorneys. Although recruitment at traditional firms is improving for diverse attorneys at the beginning of their careers, those numbers decrease steadily as attorneys progress. That means that there are fewer women and minority attorneys who have the experience we look for. Working with recruiters and being active members of organizations like the National Association of Minority and Women-owned Law Firms (NAMWOLF) and Women Owned Law (WOL) help us to connect with a more diverse pool of experienced attorneys who might appreciate the unique appeal of Culhane Meadows, where every attorney is treated on a completely level playing field, regardless of race, gender, orientation, or background.
Lieber: Most of our hiring comes from word-of-mouth, some from recruiters who reach out to us. Early on there was occasionally apprehension about working from a distance in an all-remote model, but now-a-days attorneys are much more open to that, having been forced to do it over the last few years because of Covid. Mindsets have shifted noticeably on that front.
Pierson: Unbound by geography, we seek to attract the brightest legal minds wherever they happen to live. Due to our unparalleled compensation model, we are able to recruit partners with significant books of business who often earn much more at our firm. In addition to rainmakers, we are especially attractive for working parents, lawyers of diverse backgrounds, and anyone interested in working at a true meritocratic organization.
ALB: Looking ahead to the future, how do you see the legal industry evolving, and what role will virtual firms play in that?
Walsh: In the U.S. we’re experiencing "The Great Resignation” as the tumult of the pandemic and other world events have changed how people feel about work. For attorneys, the pandemic has shown that they can practice sophisticated law without spending 70 hours a week at the office. I don’t think that attorneys are willing to go back to what life was like pre-pandemic, and this is born out especially in how the younger generations are approaching their legal careers. We’re seeing many firms offer more flexibility or a hybrid model of work to keep and attract attorneys. Of course, Culhane Meadows has offered that kind of flexibility ever since we began operations almost a decade ago. Hopefully, these changes in how they work will inspire change in the culture of the legal workplace, too. Research shows that a healthier, more diverse workplace leads to better outcomes for clients, attorneys and the firm. Yet too few traditional firms have been willing to make the systemic changes needed—like offering permanent remote work options—to create real change. It can be done, and cloud-based firms like Culhane Meadows will continue to show the way.
Pierson: I believe the term “virtual” will no longer be necessary (indeed, we refer to our firm as a distributed law firm). Lawyers should be free to serve clients from anywhere, utilize technology to interact with their colleagues and clients, and to choose in-person meetings when they deem it essential. This is the beginning of a golden era for law firms able to effectively manage a distributed workforce using technology, and I believe our firm is leading the way.
Reidy: We believe there will be an entire sector of distributed firms that offer better economics and flexibility for attorneys, and a better value proposition for clients. Big firms are not going away, but there are thousands of lawyers - and countless clients - excited to see the legal profession finally accept modernization. We are proud to be at the forefront of that change. There’s no question in my mind that Scale LLP will be a powerhouse firm.
Lieber: No doubt the entire virtual firm segment will continue to grow, especially as attorneys and clients have become much more accustomed to and comfortable with remote work. But the large traditional firms are not in any imminent danger; they will adapt and continue to be a good option for clients, particularly for work that is non rate-sensitive.
