Private Equity Owners Can Remedy Law Firms’ Agency Issues

Private Equity Owners Can Remedy Law Firms’ Agency Issues By Michael Di Gennaro (September 22, 2023) 

Law firms, like many businesses, are affected by agency problems,  the significance of which depends on law firm size and structure as  well as the relationships between firm stakeholders. An agency problem arises from the separation of ownership and control in a company and is defined as the problem of motivating one party, the  agent, to act on behalf of another — the principal.[1] 

When principals delegate decision-making authority to agents, there  is the potential for conflicts of interest, where agents prioritize their own interests over those of the principals.[2] One example of an  agency problem is when law firm management, the agent, acts in its own best interest, rather than the best interests of the firm’s shareholders, or principals.[3] 


Agency problems harm firm employees, firm shareholders and, when serious enough, they  can destroy a law firm. Nonlawyer ownership, or NLO, of law firms, specifically private  equity ownership, could in part remedy law firm corporate governance problems. 

Unfortunately, the American Bar Association last year reaffirmed its long-standing  opposition to NLO with the adoption of Resolution 402, and two outspoken critics of  loosening law firm ownership rules were just appointed to top roles at the ABA’s Center for  Innovation.[4] 

Most larger U.S. law firms are structured as limited liability partnerships, with each partner’s  share of the partnership dependent on the amount of their annual business generation and  the size of their book of business.[5] 

That is, there is disparate ownership of the firm, with decision making left in the hands of  those partners who might be great rainmakers but poor managers. 

With disparate ownership comes rule by consensus, which often leads to an inability to  rapidly adapt to change, as well as a host of other problems, one of which may be sound  governance of the firm.[6] Academic literature demonstrates that concentrated managerial  equity ownership, as opposed to this disparate traditional ownership model, lends itself to  improved corporate governance by minimizing agency costs.[7] 

Hence, under the traditional law firm model, management may be more likely to act in its  self interest to the detriment of shareholders by: 

  • Diverting client business to their own personal ventures or outside partnerships  resulting in a loss of firm revenue; 
  • Awarding themselves excessive compensation packages, skewing profit distributions  and affecting shareholder returns; 
  • Engaging in extravagant spending thereby harming firm profitability; 
  • Failing to invest in adequate risk management infrastructure or taking excessive  risks — such as engaging in illegal activity or attempting to skirt laws — in order to  reap higher profits with little to no regard for the concomitant increased shareholder  risk; and 
  • Limiting transparency and accountability so that they can make important decisions  without consulting or informing shareholders. 


If serious enough, these behaviors can do more than chicane firm shareholders; they can  precipitate law firm implosions, which, according to Yale Law School professor John D.  Morley, happen with lightning speed relatively to corporations in other industries, in  substantial part due to traditional law firm ownership structures.[8] 

Readers may be familiar with the spectacular collapse of law firm Dewey & LeBoeuf LLC in  2012. Criminal charges were brought against the firm’s leadership, with the firm’s chief  financial officer, Joel Sanders, convicted of fraud in 2017 for concealing the firm’s financial  difficulties from leading insurers and investors.[9] 

While several other factors were the principal causes behind Dewey’s collapse, I believe that  this fraud turned what could have been a more orderly exit from the market into a  disastrous one. 

Private equity ownership may help eliminate some of these agency problems, but NLO has  only been seriously embraced by the states of Arizona and Utah. The ABA’s Model Rule 5.4,  which almost all jurisdictions have elected to adopt, generally requires that legal services be  provided by a law firm that is owned, managed and financed exclusively by lawyers.[10] 

In August 2020, with the Arizona Supreme Court’s approval of a rule change, Arizona  eliminated ABA rule 5.4. Arizona adopted an Arizona Alternative Business Structures, or  ABS, regime which permits NLO. An ABS is a type of business structure that allows  nonlawyers to own and manage a law firm or participate in the delivery of legal  services.[11] 

Utah was the first state to permit alternative business structure NLO, but only within the  confines of a controlled regulatory sandbox.[12] Other states are either mulling, or have  contemplated rule changes — e.g., California, Washington, North Carolina and Michigan — but, to date, Arizona is the only state in the union to have completely abrogated ABA Model  Rule 5.4.[13] 

To that end, in January 2022, Arizona issued an ABS license to Elevate, a law company,  allowing it and its affiliated law firm, Elevate Next, to function as an alternative legal service  provider.[14] This established Elevate as the first integrated law firm in the United States  owned by nonlawyers.[15] There are now scores of licensed ABSs including the prominent  Big Tech alternate legal service provider Axiom[16] and Inc., in addition to  Elevate. 

Arizona’s ABS model requires compliance with specific ownership and management rules as  well as approval from the Arizona Supreme Court. Additionally, nonlawyer owners must  comply with several ethical and professional obligations, including the obligation to prioritize  the interests of clients and maintain the independence of lawyers’ professional judgment. 

Hence, ideal nonlawyer buyers will be those with adequate managerial, operational and  compliance resources — those that private equity funds can easily possess.

With any industry disruption comes an inevitable battle between those that support the  disruption, and those that oppose it,[17] including lawyers with vested interests in limiting  competition in the legal industry. 

With respect to NLO, proponents cite the potential for the democratization of legal service  delivery by providing underserved populations greater access to affordable legal services.  Additionally, they believe this change could lead to greater innovation in the delivery of  legal services with improved client outcomes.[18] 

Opponents argue that allowing NLO could compromise the independence of the legal  profession and lead to conflicts of interest. Moreover, they aver that a primary focus on  profits could diminish legal service quality or result in un-ethical behavior by nonlawyer  owners. 

Given that ABS is in its infancy in the U.S., and NLO in other parts of the world has been  relatively brief, there is limited data from which rigorous peer-reviewed social science  research can be produced that supports the above proponent and opponent arguments. 

However, Stanford Law School’s Rhode Center on the Legal Profession compiled a report on  the results of alternative business structure NLO reforms in both Arizona and Utah, the  findings of which strongly support proponent arguments, in terms of increased legal  industry innovation and improved access to justice.[19] 

The report also found that there were few reported complaints against service providers in  Arizona and Utah.[20] With respect to ethical conduct of lawyer ownership versus NLO, the  idea that NLO will engage in unethical behavior to any greater extent than lawyer owners is  haughty, self-serving and simply preposterous. 

The California State Bar recently suspended more than 1,600 attorneys for violating Client  Trust Account Protection Program rules, established in response to allegations that Los  Angeles attorney Thomas Girardi stole millions of dollars from his clients.[21] 

Earlier in the year, the Louisiana Insurance Commissioner slapped McClenny Moseley &  Associates and three of its partners with $2 million in fines, the maximum amount allowed  by law, for perpetrating an illegal insurance scheme.[22] 

U.S. District Judge P. Kevin Castel of the U.S. District Court for the Southern District of New  York also observed a scenario of both lawyers and their firm acting unethically and providing  poor service, stating Levidow, Levidow & Oberman PC “abandoned their responsibilities  when they submitted nonexistent judicial opinions with fake quotes and citations created by  the artificial intelligence tool ChatGPT, then continued to stand by the fake opinions after  judicial orders called their existence into question.”[23] 

Lawyers can, have, and do provide poor legal service in a variety of ways including, for  example, double billing, padding hours, charging for extensive overhead expenses, and  charging high bill rates for trivial tasks.[24] The reader should at least look on NLO  opponent arguments with healthy skepticism. 

Private equity ownership of law firms may remedy firm ethics and conflict of interest  challenges that rob shareholders and destroy firms (which in turn hurts clients by  eliminating competition). 

Duke Law Professor Elisabeth De Fontenay states, “Private equity’s original purpose was to optimize companies’ governance and operations. Reuniting ownership and control in  corporate America … undoubtedly helped reform management practices in a broad swath of  U.S. companies.”[25] 

By playing an active role in managing and operating the companies in which they invest,  private equity investors leverage their expertise, experience and resources to enhance the  business’s performance and value, aiming to align management’s interests with those of the  shareholders. 

The introduction of performance-based incentive systems and equity ownership plans for a  management team aligns the managers’ interests with those of the shareholders. For  instance, a private equity fund might sponsor a long-term incentive plan in their portfolio  companies — in this case law firms. 

A private-equity-owned law firm’s long-term incentive plan might use clawback provisions  where management participants would be required to pay back all or some of awards  already received under the plan,[26] such as shares transferred on the vesting of a long term incentive plan award.[27] 

Such a provision would be a serious disincentive to engage in managerial misconduct or to  misstate law firm financials.[28] By bringing operational expertise and strategic guidance to  companies in which they invest, private equity funds identify inefficiencies, implement  superior management practices, and provide resources for growth initiatives with the goal of  enhancing corporate performance, ultimately increasing shareholder value.[29] 

Private equity investors frequently adopt a long-term investment perspective that helps shift  managerial focus toward sustainable value creation rather than short-term gains.[30] By  promoting a strategic and sustainable approach, private equity investors seek to maximize  long-term shareholder value. 

De Fontenay notes that with respect to private equity’s takeover of public companies, there  are few gains left to be had from corporate governance reform. I believe there are  significant gains to be had reforming law firm corporate governance. Note that I do not view  private equity ownership of law firms as a panacea for all the corporate governance  challenges that law firms face, and private equity ownership of corporations has of course  seen both successes and failures. 

Again, Arizona and Utah are the only states to have made significant inroads into NLO, and  hence offer contained proving grounds for the results of direct private equity ownership of  law firms. Additionally, those wary of private equity should gain comfort that private  equity’s NLO would likely be selective and limited, even if other states were to remove their  barriers to NLO.[31] 

I believe that easily scalable, somewhat commoditized practices that promise rich returns  on investment to private equity’s process rationalization and efficiency enhancement will be  the primary targets of private equity NLO. 

These will include practices that: 1) do not require highly specialized legal talent possessed  by only a small number of lawyers, 2) can easily acquire clients through scalable  technology-based marketing in multiple geographies and jurisdictions and 3) can rely on  remote talent and nonlawyer legal professionals to perform a lot of the heavy lifting in the  delivery of legal services.

Several practices that are transactional or regulatory in nature, especially where federal law  controls, such as immigration and employment law, or consumer practices that generally  have high case settlement rates not requiring specialized, courtroom-intensive litigation,  such as high-volume personal injury practices, meet these criteria. 

European private equity, which has been in the law firm acquisition game for some time,  now has focused on these practices[32] as well as insurance, health care and intellectual  property practices.[33] Since these practices are scalable, private equity will likely challenge  the barriers of U.S. states opposed to NLO to acquire them. 

Whatever position you take on NLO, private equity firms have a track record of remedying  agency and corporate governance problems at companies in other industries. While I am by  no means a private equity cheerleader, nor do I see private equity NLO as a cure-all for  poor law firm corporate governance, I believe private equity’s ability to own law firms will  have net beneficial results for law firm shareholders, and other victims of law firm corporate  governance problems. 



Michael Jude Di Gennaro is the director of strategy and business development at The Law  Practice Exchange LLC. He previously worked as an attorney at the Board of Governors of  the Federal Reserve System. 

The opinions expressed are those of the author(s) and do not necessarily reflect the views  of their employer, its clients, or Portfolio Media Inc., or any of its or their respective  affiliates. This article is for general information purposes and is not intended to be and  should not be taken as legal advice. 

[1] Sean Ross, “How Do Modern Corporations Deal With Agency Problems?”, Investopedia,  BUSINESS ESSENTIALS (Dec. 26, 2022), available  

at: agency-problems.asp. 

[2] Fernando Turrado García, Ana Lucila Sandoval Orozco, M. Pilar García Pineda, and Luis  Javier García Villalba, Agency Theory: Forecasting Agent Remuneration at Insurance  Companies, 215 EXPERT SYSTEMS WITH APPLICATIONS (April 1, 2023), 119340, available  at: 

[3] Mike Wright, Kevin Amess, Charlie Weir, and Sourafel Girma, “Private Equity and  Corporate Governance: Retrospect and Prospect,” Corporate Governance: An International  Review 17, no. 3 (2009): 353–375.*, available  


[4] Sam Skolnik, “Firm Ownership Debate Rages Amid ABA Innovation Leader Change-Up,”  Bloomberg Law (Aug. 25, 2023), available at: and-practice/firm-ownership-debate-rages-amid-aba-innovation-leader-change-up. 

[5] James Goodnow, “Is The Problem With Partnerships The Partnership? How permanent  equity in firms might change the face of law for the better,” Above The Law (July 15, 2022,  10:48 AM), partnership/. 

[6] Angela Tufvesson, Is the Partnership Model in Decline?, Law Society Journal (Mar. 7, 

2023), available at: 

[7]Jorge Andrés Muñoz Mendoza, Sandra María Sepúlveda Yelpo, Carmen Lissette Veloso  Ramos, Carlos Leandro Delgado Fuentealba, Monitoring and Managerial Discretion Effects on  Agency Costs: Evidence from an Emerging Economy, Braz. Adm. Rev. 18 (1) • 2021,  available at: 

[8] Morley, John D., Why Law Firms Collapse (Jan. 20, 2020). Yale Law & Economics  Research Paper No. 521, 75 The Business Lawyer 1399 (2020), available at  SSRN: or 

[9] Scott Flaherty, “Dewey & LeBoeuf Trial Ends in Guilty Verdict for Sanders; DiCarmine  Cleared,” LAW.COM (May 8, 2017, 4:38 PM), available  


[10] MODEL RULES OF PRO. CONDUCT r. 5.4 (AM. BAR ASS’N 2020), available  at: es_of_professional_conduct/rule_5_ 


[11] Ariz. Code of Jud. Admin. Pt. 7, Ch. 2, § 7-209 (2022), available  at 


[12] The Office of Legal Services Innovation, Utah Supreme Court – Sandbox Program,  at 

[13] C. Thea Pitzen, Can Nonlawyers Close the Legal Services Gap?, Litigation News, Vol.  46, No. 2 (Winter 2021), 11-13, American Bar Association Litigation Section (2022),  available  

at 2022/can-nonlawyers-close-legal-services-gap-two-states-remove-ban-fee-sharing partnerships-nonlawyers/. 

[14] Dylan Jackson, “Arizona Green Lights Combined Elevate Entity as Its First Nonlawyer Owned Law Firm”, The American Lawyer (Jan. 13, 2022, 2:18 PM), available  at: elevate-entity-as-its-first-nonlawyer-owned-law-firm-378-186515/. 

[15] Madeline Anderson, “Elevate celebrates US first as it is granted ownership of its  affiliated law firm”, The Global Legal Post, (Jan. 14, 2022), available  

at ownership-of-its-affiliated-law-firm-1330479538. 

[16] Bob Ambrogi, “ALSP Axiom Opens Law Firm in Arizona Under Alternative Business  Structure License”, LawSites (Jan. 23, 2023), available  

at alternative-business-structure-license.html. 

[17] Younger, Stephen P., The Pitfalls and False Promises of Nonlawyer Ownership of Law  Firms, The Yale L. J. vol. 132, 2022-2023, available  

at: ownership-of-law-firms.

[18] Saavedra Teuton, Robert, One Small Step and a Giant Leap: Comparing Washington,  D.C.’s Rule 5.4 with Arizona’s Rule 5.4 Abolition, 65 Ariz. L. Rev. 223 (2023), available  at: 

[19] David Freeman Engstrom, Lucy Ricca, Graham Ambrose, and Maddie Walsh, “Legal  Innovation After Reform: EVIDENCE FROM REGULATORY CHANGE”, Deborah L Rhode Center  on the Legal Profession, Stanford Law School (Sept. 2022), available  

at: REPORTExecSum-9.26.pdf. 

[20] Joe Patrice, ” Legal Reforms In Utah & Arizona Made Law Better So Obviously No One  Is Following Their Lead”, Above The Law (September 27, 2022, 4:33 PM), available  at: obviously-no-one-is-following-their-lead/. 

[21] Summer Lin, “California bar suspends 1,600 attorneys for violating rules set up after  Tom Girardi allegedly stole millions” Los Angeles Times (July 28, 2023, 1:56 PM), available  at: 600-attorneys-for-violating-rules-set-up-after-tom-girardi 

scandal?fbclid=IwAR0lryM45DkFqSdlyQFPXnzJpZW_KmkaeEushNp7t1Fcw2XbFV_nYC4D2Wc . 

[22] Jim Sams, “La. Insurance Commissioner Fines Hurricane-Damage Law Firm $2 Million”,  Claims Journal (May 3, 2023), available  

at [23] Mata v. Avianca, Inc., 2023 U.S. Dist. LEXIS 108263. 

[24] “10 Ways Lawyers Rip Off Clients”, Business Insider, Law (Jul. 10, 2013), available  at: 

[25] de Fontenay, Elisabeth, Private Equity’s Advantage: A Requiem, Boston U. L. Rev. Vol.  99:1095 2019, available at: FONTENAY.pdf. 

[26] Mueller, F./Rieber, D./Tank, A., Legal bases and implementation of clawback clauses:  Comparison between Germany and the US, in: KoR – Zeitschrift für internationale und  kapitalmarktorientierte Rechnungslegung, Vol. 20, 2020 (3), S. 132-137., available at: 

[27] “Do your malus and clawback provisions need updating?”, MM&K website (June 20,  2019), available at: provisions-need-updating/. 

[28] Boluwaji Apanpa and Busola Farinmade, “Key Considerations for Private Equity  Sponsored Long Term Incentive Plans, KPMG Nigeria, available  

at: Private-Equity-Sponsored-Long-Term-Incentive-Plan.pdf. 

[29] Diamond, Stephen F., Beyond the Berle and Means Paradigm: Private Equity and the  New Capitalist Order (November 16, 2007), available at  


[30] Dominic Barton and Mark Wiseman, “Focusing Capital on the Long Term”, Harvard  Business Review (Jan.-Feb. 2014), available at: on-the-long-term. 

[31] Christopher Niesche, “What Private Equity Looks for in Law Firm Investments”,  LAW.COM (Mar. 13, 2023, 6:01 PM), available at: edition/2023/03/13/what-private-equity-looks-for-in-law-firm-investments/. 

[32] Tom Houghton, “Fletchers Solicitors acquired by Sun European Partners as firm taken  to ‘next level'”, BusinessLive (Oct. 27, 2021, 1:00 PM), available at: 

[33] Rory O’Neill, “Private equity interest in IP sets up culture clash”, Managing IP (Sep. 15,  2022), available at: equity-interest-in-ip-sets-up-culture-clash.

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Related Articles


Private Equity Ownership in Law Firms: Changing the Law Firm Landscape

The legal profession has long been viewed as a bastion of tradition, with law firms often remaining within family ownership or operating as partnerships for generations. However, a significant shift is underway, fueled by the rise of private equity (PE) ownership within the sector. This trend not only alters the traditional law firm model but has the potential to redefine how legal services are delivered and how the success of legal practices is measured.

Private equity firms, with their substantial capital and focus on maximizing returns, are drawn to the stability and recurring revenue streams that many law firms offer. This investment model brings the potential for accelerated growth, operational transformation, and increased consolidation within the legal industry. However, these changes also raise crucial questions about the preservation of core legal values, potential shifts in firm culture, and the implications of this trend for the broader legal landscape.

Understanding Private Equity

Private equity firms raise funds from investors and use this capital to acquire stakes in established businesses, including law firms. Their objective lies in optimizing returns. PE firms seek to improve efficiency, optimize operations, and potentially facilitate mergers or acquisitions, ultimately enhancing profitability. The legal industry’s stability and potential for recurring revenue streams make it an increasingly attractive target for PE investors.

Opportunities Offered by Private Equity

  • Access to Capital: PE investment provides law firms with substantial capital, fueling growth. This can fund expansion into new practice areas, acquisitions of smaller practices, geographical expansion, technology upgrades, and strategic recruitment of top-tier legal talent.
  • Management Expertise: PE firms often bring in experienced business professionals and strategic advisors. This adds value to law firm management, enhancing operational efficiency and potentially driving increased revenue and profitability.
  • Consolidation and Expansion: PE backing can enable law firms to pursue mergers and acquisitions, consolidating their market position, accelerating growth, and broadening the expertise they can offer clients.

Potential Challenges of PE Ownership

  • Balancing Profits with Professional Ethics: A key concern is PE’s emphasis on maximizing short-term profits. This can potentially conflict with the legal profession’s ethical obligations and focus on serving clients’ best interests. Firms need to ensure their professional independence remains sacrosanct and client confidentiality is always protected.
  • Changes in Firm Culture: PE involvement may lead to a shift in law firm culture. An increased emphasis on billable hours and revenue targets can potentially create internal friction with traditional legal practice, where professional development and long-term client relationships have been prioritized.
  • Regulatory Hurdles: The legal industry remains highly regulated in many jurisdictions. Navigating evolving regulations regarding non-lawyer ownership in law firms presents challenges. PE needs to meticulously align itself with regulatory requirements in the locations where the firm operates.

The Evolving Market for Law Firm Sales

The growing prevalence of PE ownership is transforming the market for law firm sales. It creates a larger, more diverse pool of potential buyers, potentially increasing competition and driving up valuations for law practices with attractive attributes like strong financials or solid reputations in niche areas.

Factors Influencing Law Firm Valuation under PE Ownership

Assessing the value of a law firm under the PE model requires a broader perspective beyond traditional valuations:

  1. Profitability and Growth Potential: PE investors prioritize firms with strong financial performance and significant potential for further growth. Key indicators include revenue history, client base (concentration vs. diversity), and the outlook for different practice areas.
  2. Operational Efficiency: PE firms carefully scrutinize a law firm’s operational efficiency. Highlighted areas include cost structures, workflow optimizations, effective technology use, and the potential for further streamlining to increase margins.
  3. Brand Reputation: A well-established brand and reputation within the legal community remain highly valuable assets even with PE ownership. A strong brand offers increased visibility and can attract additional investment opportunities.
  4. Intangible Assets: While harder to quantify, PE investors are increasingly recognizing the value of intangible assets. These include experienced attorneys, a proven client acquisition model, and a strong pipeline of future business.

Acclimatizing to the New Landscape

Both law firm owners and PE investors need to navigate the unique challenges and opportunities presented by this trend:

  • Thorough Due Diligence: Both parties must conduct rigorous due diligence. Law firms need to vet potential PE partners, ensuring alignment with their values and long-term goals. Likewise, PE firms must meticulously assess law firms, looking beyond financial metrics to evaluate culture and compatibility.
  • Operational Transformation: PE firms may implement operational changes. Law firm leaders must work collaboratively to balance efficiency gains with maintaining professionalism, service quality, and fostering a positive work environment.
  • Managing Expectations: Realistic expectations regarding growth targets and timelines are crucial. Open communication and transparency between PE investors and law firm management are paramount for establishing a successful partnership.

The Future of Private Equity in Law Firms

The future of private equity involvement in law firms hinges on navigating challenges and maximizing opportunities. Success depends on:

  • Maintaining Ethical Standards: It’s imperative that law firms, even with PE ownership, prioritize professional ethics and client service at all times. Upholding these principles builds trust and safeguards long-term success.
  • Regulatory Adaptation: As the legal landscape evolves, regulations need to adapt to accommodate non-lawyer ownership. Regulatory clarity will promote stability and growth in this sector.
  • Focus on Long-Term Success: Sustainable growth requires balancing short-term gains with long-term sustainability. It necessitates investment in client relationships, fostering professional development, and attracting top legal talent.


The long-term impact of PE involvement on the legal profession remains to be seen. There’s a potential for a symbiotic relationship to develop, where PE capital fuels innovation and growth while law firms retain their core values and ethical commitment. This could lead to a more efficient, data-driven legal services sector with a broader range of expertise available to clients.

Private equity ownership is poised to play an increasingly influential role in the legal industry. By understanding the potential benefits, challenges, and factors influencing valuations, both law firms and PE investors can strategically navigate this changing landscape. Success, however, will depend on more than just financial acumen. It hinges on fostering collaborative partnerships that prioritize ethical standards, operational excellence, and enduring value creation. Wherever you are at in your private equity journey, The Law Practice Exchange can help law firms in areas ranging from accurate valuation to negotiation, buyer qualification, and the creation of seamless transition plans.


Want to learn more about private equity in firms? Read the Forbes article Why Law Firms Could Be Private Equity’s Next Conquest and watch Tom’s interview with Josh Levine on Private Market Insights.

Boost Your Law Practice: A Step by Step Sales Process Guide

Boost Your Law Practice: A Step by Step Sales Process Guide

Step by Step Sales Process. Ever feel like you’re sailing through uncharted waters when it comes to selling? Don’t worry, you’re not alone.

Imagine the step by step sales process as a roadmap. It’s there to guide us but without understanding its twists and turns, we can easily lose our way.

In this journey, I’m your seasoned co-pilot. Together, we’ll navigate from prepping for sale all the way to post-sale transition – just think of me as your personal GPS!

I promise: by sticking with me through these treacherous tides of negotiation and legalities, you’ll learn how to masterfully chart your own course in any sales scenario.

Ready? Buckle up! We’re about to set sail on an enlightening voyage into the step-by-step sales process…

Learn More

Table Of Contents:

step by step sales process

Understanding the Step By Step Sales Process for a Law Firm

The sales process of selling a law firm is like running a marathon, not a sprint. It involves various sales cycle and stages that need careful planning and execution.

The step by step sales process kicks off with preparation where you’ll have to optimize your operations and conduct financial audits. You can compare this sales methodology or stage to training for the marathon – it’s all about getting in shape.

Next sales process is finding potential buyers which might remind you of securing sponsors or supporters for your race on this sales cycle. This includes leveraging networks and engaging brokers.

  • Negotiating terms and closing the sale comes next. Picture yourself nearing the finish line; this phase needs determination as contract negotiations and deal structuring take place.

Last sales process but not least, post-sale transition ensures smooth client transition, staff integration etc., much like cool-down exercises after crossing that finish line on the sales cycle. Remember, selling your practice isn’t just an endgame move; it’s also about setting things right for those who will carry on its legacy.

Preparing Your Law Firm for Sale

Selling your law firm needs more than just a sales method or a sales plan. Ensuring your law firm is appealing to potential leads, or prospective purchasers, it is essential for a successful sales cycle. Prepare your entire sales team, (sales reps) to be their best during phone calls especially when handling objections or when qualifying leads from potential customers (make a good impression to potential buyers).

There are many sales process steps, however, effective sales process starts by optimizing operations. Make the business sales cycle or the sales process run like clockwork, so it keeps ticking even when you’re not there. Strong sales process can help increase the firm’s value and make it appealing to potential buyers.

Audit Financials

Analyze past performance and fix any financial issues that might scare off prospective buyers. Clearing up debts, settling disputes and pain points, and ensuring cash flow is stable are key steps here.

Policies & Procedures

Create or update documented policies and procedures in place for all areas of operation. A well-documented practice shows an organized firm which attracts investors because they know what they’re getting into.

Firm Valuation

You need to get a fair valuation of your law firm from experts in law firm valuations. Having this information helps set realistic expectations during negotiations with potential buyers.

step by step sales process

Finding Potential Buyers for Your Law Firm

Locating potential buyers can seem like a tall order, but don’t fret. Start by leveraging your existing network.

Your colleagues, clients, and even competitors could be interested or know someone who might be. But remember to approach this with discretion as news of a sale can stir the pot.

Leveraging Broker Networks

If you want more reach in finding buyers, consider engaging professional brokers. These experts have extensive networks and experience that can give you an edge.

Online Platforms

The Law Practice Exchange, for instance, is an online platform designed specifically to connect law firm sellers with potential buyers discreetly and effectively.

Casting a Wider Net

You may also need to look beyond traditional channels. This includes reaching out to legal associations, sales team or using social media platforms professionally geared towards lawyers such as LinkedIn.

step by step sales process

Negotiating Terms and Closing the Sale

Reaching this juncture suggests you’re almost there, however much more is still to be done. You’ll need to haggle over terms and wrap up the deal.

Step By Step Sales Process: Haggling Over Terms

In a sales process, you want a fair price for your firm, but buyers will also aim for value. The key is balance – both parties should feel satisfied with the outcome.

This step may involve consulting financial experts or legal advisors. Their advice can help shape negotiations in your favor.

Sealing the Deal

Once terms are agreed upon, it’s time to finalize. This involves drafting contracts that reflect agreed conditions and signing them off.

An experienced lawyer can be crucial here – they’ll make sure everything’s legally sound before any ink hits paper.

Post-Sale Transition and Integration

After you seal the deal, there’s work to do. The post-sale phase focuses on transitioning clients and integrating staff.

The first task is to inform your clients about the sale. You’ll need tact here as it can be a sensitive subject. Connecting well is essential for this procedure.

Next comes merging your team with the buyer’s team. This requires careful planning to ensure seamless integration without any loss of productivity or morale. Check out these tips for successful staff integration.

Last but not least, integrate systems and processes from both firms into one cohesive operation – because after all, two heads are better than one.

Legal Considerations in Selling a Law Firm

Selling a legal practice isn’t just about finances; it also involves adhering to moral standards. The American Bar Association’s Model Rules of Professional Conduct guide the process.

The key is Rule 1.17, which allows lawyers to sell their practices under certain conditions. For example, you need to stop practicing in that area of law after selling your practice.

Clients’ rights must be protected too. They should get written notice and have enough time to find other representation if they choose not to stick with the buyer.

Failing to meet these ethical standards could lead to disciplinary action from your state bar association – something no lawyer wants on their record.

Remember: legal compliance doesn’t end once the sale does – you’ll still need oversight during client transition and staff integration phases post-sale.

step by step sales process

Selling a Law Firm – A Unique Sales Journey

Unloading your legal practice is not an everyday garage sale. It’s more akin to guiding a vessel through the intricacies of the Panama Canal. Let’s chart this unique course.

Stakeholders Involved in Selling a Law Firms

In our journey, there are several key players who’ll influence the outcome. These stakeholders include current partners and associates, clients, and potential buyers like other law firms or investment groups. Their concerns need addressing as we navigate each turn.

The transition should be seamless for existing clients while also being attractive to prospective buyers – they’re keen on understanding how your firm’s reputation can add value to their portfolio.

Timelines and Milestones in Selling a Law Firm

Moving forward, consider timelines as waves that guide us toward our destination: selling successfully with minimal disruption. On average it takes 6-12 months from start to finish – although just like ocean currents these timescales can vary greatly depending on various factors such as size of firm and market conditions.

Critical milestones along this voyage could include finalizing partner buy-ins, client transfer approvals, financial audits completion or even hitting certain profit markers before closing deals. (source)

Note: This expedition requires careful planning and expert navigation skills. (source) So, buckle up and set sail on this unique sales journey with the knowledge that selling a law firm is indeed an adventure unlike any other.


Mastering the step by step sales process for your law firm isn’t a moonshot.

You’ve learned how to prep, find buyers, and negotiate terms.

We delved into post-sale transitions and tackled legal considerations head-on.

With these insights, you’re no longer sailing blind in the stormy seas of selling a law firm. You have the compass to navigate smoothly through this journey.

Your new knowledge can help make any future sale easier than you’d think!

Remember: understanding is half the battle – apply what you’ve learned and watch success follow!

Navigating the World of M&A Law Firms: An Insightful Guide

Navigating the World of M&A Law Firms: An Insightful Guide

M&A Law Firm. Have you ever been lost in a maze, seeking an elusive prize at its center? Navigating the world of mergers and acquisitions (M&A) can feel just like that. But here’s where a skilled m&a legal firm becomes your trusty compass. (| band) 

You’re not alone if an mergers and acquisitions seem daunting with their intricate layers of corporate transactions designed and shareholder activism defense strategies. It’s much like standing on one side of a chasm, needing to cross but unsure how – this is where a counsel steps in.

Let’s kick ambiguity to the curb! Each sentence we dive into brings us closer to crystal clear understanding.

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Table Of Contents:

m&a law firm

Understanding the Role of M&A Firms

Mergers and acquisitions (M&A) legal firms play a critical role in shaping business landscapes. They’re the essential contacts to view profiles of legal firms when companies plan to join forces or acquire others, guiding them through complex corporate negotiations.

A firm with over 400 acquisitions lawyers dedicated solely to M&A is nothing short of impressive. Such giants are recognized as go-to resources for both international and domestic deals. This data isn’t pulled out of thin air.

Introduction to M&A (Law) Firm

The main job of an M&A legal firm involves facilitating mergers, acquisitions, strategic partnerships – essentially any transaction where businesses come together or change hands. Their deep experience ensures smooth transitions and minimizes risks associated with these processes.

M&A firms provide strategic advice on everything from entity selection to financing arrangements for asset purchases. A parent company’s success during a merger or acquisition often hinges on their expertise to view profiles..

Firm’s support doesn’t stop at advice – they also handle necessary paperwork such as partnership agreements ensuring legal compliance while maintaining focus on primary representatives’ interests.

M&A (Law) Firm’s Expertise in Private Equity and Joint Ventures

Beyond traditional mergers & acquisitions work, top-tier firms excel in more specific areas like private equity transactions and joint venture matters too.

This versatility allows them to cater to clients across numerous industries including technology, financial services, life sciences, real estate, consumer products, among many others lending credence —“if it exists we can help”.

“The greater the complexity, the more we shine,” is a mantra you’ll often hear in top M&A legal firms.

So whether it’s private equity funds looking to acquire a new asset or two companies planning a joint venture capitalization – a counsel from an M&A firm can make all the difference. It’s not just about navigating legalities but also using their vast network of essential contacts for strategic alliances that benefit clients’ business.

the proof is in the pudding”. Their accomplishments demonstrate not just their expertise, but also a resolute dedication to guaranteeing that their customers gain the upper hand. They’re truly masters of their craft.

Practice Areas Covered by Top-Ranked M&A (Law) Firms

Mergers and acquisitions (M&A) (law) firms aren’t one-trick ponies. Their expertise spreads across a wide range of industries, offering legal help tailored to specific sectors. Whether it’s tech or healthcare, these top-ranked firms have the know-how to guide clients through complex corporate negotiations.

Proficiency Across Diverse Industries

The scope of an M&A legal firm is vast, extending from financial services and fintech to life sciences. But that’s just scratching the surface. They delve into areas like manufacturing and industrials as well as transportation and logistics. The latest survey methodology shows, for instance, how they operate in numerous industries including energy and natural resources.

Fintech companies need different advice than those in healthcare because their risks are unique; there isn’t a one-size-fits-all approach here. With more than 400 lawyers specialized in diverse legal areas, this leading provider of legal advice in M&As is prepared for any curveball thrown at them.

Real Estate Transactions & More

Apart from covering various industry verticals, these legal firms also handle property transactions with finesse – another testament to their broad-based skill set. Think about this: you’re merging with another company which has property assets all over town – who do you trust?

You’d want someone experienced not only with mergers but also understands city zoning laws so your newly merged company doesn’t end up tangled in red tape after buying properties. These expert counsel make sure everything goes smoothly whether dealing with commercial leases or asset purchases.

m&a law firm

Acclaim & Accolades Received by Leading M&A Legal Firms

Mergers and acquisitions (M&A) legal firms often play a key role in corporate negotiations, including high-profile deals. The expertise they bring to the table can make or break these complex business arrangements.

A few have risen above the rest, earning accolades for their work. For instance, one such leading provider of legal advice was named Corporate “(Law) Firm of the Year” in both the 2023 and 2024 editions of Best (Law) Firms. They were also recognized as a Tier 1 firm in multiple locations for their prowess in M&A law.

This recognition isn’t handed out lightly but comes from rigorous evaluations like those done by Private Equity Wire’s US awards. 

How Do These Awards Translate?

In short? Trust. Recognition at this level indicates that these M&A firms aren’t just proficient—they’re leaders within their field.

Their expertise extends beyond corporate practice group services to industries like technology, financial services, fintech, and healthcare where changes happen rapidly and keeping up is crucial. Their commitment to providing strategic legal advice ensures compliance while minimizing risk—a winning combo when it comes down to successful deal-making.

Frequently handling significant cross-border M&A ventures and capitalizations requires more than just book smarts—it calls for deep experience earned over time dealing with numerous industries on various continents under different jurisdictions.

Prestigious Acclaims Mean Real Results

You might ask: “Why does recognition matter?” Well, it’s simple. Accolades are a reflection of the firm’s dedication to their craft and an indication that they consistently deliver excellent results for clients.

Recognition in Corporate M&A and Acquisitions Law indicates not just knowledge but expertise. This means clients can rest easy knowing they’re working with the counsel who have been tried, tested, and come out on top.

Key Takeaway: 

When you spot a firm with numerous accolades, it’s not just about the glittering trophies. These awards represent trust that’s been built over years of successfully steering through different industries and legal territories. They’ve consistently knocked it out of the park, earning them a solid reputation as reliable advisors for all your corporate transaction needs. (| band) 

Key Contacts & Expertise in Top M&A Legal Firms

Mergers and acquisitions (M&A) are a big deal, literally. But behind every successful transaction, there’s a team of expert lawyers making it happen. Let’s talk about some essential contacts at top M&A legal firms.

Global Presence & Strategic Positioning

A leading M&A legal firm isn’t just one office with a handful of attorneys—it’s an international network positioned across five continents at strategic intersections of the global economy. It’s like having your own personal Avengers squad for legal matters.

Their expertise covers multiple jurisdictions including technology, fintech healthcare, life sciences—pretty much any sector you can think of. They’re not jack-of-all-trades though—they’re masters in their respective legal areas.

In addition to dealing with corporate negotiations involving public companies this counsel also handle corporate matters such as hostile takeovers and shareholder (activism) defense – no easy task but they’ve got the chops for it.

The significance here is that these strategically placed teams can help clients navigate cross-border M&A deals efficiently while minimizing risks associated with different regulatory environments. Read more about how global positioning benefits clients here.

Contact Points: Your Go-To Legal Advisors

No two businesses have identical needs when going through mergers or acquisitions – this is where essential contacts come into play within each firm.

You see these aren’t just any regular Joe Shmoes – they’re individuals who’ve gained deep experience over years practicing corporate law including fields like strategic partnership capitalizations entity selection financing arrangements etc., providing advice on everything from fiduciary duty to data security.

Having such knowledgeable individuals at your disposal can make a huge difference when dealing with critical business transactions, making the process smoother and more efficient. In fact, it’s like having an experienced guide while trekking through dense legal jungles.

If you’re a publicly traded company or a middle market firm looking to forge strategic partnerships, or even considering strategies for shareholder (activism) defense, these essential contacts are your guides. They’ll help you steer through the often complex terrain with expertise and precision.

Key Takeaway: 

Behind every big M&A deal, there’s a superhero team of expert lawyers from top legal firms with global reach and specialized knowledge. They’re like your personal Avengers for legal matters. These contacts aren’t just any regular folks—they’ve spent years mastering corporate law and are ready to guide you through the complex terrain of mergers or acquisitions. #LPe #thelawprticeexchange (| band) 

The Importance of Counsel in M&A Transactions

A skilled counsel is a critical factor for successful M&A transactions. The seasoned advice from these legal wizards not only helps businesses navigate corporate matters, but it also ensures compliance and manages risk.

Ensuring Compliance & Risk Management

In the intricate world of mergers and acquisitions (M&A), compliance with laws and regulations isn’t just necessary; it’s mandatory. A top-ranked legal firm serves as primary outside counsel to public and private clients, offering pragmatic legal advice.

Their role goes beyond guiding through the transactional process. They make sure that every step aligns with all relevant local, state, federal, or even international laws where applicable.

Risk management is another key area where a counsel shines bright like a lighthouse amidst stormy seas. Unforeseen issues can emerge at any point during an M&A deal – from financial irregularities in due diligence to shareholder (activism) defense against hostile takeovers.

A skilled lawyer can spot potential pitfalls before they turn into expensive problems. They use their expertise in securities law, fiduciary duty considerations among others to steer your ship clear of risky waters.

Making Strategic Moves With Legal Advice

Legal professionals don’t merely exist to put out fires; they are instrumental in making strategic decisions too. When you’re involved in asset purchases or forming strategic partnership capitalizations, having knowledgeable advisors by your side becomes invaluable.

Legal firms aren’t simply service providers—they’re business partners invested in your success as much as you are.

Legal Firm Services Description
Compliance Maintains adherence to all relevant laws and regulations during the transaction process.
Risk Management Identifies potential issues that may arise during M&A transactions and mitigates them before they become problems.

Key Takeaway: 

When it comes to M&A transactions, a counsel isn’t just helpful—it’s vital. These legal experts help businesses navigate complex matters, ensure law compliance and manage risks. They’re not only guides through the process but also strategic partners making sure your every move aligns with relevant laws and avoids potential pitfalls.

m&a law firm

Highlights from Top-Ranked M&A Legal Firms’ Transaction History

M&A legal firms play a vital role in high-profile deals. Let’s view profile of some notable transactions led by these leading providers of legal advice.

A Showcase of Expertise and Commitment

Top-ranked M&A legal firms have been involved in numerous, corporate negotiations that demonstrate their deep experience and commitment to client success. They are often the primary representatives for both public companies and private equity funding during significant business transactions, including asset purchases and joint ventures capitalizations.

This chapter includes company acquisitions, strategic alliances, governance matters like shareholder (activism) defense, data security issues related to fintech healthcare sectors as well as property transaction handling. This wide scope showcases their versatility across multiple jurisdictions – highlighting why they’re trusted advisors on various corporate matters.

All-Encompassing Support Through Stages

In any deal involving an M&A law firm like Latham & Watkins LLP, or Cleary Gottlieb Steen & Hamilton LLP, it’s evident that they offer all-encompassing support throughout all stages of their clients’ deals.  A lawyer works closely with clients right from concept creation through successful execution – truly making them an integral part of every step.

Some Key Transactions That Stand Out

Certain cases underline how crucial experienced counsel is for cross-border M&A transactions. One such instance was when Latham & Watkins advised KKR (Kohlberg Kravis Roberts) on its acquisition of BMC Software from a private investor group, making it one of the largest buyouts in 2018.

Cleary Gottlieb played a pivotal role, acting as Google’s legal counsel during their massive $2.1 billion purchase of Fitbit.

FAQs about M&A Law Firm

What is M&A in a legal firm ?

M&A stands for mergers and acquisitions. In a legal firm, it refers to the legal practice focused on helping companies combine or buy out other businesses.

How hard is M&A law?

M&A law can be challenging due to its complexity and fast-paced nature. It demands sharp analytical skills, meticulous attention to detail, and understanding of business strategies.

What makes a good M&A lawyer?

A top-notch M&A lawyer has strong negotiation abilities, solid grasp of corporate finance laws, strategic thinking prowess and excellent communication skills to guide clients through intricate transactions.


When you step into the world of M&A, an expert m&a law firm is your indispensable guide. They’ll navigate corporate transactions and shareholder activism defense with finesse.

The best firms are versatile, moving seamlessly from private equity to joint ventures capitalizations or even fintech healthcare and real estate deals. And they’re not just proficient – they’re acclaimed, receiving accolades for their outstanding work in mergers & acquisitions.

Experience matters! It’s what ensures compliance and risk management during complex dealings while providing strategic legal advice that steers you towards success.

Your takeaway? Don’t underestimate the power of skilled counsel in M&A transactions. Remember these insights as you forge ahead on your journey through this intricate landscape!


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