This memorandum summarizes Brian Galligan's extensive legal career experience spanning various law firm environments, from small firms to large international firms. It details his experience establishing systems and managing legal matters from start to finish at each firm, including docketing, billing, and supervising other attorneys. It provides examples of Galligan's responsibilities coordinating with clients on their specific billing systems and acting as liaison between firms and clients.

1. MEMORANDUM
TO: JSLAW MAIN FILE
FROM: BRIAN P. GALLIGAN
SUBJECT: JSLAW/OPPS/BPGEO
DATE: 2016
My legal career spans a cross-section of legal management experience in various
environments running the gamut from a small law-firm comprised of partner attorneys
formerly from large New York City international law firms (Stoll, Miskin & Badie or
“SMB”), to one of the largest and most prestigious nationally and internationally renowned
law firms (Simpson Thacher & Bartlett or “STB”), to one of New York’s most respected
and largest regional law firms serving clientele ranging from high net worth individuals,
current and former executives, commercial real estate developers, national corporations,
charitable organizations, as well as governmental (local, state, and national) entities (Cuddy &
Feder or “CF”).
At each step of my career, whether at the beginning or each subsequent stage, I have honed
my substantive, supervisory, and management legal skills bar-none, all of which is evident by
my experience mapping out legal matters from start to finish (including establishing
docketing systems, client and court identification systems, training systems, and billing
systems), supervising associate attorneys, single-handedly establishing budgetary parameters
for clients, selecting, monitoring and working with retained local and secondary counsel, and
later, while running my own legal and financial services consulting business, coordinating
with, monitoring, and ultimately assessing the suitability, progress made toward agreed-upon
goals, and the success of various vendors, legal counsel, and other consultants.
By way of example, at SMB I reorganized the office’s legal filing system, both paper based
and digitally, supervised lesser experienced law clerks becoming familiarized with the inner
aspects of running a modern-day legal office, served as the primary point of contact with
each court the firm had cases pending (state and federal), rejiggered and then ran the firm’s
docketing system of all pertinent events, dates, and deadlines relating to internal and external
matters whether for the individual attorneys’ time-sensitive work-loads or with respect to
rigid client and court deadlines.
At STB, as part of various orientation processes, I attended (and then put into practice the
substance of) multiple firm-wide presentations relating to proper billing standards as well as
the handling of attorney-client relationships and interactions with junior and senior attorneys
both internally and externally (in regard to corporate in-house general counsel). Uniquely, I

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had the opportunity to work with a specific, extremely high-profile antitrust and competition
group within the firm (recognized to be one of the highest revenue generating and profitable
practice groups in the legal “law-firm world”) where I even had the opportunity to consult
with senior managing attorneys with respect to retaining new clients, budgeting new cases
involving teams of dozens (if not more) of attorneys and consultants across the country, all
the while even having the opportunity to attend initial client in-take meetings, the drafting of
engagement letters, and subsequent billing inquiries as well as the negotiation and settlement
of attorneys’ fees. Throughout this process I worked with senior (mentor) attorneys either
specifically in management roles inherent to this particular practice group or seeking
partnership generally with the firm. Needless to say, I had the privilege of exposure to the
business workings of an extremely large law practice that not many individuals of my age and
experience could ever have attained.
At CF, my prior experience with all of the foregoing aspects of proactive legal services
management blossomed into a full-time endeavor with incredibly demanding requirements
of a senior associate attorney uniquely trained in the delicate juggling of substantive legal
work with internal law-firm management for the benefit of partners accustomed to dealing
with such management work solely on their own. In light of my experience, I was able to
take much of this work into my own hands giving more senior and partner attorneys the
flexibility to focus on their substantive work together with the peace of mind that all of these
management tasks, whether with docketing systems, paralegals, law clerks, vendors, co-
counsel, local counsel, the courts, accounting departments, and, most importantly, the
clients, were handled with the utmost attention to detail and, ultimately, a successful
resolution of whatever legal matter we handled.
To provide a bit more color as to my responsibilities at CF beyond my substantive legal
work (provided in great detail in my attached curriculum vitae), the senior and partner
attorneys would routinely hand me new cases and ask that I provide them with a preliminary
review and assessment of both the strategy toward a successful resolution of the case or
transaction, and a team and budget assessment in regard to what would reasonably be
required of the legal work to be performed. I routinely coordinated with different practice
areas of the firm that would necessarily provide work on a particular matter, and then serve
as the point of contact with a supervisor at the client firm (or an administrator on behalf of
an individual or governmental entity) at each stage of the matter. In light of my experience
with budgeting legal fees and the billing and collection of appropriate amounts for legal
services rendered, I would regularly instruct less experienced and junior attorneys with billing
matters, setting forth best practices guidelines for capturing all work performed with an eye
toward negotiations with clients over the financial parameters of the legal services rendered.
With respect to financial matters involving our legal practice specifically, our accounting
department’s relationship with particular clients’ accounting department was paramount
from a practical business relationship perspective. Not only did my substantial experience
and finesse regarding the fine-tuned entry of all legal work for billing to each respective
client (for which I would routinely instruct new and junior associate attorneys on how to
properly report billing matters as requested by the clients and the law firm’s management),

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provide qualitative and quantitative metrics for the firm to properly budget legal matters as
requested by the client and for the benefit of the firm (to accurately reflect and document, in
detail, all work performed and progress made), but the firm also leveraged my familiarity
with different billing, financial, and legal accounting systems deployed differently across
various clients so that each team of lawyers assigned to a particular matter would be “on the
same page” in terms of properly addressing the corporate clients’ needs and requests.
For example, my work on behalf of some of the largest national and international corporate
clients involved coordinating billing entries and status updates specific to each client’s own
internal systems. Clients such as AT&T, Pulte Homes, M& T Bank, CVS Realty, Trammel
Crow Residential, Verizon, Alzheimer’s Association, MetroPCS, Chicago Title Insurance
Co., First American Title Insurance Co., and Home Depot (amongst many others), required
strict adherence to each individual client’s systems of billing and progress reporting. I
routinely acted as a liaison between the firm and the client across this entire spectrum, and
would assist and review the status and reporting of my co-colleagues to ensure that each
legal matter not only progressed toward the substantive result desired, but that all work
performed satisfied the requirements of each client from their specific day-to-day
management protocols. All of this proved not only essential to the efficient workings of
each legal matter, but my ability to interact smoothly with each client’s point of contact,
whether it be a business executive overseeing a particular project at the client firm, or a
lawyer serving as internal general counsel on behalf of the client firm, allowed me to ensure
that each legal matter progressed with minimal hiccups all along the way to an ultimate
resolution.
Additionally, at the onset of each case, I would work with the law clerks and paralegals on
best practices for handling the firm’s docketing, calendaring, and reminder systems both
internally (with the partners) and externally (with the courts, clients, co-counsel, and local
counsel where necessary). I would regularly provide status reports regarding the procedural,
substantive, and financial progress of all legal matters of which the more senior and partner
attorneys asked me to coordinate from the beginning.
Furthermore, beyond these extensive additional responsibilities that a senior attorney such as
myself had performed to great satisfaction on every occasion (responsibilities that I rarely, if
ever, witnessed other attorneys in my position handle), many times partner attorneys would
leave with me the sole responsibility and final decisions regarding the hiring of co-counsel,
local counsel, and all sorts of legal vendors (process servers, expert witnesses etc.), together
with the final negotiation of appropriate fees for services rendered. Similarly unique, in the
event of outstanding unpaid bills with clients (or other counsel), I would routinely handle the
collection process in order to complete our predetermined budgetary goals whether through
a collection or court process, or an amicable negotiation whereby most of the time I would
determine then work toward monetary resolutions left solely to my discretion so long as
such resolution remained within our predetermined goals.
My track record of success with both the substantive practice of law and the practical
business dealings associated with legal services management speaks for itself. I have had the

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pleasure and honor to handle all of the foregoing responsibilities that not many attorneys
ever get to manage in the course of their careers unless and until they reach partnership or
general counsel status either on behalf of a law firm or with a corporate entity. Insofar as I
have successfully navigated through all of these processes all the while accumulating a
voluminous record of substantive legal achievements is a testament to my exemplary
performance and unwavering work ethic and dedication.
During the last three years, I have leveraged all of my experience as a supervising attorney to
manage my own family-run legal and financial services enterprise, which necessarily entailed
the implementation of all the above-described skills, but then in an even more direct role
through the oversight of outside attorneys, consultants, and other legal vendors rendering
varying services on a daily basis.
Again, please review my curriculum vitae setting forth my excellent academic credentials,
significant business and legal experience necessary for any demanding position you desire to
fill, as well as my unwavering dedication and impeccable work ethic, all of which will serve as
invaluable assets to your firm.
Thank you very much for your attention to my application and consideration of my
credentials for the positions you are in the process of filling.
Brian P. Galligan
BPG/
(referenced attachments previously provided)