The document summarizes the rise of alternative legal models like Potomac Law Group (PLG) that offer more flexible and affordable options compared to traditional large law firms. PLG launched in 2011 with 10 attorneys and has since grown to over 40 attorneys, offering corporate clients services like reduced hourly rates, alternative fee structures and flexible schedules. The new models are gaining traction as clients seek lower costs while experienced attorneys appreciate greater work-life balance and entrepreneurial opportunities compared to big law constraints.
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Potomac Law Group - Harvard PLP Presentation
1. Potomac Law Group: A Modern Twist
on the Traditional Firm
Program on the Legal Profession, Harvard Law School
November 19, 2013
2. 1. BIGLAW: THE GOLDEN YEARS
“I’m certain I speak for the entire legal profession when
I say that the fee is reasonable and just.”
3. THE “CRAVATH” MODEL AND THE RISE OF THE BILLABLE HOUR
3
Key elements of the BigLaw Model
• Attract, recruit, and train top legal
talent
• Pyramid structure with more
numerous associates handling the
bulk of the client service work
• Creation of a “tournament” to
incentivize associates to work toward
partnership
• Apprenticeship system
• Partnership structure with
comparatively few equity partners
• Billable hour at the core, with very
high hourly rates
4. DECADES OF EXTRAORDINARY SUCCESS WITH THE
TRADITIONAL MODEL
Attorney headcount
AMLAW 100
228% 831%
25000
82000
1986 2008
Gross revenues
AMLAW 100, $ billions
7.2
67
1986 2008
Source: American Lawyer, Rise and Fall, June 1, 2012; AmLaw Daily, April 29, 2009. 4
5. AVERAGE ANNUAL PROFITS PER PARTNER vs. INFLATION
AMLAW 100; $ Thousands
325 368 416 470
532
602
681
770
871
985
1114
1260
366 388 412 437 463 492 522 553 587 623
1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008
5
Profits double
in real terms
Source: AMLAW 100 Survey (end points, middle years estimated); Bureau of Labor Statistics.
6. BUT CLIENT FRUSTRATION WITH BIGLAW FEES BUILDING
As outside legal
costs skyrocketed….
…clients brought more
work in house…
• Years of steady
rate hikes
• Growing need for
legal services
- Increased
government
regulation of
industry
- Greater
litigiousness
- Globalization
- Trend toward
papering
• Increased interest
in alternative fee
arrangements
• Resistance to
paying for junior
attorneys
• Refusal to pay
copier, research,
and other add-on
charges
• Openness to
considering
alternatives to
BigLaw
In-house lawyers per
$1 billion of revenue
2.93
3.52
2005 2007
… and began exploring
ways to keep fees down
Source: Altman Weil Legal Department Benchmarking Survey, companies with annual US revenue >$5B 6
7. AND GROWING DISAFFECTION IN THE ATTORNEY RANKS
• Increased annual billable hour requirements
• Lengthened partner track
• Longer odds of making partner
• Introduction and proliferation of 2-tier partnerships
• Rigid work schedule arrangements (little receptivity
to flex schedules, telecommuting, etc.)
• Greater lateral movement leading to less
collaborative behavior
7
8. AT THE SAME TIME, BIG FIRMS LOCKING IN EXPENSIVE
INFRASTRUCTURE FOR THE LONG-TERM
Average first-year associate salary (NY)
$ Thousands Other expensive
88% increase over the period,
compared to inflation (37%), non-law
firm legal jobs (e.g., prosecutor, 40%)
85 88
125 125 125
145
160
1996 1998 2000 2002 2004 2006 2008
decisions
• Long-term (30-
year) leases of
pricey office space
• Maintenance of
legacy IT systems;
reluctance to
embrace new
technologies
• Art work and other
expensive
furnishings
• Foreign expansion
• More than
double the rate
of inflation over
the same
period (2.6%)
• Non-law firm
legal jobs by
comparison:
(40%
prosecutors,
etc.)
Source: National Association for Law Placement (data for firms with more than 250 attorneys). 8
9. 2. THE TIDE TURNS
“This is where things started getting really weird.”
10. PROMINENT BIGLAW LAYOFFS POST-RECESSION
Total attorneys and staff laid off, by firm, 2008-2011
382
260
279
189
256
190
140
206
127
146
520
357
300
382
201
250
235
150
215
184
902
617
579
571
457
440
375
356
342
330
Dewey & LeBoeuf
Allen & Overy
White & Case
DLA Piper
Clifford Chance
Latham & Watkins
Orrick Herrington
Linklaters
Baker McKenzie
Mayer Brown
Staff
10
Attorneys
Source: LawShucks.Com, 2009 Layoff Tracker.
Layoffs at
76/100 AMLAW
firms overall
11. NOTABLE DISSOLUTIONS 2008-2012
Firm Description Contributing factor
• Guaranteed minimums to
lateral partners
• Large contingent fee
case wrapped up
• Litigation, IP, Antitrust
giant
• 700 attys; $573M rev
• 17 offices worldwide
• Difficulty meshing firm
cultures post-merger
• High-priced laterals
• General practice firm
• 1,040 attys; $782M rev
• 26 offices worldwide
• Post-merger integration
troubles
• Ill-timed partner
defections
• Infrastructure projects,
electrical utilities
• 550 attys; $400M rev
• 8 offices worldwide
Contingent of 15
intellectual property
partners defected to
Covington & Burling
• General practice firm
• 730 attys; $508M rev
• American Lawyer Top
20 “A-List” firm
1956-2011
1890-2008
1909-2012
1924-2008
11
12. 3. THE RISE OF THE NEW MODEL FIRMS
“We do all those old tricks electronically now.”
13. NEW MODELS OFFER IMPROVEMENTS ON MANY DIMENSIONS
BigLaw
New model firms
• Cloud-based
Office space
Billing
Technology • Software as a service
Lifestyle
• Expensive Class A
space downtown
• Excess capacity
• Legacy IT systems
• Support staff required
• Slow to adapt
• Home offices
• Client sites
• Flexible office space
• Largely tied to high
hourly rate
• High leverage
• High minimum billables
• Rigid schedules
• Pressures for client
development
• Up-or-out culture
• Reduced hourly rates
• Fixed fee, tiered billing, and
other Innovative fee
structures
• No/reduced billable hour
minimum requirements
• Part-time/flexible schedule
options
• Telecommuting
13
14. RISE OF THE NEW MODELS
New model
law firms
High end
legal staffing
Legal
process
outsourcers
14
Type of work
Routine Medium Sophisticated
complexity
Segment
15. PLG AT A GLANCE
Model
Attorneys
Client base
Practice
areas
• New model law firm focused on the
cost-effective delivery of high-end legal
services to corporate clients
• Launched in March 2011 with 10
attorneys
• 40+ today, drawn from the nation’s top
firms and in-house departments
• Average tenure of 15 years, with a
minimum of 8
• Launched with 2 small local clients
• Today national base of public and
private companies and institutions
• Full service, with an emphasis on
transactional work
15
16. THE PLG MODEL: EFFICIENT DELIVERY OF LEGAL ADVICE
600
20
205
Note: Figures approximate and in current dollars.
15 40 20
300
Bill rate at
Sidley
Reduced
cost of
space and
furnishings
Reduced
partner
leverage
Elimination
of summer
program,
etc.
No junior
associates
to train
Lower pay Bill rate at
PLG
Example attorney: Luisa Caro, formerly 7th year at Sidley Austin
Hourly bill rate ($)
16
17. WHO COMES TO PLG? COMMON ATTORNEY PROFILES
Attorney
entrepreneur
Big firm
escapee
Balance
seeker
Semi-retired
• Novel ideas for developing business that
don’t fit into BigLaw mold
• May be interested in nurturing a business,
sometimes legal-related, on the side
• Enjoys the practice of law, but not the big
firm environment; enjoys being associated
with an upstart
• Doesn’t want to sacrifice outside interests to
the practice of law
• May want to practice on a flexible schedule
• Typically rose through the ranks at a big
firm, went in-house at a high-level, may have
taken a buy-out years later post-merger
17
18. PLG: GREATER OPPORTUNITY FOR ENTREPRENEURIAL
ATTORNEYS
Sample attorney profile #1
• Joined Oct. 1
from Wiley Rein
partnership
• Happier
developing
business at
$485/hour than
$685/hour
• Ability to use
creative
alternative fee
arrangements
• Greater
freedom to
operate, ability
to work from
home office
18
19. PLG: GREATER OPPORTUNITY FOR ENTREPRENEURIAL
ATTORNEYS (CONTINUED)
Sample attorney profile #2
• Harry’s
innovative health
care compliance
program
squelched by
BigLaw
• Margins “too
small,” and
program viewed
as a distraction
from more
profitable hourly
work
• Encouraged and
fostered at PLG
19
20. PLG: GREATER OPPORTUNITY FOR ENTREPRENEURIAL
ATTORNEYS (CONTINUED)
Sample attorney profile #3
• Geoff, a patent
attorney,
developed
technology
solution to aid
patent litigation
• Raised angel
money to
pursue
development
• Splits his time
between PLG
and his own
business
venture
20
21. PLG MARKET RECEPTION SINCE LAUNCH
Clients signed inception-to-date, at
quarter end
2
8 10
18
28
39
52
65
79
94
110
1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13
Notable
clients
21
22. CHANGING PERCEPTIONS WITHIN BIGLAW
"We all expected [work] would pick up
meaningfully this year, but it clearly hasn’t. I
think we've come around to the view that this is
the 'new normal.' ”
-- Weil Gotshal Executive Partner Barry M.
Wolf, June, 2013
24. RISE OF THE NEW MODEL FIRMS
24
Complexity of work Degree of virtual-ness
H
H
L
L
Entrepreneurial
attorneys finding
better ways to
bundle and
deliver high end
legal services to
corporate
America, mostly
by focusing on
the cost side of
the equation
Big firms flat-footed,
not nimble
25. BUT BENEATH THE SURFACE, UNSETTLING TRENDS
DEVELOPING BY 2007
Ballooning
costs
Declining
loyalty
Growth in in-house
depts
Greater
scrutiny of
legal spend
• Expensive, long-term office leases
• Expensive installed infrastructure (e.g.,
associate salaries, summer programs)
• Slow adoption of new technologies
• Partner defections, portable books;
all spurred on by PPP rankings
• War for talent, increased
guaranteed minimums to laterals
• In-house departments growing
steadily in head count, prestige
• More legal work captured internally
• Legal depts run more like a business,
with greater focus on cost, value
• More work bid out, etc.
BigLaw ill-prepared
to
comfortably
weather a
significant
economic
downturn
25
Rigid work
structures
• Firms slow/unable to embrace flexible
schedules, telecommuting, part-time
26. CHANGING WINDS IN THE LEGAL INDUSTRY CREATE
FAVORABLE CONDITIONS FOR NEW DELIVERY MODELS
Ready
availability of
legal talent
Commercial-ization
of the
legal profession
Increasing client
dissatisfaction
with rising legal
fees
Advances in
technology
(telecom, file
sharing, internet,
etc.)
Pressure on the
traditional law firm
model; opportunity
for new entrants
26
27. REPORTED LAYOFFS AT AMLAW TOP 10 IN 2009
Total attorneys and staff laid off, by firm
80
120
190
0
89
209
75
80
16
0
203
250
140
200
80
122
90
80
323
440
229
409
155
202
106
Skadden Arps
Baker McKenzie
Latham & Watkins
Jones Day
Sidley Austin
White & Case
Kirkland & Ellis
Mayer Brown
Weil Gotshal
Greenberg
Traurig
Staff
27
Attorneys
AMLAW
100 Rank
#1
#2
#3
#4
#5
#6
#7
#8
#9
#10
28. FULL SERVICE OFFERING, WITH A TRANSACTIONAL EMPHASIS
No. of attorneys, by subject area
4
5
4
4
6
3
2
3
2
10
Litigation
Government Contracts
Patent
Corporate
Contracts/Licensing
Tax
Real estate
Trademark
Labor & Employment
Other
Most active areas
28
29. AVERAGE FIRST YEAR ASSOCIATE SALARY, AMLAW 100
$ Thousands
85 87.5
125 125 125
145
160 160
75 82.5
125 125 125
135
160
145
72.5 80
114 120 120
135
160
145
1996 1998 2000 2002 2004 2006 2008 2010
New
York
Los
Angeles
Washington
DC
29
6% annual
growth