Peter A Giuliani

January 11, 2016 | Connecticut Law Tribune

The rapid expansion of law firms over the past few decades is coming home to roost, both in Connecticut and across the country.

By PETER A. GIULIANI

6 minute read

January 11, 2016 | Connecticut Law Tribune

The rapid expansion of law firms over the past few decades is coming home to roost, both in Connecticut and across the country.

By PETER A. GIULIANI

6 minute read

December 29, 2014 | Connecticut Law Tribune

Here come the newcomers to Connecticut. In recent months, Philadelphia's Morgan, Lewis & Bockius, the international firm of Locke Lord Edwards and Maine's Verrill & Dana have invaded the state.

By Peter A. Giuliani

7 minute read

December 29, 2014 | Connecticut Law Tribune

Here come the newcomers to Connecticut. In recent months, Philadelphia's Morgan, Lewis & Bockius, the international firm of Locke Lord Edwards and Maine's Verrill & Dana have invaded the state.

By Peter A. Giuliani

7 minute read

December 27, 2013 | Connecticut Law Tribune

It is now five years since 2008 and the great economic trough that affected the legal profession like no other recession. Back then, we advised: "Forget about the recession. It's a fact of life. Pay attention to what the eventual recovery will look like and position your firm to take advantage of it." Many are still waiting for that recovery.

By PETER A. GIULIANI

9 minute read

October 16, 2006 | Connecticut Law Tribune

While businesses can no longer unilaterally require aging employees to retire, many law firms still have policies that force partners to retire at a certain age. The argument is that partners are owners of the business and not employees, placing them outside the reach of laws that prohibit employment discrimination based on age.

By PETER A. GIULIANI

4 minute read

October 10, 2005 | Connecticut Law Tribune

Not long ago, the conventional wisdom was that well-managed law firms didn't need to borrow money.

By PETER A. GIULIANI

4 minute read

September 04, 2006 | Connecticut Law Tribune

Throughout their life cycles, most law firms encounter two significant events that give rise to questions about the value of the firm. The first such event is usually the first time the founding partner or partners seek to admit a new equity partner. The second such event is usually the retirement or withdrawal of one or more of the firm's founders.

By PETER A. GIULIANI

4 minute read

May 15, 2006 | Connecticut Law Tribune

Let's face it, law practice is getting more competitive. Consultants, accountants and other lower-cost providers are encroaching on areas of law practice and competing for work that clients increasingly view as commodity services. Some even speculate that clients will soon be able to walk up to a kiosk at Wal-Mart (Law-Mart?) and, with a credit card, get a simple lease, contract or other legal document off the computer.

By PETER A. GIULIANI

4 minute read

February 26, 2007 | Connecticut Law Tribune

To this list that includes "death" and "taxes", we'd better add another item – "leadership succession." No law firm that ever survived the retirement of its first generation of leadership has been able to avoid this challenging issue. Founding partners do retire, and the challenge is to ensure that their client relationships don't retire with them, or simply drift away to other firms. The same is true at long-established, multi-generational firms. Rainmakers do retire and the firms need to find a way to preserve client relationships.

By PETER A. GIULIANI

5 minute read