Peter A Giuliani

October 17, 2006 | Law.com

While businesses can't require aging employees to retire, many law firms still have policies that force partners to retire at a certain age. The argument is that they're owners of the business and not employees, placing them outside the reach of age discrimination laws. But consultant Peter Giuliani points out that such policies came into practice in the 1950s, and since then, a lot has changed, including the fact that people are living longer and may need to work longer to fund their eventual retirement.

By Peter A. Giuliani

4 minute read

October 17, 2006 | National Law Journal

While businesses can't require aging employees to retire, many law firms still have policies that force partners to retire at a certain age. The argument is that they're owners of the business and not employees, placing them outside the reach of age discrimination laws. But consultant Peter Giuliani points out that such policies came into practice in the 1950s, and since then, a lot has changed, including the fact that people are living longer and may need to work longer to fund their eventual retirement.

By Peter A. Giuliani

4 minute read

June 21, 2005 | Law.com

Too many lawyers are so eager to bring in new business that they fail to properly screen potential clients and often wind up taking on cases that are more trouble than they're worth in fees. Columnist Peter A. Giuliani says the best loss prevention tool is the front door: By implementing a sound business intake system, attorneys can improve the quality of their client base and avoid many of the headaches -- financial and otherwise -- that troublesome clients cause.

By Peter A. Giuliani

4 minute read

January 11, 2007 | National Law Journal

If one assumes that the job of most associates is to toil under the supervision of a partner and not to originate lots of business, consultant Peter Giuliani says it should be a foregone conclusion that it is the job of equity partners to originate sufficient business to keep themselves and one or more associates (or possibly nonequity partners) busy. If that is happening and if the firm is collecting nearly full rates, the phenomenon of leverage takes over and drives higher profits to the equity partners.

By Peter A. Giuliani

6 minute read

May 22, 2006 | Law.com

As the practice of law gets more competitive, solos and small firm lawyers are rushing to keep up. To succeed, you can compete based on price or on differentiation. Once you've chosen your method, you should style, organize and promote your practice accordingly. By focusing your marketing specifically within one of these two frameworks, you can do more than keep up -- you can excel. Here are some basic guidelines to get you started.

By Peter A. Giuliani

4 minute read

October 17, 2006 | Corporate Counsel

While businesses can't require aging employees to retire, many law firms still have policies that force partners to retire at a certain age. The argument is that they're owners of the business and not employees, placing them outside the reach of age discrimination laws. But consultant Peter Giuliani points out that such policies came into practice in the 1950s, and since then, a lot has changed, including the fact that people are living longer and may need to work longer to fund their eventual retirement.

By Peter A. Giuliani

4 minute read

November 30, 2006 | National Law Journal

The merger of Connecticut's Day, Berry & Howard and New Jersey's Pitney Hardin will create a 400-attorney firm with a footprint stretching up the Amtrak Northeast Corridor from Washington, D.C., to Boston, with stops in a number of interesting markets along the way. The new firm's profile is likely to change the competitive dynamic for a number of Connecticut's indigenous law firms, says consultant Peter Giuliani, who discusses some of the other "Amtrak players," as the battle for new business intensifies.

By Peter A. Giuliani

5 minute read

September 14, 2006 | Law.com

Most law firms encounter two significant events that give rise to questions about the value of the firm. The first is usually the first time the founding partner or partners seek to admit a new equity partner. The second is usually the retirement or withdrawal of one or more of the firm's founders. A law firm is worth only what a qualified and informed buyer would pay for it. So legal consultant Peter Giuliani asks, how does a prospective buyer go about determining a fair value for a law firm?

By Peter A. Giuliani

4 minute read

November 30, 2006 | Law.com

The merger of Connecticut's Day, Berry & Howard and New Jersey's Pitney Hardin will create a 400-attorney firm with a footprint stretching up the Amtrak Northeast Corridor from Washington, D.C., to Boston, with stops in a number of interesting markets along the way. The new firm's profile is likely to change the competitive dynamic for a number of Connecticut's indigenous law firms, says consultant Peter Giuliani, who discusses some of the other "Amtrak players," as the battle for new business intensifies.

By Peter A. Giuliani

5 minute read