Ronald H Shechtman

October 15, 2012 | New York Law Journal

Ronald H. Shechtman, Pryor Cashman's managing partner, discusses how a leaner staffing model allowed mid-sized firms to compete for business that larger firms no longer controlled when the recession hit, how to recruit quality associates when competing with large firms, and avoiding vulnerability based on over-reliance on a small base of clients or originators.

By Ronald H. Shechtman

8 minute read

February 19, 2010 | Law.com

A strong sense of collegiality and good, old-fashioned teamwork can help law firms face the tough new realities of business development in 2010, says Ronald H. Shechtman, Pryor Cashman's managing partner and head of the labor and employment group.

By Ronald H. Shechtman

7 minute read

April 27, 2010 | New Jersey Law Journal

As the recession continues to squeeze most firms across the country, partnerships are taxed with the daunting task of driving new business and remaining viable in a very difficult environment. There are many workable theories on how to do just that, from staffing cuts, alternative billing arrangements and postponing associate start dates, to dramatically cutting overhead costs, and even a growing trend among large shops to take on less lucrative work to keep associates busy and billable.

By Ronald H. Shechtman

7 minute read

February 01, 2010 | New York Law Journal

Ronald H. Shechtman, managing partner of Pryor Cashman, writes: As the dust settles from the implosion of the economy, there are a few firms, most notably mid-size ones with a diversified talent base and client roster, that are doing remarkably well. These mid-size firms hold the secret to keeping partners at the top of their game, clients happy and the bottom line growing. It's a throwback to practicing law the way it used to be, where a strong sense of collegiality and good, old fashioned teamwork are now applied to the new realities of business development in 2010.

By Ronald H. Shechtman

7 minute read