When three Am Law 100 lawyers formed Weiss Serota Helfman Cole & Bierman in 1991, they chose to specialize in an area they saw needed better representation: South Florida's public sector.

As the region's legal market evolved to include competition from plenty of Am Law 100 firms, Weiss Serota thrived in part by marketing itself on that philosophy of specialization, according to the firm's new managing partner, Mitch Burnstein.

The firm boasts 70 attorneys and clients that include dozens of municipalities, as well as corporate and private clients, on matters ranging from government relations to real estate land use, and from communications to government law.

Burnstein said being a midsize firm is an advantage in that space because it allows the firm to be nimble and responsive to client needs instead of trying to cover every practice area like many larger firms. The firm promotes itself as having the expertise and capability of big firms, while still having the efficiencies of a midsize firm.

Burnstein, a former Broward County assistant state attorney and Florida assistant state attorney general, grew up in the area and now specializes in eminent domain. He took Weiss Serota's reins earlier this month after 10 years as the firm's Broward office managing partner. Burnstein grew up in Hollywood in a home where both his parents were lawyers. His mother was Broward County's first female circuit judge.

Burnstein said the Weiss Serota management philosophy is based on the understanding that the firm includes lawyers that could be at Am Law 100 firms.

“Our lawyers have options, so from a management standpoint we do emphasize providing opportunity for career advancement,” Burnstein said.

Part of retaining and attracting staff involves being aware of workplace trends. For example, today's employees, particularly younger millennials, change jobs and industries more frequently and demand greater flexibility in the workplace.

“Employees have a different mindset in the aftermath of the Great Recession and health insurance crisis and travel demands,” he said. “Employees demand greater flexibility in their workplace. … We want to provide opportunities to them. We provide independence and flexibility. We try to mentor and foster collaboration.”

One way the firm is trying to give its lawyers independence and flexibility is with technology.

“Since people are out and about, particularly young attorneys, it would be nice to make time entries for billable time on a smartphone,” Burnstein said. “We're beta testing an app that integrates with our time management software to allow them to manage their time and bill their time via a smartphone.”

The firm is also changing its 401(k) platform, and one of the requirements for the new platform is that plan participants are able to change their investment elections and contributions through their smartphones.

He said the firm is undergoing an information technology audit to protect itself from any issues that may bring.

While mid-career employees like Burnstein, who is 53, aren't likely to change their 401(k)s on their phones, younger employees want that option.

The firm has also converted its kitchen areas, turning them into collaborative cafes with refreshments, surrounded by art and areas with comfortable couches and round tables to encourage collaboration and discussion of cases, clients and even weekend plans, Burnstein said.

“We find that we get more bang for the buck through collaboration,” he said. “In the long run, we find that the work and the mentorship that is being delivered is enhanced.”