Jeffrey M. Schwartz, managing partner of Schwartz Sladkus Reich Greenberg Atlas, a 50-attorney firm that moved a few weeks ago to new offices on Manhattan's east side, said that the office is part of the firm's efforts to create a cool vibe, particularly for young attorneys.

“Even after only three weeks, we can tell that the new space is already improving productivity and, at the same time, helping us attract talented lawyers seeking a well-rounded firm where they can service their clients,” he said.

The move is just one of the ways the firm is trying to enhance the work culture.

“As a mid-sized family-friendly firm, we are flexible with our attorneys. We encourage everyone to originate business, for which they receive additional compensation. This is attractive to young lawyers, and we believe it is a significant advantage in our recruiting, as it enables younger lawyers to grow with our firm,” he said.

The interview was part of a series of Q&As with midsize firm leaders.

Practice Areas (if you consider your firm to be full-service, you may answer full-service): Real Estate, Litigation, Health Care, Business and Corporate, Trusts and Estates, Matrimonial and Family Law, Intellectual Property, Not-For-Profit.

Governance structure and compensation model: Partners, Counsel and Associates

Do you offer alternative fee arrangements? Yes

Q: What do you view as the two biggest opportunities for your firm, and what are the two biggest threats?

A: The challenge that we, and many other firms (big and small), face is attracting talent. A law firm is only as good as its lawyers. Some attorneys gravitate to a bigger firm while others prefer the greater flexibility, autonomy and opportunity offered by a medium-sized firm like ours. SSRGA has embraced growth and a positive, future-forward firm culture in a dynamic new workspace to address these challenges as we try to achieve the best of both worlds.

On Jan. 1, we absorbed a small matrimonial and family law firm. The addition of this new group substantially expands our family law practice, which previously had one partner. We can now offer clients deeper bench strength in matrimonial and family law, and the matrimonial team can now offer clients services across a broader range of practice areas.

Our new 33,000-square-foot office at 444 Madison provides a more efficient environment that will improve productivity by supporting and accommodating our team. Even after only three weeks, we can tell that the new space is already improving productivity and, at the same time, helping us attract talented lawyers seeking a well-rounded firm where they can service their clients.

Another challenge we all face is created by the increased speed of communication. In an era of pervasive communication technology, and a period of rapid growth and activity in New York City, many clients expect instant responses to complex issues. Our challenge is to deliver responses quickly while also balancing the need for thorough, nuanced analysis and practical, strategic advice.

Q: The legal market is so competitive now—what trends do you see, and has anything, including alternative service providers, altered your approach? Is your chief competition other mid-market firms, or is your firm competing against big firms for the same work?

A: Alternative service providers have not altered our approach. This might play a larger role in other states. However, in New York, we do not commonly see this issue. Our chief competitors are the larger firms. SSRGA attorneys offer the same skill set and level of expertise as larger firms with a more personal approach and with more attractive rates. This alone makes us more competitive and provides better results for our clients. Larger firms benefit from critical mass, name recognition and deep history in the business. SSRGA is working to level that playing field.

Q: There is much debate around how law firms can foster the next generation of legal talent. What advantages and disadvantages do midsize firms have in attracting and retaining young lawyers, particularly millennials?

A: As a mid-sized family-friendly firm, we are flexible with our attorneys. We encourage everyone to originate business, for which they receive additional compensation. This is attractive to young lawyers, and we believe it is a significant advantage in our recruiting, as it enables younger lawyers to grow with our firm. We expect excellence and hard work, but also value a healthy work-life balance, and work hard to convey this to everyone at the firm.

We have significantly enriched our work culture to attract attorneys. This effort has been very successful, further enhancing the energy, creativity and sense of community with younger lawyers. Throughout the year we have hosted company-wide bowling parties, dinners at client restaurants, an annual holiday party with live music, casino nights and other gatherings to bring everyone together.

This year we hosted our first-ever holiday “darty.” For those unfamiliar with this term (almost any millennial would know it), a darty is a day party. We took the entire team to a ping-pong and pool bar in Lower Manhattan. Two years ago, we may not have considered this, but we recognize, as most employers do now, the extraordinary importance of culture and vibe within a firm.

Q: Does your firm employ any nonlawyer professionals in high-level positions (e.g. COO, business development officer, chief strategy officer, etc.)? If so, why is it advantageous to have a nonlawyer in that role? If not, have you considered hiring any?

A: We do not currently employ nonlawyer personnel in these roles. We are considering bringing in either a CFO or a COO as we negotiate continued growth. As we expand, someone with a financial background, as opposed to a legal background, would be better fit to manage the firm and allow our lawyers to practice law and focus on their clients.

Q: What would you say is the most innovative thing your firm has done recently, whether it be technology advancements, internal operations, how you work with clients, etc.?

A: Our new space at 444 Madison Ave. will help us to promote a dynamic and contemporary office culture. It does not look like a typical legal office. In fact, the design invokes an industrial New York City aesthetic with a sophisticated and elegant setting. We have state-of-the-art, high-end technology, and have begun to enhance the digital document management with E-Doc software. The entire office will store files electronically, which will be more practical while also supporting our planet-friendly sustainability effort. Our attorneys can access electronic files anytime and from anywhere in the world. Our new space is designed to take advantage of continually evolving technology to enhance communication and collaboration within the firm while supporting our ability to service our clients.

Q: Does your firm have a succession plan in place? If so, what challenges do you face in trying to execute that plan? If you don't currently have a plan, is it an issue your firm is thinking about?

A: Although many of us have been practicing law for more years than we might admit, our firm is only four years old, so we do not yet have a formal succession plan in place. We have all the appropriate structures, such as key-man insurance, a partnership agreement which provides for what happens if people leave, and we have a culture which ensures stability within the firm. We recently absorbed a small firm in a merger and expect to continue this type of growth. We are very focused on the future of the firm and by encouraging what we like to call a “culture of origination” we are, at the same time, grooming for succession, as we feel that is an essential element for the future of SSRGA. More formal succession planning will undoubtedly evolve as part of that process.