David B. White, Burns White Burns White Burns White was an innovator of alternative fee arrangements long before they became a trend in the broader legal industry. The idea dates back to the beginnings of the firm, when its founders sought to devise a way to serve a high-volume client in a manner that maximized efficiency, consistency and overall value. In 1987, when Burns White was established, the firm was handling up to 50 railroad litigation cases per week. The high volume posed a challenge for the client, who faced a continuous stream of bills for ongoing litigation expenses. In an effort to afford the client more stability and predictability, Burns White began estimating labor costs and legal processes. This fee structure resulted in cost predictability and shared risks, strengthening the firm's relationship with its client and often leading to additional work. The strategy has evolved over the years and has since expanded to benefit many of the firm's clients. David B. White, executive committee member Necessity is the mother of invention. What need were you inspired to address with your innovation? Innovation within a law firm requires a strong vision and a lot of coordination internally. How was your firm able to turn a vision into a reality? In an increasingly competitive legal market, what's one of the biggest challenges law firms face today? Conversely, name one opportunity available to law firms in the current climate.