Clients in the market for corporate counsel have their pick of many fine law firms, some with brand names and diverse practice groups offering one-stop shopping. So why fly solo? Two words: responsiveness and efficiency.
When you pick up the phone or send an email or text to my law firm, you get me, Matt Brenneman, not an associate or assistant. This is perhaps the most rewarding aspect of my practice: the personal relationships I develop with my clients, many of whom I count as friends. I understand small business because I run one myself.
Smaller clients of large law firms often pay high billing rates only to find themselves serviced not by the partner who wooed them but by some junior associate or paralegal they’ve never met. It’s the nature of the law firm model: the more work passed off to associates, in general the more profitable the firm, with associates gaining valuable experience and training in the bargain – often, alas, at client expense.
While I handle personally the lion’s share of matters my corporate clients face, I also offer the resources of a network of trusted specialists. Cultivated over many years, these contacts include tax lawyers, estate planners, bankruptcy specialists, accountants, investment advisers, patent counsel, strategic consultants, and litigators. I help my clients identify and vet other counsel and professionals when the need arises, keeping an eye on the clock for the benefit of the client. My role in this respect is both gatekeeper and coordinator of what amounts to a virtual firm. My outside team is a key part of what I bring to the table.
