Webinar - Successful Law Firm

Management: Developing and

Implementing Strategic Plans

Joel A. Rose Joel A. Rose & Associates, Inc. (Cherry Hill) Peter R. Spirgel, Esq. Flaster Greenberg (Cherry Hill and Princeton) Suzanne C. Midlige, Esq.

Coughlin Duffy, LLP (Morristown) H. Glenn Tucker, Esq. Greenberg Dauber Epstein & Tucker, PC (Newark)

WLOM019516B

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TECHNIQUES FOR DEVELOPING AND IMPLEMENTING STRATEGIC PLANS THAT DIFFERENTIATE YOUR FIRM FROM

THE COMPETITION

Presented by:Joel A. Rose, President

Joel A. Rose & Associates, Inc.Management Consultants to Law Offices

Cherry Hill, NJ 08003

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What is Strategic Planning?

► A statement of guiding principles, beliefs and overriding values that

will direct the firm in the future

► A delineation of Who we are, as a firm; Want to be; and the Process

to be followed to achieve these objectives

► A resolution of important contradictions among and between the partners

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Why Engage in It?

• Foster communication, input and a sense of ownership and common direction

• Build “Emotional Equity”, s opposed to only “Financial Equity”

• To re-focus on team work and investment in the long-run

• The “glue that will hold the law firm together

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Organizations must grow (however defined) to improve position and retain viability

• To assure, as much as possible, that partner income will continue to rise at a pace equal to or better than inflation

• Growth must be managed

• Continuous issues that may arise with growth

- Positioning your firm

- Mergers and another office

- Marketing legal services

- Associate hiring and training

- Making new partners

- Succession of firm governance

- Transition of clients from senior partners to other partners

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Planning for Strategic Planning

• Participation and roles

- One or more partners must be committed to planning and execution

- All partners

- Associates and

- Staff

● How to Ensure Participation

- Confirm the definition of critical issues

- Establish reportable and understandable data to advance the meetings

- Issue re-definition

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Elements to a Sound Strategic Plan

• Definition and Agreement on:

- Culture

- Governance and Management, today and going forward

- The firm’s Compensation system

- The firm’s Competitive position

- Identifying core competencies

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Please record this code for your MCLE forms:

Grow16299

Analysis of the firm’s Quantitative and Qualitative Position

• Revenue

- List clients in descending order by fees collected

- Group engagements should be examined

- Group clients by geography

- Rank clients by size of entity

- Examine engagements by size (fees collected)

- Ranking clients by billing rate

- Ranking clients by realization rate

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• Positioning issues

- Is the client base diversified or dependent upon a few clients?

- Is the firm concentrated in one or a few industries, or is it diversified?

- Is the firm concentrated in one size client (or business vs. individual)?

- Is the firm performing a small volume of large fee matters, or a large volume of small fee matters?

- Is the firm offering a full bundle of services to clients, or just particular services?

- What are the firm’s trends regarding profitability, Billing rates, Realization?

- Are the firm’s clients sophisticated regarding the delivery of legal services?

- What has been the client turnover during the past three years?

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• Qualitative Analysis

- Confidence

- Knowledge

- Service levels

- Comparative expertise to its competitors

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Positioning and Business Development Through Implementation of the Plan

• Define expectations for group and individual behaviors

• Establish implementation systems that give feedback and reward implementation

• Establish objective and measurable standards for measurement of progress

• Establish a culture of accountability achieved through governance, management and compensation systems

• Identify trends

• Identify Strengths, Weaknesses, Opportunities and Threats of the ffirm’score business issues

• Identify targets consistent with the trends

• Set goals

• Define strategies and tactics to achieve goals

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Strategic Plan Implementation

• Follow-up to make the firm’s investment pay-off

• Personal, Practice Group and Departmental Plans

• Define for each partner and Practice Group:

- My role in the large firm picture

- What I promise to do

- What will I do

- And later, what I have done

●Plan implementation requires:

- The same priority as client work

- Continuing reminders of the firm’s culture and expectations

- Follow-up

- Reinforcement

- Measurement of results

- Assessment of goal achievement at various stages

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The webinar has ended.

The program handbook, relevant CLE forms and additional materials for this program can be accessed at: njicle.com/webinar

Please hang up your telephone now.

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Joel A. Rose & Associates, Inc. Management Consultants to Law Offices 1766 Rolling Lane P.O. Box 162 Cherry Hill, New Jersey 08003 Telephone: (856) 427-0050/Facsimile: (856) 429-0073 Website: www.joelarose.com E-mail: jrose63827@aol.com

TECHNIQUES FOR DEVELOPING AND IMPLEMENTING STRATEGIC PLANS THAT DIFFERENTIATE YOUR FIRM FROM THE COMPETITION - #1

I. Strategic Planning

A. What is Strategic Planning?

1. A clear statement of guiding principles, beliefs and overriding values that will direct the firm in the future.

2. A Clear Delineation of Who we, as a Firm, Want to be, and the Process to be

followed to achieve these objectives.

3. A clear resolution of important contradictions among and between partners a. A law firm vs. a collection of solo practitioners b. Superior service vs. cost consciousness c. Uniformity vs. autonomy d. Production oriented vs. people oriented e. Business production vs. business origination f. Performing legal services vs. training and supervision of others g. Growth vs. current compensation B. Why Engage in It?

1. Foster communication, input, and a sense of ownership and common direction that will bind the firm, and help it withstand adversity, and to achieve longevity, and success.

2. Build “Emotional Equity,” as opposed to Financial Equity. Most law firms are

primarily dollar driven, and distribute every dollar available.

3. “Rather than building emotional equity through team work and focus on client service, law firms became shark pools with most partners protecting their portfolios of clients and promoting their own, personal productivity.”

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4. Strategic planning allows firms to re-focus on team work and investment in the long-run, even though this investment can reduce short-run profit.

5. Firms must recognize that they cannot build a long-term continuous stream of

business in one year.

6. “The glue that will hold the law firm together, never has been and never will be partner income. Instead, it is composed of the values and beliefs about client service held and followed by everyone in the firm, a clear and concise mission and direction, and goals that partners and employees understand and to which each partner is committed.

7. No organization is static. Both internal and external forces change law firms.

Examples:

a. Internal: The successful and profitable firm that fails to plan for the replacement of business generated by retiring rainmakers.

b. External: The current recession, especially in transactional work, i.e.,

Mergers and Acquisitions, etc.

C. Organizations must grow (however defined) to improve position and retain viability:

1. An important goal of long-range planning is to assure, as much as possible, that

partner income will continue to rise at a pace equal to or better than the rate of inflation.

2. But, growth must be managed so that success does not crush you. Strategic

planning does not necessarily mean - how do we grow bigger? That may not be what is right for the firm.

3. Continuous issues that may change with growth:

a. Positioning your firm for growth b. Mergers and another office c. Planning and marketing legal services d. Associate hiring and training e. Making new partners f. Succession II. Planning for Strategic Planning

A. Participation and Roles

1. One or more of the firm’s partners must be committed to planning and execution.

a. Without that commitment, no strategic planning process will be undertaken.

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b. Whether to take a top-down approach or give more authority to various partners and have them develop their strategic plans with the firms plan being the cumulative input from all of the attorneys/practice areas departments and offices.

2. All Partners B. How to Ensure Participation

a. Before the Strategic Planning Retreat or Strategic Planning meetings, managing partner or designated partner should interview all partners on the critical issues defined by the managing partner / each partner. This will:

1. Confirm the definition of critical issues.

2. Establish reportable and understandable data that will move the Retreat or Strategic Planning meeting into the desired direction in advance of those meetings.

a. Moreover, interviews and will eliminate or minimize wasteful

pontificating at the Retreat or Strategic Planning meeting, and will focus the firm on the key issues for discussion and action.

b. Lead to issue re-definition before the retreat or planning

sessions.

III. Critical Elements to a Sound Strategic Plan A. Definition and Agreement on: 1. The firm’s Culture, today and going forward 2. The firm’s Governance and Management, today and going forward

3. The firm’s Compensation System - Is it rewarding the “right” criteria? Is it motivating the partners to perform those activities to progress the firm?

4. The firm’s Competitive Position

5. The Plan of Attack, and each group’s and each individual’s role in the implementation effort.

B. Culture: 1. Defining: What is the firm now? 2. Re-defining: What do we want the firm to be?

3. Assessing broader wealth, life, liberty and the pursuit of happiness issues.

C. Governance and Management:

1. How are we managed? 2. How should we be managed?

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3. What form of management best fits our culture, and will best achieve our

goals as in and through the Strategic Planning process? 4. How will we measure the contribution of those who manage, and what

are our expectations of the various roles that law firm leaders will play?

D. Compensation:

1. Definition of the system

2. Communication of the system

3. Understanding of the system 4. Satisfaction with the system 5. Consensus that the system: a. Reflects the defined culture and goals of the firm

b. Will motivate and incentivize partners to buy-in and to play their roles after the planning sessions?

c. Will achieve group and personal reinforcement of expected

behaviors?

d. Will reward successful participation in implementing the firm’s strategic plan?

e. Will achieve the desired positive results? E. The Firm’s Competitive Position

1. A firms position represents its core strengths and competencies, and even, to some extent, its weaknesses. It answers the questions:

a. Who are we? b. What are we? c. What makes us successful? d. What inhibits further success? e. What should we do, and in what directions should we go?

2. One of the most common devices that we use early in the process to develop a solid overview of a firm or practice area is a SWOT analysis:

a. Strengths b. Weaknesses c. Opportunities

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d. Threats

3. Strategic planning requires assessment of core strengths and of weaknesses.

a. The strategic plan must leverage strengths to exploit and profit

from prior investment and established good will.

b. At the same time, the strategic plan must identify those weaknesses in which the firm will invest, and those weaknesses which the firm will shed, in order to become more focused on its market position.

F. Stress the Importance of Identifying Core Competencies in Strategic

Planning:

1. The more financially and professionally successful law firms have benefitted from the thoughtful and careful positioning of their firms in their marketplace.

a. While firm’s success may resulted initially from the energy, skill

partners and attracts clients because of the firms special capabilities.

b. Positioning is an important practice development tool, when

formulated as part of comprehensive strategic plan.

c. Without positioning, law firms of a given size are generally undifferentiated in the minds of clients.

d. A well-defined identity in the marketplace resolves this ambiguity

by informing clients about the qualities of the firm that distinguish it from the competition. This enables the firm to attract those clients it is best able to serve.”

2. The most successful law firms understand their markets.

a. Lawyers, supported by others internal and external to the firm, do extensive research into the business aspects of their practice areas.

b. Research tools available to every law firm today via the

computer allow for better research and understanding than ever before.

c. Entrepreneurial lawyers in every law firm are sensitive to

changes in the market place, either through personal experience or knowledge of other situations.

d. The challenge is to assess as much of the available information

as practical - to insure an unbiased evaluation of internal and external factors and their potential impact on a law firm.

G. Examination of a firm’s competitive position requires firms to conduct both

Quantitative and Qualitative Analysis

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1. Quantitative Analysis involves an examination of revenue at the firm level. Fees for the past several years should be collected, and arranged in the following ways:

a. Clients should be listed in descending order by order by fees

collected.

b. Group engagements should be examined. For example, in an insurance defense firm, one grouping might consist of the dollars generated by coverage opinions.

c. Grouping clients by industry. d. Grouping clients by geography. e. Ranking clients by the size of entity. f. Examining engagement by size (in fee dollars collected). g. Ranking clients by billing rate. h. Ranking clients by realization rate.

2. The foregoing are primarily financial questions, and define the firm’s financial situation. The following Quantitative issues are positioning questions:

a. Is the firm’s client base diversified or dependent on a few

clients?

b. Is the firm concentrated in one or a few particular industries or is it diversified? What are the future prospects for each industry?

c. Is the firm concentrated in one geographical area or dispersed?

d. Is the firm concentrated in one size client (or business vs. individual)?

e. Is the firm performing a small volume of large-fee matters, or a

large volume of small-fee matters? f. Is the firm offering a full bundle of services to its clients, or just particular services?

g. What are the firm’s trends in regards to profitability? Billing rates? Realization rates?

h. Are the firm clients sophisticated regarding the delivery of legal

services?

i. What has the client turnover been in the last three years? Why have clients left? How does the firm obtain new work? Are those methods likely to be successful in the future?

2. Firms must also conduct Qualitative Analysis to supplement and round

out the quantitative profile. Qualitative analysis involves the firm’s:

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a. Confidence; b. Knowledge; c. Service levels; d. Comparative expertise to its competition.

3. By assessing these attributes, the firm can determine its competitive position and determine where it has a competitive advantage, in which industries that it is most likely to obtain business, and in which geographic areas and what services the firm must offer. Most important, the firm will learn whether it is capable of offering the bundle of services needed to address its target market.

H. The Plan of Attack: Positioning and Business Development Through

Implementation of the Strategic Plan – see illustrative Action Plans

1. Consistent with the definitions of culture, compensation and governance, and with established goals.

2. The plan must: a. Define expectations for group and individual behaviors.

b. Establish implementation systems that give constant feedback, that reward contribution, efforts, and results, and reinforce these expected behaviors and results.

c. Establish objective and measurable standards against which the

firm can measure its progress and in interim and “final” basis.

d. Establish a culture of accountability achieved through the governance, management and compensation structures of the firm.

e. Identify trends. f. Identify strengths - core business issues.

(1) Firms should be the best at what they do, and should do what they are best at doing.

(2) “Many lawyers seem to feel that it is difficult to

differentiate. Yet, they go about trying to differentiate themselves daily in their working activities.” (Lundy article)

g. Identify targets consistent with the trends. h. Set goals. i. What strategies and tactics will lead to achievement of goals? Example: Environmental Practice Group

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Trends: -Cost recovery actions -Insurance coverage issues

Targets: -Real estate marketplace, professionals in the market, banks and business owners. -Cost recovery plaintiffs with insurance policies.

Goals: -Get 6 new clients in these fields within 6 months. -Increase billable hours associated with insurance cost recovery actions by 10% over last fiscal year.

IV. Strategic Plan Implementation

A. Follow-up: Make your investment pay off.

1. Accountability is an important part of strategic planning and

implementation. If it is worth engaging in the planning process, the investment of time and effort needed to develop a plan, then it is worth supervising and insuring successful achievement of goals. Therefore, the firm must assign someone with responsibility and authority to implement the strategic plan.

a. The discussion of culture, governance and

compensation system now dovetails well into a successful strategic plan and its implementation.

2. Personal, Practice Group, and Departmental Plans

a. Below the firm level, firms increasingly are using plans at

the practice group, departmental, and individual levels. It is clear that overall direction must come from the top - this is the long-term strategic plan. The implementation of plans, at the department, practice group, and individual levels, drive toward short and long-range goals that lead to achievement of the long range strategic plan targets.

b. Increasingly, firms are gauging in new business

development practices through practice groups, which are now key to many firms’ marketing strategies. If practice groups are not used, marketing is conducted by specific legal discipline.

c. Define, for each partner and group: (1) My role in the large firm picture, (2) What I promise to do?

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(3) What I will do? (4) And later) What I have done.

d. Serve as the basis for mid-course review of the plan and ultimate accountability through the compensation system.

3. Plan Implementation requires: a. The same priority as client work

b. Continuing reminders of the firm’s culture and expectations

c. Follow-up d. Reinforcement

e. Publicity - internal and external - for efforts and especially results

f. Measurement of results g. Assessment of goal achievement at various stages: (1) Are we getting it done? (2) If not, mid-course corrections

h. Rewards.

Suzanne Cocco Midlige is the Managing Partner and a

founding member of Coughlin Duffy and a member of the

Insurance and Reinsurance Services Group.

Prior to election to Managing Partner, Suzanne served as the

Practice Group Leader for the Insurance and Reinsurance

Services Group from 2004 to 2012. Suzanne’s practice

focuses on the representation of domestic and international

insurers and reinsurers in litigated and non-litigated matters.

In 1992, Suzanne joined the law firm of McElroy Deutsch &

Mulvaney LLP where she served as a Practice Group

Administrator for the Insurance Services Group. She was

made a partner in 1999 and remained at that firm until she

resigned in March 2004 to start the firm of Coughlin Duffy LLP.

Services

Commercial Litigation

Insurance and Reinsurance

Professional Liability and Directors & Officers

Education

Seton Hall University (JD, 1991)

Muhlenberg College (AB, 1984)

Professional Admissions

State of New Jersey (1991)

United States District Court for the District of New Jersey(1991)

United States Court of Appeals for the Third Circuit (2001)

United States Court of Appeals for the Second Circuit (2002)

Experience

Regular representation of multi-national insurers in asbestos

coverage disputes, including the area of asbestos

bankruptcy litigation.

SuzanneC. MidligeManaging Partner

smidlige@coughlinduffy.com

350 Mount Kemble Avenue

P.O. Box 1917

Morristown, NJ 07962

Direct (973) 631-6006

Fax (973) 267-6442

Lead counsel for insurers in multiple insurance coverage

disputes relating to contamination of Lower Passaic River.

Lead counsel for insurers in multi-party coverage dispute

involving herbicide.

Representation of insurers and reinsurers in disputes

relating to financial institutions and director & officer

disputes.

Lead counsel for insurer in claim against Directors & Officers

of failed hospital.

Acted for multinational reinsurers in a series of corporate

malfeasance claims and failed tax strategy claims.

Served as coordinating counsel for a multinational reinsurer

in relation to subprime and credit exposures.

Counsel to fifty multinational insurers in a complex insurance

and antitrust dispute involving US and Australian asbestos

claims.

Monitoring counsel for insurers in relation to hormone

replacement therapy (HRT) litigation.

Monitoring counsel for insurers in relation to organic roofing

shingle class action litigation in the United States and

Canada.

Counsel to insurer in international claim against Director &

Officers of international bio-pharmaceutical company.

Work closely with insurers and reinsurers in relation to the

development and implementation of models to allocate

losses across complex insurance programs, and in

evaluating future loss projections and developing burn rate

analyses.

Representation of companies embroiled in commercial and

antitrust disputes.

News

Suzanne Midlige Elected to the American College of

Coverage and Extracontractual Counsel

November 26, 2014

Emerging Claims – Liability and Insurance Issues in

Crowdfunding, Drones, Ride Sharing, Self-Driving Cars,

Bitcoin, Food Labeling and Other Upcoming Claim

Sources

October 16, 2014

Knock Out Blows – Concussion and Sports-Related

Injuries LitigationSuzanne C. Midlige

October 16, 2014

Has the Second Circuit Mandated a Rubber Stamp

Approval System for SEC Consent Decrees?

June 6, 2014

Pushed Beyond the Limits—Reactions to the U.S.

Judiciary’s Expansion of Additional Insured Coverage

October 10, 2013

Are You Really Exhausted? Negotiating Settlements for

Less than Policy Limits - Recent Trends and Decisions

October 3, 2013

Developments and Trends in U.S. Securities and Class

Action Litigation

October 14, 2010

Florida Jury Awards Residential Homeowners $2.5 Million

Against Domestic Supplier of Chinese Drywall

July 8, 2010

U.S. Supreme Court Draws Bright Line on Application of

Securities Exchange Act of 1934 to “Foreign Cubed”

Transactions

June 30, 2010

Plaintiffs Bar Likely Emboldened by the $105 Million Jury

Award Entered Against Exxon Mobil Corporation in MTBE

Water Contamination Litigation

October 21, 2009

A Changing of the Guard

October 19, 2009

Cyber Liability: Understanding Technology Losses in an

Age of E-Commerce

October 11, 2007

Preservation and E-Discovery from a Litigation and Risk

Management Perspective

October 10, 2007

The Increasing Significance of Aggregation in Complex

Claims Litigation: The U.S. Perspective

November 6, 2006

The Emerging Stock Options Backdating Scandal andSuzanne C. Midlige

Strategic Approach to Claims for Coverage

November 6, 2006

Increasing Use of Bad Faith and Extracontractual Claims

in Multi-National Disputes

October 6, 2005

Publications and Presentations

“Financial and Securities Litigation Update: Trending,

Scandals and More,” Munich, Germany, 2012. Co-presented

with Sally A. Clements.

“Emerging Trends and Targets in U.S. Class Action Litigation,”

Munich, Germany, 2012. Co-presented withKelly A, Waters.

“Connecting the Dots: Insurance Coverage for Corporate

Successors,”Munich, Germany, 2011. Co-presented with

Conor T. Mulcahy.

“Hydraulic Fracturing: Tolerate, Regulate or Litigate?,” Munich,

Germany, 2011. Co-presented with Kevin T. Coughlin and

Karen H. Moriarty.

“Developments and Trends in U.S. Securities and Class Action

Litigation,” Munich, Germany, 2010. Co-presented with Sally

A. Clements.

“What’s Hot and What’s in Store in theWorld of Claims,”

Munich, Germany, 2010. Co-presented with Kevin T. Coughlin

and Karen H. Moriarty.

“Navigating the Wave of Water Contamination Claims:

Analysis of City of New York v. Amerada Hess Corp. and

Its Implications for Other Water Contamination Claims,”

Environmental Claims

Journal, 22: 1,17-26. (2010) Co-presented with Amanda K.

Coats.

“Neue Welle von Produkthaftpflichtklagen wegen ‘Chinese

Drywall ’ in den USA?,” PHi, Nr. 1/2010. (2010) Co-presented

with Robert J. Re and Amanda K. Coats.

“Navigating a New Wave of Product Liability Claims,” Munich,

Germany, (2009) Co-presented with Robert J. Re and Amanda

Suzanne C. Midlige

K. Coats.

“US Supreme Court and Democrat Lawmakers Breath New

Life Into Product Liability Claims,” Financier

Worldwide Magazine, June 2009. Co-presented with William J.

Hoffman.

“Implication of Aggregation in Insurance and Reinsurance

Disputes,” June 2009. Co-presented with Sally A. Clements.

“Consider Yourself Warned! Federal Preemption of State

Prescription Drug Claims and its Potential Impact on Product

Liability Claims and Insurance,” Munich, Germany,

2008. Co-presented with William J. Hoffman and Michael E.

Carrer.

“Subprime, Auction Rate Securities and Credit Crisis: Update

& Emerging Issues,” New York, New York, 2008

“Auction Rate Securities Overview & Emerging Issues,” White

Paper. July 2008

Awards and Honors

Named as a leading attorney by the Guide to the World's

Leading Insurance & Reinsurance Lawyers in 2004, 2006,

2008, 2010, 2012 and 2014.

Named a New Jersey Super Lawyer in 2006, 2007, 2009,

2010, 2011, 2012, 2013, 2014 and 2015.

Recognized as a leading lawyer in Who’s Who Legal:

Insurance & Reinsurance in 2014 and 2015.

Selected for inclusion in the Guide to the World’s Leading

Women in Business Law in 2010, 2012 and 2014.

Selected as a Leader Among Women and Minorities in New

Jersey by the New Jersey Law Journal

Membership

Fellow in the American College of Coverage and

Extracontractual Counsel

Fellow in the Litigation Counsel of America

Member of the Association for Professional Insurance Women

Suzanne C. Midlige

(APIW)

Member of Professional Liability Underwriting Society (PLUS)

Member of ARIAS

Member of the New Jersey, International and American Bar

Associations;Co-Chair of the London Subcommittee of the

Insurance Coverage Litigation Committee of the Section of

Litigation.

Founding member of the Coughlin Duffy's Women's Initiative

Group

Suzanne C. Midlige

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About Joel A. Rose

Joel A. Rose is a Certified Management Consultant and President of Joel A. Rose & Associates,

Inc., management consultants to the legal profession. The firm, national in scope, is

headquartered in Cherry Hill, New Jersey.

Mr. Rose received a B.S. from New York University and an M.B.A. from the Wharton Graduate

School of Business, University of Pennsylvania. He has extensive experience consulting with

private law firms and government agencies. Mr. Rose performs and directs consulting

assignments in law firm management and organization, strategic and financial planning, lawyer

compensation, the feasibility of mergers and acquisitions and marketing of legal services. He has

extensive experience planning and conducting retreats and special expertise resolving problems

among and between lawyers.

Mr. Rose's articles on law office management and economics appear in the Philadelphia Legal

Intelligencer, the Pennsylvania Law Weekly, the New Jersey Law Journal, The Texas

Lawyer, publications of the Association of Legal Administrators and other state and local bar

association journals. He is the principle contributor to "Thrive," the blog of the Law Practice

Management Committee of the New York State Bar Association.

Mr. Rose is a contributing author of the book, Model Partnership Agreements for New York Law

Firms, published by the New York State Bar Association, and author of chapters in the

monographs, "The Quality Pursuit, Assuring Standards in the Practice of Law", and "The

Professional Managers in the Law Office", both published by the American Bar Association. Mr.

Rose is on the Board of Editors of Accounting and Financial Planning for Law Firms and Law

Firm Partnership and Benefits Report. Mr. Rose is a member of the Law Practice Committee of

the American Bar Association. He frequently presents tele-seminars and webinars for the New

York State Bar Association, The New Jersey Institute of Continuing Legal Education and

national and international Law Firm Networks.

Mr. Rose speaks at national, state and city bar association meetings and at chapter meetings of

the Association of Legal Administrators. He is a member of the Law Practice

Management Committee of the New York State Bar Association, an associate member of the

American Bar Association and a Fellow in the College of Law Practice Management. Mr.

Rose is listed in Who’s Who in America.