Our expanded mission is to connect the right
people, ideas and information to position our law firm clients at the forefront of the next era of the legal industry.

Envisioning the future takes on particular meaning and intention at this time of year. With 2018 and a brand new budget just a few months away, discussions about strategy among law firm leaders are taking place in firms across the country. We've been having our own conversations on the very same topic and we keep coming back to this: "good" has gotten us far, and now "great" will take us to the next level of legal. That applies to both your people and your operational practices. This month features food for thought on both.


Jennifer Scalzi
Founder, CEO

"Work" as we know it has, and will continue to, change. We are only beginning to fathom the impact artificial intelligence, robots and other technological advances will have on people, jobs and the work force. HR leaders need to be equipped and inspired to lead their firms and help their people navigate what is ahead. Take inspiration from the changes surrounding you and the possibilities they afford. In the powerful words of the former SVP of People Operations for Google, Lazlo Block, “HR professionals have the hardest jobs in business. But they also have the greatest opportunity to impact people and work.  They can make things better.” Accept the 2018 HR Law Firm Leadership Challenge and commit to lead change through innovation, disruption and improvement.

Jennifer Scalzi and Totum‘s Tim Skipper were recently published in PSMG Magazine, a quarterly publication distributed to business development professionals in both the UK and internationally. Their article provided the top five takeaways following their joint research on the current state of Marketing Operations in law firms, and the subsequent areas of opportunity for Marketing/BD departments looking to identify how their efforts directly contribute to their firms’ bottom lines.

Program Offerings for Team Retreats:

  • Ensuring Your Team Dynamics Foster Effectiveness
  • Keeping Team Members Engaged and Operating at Their Highest and Best
  • Closing the Year with Momentum, Preparing for a Strong Start in 2018


Contact Whitney Hudson for information on pricing and scheduling.
Exclusive Opportunities:

Director of Business Development and Marketing 

Boston or NYC

This highly visible role will work closely with Firm leadership and key stakeholders to develop and implement strategies that will impact the bottom line. The successful candidate has experience managing and leading a team, has a quantitative mindset and can strike a balance between driving strategy and hands-on execution.

Next step:
Please send your cover letter and a copy of your resume to Jennifer Scalzi: by October 31st.

Marketing and Business Development Manager


The Marketing & Business Development Manager will work under the direction of the firm’s Chief Marketing Officer to support and execute marketing and business development programs and initiatives in the Chicago office. This position will oversee communications involving the strategic vision of the firm’s image, culture and reputation. This person will work with attorneys to develop, align and execute strategies and tactics that support existing client relationships and bring new clients and business to the firm.

Next step:
Please send your cover letter and a copy of your resume to Robyn no later than November 1, 2017.

RFP Coordinator


We are working on behalf of Greenberg Traurig to recruit a Coordinator to join their RFP team. This role will assist in developing strategic, client-centric proposals and pitch materials. The successful candidate will thrive in a fast-paced environment, keep calm under pressure and effectively juggle deadlines. Attention to detail is a must.

Next step:
Submit your resume and cover letter to Robyn Cohen:
November Programming:
Washington, D.C.: Jennifer Scalzi and Gordon Braun-Woodbury Present to CMO SIG on Marketing Operations

In today’s law firm, marketing and BD professionals are looking for ways to capture and quantify their department’s impact on the bottom line. They need hard data in order to increase marketing/BD efficiency and organizational agility, and to measure how their department supports revenue growth. Marketing Operations can clear a path ahead.

Jennifer Scalzi Presenting at 2017 LMA Eastern Canada Region Conference in Toronto

Jennifer's message will focus on eliminating opinion-based discussions on the role of marketing/BD professionals within law firms. Her program, “Recalibrating from ‘Non-Lawyer’ to Revenue Enabler: Elevate Yourself to Elevate Your Firm” will focus on replacing the outdated concept of “non-lawyers” with Revenue Enablers™ who work in tandem with Revenue Producers to achieve sustainable growth and advance the strategies of law firm leadership.

What We're Reading:
Above the Law article: "I'm a Lawyer, You're a Non-Lawyer. What's Wrong with Saying That?"

This is a question we think and talk about often, and this article offers some perspective on the other side of the debate. Our take is below, but the substance of the article is essentially this:

  • business services professionals haven't earned the title of lawyer
  • lawyers have both skills and obligations that "non-lawyers lack"
  • non-lawyers should not expect to be "revered" within law firms

It concludes with a recommendation to find a new industry if this term bothers you.

If the question is "what's wrong with that?" the answer is: plenty.

These statements point to a belief that those who do not practice law are "less than" those who do - less skills, less impact, less accountability. So, what appears on the surface (typically by those who have never been on the receiving end of it) to be a question of semantics is ultimately a question of value.

The author argues that those without law degrees shouldn't be called lawyers. Who would disagree with that? But that has never been the problem. This debate has zero to do with business services professionals seeking to be viewed the same as lawyers, and everything to do with having their differing skill sets recognized as worthwhile contributors to the success of their firms. 

Reverence and respect are two very different things. Impact players want titles that reflect what they do, not what they aren't. That seems only appropriate.

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1401 Lavaca Street # 533
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