Kevin
T.
McLaughlin
(courtesy
photo)
Over
the
course
of
2024,
the
U.S.
law
firm
merger
landscape
showed
that
there
was
an
ever-increasing
interest
in
strategic
growth
and
market
diversification,
particularly
among
large
firms.
Regional
mergers
also
made
headlines,
with
midsize
firms
combining
to
further
enhance
their
competitiveness.
These
trends
effectively
reshaped
the
legal
market,
setting
the
stage
for
robust
work
in
2025.
How
does
one
handle
all
of
the
ins
and
outs
of
a
major
merger
when
leading
a
law
firm?
How
can
a
law
firm
leader
ensure
that
a
tie-up
will
be
successful?
I
recently
had
the
pleasure
of
chatting
with
Kevin
McLaughlin,
managing
partner
of
UB
Greensfelder,
a
well-regarded
Am
Law
200
firm,
to
get
his
thoughts
on
the
matter.
Here
is
a
(lightly
edited
and
condensed)
write-up
of
our
lively
conversation
on
how
law
firms
can
tktk.
Staci
Zaretsky:
2024
was
another
wonderful
year
for
law
firm
mergers.
Case
in
point,
Greensfelder
Hemker
&
Gale
completed
a
major
merger
after
combining
with
Ulmer
&
Berne
to
become
UB
Greensfelder.
How
is
the
firm
adapting
to
its
new
role
as
a
super-regional
Am
Law
200
firm?
Kevin
McLaughlin
(KM):
It’s
been
gratifying
and
inspiring
to
watch
our
attorneys
engage
in
the
integration
process
so
enthusiastically.
Becoming
UB
Greensfelder
enabled
us
to
combine
two
strong,
growth-focused
firms
with
complementary
practice
strengths
and
geographic
footprints.
This
was
a
merger
of
equals,
driven
not
by
necessity
but
by
the
opportunity
to
achieve
more
together
than
we
could
separately.
With
nearly
300
lawyers
in
nine
offices,
including
a
Chicago
office
that
doubled
in
size,
we’ve
created
a
platform
that
enhances
our
ability
to
attract
top-tier
talent
and
compete
for
sophisticated,
high-stakes
legal
work.
The
merger
has
already
yielded
measurable
success.
We’re
seeing
better
talent
opportunities,
given
our
new
market
position
as
an
Am
Law
200-sized
firm,
enhanced
offerings,
and
culture.
We
are
also
finding
better
opportunities
to
pitch
for
and
win
complex
engagements
that
we
wouldn’t
have
landed
as
separate
firms
–
either
because
of
our
size
or
because
we
just
didn’t
offer
a
legal
service
that
the
matter
required.
Just
one
example
of
that
is
a
large
legacy
Greensfelder
healthcare
client
that
is
now
using
our
UB
Greensfelder
immigration
services,
which
Ulmer
brought
to
the
merger.
That’s
something
Greensfelder
couldn’t
offer
on
its
own
because
we
simply
didn’t
have
the
service.
We’ve
also
won
a
similar
immigration
engagement
from
a
major
educational
institution
that,
again,
we
wouldn’t
have
been
able
to
service
absent
this
merger.
Our
enhanced
depth
in
key
practice
areas,
such
as
litigation
and
M&A,
has
also
been
recognized
nationally,
including
being
named
to
BTI’s
Upmarket
Movers
list
for
litigation.
Ultimately,
this
merger
has
positioned
us
as
a
super-regional
powerhouse
that
maintains
a
collaborative,
client-focused
ethos
while
competing
on
a
larger
stage.
SZ:
It
takes
a
lot
of
work
to
make
a
midsize
law
firm
merger
work.
What
do
you
think
has
been
the
most
important
thing
your
firm
has
done
to
ensure
a
successful
integration?
KM:
Integration
is
where
many
mergers
succeed
or
fail,
and
we
were
determined
to
build
a
strong
foundation
for
success.
We
approached
integration
as
a
collaborative
effort,
not
simply
adopting
one
firm’s
systems
or
culture
but
blending
the
best
of
both.
Before
the
merger’s
effective
date,
we
prioritized
building
relationships
by
bringing
together
our
leadership
teams
and
partners
for
in-person
meetings.
This
enabled
us
to
establish
trust
and
shared
goals
early
on,
ensuring
that
we
could
really
hit
the
ground
running.
Technology
integration
was
another
major
focus.
Thanks
to
the
dedication
of
our
IT
team,
we
synchronized
our
email,
document
management,
and
accounting
systems
quickly.
This
ensured
smooth
operations
and
allowed
us
to
focus
on
clients
rather
than
logistics.
Policy
decisions
were
equally
deliberate.
For
example,
instead
of
adopting
one
legacy
firm’s
compensation
structure,
we
collaborated
to
create
a
new
system
that
reflects
the
values
and
goals
of
UB
Greensfelder.
These
efforts
have
paid
off,
helping
make
our
integration
a
success.
SZ:
From
finance
to
HR
to
technology
to
billing,
navigating
a
major
merger
like
this
can
be
quite
complicated.
But
what
about
the
people?
Has
your
firm’s
culture
been
impacted?
KM:
Our
firm’s
culture
has
been
strengthened
and
enriched
by
the
merger.
It’s
important
to
note
that
similar
cultures
and
values
brought
us
together
for
discussions
in
the
first
place,
so
we
were
always
optimistic
that
culture
would
not
be
a
huge
challenge
for
us.
That
said,
culture
is
always
a
concern
during
a
major
combination,
so
from
day
one,
we
approached
it
with
intentionality
and
care.
We
brought
our
partners
together
within
the
first
three
months
of
the
merger
to
build
interpersonal
connections,
ensuring
everyone
felt
part
of
the
same
team.
We
emphasized
collaboration,
respect,
and
shared
purpose,
with
each
person
checking
their
egos
at
the
door
to
work
toward
the
greater
good
of
the
firm.
These
efforts
have
paid
dividends.
Today,
we
see
attorneys
from
different
legacy
firms
working
together
seamlessly
to
deliver
exceptional
results
for
clients.
For
example,
since
the
merger,
we’ve
been
retained
by
a
Fortune
500
company
in
the
food
industry
that
brought
us
on
specifically
because
of
our
greater
breadth
and
depth.
Ultimately,
our
merger
has
brought
a
sense
of
energy
and
opportunity
to
the
firm.
Our
people
are
excited
about
what
we’re
building
together,
and
that
enthusiasm
is
palpable
in
everything
we
do.
SZ:
Everyone
has
high
hopes
for
what
their
firm
will
look
like
after
a
major
tie-up
like
this,
and
we
know
that
UB
Greensfelder’s
story
has
a
happy
ending.
What
advice
can
you
offer
for
others
who
are
hoping
to
model
your
firm’s
success?
KM:
My
advice
to
firms
considering
a
merger
is
to
approach
the
process
with
clarity,
intentionality,
and
a
shared
vision.
The
foundation
of
a
successful
merger
is
alignment
—
both
firms
need
to
share
similar
goals,
values,
and
strategic
priorities.
For
us,
it
was
about
creating
a
stronger
platform
to
serve
clients
and
attract
top
talent,
not
about
solving
financial
challenges
or
accommodating
cultural
mismatches.
Integration
is
equally
critical.
Build
relationships
early,
long
before
the
official
merger
date,
so
that
your
leaders
and
teams
can
establish
trust.
Plan
meticulously
for
operational
integration,
especially
in
areas
like
technology
and
policies.
For
example,
we
didn’t
take
the
easy
route
of
adopting
one
firm’s
systems
or
structures.
Instead,
we
collaborated
to
create
new,
best-practice
solutions
that
reflect
the
needs
of
our
combined
firm.
Lastly,
be
patient
but
purposeful.
Mergers
aren’t
an
endpoint
—
they’re
a
starting
point
for
future
growth.
Stay
focused
on
your
long-term
goals
and
allow
the
merger
to
be
a
stepping
stone
to
even
greater
achievements.
On
behalf
of
everyone
here
at
Above
the
Law,
we’d
like
to
thank
Kevin
McLaughlin
of
UB
Greensfelder
for
taking
the
time
to
help
answer
some
pressing
questions
on
how
law
firms
can
achieve
success
throughout
the
merger
process.
Staci
Zaretsky is
a
senior
editor
at
Above
the
Law,
where
she’s
worked
since
2011.
She’d
love
to
hear
from
you,
so
please
feel
free
to
email
her
with
any
tips,
questions,
comments,
or
critiques.
You
can
follow
her
on Bluesky, X/Twitter,
and Threads, or
connect
with
her
on LinkedIn.