United States: Law Practice Management

Most firms measure what they bill. Far fewer measure how long a matter sits between stages, waiting for someone to move it. That waiting time is where a significant amount of a firm's capacity quietly disappears.

For years, many specialist physicians have watched Medicare’s ACO programs from the sidelines, uncertain how to participate in models historically centered on primary care providers.

A&E firms are increasingly moving away from in-house accounting as they seek better visibility, efficiency, and control over project performance.

For years, legal intake was handled by whoever was available: a receptionist, an assistant, a paralegal, then an attorney. In 2026, more firms are questioning that approach. Inquiries now arrive by phone, email, text, and web form, and firms are increasingly hiring remote specialists to own the process

Contact information for legal professionals at Foley, including email addresses and professional headshots of attorneys Gregory Husisian, Kathleen Wegrzyn, John Turlais, and another team member specializing in various practice areas.

Recently, I spoke to a friend of mine who serves as in-house employment counsel for a research facility. As in-house counsel, attorneys have to weigh overall company interests against human resource (HR) considerations, along with potential legal risks. However, a shift in the understanding and perception of “neurodiversity” has brought another consideration to the forefront. Like my friend’s employer, HR departments across the country are now being called to evaluate their internal functions to determine whether they are equipped to support and accommodate neurodivergent employees and, importantly, remain compliant.

Four participants in the Wolf Greenfield Summer Program share their experiences working at the intellectual property law firm, discussing the diverse projects they tackled, the mentorship they received, and how the program prepared them for careers in patent law and technology specialization. The conversation reveals what sets this program apart and offers insights into the day-to-day realities of working in IP law.

For years, legal intake was handled by whoever was available: a receptionist, an assistant, a paralegal, then an attorney. In 2026, more firms are questioning that approach. Inquiries now arrive by phone, email, text, and web form, and firms are increasingly hiring remote specialists to own the process

Connect with Foley & Lardner LLP's legal professionals Isaac Morris, Nick Welle, and Kelsey O'Gorman. Access their direct email contacts and professional profiles to discuss your legal needs and explore how their expertise can support your business objectives.

This article appears to be a footer or template section from the Infra Insight Blog, containing copyright information and site attribution for Nossaman LLP's infrastructure-focused publication. The content provides legal disclaimers and technical credits for the website's design and maintenance.

Artificial Intelligence (AI) quickly took us all by storm. AI has rapidly become part of everyday life, and the legal profession is no exception. While I personally do not use AI all too frequently, attorneys are using AI to streamline research, draft correspondence, and improve efficiency.

How is artificial intelligence reshaping the legal profession, and what does it mean for law firms trying to balance innovation with client service and firm culture? Bond litigation attorney Brian Butler joins host Kim Wolf Price to explore the accelerating impact of AI on legal practice, from evolving client expectations to talent management and traditional business models.