A Survival Guide for Legal Practice Managers

A Survival Guide for Legal Practice Managers

Leadership: live it, love it or leave it alone

Monday, November 26, 2018

By Ricky Nowak, CEO, Ricky Nowak & Associates


The age old question asks whether leaders are born or made. And somehow, we never get tired of asking it or seeking the answer. Truth is that perhaps both options are true. In my view most people in leadership positions can develop leadership skills like communication, presence, EQ etc but that won’t always make them leaders. 

In fact, some people may be a whole lot happier without the title or the stress.

As Shakespeare so aptly wrote in King Henry IV,

“Uneasy lies the head that wears a crown.”


So instead of asking if leaders are born or made, ask yourself if you think you have what it takes to be a leader?

If you don’t truly own the leadership position or enjoy it for that matter, then my suggestion is to leave it alone; at least for now anyway or until such time as the role and what it means is clearer for you.

The leadership role is not for everyone. While many have the ability to lead, it is clear not everyone aspires to it but rather is nudged or pushed along by expectations or pressure of others.

However if things are in alignment in terms of your goals and you are afforded the opportunity to lead and want it, leadership becomes a way of thinking; a way of life and not just a role.  You live as a leader because it’s who you are. It’s part of your leadership DNA.

Of course it’s likely that there are gaps in everyone’s leadership skills even when they are at the top of their game. But good leaders relish the opportunity to learn, thrive and accelerate on the back of sometimes uncomfortable outcomes.  This is because they are not afraid to take their responsibility seriously and tap into their inner potential and polish it for the benefit of better outcomes.

If being an effective leader is really the direction you wish to head, you need to align your authentic intent, your style and your ability. Once you do that, you will be able to take the leadership role and immediately begin leading with real integrity.

If you have read this and feel that you aren’t cut out to be a leader, that’s great. No team is successful if everyone wants to lead. It needs supporters, workers, ideas people and more. Be proud that you’ve recognised your own capabilities.  Your contribution is just as important.

On the other hand, perhaps you’ve come to realise that there is no one set model of leadership, and that the picture you had in your head was of only one particular style. You might realise that you actually do have leadership potential, so do something about it – and that begins with having a good mentor, coach or outside thinking partner or confidante to rattle your thoughts and get you into action.

Being a genuine leader is for those with a true passion for the role, and who want to make a positive difference in their organisation. Whatever your style, successful leadership begins and ends with being true to whatever makes us the best we can be - to ourselves, to others and to the organisations we lead.




About our Guest Blogger

Ricky is a professional Facilitator, Keynote Speaker, and Executive Coach with over 30 years’ experience in executive and business training and development within Australasia. She has been successful in creating sustainable change and increased productivity for clients in diverse industries ranging from Engineering, Construction, Legal, Finance, Agribusiness, Urban Design, Technology, NFP, Government, Project Management, Mining, Medical and Mental Health, Transport and Logistics. Her unique style of presentation delivery and coaching has helped her diverse clients achieve outstanding commercial and professional results for themselves, their teams and their organisations.

She has trained, spoken or facilitated work over 3000 presentations to companies and individuals globally. She is a certified speaking professional, certified human resource professional, author of four business books, preferred Executive Coach for the Australian Institute of Company Directors and regular commentator on national radio and blogger for Australian Human Resource Institute.

LinkedIn: https://www.linkedin.com/in/rickynowak/     Web: www.rickynowak.com




'Hands up' if....

Friday, November 23, 2018

By Steve Sampson, Principal Consultant, Steve Sampson Consulting

The following article is adapted from material presented at a breakfast seminar held in Sydney on 22 November 2018. The speaker James G Perkins (Jim), COO of the San Diego-based firm, Procopio, is in the region presenting to several law firm conferences and took the opportunity to meet with some of our Sydney-based members to speak about the responsibilities of COO’s within the legal profession and what the future holds. Thanks go to Sue-Ella Prodonovich of Prodonovich Advisory  for introducing Jim to ALPMA.

‘Hands up’ if you’ve got one of these problems currently in your firm!

  • You have poorly performing or badly-behaved partners dragging the firm down, ‘ruining’ the culture and there is nothing you feel can be, or is being, done to deal with the issues.

  • The ‘wrong’ things are being recognised and remunerated in your firm.

  • Your firm is looking to grow and keeps hiring lateral partners, half of whom leave within two or three years or otherwise stay and exacerbate the other issues already in the firm.

  • Your office premises lease is up for renewal in the next 18 or so months.

If you put your ‘hand up’ for any of those four preconditions, then watch out! You and your firm have moved into that space that is driving most of the negative change that has beset the legal profession over the last five years or so.

The problems are not new!

The market for professional legal services is a mature one. Lots of articles have been written about the competitive pressures facing the profession and the changes that the profession has been undergoing over the last decade – and especially over the last three or four years.

These pressures have seen the legal landscape change markedly. Breakout groups from large firms have started boutiques. Smaller firms have merged to become larger ones. And there is an ever-growing number of firms in the middle that are today mere shadows of their former selves, if indeed, they still exist at all.

For all of the change underway in the profession, it is still plagued by issues that have been around for decades. Whilst the focus for some has been turned towards better servicing clients and adopting new technologies, it seems that, for many, the profession’s Achilles-heel remains.  And that is, issues centred around partner behaviours and partnership alignment.

What follows is a list of common (non-financial*) issues that face law firms and that lead to the discontinuities that often precipitate failure: [*Financial; issues are a whole other discussion!]


1.  An inability to deal with underperforming or badly-behaved partners – law firms - and especially partnerships -- are built around two main forces that maintain the status quo:


a. financial prosperity and a focus on financial performance

b. the strength and tenure of personal relationships between partners


So, what happens when one or both of these drivers comes into question? It is the firm’s ability (and often, its inability!) to deal with these matters that leads to internal disruption, high performing partner departures and sometimes (often?), failure.


We’ve all gotten together as partners at one Retreat or another and agreed that we value cultural alignment and good behaviour over, solely, financial results. And yet, every year there is discussion around what to do with the badly-behaved partner who carries a big book of business. These are, understandably, tough issues to deal with in most firms. But they must be dealt with!


And, believe it or not, some firms even struggle to address poor behaviours from partners who are abysmal financial performers. But not to worry! Those firms won’t be around for long enough for those issues to perpetuate.


So, what to do? Agree as a partnership on how you’d like to deal with these issues and then have the courage to take action. You will be surprised at the positive cultural impact and profitability that will come from being brave in this space


2. Compensation plans that drive behaviours which are inconsistent with the firm’s strategy or otherwise counter to ensuring that the partnership is fully aligned – if your stated firm strategy is to “reward and recognise strategic and behavioural contributions”, as well as financial performance, then don’t be surprised if all that anyone focuses on is ‘revenue generation’ if that is all that your compensation plan recognises.


Action: Agree on the things that are important to the overall long-term success of the firm and then be brave enough to objectively recognise and reward those things. Even the fluffy things such as behaviour can be measured through various assessment tools or staff surveys. If you truly want to see behavioural and cultural change, then roll those things into your Compensation Plan!


3. Poor lateral hiring decisions leading to an influx of poorly aligned new partners - in the pursuit of revenue growth, it is amazing how little due diligence is sometimes done when assessing new partners for entry into the business. It is this lack of intelligent assessment that is, in part, the reason for such a high failure rate amongst lateral hires. Just as important however, is when firms do not live up to the expectations of the new partners, the firm having been ‘over-sold’ during interviews or otherwise under-stated the issues relative to some of the current behaviours embedded in the firm (i.e. they lied to the interviewee!). Either way, this lack of alignment makes for unhappy outcomes.


For all of the firms that are struggling with these issues, there are others that are surviving, and in some cases, thriving. Those firms have adapted to this new highly competitive environment. They are dealing with these issues. They are using technology and engaging in modern management practices to better serve their clients and, in so doing, they are outmanoeuvring their competitors. In other words, they are dealing with their internal issues before one or more of those issues diminish their ability to do so!



And finally:


4. If you have a premises lease up for renewal any time soon, then I refer you to points 1 to 3 above. If you haven’t dealt with those aspects within your firm by the time that premises discussion is upon you, then ‘watch out’ because there is a very high likelihood that you will get to deal with those issues, likely, all at once and in less desirable circumstances.


About our Guest Blogger

Steve Sampson is an experienced change-agent in the professional services space having been CEO, COO, General Manager and now Consultant into the legal profession. Steve is a member of the NSW ALPMA Committee, has held roles as National President, National Treasurer and was recently recognised as a Life Member of the association. Steve holds a B.Ec., an MBA and is a Fellow of both CPA Australia and the Australian Institute of Company Directors. Steve can be contacted at Steve Sampson Consulting (sampsonsjs@outlook.com).

LinkedIn:  https://www.linkedin.com/in/steve-sampson-65a7b01/






Using Your Super to Support Transition to Retirement

Monday, November 19, 2018

By Andrew Proebstl, Chief Executive, legalsuper


People who are considering reducing their work hours in the leadup to retirement, but who are concerned about not having enough disposable income as a result can, through a superannuation transition to retirement (TTR) strategy, access part of their super to top up their income.

At the same time, a superannuation TTR strategy brings with it the opportunity to take advantage of unique and significant taxation benefits available only to members of super funds.


When can I start to access my super?

Many people assume that the only time they can access their super is once they fully retire. While this was the case when compulsory superannuation was first introduced in 1992, this has changed.

It changed in 2005 to reflect new approaches and attitudes to work - and retirement – with more people preferring to ‘ease’ into retirement via reduced work hours or consultancy work or other arrangements as opposed to the traditional approach of working full-time for one’s entire career, before going ‘full-time’ into retirement.

The determinant of when you can begin to access your super is not necessarily whether you are working full or part-time or occasionally. The determinant is your age, specifically what is called, in superannuation, your ‘preservation age’. Once you reach your preservation age you can begin to access your super.

For people born before 1 July 1960, their preservation age is 55 years. For those born between 1 July 1960 and 30 June 1961, it is 56 years. For those born between 1 July 1961 and 30 June 1962 it is 57 years. For those born between 1 July 1962 and 30 June 1963 it is 58 years. For those born between 1 July 1963 and 30 June 1964 it is 59 years and for those born on or after 1 July 1964 it is 60 years.

There are also limitedexceptional circumstances which allow people to access their super before their preservation age. These circumstances are mainly related to specific medical conditions or severe financial hardship.


If I can access my super, why don’t I just take it all?

Once you reach your preservation age, you can begin to access part of your super savings via a TTR strategy.

And when you turn 65, regardless of your work status, you have full access to your super savings.

For some people, the option of accessing some of their super savings may be attractive as they may choose to use funds to pay off debts such as mortgages.

The downside of such an approach is that your hard-earned superannuation account balance is meant to help fund the type of lifestyle you have been planning to live in retirement.

There may also be tax and loss of insurance consequences attached to such an approach compared to maintaining your super account and drawing an income via a TTR strategy. It is well worth discussing this issue in detail with your financial planner and super fund.

Also worth considering is the well documented risk that comes with sudden access to significant amounts of money; people may perhaps spend more of their financial savings than they had planned and find themselves short of funds a few years later.


TTR pension accounts

Assuming you have reached your preservation age, and would like to access part of your super, setting up a TTR super pension account is easily and quickly done. Your super fund will set up your TTR pension account into which you transfer some, but typically not all, of your super account balance.

You will often need to leave at least a small balance in your super account so that it remains open to receive ongoing employer super contributions and any voluntary contributions you choose to make.

It is well worthwhile discussing with your financial planner and super fund, how much of your super account balance should be transferred to your TTR pension account.

In terms of the investment earnings generated on your super savings, it is important to note that the funds you have in both your super account and your TTR pension account will continue to compound, and at the same rate.


Taxation advantages of TTR pension accounts

Successive Australian governments have committed to a range of tax advantages which are unique to superannuation. They have done so to encourage people to save for their future via contributing to their super. These tax advantages are part of the benefit people enjoy, the quid pro quo if you like, in return for their super contributions being locked away until they reach their preservation age.

When you set up a TTR pension account and continue to work (full or part-time), you can also continue to enjoy the unique super tax benefits that come from making voluntary contributions (eg, by salary-sacrificing) from your salary to your super.

TTR pension account members who are still working (full or part-time) can make concessional contributions (eg Superannuation Guarantee paid by an employer and salary sacrifice contributions) of up to $25,000 per financial year into their super. These contributions are taxed at the low rate of 15 per cent as compared to your marginal tax rate, which typically will be much higher.

In relation to the money you withdraw from your TTR pension account, these withdrawals are completely tax free for those aged 60 and over. If you are aged 55–59, you may pay tax on the TTR income, but you will receive a tax offset equal to 15 per cent of the taxable portion of the income.

For those super fund members wishing to do more reading to determine whether a TTR pension account strategy is the right move now, or in the next few years, the Australian Securities and Investment Commission (ASIC) MoneySmart website contains excellent independentinformation on this subject,  including case studies on topics such as ‘Using a TTR pension to reduce work hours and ‘Using a TTR income stream to maintain work hours and save tax.




About our Guest Blogger

AndrewProebstl is Chief Executive of legalsuper, Australia’s super fund for the legal community.  Qualifying as a Chartered Accountant while working with Arthur Andersen, Andrew has broad experience across the superannuation industry with fund administrators, investment managers, custodians and other superannuation funds. 

Andrew is a member of the Policy Committee and Member Services Committee and former Director of the Australian Institute of Superannuation Trustees. He is also a former member of the Victorian Executive of the Associations of Superannuation Funds of Australia.  He regularly presents at superannuation industry conferences and writes regular superannuation columns for law societies across Australia.

P:  03 9602 0101 

E:  aproebstl@legalsuper.com.au

 





Five things you need to know about the Australian Solicitors Conduct Rules

Monday, November 12, 2018

By Angus Macinnis, Director of Dispute Resolution, StevensVuaran Lawyers


If you’re not a solicitor, you don’t need to know about the Australian Solicitors Conduct Rules (ASCR), right? Well, actually, no. The ASCR (which have now been adopted in New South Wales, Queensland, Victoria, South Australia, and the Australian Capital Territory) affect the way in which solicitors work in a number of ways which are also critical to the management of legal practices. 

There are 43 Rules that make up the ASCR – here are the 5 that are most important to legal practice managers.

Rule 10 - Conflicts concerning former clients

Ceasing to act for a client does not mean that a firm can cease to be concerned about that client’s interests. If the firm (or solicitors who work there) hold confidential information concerning a former client, and the disclosure of information would be detrimental to the former client, then the firm can be restrained from acting for a new client if the former client’s confidential information is “material to the matter” of that new client.  

This issue needs to be considered not just when the new client comes in the door, but when considering which prospective clients to target for business development. There is not much use in bringing new work in the door if conflicts will prevent the firm from performing that work.

However, the Rule specifically provides that the firm will not be prevented from acting for the new client if “an effective information barrier has been established”. The construction of effective information barriers requires coordination of technical, educative, and compliance functions within a firm to ensure that the solicitors who are subject to the obligation, comply with the requirements of the Rule.

Rule 11 - Conflict of duties concerning current clients

Conflicts can also arise in relation to current clients with different interests, and the management of these conflicts will often be as much an issue of client relationships as it is one of law. It is (unfortunately) not uncommon for allegations of conflict to be raised by opposing lawyers for tactical reasons, and Justice Pembroke of the Supreme Court of New South Wales has noted that:

“Often in commercial litigation, third parties intermeddle for their own strategic reasons, asserting the existence of a conflict when, in truth, it has been dealt with, and there is no actual conflict, and in any event, it is none of the third party's business.”

If the firm has in place effective systems for identifying conflicts when the client relationship is first established, effective information barriers, and effective processes for identifying when informed consent needs to be sought, the firm will be in a better position to avoid work being lost through “meddling” allegations of conflict.

Rule 35 – Contracting with third parties

This Rule provides that if a solicitor instructs a third party on behalf of the client, and the solicitor is not intending to accept personal liability for payment of the third party’s fees, the solicitor must advise the third party in advance.

Depending upon the nature of the practice, there may be a number of different third parties who a solicitor engages (such as barristers or expert witnesses). 

This Rule will need to be considered in relation to a firm’s standard business conditions, as well as ensuring that the firm’s accounts function is aware of what expenses the firm is liable for in the event that the client either does not pay, or is slow in paying, the firm’s accounts. A failure to pay third party accounts for which a solicitor is liable can often result in a professional conduct complaint. 

Rule 36 - Advertising

Solicitors (and principals of law practices) must ensure that advertising, marketing and promotion is not misleading or deceptive, or offensive, or prohibited by law. In particular, the Rule specifically prohibits false or misleading impressions about specialist expertise, including by prohibiting the use of the expression “accredited specialist” (or any similar wording) unless the solicitor is accredited by the relevant Law Society.

You might think that it would go without saying that any business should avoid misleading or deceptive advertising. However, one difficulty in practice (which can lead to disciplinary complaints) involves the making of laudatory statements about the practice (and the experience of its practitioners) which go beyond what can be objectively justified.  

The lesson is that all advertising material needs to be tested by asking the question, “if we were asked to justify this, would we have a defensible answer?”

Rule 42 - Anti-discrimination and harassment

Rule 42 provides that unlawful discrimination and harassment (including sexual harassment) carries professional conduct issues for solicitors (in addition to the workplace law issues which arise for all employees.)  

In 2014, a Victorian solicitor’s practising certificate was suspended for eight months (although reduced to two months on appeal) following a finding of sexual harassment.

All workplaces need effective discrimination and harassment policies and training, and law firms are not excluded. It is not safe to assume that because solicitors might have a good understanding of other areas of the law, they necessarily understand how to avoid discrimination and harassment in practice.

Conclusion

Cooperation and co-ordination are the key aspects of running a practice whose lawyers are compliant with the ACSR – both between legal and non-legal staff, and between different non-legal staff (as is required to establish effective information barriers). 

It is lawyers whose professional conduct may be the subject of complaints if these matters are not effectively dealt with. But it is practice management professionals who will often be responsible for the implementation of the processes, so it is important that everyone in the office understands the way in which these obligations operate.


About our Guest Blogger

Angus Macinnis is a Director of Dispute Resolution at StevensVuaran Lawyers.

Angus has a broad commercial practice with a focus on dispute resolution, and in particular, on employment and work health and safety law, and regulatory compliance (including in professional disciplinary matters).

As well as assisting clients resolve disputes and respond to regulatory investigations, Angus provides training to his employer clients in relation to bullying, harassment, and anti-discrimination, providing tailored training to meet the differing needs of boards, line managers and employees. He also provides training and advice in relation to work health and safety, including training designed to enable officers to satisfy their due diligence obligations.






Legal markets and marketing: 10 trends to watch and watch out for through to 2019

Monday, November 05, 2018

By Heather Suttie, Legal Marketing & Business Development Consultant


The year 2008 marked a global financial crisis that was considered the worst since the Great Depression of the 1930s. It also marked the end of the traditional law firm’s 20-year bull run.

Now, a decade later, 2018 will be a make-or-break year for many firms. Some will fail while others will fracture. Some are scrambling to save themselves while others remain mired in inertia. Firms wanting to be vital and solvent are overhauling how they do business. Smart firms have already retooled.

The Citi Private Bank – Hildebrandt Consulting 2018 Client Advisory Report reveals that, on average, legal industry revenue growth and profit per equity partner (PPP) growth will remain in the single digits, which will result in continued consolidation. Not surprisingly, the report also says strong brands in specific markets, fast response to client demands, and top talent will be important factors.

Issues of concern are not isolated to any particular type of practice or jurisdiction. Business is borderless and therefore, the legal services market is global in nature, which means that law firms worldwide are or should be in some state of flux.

To that end, this is a selection of 10 legal market and marketing trends to watch – and watch out for – through the remainder of this year and well into 2019.

1.  Complacency

Complacency continues even though surveys reveal that while the economy has recovered from the recession of ten years ago, the legal services market remains volatile primarily due to client expectations around greater value and lower costs along with more competition and technology.

Chronic problems include lawyers working under capacity resulting in vacillating revenues, undifferentiated law firm value propositions culminating in lack of market distinction, and firms not feeling enough financial pain to make changes.

There is a general propensity for law firms to cater to a what’s-in-it-for-me individualistic mentality rather than considering making changes by degree for the greater good that have long horizons and defined goals.

Yet, the danger of continuing to play the short game persists, which makes as much sense as thinking that by closing your eyes, whatever is frightening you will go away.

2.  Marriages of Convenience

Many mergers will be marriages of convenience rather than unions of equals. They will be between one firm wanting to acquire the usual trappings – clients, money and territory – and another needing access to expensive assets, primarily technology and infrastructure rather than investing in these resources themselves.

This “marrying up” is apt to end unhappily when the acquiring firm with its technology and infrastructure winnows out the clients, money, territory and talent it wants from the acquired firm.

3.  Failures

Failures are inevitable because too many undifferentiated traditional law firms are offering the same types of services and doing the same types of work in the same types of ways. Also, there’s not enough legal work to go around. As onc senior partner told me, “I’ll have been practicing for 40 years by the time I retire and there’s not 40 years of work behind me for others to do.”

In addition, corporate legal departments are bulking up with talent that exclusively serves the company, learns and understands its industry, culture, politics, people, needs, wants, and budgets. Dedicated in-house talent also has a relatively fixed cost due to being on salary, which lessens unpleasant financial surprises. 

4.  Leaning Out

Corporate counsel expect improved work processes from law firms that service them. Firms that appear on most-favoured lists – and want to remain there – must get lean and serious about taking action on client-centric issues.

These include, but aren’t limited to: partnering effectively with clients and continually communicating with them to ensure that their needs and wants are delivered on time and on or under budget, right-sizing client service teams, providing outsourcing options (see Low Cost Centres below), commoditising rote work, and proactively offering choice in billing structures.

5.  Fewer Bodies

Lawyers who don’t have an active, solvent practice will need to overhaul and rejuvenate their business fast. Firms wanting to be profitable will try to raise rates, which is likely to draw fire from clients. Therefore, firms will seek better profit margins by eliminating non-producing lawyers, including equity partners.

6.  Low Cost Centres

Low cost centres are a major factor in law firms wanting to win new clients and retain current ones. It has become a client expectation that a firm will have a low cost centre – either on-shore or offshore – operating as a back office for commodity work.

Many European firms have opened back offices and supply chains in low cost countries. In some instances, they have moved their infrastructure such as finance, IT, marketing, and business development to these countries in order to lower their cost of doing business.

Low cost centres may also take the form of legal service providers – human or machine – that work within the legal services supply chain to produce efficient, risk-level appropriate, client-oriented results.

7.  Big Four’s Big Bite

Competition will continue to be fierce and come from all forms of legal service providers. However, the super threat is the continuing advancement of the Big Four. 

Each of the Big Four professional services firms is armed with internationally recognised brands, legions of professionals of numerous descriptions, infrastructure that has been built up for the last 30 years or more, access to every significant business tool and system, and capital resources and financial acumen to run efficiently and effectively.

The Big Four are operating globally in the legal services market using a one-stop-shop platform that offers legal business services that complement and align with their core offerings of audit, tax, and accounting within their target markets and key industries. Their growth within the legal market will be exponential and potentially explosive.

8.  Industry Alignment

Clients don’t care about your practice; they care about their industry. This is why understanding your firm’s industry strengths are critical to remaining vital and solvent.

Industry alignment sends the unmistakable signal to target markets and clients that a firm reflects the world of business.

It also enables marketing and business development initiatives to fall into place with ease. This is because sector strengths are clear and irrefutable client industry data helps determine with precision how the firm’s time, resources, and money are best invested.

9.  Positioning

Firms with grit will ruthlessly examine themselves from the perspectives of their target markets and clients. They will then need intestinal fortitude to right size and reposition their offerings. This is when examining financials in terms of profitability and understanding industry strengths come to the fore since rightsizing may mean spinning off practices and teams better suited as independent boutiques.

Astute positioning leads to legal market differentiation. It is at this point where your legal market differences becomes both your strength and brand. 

10.  Fixers

Traditional law firms won’t fix themselves by themselves. If they could have fixed themselves, the legal industry would have been updated and upgraded long ago.

Solutions enabling the legal industry to survive and thrive will come from accountants, management consultants, engineers, technicians, professional services industry experts, and those with applicable business backgrounds some of whom may have legal understanding and know-how.


Upshot

The legal industry is continuing to expand by creating new resources and ways to provide legal services that are exciting, encouraging and revitalizing. But there is also retraction due to enormous pressures, particularly on traditional law firms.

Only those firms that get out of their own way and retool with speed in the very near future will be vital, vibrant, and solvent in the years to come.




About our Guest Blogger

Heather Suttie is a legal marketing and business development consultant offering an independent mind and customised solutions to audacious lawyers, law firms and legal service provider that want change.

She works with a range of firms - Global to Solo and BigLaw to NewLaw - helping them claim a distinctive position in the evolving legal services sector resulting in greater market share, revenue, and profits.

Since 2001, Heather has become well known for legal market positioning, tightly targeted business development growth strategies, and innovative, high profile brand campaigns that enable distinction and open new markets.

Web:  https://heathersuttie.ca     |     LinkedIn:  https://ca.linkedin.com/in/heathersuttie




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