LAWYER MONTHLY©2025 Universal Media Limited Lawyer Monthly is published by Universal Media Limited and is available on general subscription. Readership and circulation information can be found at: www.lawyer-monthly.com. The views expressed in the articles within Lawyer Monthly are the contributors’ own. All rights reserved. Material contained within this publication is not to be reproduced in whole or in part without prior permission. Permission may only be given in written form by the management board of Universal Media Limited. Approx. 302,000 net digital distribution. Jason Ou Strategic Growth, Local Insight: Leading Hisense Across MEA Phillips & Associates From Compliance to Consequences: Retaliation in the C-Suite 12 8 JUNE 2025 In this edition of Lawyer Monthly, we spotlight a powerful lineup of legal voices shaping the future of the profession across boardrooms, courtrooms, and beyond. We begin with a critical look at executive retaliation in our feature interview, “From Compliance to Consequences: Retaliation in the C-Suite.” Phillips & Associates explores how whistleblower protections in New York and New Jersey are being tested at the highest levels of corporate power — where C-suite employees who speak up often face subtle but devastating consequences. Also in this issue, Jason Ou, Regional President of Hisense MEA, offers a fascinating look into the intersection of strategic growth and legal foresight in global business leadership. Trinnie Houghton, an executive coach known for her work with attorneys and legal leaders, shares her insights on resilience, leadership presence, and mental well-being under pressure. Among our special features, we unpack 5 Things Freelancers Should Know About Online Legal Forms, a practical guide for navigating contracts and compliance in today’s gig economy, and explore the personal and legal stakes in Finding Justice After Loss: Why the Right Wrongful Death Attorney Matters. We close with a timely look at the legal profession itself in The Future of Law Exams, challenging traditional models and highlighting emerging trends in legal education and assessment. Whether you're a legal practitioner, student, or client, we hope this issue offers clarity, insight, and inspiration. Happy reading! Warm regards, Mark Palmer Editor, Lawyer Monthly
Production Team: Emma Tansey, Luke Ostle production@lawyer-monthly.com Sales Enquires: Jacob Mallinder Jacob.mallinder@universalmedia365.com @lawyermonthly @LawyerMonthly @lawyermonthly company/lawyer-monthly Universal Media Limited, Watling Court Orbital Plaza, Watling Street, Birmingham, WS11 0DQ, UK 0044 (0) 1543 255 537 CONTENTS AN INTERVIEW WITH... 8. Phillips & Associates From Compliance to Consequences: Retaliation in the C-Suite 12. Jason Ou Strategic Growth, Local Insight: Leading Hisense Across MEA 18. Trinnie Houghton Transforming Legal Leadership: Helping Attorneys Thrive in High-Stress Roles 4. White & Case Advises Inter Media on €350M Private Placement 5. Clifford Chance Advises Frontera on $80M Bond Buyback 6. Ropes & Gray Advises Benefit Street Partners on $500 Million CLO Equity Fund Close 7. Latham & Watkins Advises on CaoCao’s HK$1.85B Hong Kong IPO SPECIAL FEATURES 22. 5 Things Freelancers Should Know About Online Legal Forms 26. Finding Justice After Loss: Why the Right Wrongful Death Attorney Matters 28. What Are The Best Legal Document Services in 2025? 32. The Future of Law Exams: Rethinking Assessment in Legal Education - NEWS - Trinnie Houghton Transforming Legal Leadership: Helping Attorneys Thrive in High-Stress Roles 18
4 LAWYER MONTHLY JUNE 2025 White & Case brought together lawyers from across its London and Milan offices to advise on the deal. The team included partners Michael Immordino and Evgeny Scirtò Ostrovskiy, associates Pietro Bancalari and Marco Cattani, and lawyer Stefano Cultrera. Inter Media and Communication S.p.A. is a wholly owned subsidiary of F.C. Internazionale Milano S.p.A., created to manage and commercialize the club’s media, sponsorship, and broadcasting rights. Established in 2014, the company oversees all revenuegenerating activities tied to Inter Milan’s brand, including global media distribution, commercial partnerships, advertising, and digital content. Serving as the main vehicle for monetizing the club’s intellectual property, Inter Media plays a central role in Inter Milan’s financial strategy and international growth. It has become a key platform for investor engagement, capital markets activity, and long-term brand development. White & Case LLP is a global law firm known for providing high-quality legal services to clients across a broad range of industries. Founded in 1901, the firm has grown to become one of the largest international law firms, with offices in over 40 locations worldwide. White & Case specializes in complex legal matters, including banking and finance, mergers and acquisitions, capital markets, dispute resolution, and regulatory compliance. The firm represents multinational corporations, governments, and financial institutions, offering expertise in cross-border transactions, international litigation, and arbitration. White & Case is renowned for its deep industry knowledge, innovative solutions, and commitment to delivering results for its clients. The team supported both the Italian and U.S. law aspects of a €350 million senior secured notes offering, set to mature in 2030. The notes were privately placed with U.S. institutional investors, with BofA Securities serving as placement agent. Inter Media and Communication was originally set up to manage Inter Milan’s media rights and sponsorship income. The new funding will be used to refinance a previous high-yield bond issued in 2022, strengthening the club’s long-term financial structure. White & Case Advises Inter Media on €350M Private Placement White & Case LLP has advised Inter Media and Communication S.p.A., the commercial arm of F.C. Internazionale Milano and its financial backer, Oaktree Capital Management, on a major new financing deal. NEWS
NEWS 5 “I am pleased to announce that the Company has received (i) the requisite consents to implement the proposed amendments to the terms of the Notes and (ii) validly delivered tenders in excess of the maximum tender amount set forth in the Offer. "The successful completion of this transaction is an important step for the Company as it modernizes its covenant package to meet today's market needs. The transaction also reduces the Company's Notes by U.S.$80 million (or over 20%) 3 years before maturity, highlighting the Company's commitment to its bondholders." "These results are proof of Frontera's strategic focus on delivering meaningful The deal also included a consent solicitation, which enabled Frontera to implement key amendments to the bond’s covenant terms, part of a broader effort to modernize its capital structure. Backed by strong investor participation, Frontera not only hit its tender cap but also secured the necessary consents to push through proposed changes to the indenture. The move cuts the company’s outstanding notes by more than 20%, trimming its debt load three years ahead of schedule. Frontera’s CEO, Orlando Cabrales, said the outcome reflects the company’s evolving approach to investor relations and debt management. bondholder and investor value initiatives. The Company will continue to consider similar investor-focused initiatives in 2025 and beyond." The tender offer and consent solicitation were initially launched in early May through an Offer to Purchase and Consent Solicitation Statement. Terms and conditions were outlined in that document, which was subsequently updated during the course of the transaction. Clifford Chance Advises Frontera on $80M Bond Buyback Read the full news story at: www.lawyer-monthly.com NEWS Clifford Chance has advised Frontera Energy on a strategic debt transaction involving a cash tender offer of up to $80 million for its 7.875% senior notes due 2028.
6 LAWYER MONTHLY JUNE 2025 Ropes & Gray has advised Benefit Street Partners (BSP), a leading alternative credit investment manager, on the successful closing of its third captive U.S. CLO equity fund, BSP CLO Equity III, which secured $500 million in total equity commitments. Ropes & Gray Advises Benefit Street Partners on $500 Million CLO Equity Fund Close The fund's closing was announced on June 12 and is expected to significantly expand BSP’s structured credit capabilities. This latest fund is a major boost to BSP’s already expansive credit platform. If fully deployed, it could bring in up to $10 billion in additional assets. Together with its European affiliate, Alcentra, BSP now ranks among the largest CLO managers worldwide, with more than $26 billion tied to this strategy. The firm has been investing in CLO equity for over two decades, navigating multiple credit cycles while continuing to draw investor interest. “The consistent performance of U.S. CLO equity across multiple credit cycles has earned it a permanent allocation within private credit portfolios,” said Vince Pompliano, Managing Director and CoHead of BSP’s CLO business. “Investor demand for this strategy reflects both the asset class’s growing appeal and continued confidence in BSP’s ability to deliver attractive, risk-adjusted returns through disciplined investing, deep credit expertise and the strength of our experienced team.” The Ropes & Gray team advising BSP brought together talent from across the firm, including asset management partners Melissa Bender, Katie Waite, and Anna Lawry; tax specialists Adam Greenwood and Franziska Hertel; and finance partner Patricia Lynch. Benefit Street Partners (BSP) is a creditfocused alternative asset manager with approximately $78 billion in assets under management. Founded in 2008, BSP offers strategies across private debt, CLOs, structured credit, highyield bonds, and real estate. The firm serves institutional and high-net-worth investors globally and operates from offices in New York, Boston, West Palm Beach, and London. BSP is a wholly owned subsidiary of Franklin Templeton. Ropes & Gray is a global law firm providing comprehensive legal services to clients across a wide range of industries. With a reputation for excellence, the firm is known for its expertise in areas such as corporate law, private equity, M&A, intellectual property, litigation, regulatory matters, and finance. NEWS
NEWS 7 Latham & Watkins has advised the joint sponsors and underwriters in connection with CaoCao Inc.’s successful listing on the Hong Kong Stock Exchange. CaoCao, a prominent ride-hailing platform in China, was originally developed by Geely Group, the wellknown automotive company behind brands like Volvo and Polestar. Latham & Watkins Advises on CaoCao’s HK$1.85B Hong Kong IPO expertise in corporate, litigation, and transactional law. With over 2,000 attorneys in 14 countries, the firm advises clients across a wide range of industries, including technology, healthcare, finance, and energy. Founded in 1934, Latham & Watkins is renowned for its work with emerging companies, offering legal solutions for startups and growthstage businesses. The firm’s Emerging Companies & Growth team helps navigate complex legal matters related to business formation, financing, and scaling, making it a trusted partner for innovative companies worldwide. Holding) is a leading global mobility technology company headquartered in Hangzhou, China. Founded in 1986, it entered the automotive industry in 1997 and has since grown into a Fortune Global 500 company. Geely owns and operates a portfolio of wellknown brands including Geely Auto, Volvo Cars, Polestar, Lotus, Lynk & Co, and Zeekr. The group is also active in commercial vehicles, ride-hailing (CaoCao Mobility), and advanced technologies such as autonomous driving, satellite networks, and onboard chips. With operations across Asia, Europe, and the Americas, Geely Holding combines manufacturing, innovation, and sustainability to shape the future of smart mobility worldwide. Latham & Watkins LLP is a leading global law firm known for its The IPO offered 44.18 million shares at a price of HK$41.94 per share, raising approximately HK$1.85 billion. Huatai International, ABC International, and GF Securities acted as joint sponsors, working alongside CICC, with the group serving in multiple roles including global coordinators, bookrunners, and lead managers. Latham’s team advising on the transaction was led by partners Daying Zhang, Terris Tang, and Benjamin Su in Hong Kong. They were supported by associates Chimmy Tao, Weigang Meng, Jovi Cheng, and Lizzy Zhang, along with foreign legal consultants Xiang Ao, Ziyue Li, and Manyu Tian, and senior paralegal Candy Mak. Zhejiang Geely Holding Group (Geely NEWS
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WWW.LAWYER-MONTHLY.COM 9 From Compliance to Consequences: Retaliation in the C-Suite With Christine Hintze, Phillips & Associates C-suite executives and other high-level employees have intimate knowledge of a company’s inner workings, including potential compliance practices, which makes these employees particularly vulnerable to whistleblower retaliation. Many professionals who raise concerns about corporate misconduct such as financial fraud, patient safety, or regulatory compliance issues believe that their companies will protect them and responsibly address their concerns. However, whistleblowers are often pushed out, sidelined, or targeted after lodging their complaints. That is where a lawyer may step in. New York and New Jersey have comprehensive laws protecting whistleblowers, which may be utilized by employees who have been terminated or otherwise retaliated against by their employer. “Whistleblower” Complaints Employees who push back on, or complain about policies or practices of their employer that they reasonably believe are in violation of a law, rule, or regulation, may be protected if they are retaliated against after reporting these issues to a supervisor. Below are a few examples of practices, which may be considered a “protected” whistleblower complaint. Whistleblowers at the Top Are Speaking Out— But at What Cost? In corporate America, silence often protects power. But when C-suite executives and senior professionals break that silence to report fraud, safety risks, or unethical practices, the consequences can be swift—and brutal. Despite the growing strength of whistleblower protection laws in New York and New Jersey, highlevel employees are still finding themselves isolated, demoted, or quietly pushed out for doing the right thing. In this feature, Christine Hintze of Phillips & Associates exposes the hidden tactics used to retaliate against corporate whistleblowers— and explains how strengthened laws like New York’s updated whistleblower statute and New Jersey’s CEPA offer a vital legal lifeline. From financial misconduct to patient safety risks, the message is clear: speaking up can come at a price, but silence could cost even more. Contact PHILLIPS & ASSOCIATES 45 Broadway, 28th Floor, New York, NY 10006 Request Your Consultation: Tel: (866) 229-9441 newyorkcitydiscriminationlawyer.com
In white collar and executive roles, retaliation is rarely overt—employers often resort to subtle tactics like demotions, exclusion, or negative reviews to push whistleblowers out. • Exclusion from meetings or key decisions • Pressure to resign Retaliation can feel confusing, and it becomes deeply personal when an employer begins to criticize an employee’s work in a way that could jeopardize their career. Luckily, employees have options if they are being retaliated against. New York Labor Law Section 740 The New York whistleblower statute (NYLL § 740) was amended in January 2022 to add more protections for employees. The statute now covers any whistleblower who is retaliated against after: • Reporting or threatening to conduct they reasonably believe violates any law, rule, or regulation, or that the employee reasonably believes poses a substantial and specific danger to the public health or safety; or • Objecting to or refusing to participate in conduct they reasonably believe iolates any law, rule, or regulation, or that the employee reasonably believes 10 LAWYER MONTHLY JUNE 2025 poses a substantial and specific danger to the public health or safety. This law applies so long as the employee had a reasonable belief that something unlawful or dangerous was occurring, which they reported or objected to. And importantly, the law covers retaliation in all forms. Conscientious Employee Protection Act (CEPA): One of the Nation’s Strongest Whistleblower Laws For employees working or living in New Jersey, CEPA offers even broader protections than the New York statute. CEPA prohibits retaliation against employees who: • Disclose or threaten to disclose employer actions they reasonably believe are illegal, fraudulent, or criminal • Object to or refuse to participate in such actions • Report concerns internally or externally (e.g., to a supervisor, regulatory agency, etc.) CEPA has been used by executives, doctors, finance professionals, and countless other employees after they faced discipline from their employer for speaking up about unethical or unlawful behavior. How to Protect Yourself if You Are Being Retaliated Against Retaliation often escalates, and what starts with exclusion or subtle sabotage can lead to termination, loss of professional credibility, and long-term career harm. In the worst-case scenario, employees may fear being blacklisted by an industry after raising concerns. If you suspect you’re being retaliated against for raising concerns to your employer, speak with an attorney as soon as possible. The law is on your side—but timing, documentation, and strategy matter. A lawyer may protect you from further retaliation and work to mitigate any reputational harm. • Financial fraud • SEC violations • Breach of fiduciary duties • Defrauding the government • Unsafe working conditions • Discrimination or harassment • Regulatory violations • Public health or patient safety risks • HIPAA compliance issues • Ethical breaches What Does Retaliation Look Like? The most obvious form of retaliation is when an employee is terminated soon after they raise concerns regarding misconduct. However, in white collar and executive roles, retaliation is rarely overt. Employers know that it is risky to terminate an employee after they have complained about misconduct. Accordingly, employers typically retaliate against employees in more subtle ways: • Negative performance reviews after years of positive feedback • Loss of clients or projects • Demotions • Pay cuts • Reorganization • Sudden disciplinary action
WWW.LAWYER-MONTHLY.COM 11 Retaliation can feel confusing, and it becomes deeply personal when an employer begins to criticize an employee’s work in a way that could jeopardize their career.
Hisense has been expanding rapidly in the Middle East and Africa. Under your direction and leadership, what key strategies have driven this growth, and how do you plan to sustain it in the coming years? Our strategy in the Middle East and Africa focuses on leveraging product innovation and expanding through targeted investments that meet the specific needs of local markets. Middle East and Africa region is a young, fast-evolving region with strong demand for reliable, advanced technology. Understanding the consumer has been central to our approach. We are investing in R&D centres to develop tailored products, building factories to ensure operational efficiency, and expanding our brand shops with premium experience zones to showcase our latest technologies. We’re also strengthening our presence through strategic partnerships with industry leaders and key distributors, while Care Hubs are being introduced to deliver a strong after-sales experience. Equally important, our communications and marketing efforts have been carefully crafted to resonate with this diverse and digitally engaged audience. These pillars will continue to guide our long-term growth in the region. Jason Ou An Interview with... Strategic Growth, Local Insight: Leading Hisense Across MEA In a region defined by rapid development, legal complexity, and evolving regulatory landscapes, Hisense has emerged as a standout player in the global technology sector. Leading its ambitious expansion across the Middle East and Africa is Jason Ou, President of Hisense MEA—a strategic leader navigating not only market demands but also the legal and operational frameworks that shape business across this diverse region. Under Jason’s guidance, Hisense has scaled responsibly—investing in local infrastructure, compliance-conscious innovation, and brand partnerships such as its high-profile alliance with Real Madrid. In this exclusive interview, Jason discusses how the company balances growth with governance, adapts to regional legal and cultural differences, and embeds sustainability and accountability into its long-term vision. From regulatory agility to leadership integrity, this conversation offers legal and business professionals a unique look into how Hisense is building a future-ready brand across one of the world’s most complex business environments. 12 LAWYER MONTHLY JUNE 2025 President Hisense, MEA
WWW.LAWYER-MONTHLY.COM 13 The partnership with Real Madrid is a significant step in engaging football fans in the region. How does this collaboration align with Hisense’s broader brand strategy? Football holds a special place in the MEA region, and Real Madrid is one of the most followed and admired clubs across it. This partnership enhances our brand visibility while fostering authentic connections with local audiences. By aligning with a globally recognized symbol of excellence, we reinforce our brand positioning and tap into a shared passion with millions of fans. It also supports our broader strategy of connecting with our audience not just through technology but through meaningful cultural touchpoints. This strengthens engagement and builds lasting consumer loyalty. The MEA market is highly competitive, with several established global and regional players. What differentiates Hisense from its competitors in this space? What sets Hisense apart in the MEA market is our commitment to delivering a superior consumer experience across every touchpoint. We focus on offering advanced, reliable technology backed by a diverse product range tailored to local needs. From design and innovation to after-sales support, every aspect of the journey is designed to maximize value for our customers. Our investment in Care Hubs, strong retail presence, and consistent product quality reflect our dedication to longterm satisfaction and trust.
These pillars — innovation, localization, and customer-centricity — will continue to guide our long-term growth across the region. Consumer preferences vary significantly across different MEA markets. How does Hisense tailor its approach to meet the diverse needs of customers in this region? Our strategy focuses on offering a broad and adaptable product range across all business verticals. From televisions to home appliances, we provide a variety of models, designs, and technologies that suit different tastes and lifestyles. In each category, we ensure there are options that meet the needs of various segments, whether consumers are looking for advanced features, premium design, or everyday functionality. We’ve also introduced Hisense Real Madrid special edition products to further engage fans in the region. Hisense has been investing in premium technology and innovation. What are some of the key innovations that will shape the company’s future in MEA? Innovation is at the core of our strategy, and we are adopting the theme AI Your but as a core part of how we build longterm value in the region. As a leader, what has been your biggest challenge in steering Hisense’s growth in MEA, and how have you overcome it? MEA is a dynamic, complex region shaped by geopolitical shifts, evolving consumer behaviors, and global disruptions like the pandemic. Navigating this environment has been one of our biggest challenges. We overcame it by staying agile and focused on digital transformation, strengthening local partnerships, and adapting our strategies and products to meet the distinct needs of each market. Being close to the ground and responsive to change has been key to sustaining our momentum. How do you define leadership, and what core principles guide your decision-making process as President of Hisense MEA? To me, leadership means setting a clear vision, empowering teams, and cultivating a culture of performance, innovation, and accountability. It’s about staying true to Life to usher in a new era of intelligent products, solutions, and experiences that redefine everyday living. Hisense has elevated both home appliances and TVs from basic functionality to AI-powered systems that learn, adapt, and proactively serve user needs. This transformation makes our technology more intuitive, personalized and connected, creating seamless environments that enhance comfort and convenience. These innovations are central to shaping future lifestyles and reinforcing our leadership across the MEA region. Sustainability is becoming a major focus for global brands. How is Hisense integrating sustainable practices into its business strategy in the region? As part of our global ESG program, we integrate sustainable practices into our operations across the MEA region. We focus on developing energy-efficient, ecofriendly products and apply sustainable thinking across the entire product lifecycle, from concept and design to manufacturing and beyond. Hisense’s efforts have been recognized globally, including being highlighted as a typical case of “South-South Cooperation” by the United Nations and included in the Fortune China ESG Influence List. We see sustainability not just as a responsibility 14 LAWYER MONTHLY JUNE 2025
insights to create synergy while ensuring consistency in quality, design, and user experience. This integrated approach enhances both operational efficiency and our brand’s impact across the region. With the rapid evolution of smart technology and AIdriven devices, how is Hisense positioning itself to stay ahead of the curve in MEA? At Hisense, technology is in our DNA. Long before the current AI wave, our products were already integrating smart connectivity and intelligent features designed to enhance daily life. Today, under the “AI Your Life” theme, we’re accelerating the integration of AI across our ecosystem. Our goal is to create more connected, intuitive, and user-centric solutions that elevate lifestyles across MEA. our core values while being agile enough to lead in a fast-evolving environment. My decisions are guided by integrity, customer focus, and a long-term perspective rooted in sustainability and regional relevance. These principles help me lead with purpose and ensure we remain aligned with both our goals and the markets we serve. Hisense operates across multiple industries, from consumer electronics to home appliances. How do you ensure strategic alignment and synergy across these diverse business segments? We ensure strategic alignment through a unified brand vision that connects all our business segments under one purpose: delivering innovation, reliability, and value. We leverage shared technology platforms, R&D capabilities, and market Hisense has recently expanded its product portfolio beyond consumer electronics and home appliances. Can you elaborate on these new ventures and their significance for Hisense’s overall growth strategy in MEA? We have strategically expanded our portfolio to include commercial display solutions, such as interactive displays and digital signage, as well as medical equipment like diagnostic imaging systems. These ventures diversify our offerings and revenue streams while positioning Hisense as a comprehensive technology solutions provider. They also allow us to meet a wider range of customer needs and reinforce our long-term commitment to innovation across industries. WWW.LAWYER-MONTHLY.COM 15
We stay ahead by investing in innovation and local strategies. How does Hisense leverage its global presence and resources to enhance its operations and offerings in the MEA region? Our global network is a key asset. We collaborate closely with offices around Hisense has been actively involved in various social responsibility initiatives in the MEA region. Can you highlight some of these initiatives and their impact on local communities? CSR is an integral part of our strategy. We engage in impactful programs each year across education, sports development, and community support. We’ve partnered with educational institutions to provide scholarships and technology resources, and we support sports initiatives that promote youth development and healthy lifestyles. These initiatives reflect our long-term commitment to contributing positively to the communities we serve. the world to share best practices, align on strategy, and drive cross-regional innovation. This helps ensure consistency in product quality and customer experience. We also benefit from an extensive global supply chain and manufacturing footprint, which supports efficient operations and reliable product delivery across the MEA region. 16 LAWYER MONTHLY JUNE 2025
WWW.LAWYER-MONTHLY.COM 17 Leadership means staying true to core values while remaining agile enough to lead through complexity and change. What is your vision for Hisense MEA over the next five years, and what message would you like to share with your customers and business partners? Our vision is to solidify Hisense’s position as a leading technology brand across MEA. We aim to deepen our market presence, expand our infrastructure Looking ahead, what are the biggest opportunities and challenges for Hisense in this region, and how do you plan to navigate them? MEA is full of opportunity, driven by a young, digitally savvy population and a growing appetite for advanced technology. At the same time, challenges such as fierce competition and fastchanging consumer expectations require us to stay agile. Our response is to double down on innovation, localize our strategies, and continue investing in technology and talent to remain ahead of the curve and closely aligned with regional demands. with additional factories, R&D centres, brand stores and Care Hubs, while deepening our engagement with consumers through localized innovation and smart technology. To our partners and customers, I’d like to express our sincere gratitude for their continued trust and support. Together, we will shape and lead the future of technology in the region, one innovation at a time. www.hisenseme.com For media inquiries, please contact: hisense@houseofcomms.com
Trinnie Houghton An Interview with... Transforming Legal Leadership: Helping Attorneys Thrive in High-Stress Roles 18 LAWYER MONTHLY JUNE 2025 You’ve worked with professionals across industries — what’s unique about coaching lawyers and legal leaders? I believe coaching leaders share many common threads across industries — after all, we’re all human. But what makes coaching attorneys unique is how they’ve been trained and the specific demands of their profession. A coach working with legal leaders needs to understand their context — from how they think and communicate to the values that guide their practice. It’s been a privilege to coach attorneys. In my experience, many legal leaders tend to have a strong sense of duty — they care deeply about doing the right thing and protecting both their clients and their organizations. One thing that stands out is how much attorneys appreciate well-crafted questions. They seem to enjoy thinking through prompts from multiple angles. When appropriate, I also bring in relevant resources or frameworks — they tend to value that kind of rigor and specificity. In the high-pressure world of law, leadership often requires more than just sharp legal skills. It demands clear communication, resilience, and the ability to guide teams through complex challenges. Few understand this better than Trinnie Houghton, a Boston-based executive coach who has spent nearly 15 years helping senior attorneys, partners, and emerging leaders transform how they lead — and how they sustain themselves in demanding roles. With a background as an attorney at top Boston firms and deep expertise in leadership development, Trinnie brings a unique blend of analytical thinking and human insight to her coaching. She has worked with clients across industries and continents, helping them navigate everything from team dynamics and enterprise strategy to mental health and career growth. In this interview, Trinnie shares her insights into the unique leadership challenges facing lawyers today — and how coaching can help legal professionals at every level thrive in their careers while maintaining well-being and authenticity.
WWW.LAWYER-MONTHLY.COM 19 individuals looking to grow — and it’s often a coaching opportunity to explore influence, visibility, and long-term career strategy. How do you approach mental health and wellbeing in your coaching work, particularly with high-performing legal professionals? This is near and dear to my heart and not just limited to coaching attorneys. In most high-performing professions, the pressures of the job take a deep toll on well-being – not just mental, but physical, emotional as well. My experience has been to understand first whether the client leader understands how well-being fits into being better able to perform their job well, and what steps have already been taken. If they haven’t been taken, we talk about the cost of not doing anything. We talk about trade-offs at work. We talk about being intentional about what that would look like and what might result. We also talk about What dynamics or challenges stand out in the legal space compared to other sectors? A common challenge I’ve observed is the shift from a lawyer mindset to a leadership mindset. Lawyers are trained to protect, defend, and reduce risk — which serves them well in their practice. But that same mindset can sometimes bleed into how they manage people or influence organizational dynamics. The most successful corporate attorneys I’ve worked with understand this. They know their role goes beyond legal counsel — it’s about taking an enterprise-wide view and leading people effectively. They’ve learned to flex between legal expertise and leadership presence, navigating both their teams and the broader political landscape of their organizations. Another dynamic I’ve noticed is that advancement opportunities in legal departments can be limited, depending on how the team is structured. That can create frustration for talented small steps, and what permission from themselves that needs to be given. What are some strategies you’ve found effective for helping them manage pressure and stress? (1) Being intentional. For example, planning vacations well in advance, blocking them on the calendar, or planning no-work weekends. (2) Getting outside. Walking in nature, whether it be a forest path or botanical garden. A corollary is having plants in your office or home. Research is replete with evidence on how being outdoors, or near trees or even pictures of them, can settle the nervous system. (3) Movement. This does not require a heart-pounding exercise routine, unless that is enjoyed, too. Walking and yoga are also helpful. (4) Seeing friends and building community. Spending time being with people that support you and make you laugh. Doing something you love outside of work The lawyer mindset must evolve into a leadership mindset.
with others also helps clear the mind and put things into perspective. There is much evidence on how rest, taking time away, or having fun doing something enjoyable makes us more productive when we return to work. Ariel Group emphasizes leadership presence and authentic communication — how do those skills show up in the legal profession? Attorneys are well-spoken and clear writers. Word choice is very intentional, and they excel here. My experience has been that leadership presence shows up their communication through nuancing it to better understand, build rapport and contribute as a thought leader. At times, they learn to adopt a more informal tone when the situation calls for it. You coach everyone from new managers to the C-suite. How does your approach shift depending on where someone is in their legal career? Newer managers tend to focus on building their teams, developing peer relationships for leadership crossfunctionally, delegating, and working through their teams. They are learning to put more emphasis on strategic thinking and influencing through others. More senior level partners/General Counsel positions are more focused on the business’s overall success and leveraging an enterprise mindset. They have developed relationships with peers, understanding the ways in which the business works together and where legal fits into a successful pathway forward. They also have a clear vision for their department, ensuring their team is working as a high-performing team. They attend to their direct reports’ development, and succession planning. They are constantly thinking strategically and using their connections to get things done. Do you find certain leadership skills are more critical at the partner level? My experience has been relationship building is key at the partnership or C-Suite level, as is the ability to think strategically and knowing how to lead through others. There can also be an emphasis on leadership in their community to build business relationships with those stakeholders and other sectors. best when they are aware of the whole enterprise. This means acknowledging other perspectives and building those relationships to do good work together. Where do lawyers and firm leaders often struggle or thrive in this area? My experience has seen lawyers struggle when other perspectives cannot be acknowledged and they seem stuck in a position, unwilling to budge. Or when genuine relationships are not built crossfunctionally. Attorneys tend to thrive using their good communication skills. Very skilled attorney leaders leverage Coaching attorneys means understanding how they think, communicate, and lead. 20 LAWYER MONTHLY JUNE 2025
about coaching first and give some small, safe options as to where to begin. Law firms can be competitive environments. How do you help lawyers move from a focus on individual achievement to more collaborative leadership? It helps to have a common project that they can collaborate on together, both within their roles and outside of them. For example, a cross-functional, co-associate, or co-partner initiative on a particular new law or regulation, educating peers or clients on new regulations and the impacts across the company or on clients, or co-leading a company initiative to mentor college graduates who aspire to be attorneys. For law firm leaders investing in coaching, what does success look like? I suppose it is different for each law firm, and/or legal department in a corporation. For some law firms, having senior associates and junior partners (high potentials) prepared to understand the business leadership aspects of running a law firm, as well as working well with their people. This might include delegating, prioritizing, building relationships and taking care of themselves to bring their best to work. It also might include strategies for building a book of business. What leadership traits do you think are most essential for law firm leaders right now — especially as the industry evolves rapidly? Enterprise thinking – the ability to shift into a business leadership mindset, staying open to other perspectives to forward the business’s priorities – seems to be essential across a variety of companies. Relationship building and management (influencing across) is equally as important. There’s often a stigma in law around asking for help — whether for mental health or leadership coaching. Do you see that changing? I’m not aware of such a stigma and have not worked with anyone for whom that was an issue. Perhaps by having a coach, they have already asked for help, and their firm’s/company’s culture has normalized coaching as an investment in high performers. For law firms or companies where asking for help is difficult or not accepted by their culture, then this would seem infinitely more difficult for coaching. As I mentioned earlier, the very nature of legal work is one of justice and protection, so asking for help may be viewed as being too vulnerable, and that would seem too risky. How do you help clients move past that hesitation? If clients are unsure or hesitant, we take time to discuss all questions and concerns, especially noting confidentiality within the coaching engagement. I also might share other resources to help clients learn more For corporate law firms, developing an enterprise mindset among their attorneys, having a team that is highperforming where attorneys work well together, and contribute in thought leadership. It may also include the legal department being seen as a thought partner in the enterprise. Additionally, it may mean developing a succession pipeline where direct reports develop leadership plans that they refine over the years. It might also include delegating, prioritizing, relationship building and appropriate self-care. How do you measure the impact of coaching on performance or firm culture? I would first define what does success look like to that company’s or firm’s culture. For example, are there specific leadership behaviors to be cultivated and celebrated? The coaching works best when it fits into those cultural values. Typically, we measure the client’s current performance in leadership through a customized 360 that reflect those cultural leadership values. During the coaching engagement, feedback measures are built into a leadership plan with stakeholder engagement. Then towards the end of the engagement, we measure progress by selecting a few stakeholders and asking how much progress has been made (or not) in certain areas outlined by the plan. The client leader and those sponsors can determine where the leader is on their path at that point and what plans are made to sustain progress. Ideally, the coaching catalyzes leadership performance, which supports cultural values. www.arielgroup.com WWW.LAWYER-MONTHLY.COM 21
Sound familiar? You’re definitely not alone. As freelancing explodes, loads of independents are turning to online legal services for a helping hand. And while they can be super helpful, here’s the kicker: they're not one-size-fits-all. In fact, just grabbing one without really understanding the risks can be as dangerous as having no contract at all. So, what should freelancers really know before putting all their trust in those downloadable docs? Let’s break it down. 1. Not All Online Legal Forms Are Created Equal It’s incredibly tempting, isn’t it? Just grab the first “freelance contract template” you find online and call it a day. After all, it looks legit, and it’s free! But here’s the truth: a surprising number of online legal forms are outdated, overly generic, or even completely invalid depending on your location. One of the most common mistakes freelancers make is assuming that any online template will do. But think about it, There’s this quiet moment every freelancer faces that first time you realize the work isn’t just about your amazing craft. Nope, it’s about running a whole business. You’ve just landed a new client, and they're asking for a contract. You smile, nod, and agree… but deep down, your heart does this little sink. You know you need something legally binding, something protective and professional. But, let's be real, you’re not a lawyer. You’re a designer, a writer, a developer - a creative! Things Freelancers Should Know About Online Legal Forms 22 LAWYER MONTHLY JUNE 2025
2. Customization Is Key - And Often Overlooked Freelancing is personal. Your clients, your projects, your payment terms, none of it fits a generic mold. Yet far too many freelancers use legal templates exactly as they come, assuming those cookie-cutter clauses offer full protection. Spoiler alert: they rarely do. Imagine agreeing to “net 30” payment terms when you actually need 50% upfront. many of these forms leave out critical details like who owns the intellectual property, what happens with late payments, or what to do if a project gets canceled. Even worse, some are clearly written for different industries altogether and don't reflect the realities of freelance work. Tip: Always double-check that your legal form is relevant to your jurisdiction and designed for your industry. Look for versions that have been updated recently and, if possible, reviewed by a legal professional. Or worse, forgetting to include a confidentiality clause when working on a sensitive project. These details matter, and overlooking them can come back to haunt you. Online forms should be treated as a starting point. The real protection comes through customizing the document to match your specific needs, clients, and agreements. 3. A Bad Contract Is Often Worse Than No Contract Let’s say you use a free legal template for your latest gig. Something goes wrong, and you consult a lawyer, only to hear that your contract has contradictory terms, missing clauses, or no jurisdiction specified. That’s not just unhelpful, it could seriously hurt your case. Freelancers often assume that any contract is better than none. But in reality, a poorly written or legally flawed agreement can leave you wide open to disputes, delays, or worse, costly court battles. A solid agreement doesn’t need to be packed with legal jargon. It just needs to be clear, fair, and enforceable. A surprising number of online legal forms are outdated, overly generic, or even completely invalid depending on your location. SPECIAL FEATURE 23
4. Legal Forms Don’t Replace Legal Advice Online legal forms are useful tools, but they’re not a substitute for actual legal counsel. They can’t understand the specifics of your client relationship, your scope of work, or the nuances of international contracts or recurring retainers. This becomes especially important when dealing with high-value projects, sensitive information, or new business models. That’s when a generic contract falls short, and tailored legal advice becomes critical. Think of it like this: You wouldn’t rely on a YouTube tutorial to diagnose a medical condition. So why would you trust a freelance career to a one-sizefits-all template? The smartest freelancers protect their work, and their relationships, with customized, professional contracts backed by expert advice. Using a free contract might feel like you’re checking a box, but if it’s not written for your industry, location, or specific needs, it can do more harm than good. A legally sound contract isn’t about fancy language—it’s about clarity, enforceability, and protecting what you’ve worked so hard to build. 24 LAWYER MONTHLY JUNE 2025
contracts regularly. Many platforms also let you save your customized documents for future use, so you're not starting from scratch every time. These tools can also help with personal legal needs, like drafting a will, setting up a power of attorney, or managing rental agreements, making them valuable across all areas of life and work. Pro tip: Investing in one well-written, legally sound contract can save you thousands in potential disputes. Think of it as an insurance policy for your business, and your peace of mind. 5. There Are Affordable Legal Tools Designed for Freelancers Here’s the good news: You don’t have to choose between expensive legal fees and risky free templates. There are modern, freelancer-friendly legal platforms that offer cost-effective access to solid legal documents, plus the option to get help from a real lawyer when you need it. Some services even offer subscription plans for ongoing support, ideal if you’re scaling your business or signing Final Thoughts: Legal Confidence Starts with You As a freelancer, you wear many hats—creator, negotiator, bookkeeper, and more. But when it comes to the legal side of your business, you shouldn’t have to go it alone. Using the right legal tools can protect your income, your time, and your reputation. And while templates are helpful, understanding what you’re signing—and sending—is essential. Protecting your work is about more than just contracts. It’s about honoring your worth and securing your future. Legal peace of mind isn’t just for big businesses—it starts with knowing your rights and choosing the right tools to protect them. Are Online Legal Forms Enough for Freelancers? Yes, but only if they are properly written, state-specific, and relevant to freelance work. Generic templates often miss key details. Every project should have a customized contract that outlines scope, payment terms, intellectual property rights, and other essential clauses. Freelancers can start with a trusted online template, but it should be tailored carefully or reviewed by a legal professional. SPECIAL FEATURE 25
success, experienced legal teams, and the financial capacity to cover costs like expert testimony and investigative work. A well-resourced firm can prepare thoroughly, leaving no room for error when justice is on the line. Compassionate Communication Is Crucial Legal ability must be matched with empathy. The best attorneys prioritize client communication, explaining the process clearly and being available for questions. A compassionate, transparent approach builds trust and allows grieving families to focus on healing while knowing their legal advocate is committed to their case. Understanding the Fee Structure Most wrongful death attorneys work on a contingency fee basis. This means they only get paid if they win your case. Key points to confirm in writing include: - The fee percentage and whether it changes if the case goes to trial. - How costs are deducted—before or after the attorney’s fee is calculated. The sudden loss of a loved one is devastating. When that loss results from another’s negligence, it creates not only emotional trauma but also a complex legal landscape. During a time of profound grief, families are forced to make critical decisions—often without guidance. In such moments, choosing a skilled wrongful death attorney becomes a vital step toward justice and financial stability. The right legal advocate can make all the difference. The Power of Specialization Wrongful death cases demand more than general legal knowledge. They require a deep understanding of procedural rules, valuation of noneconomic damages, and subject-specific experience in areas like personal injury, medical negligence, or product liability. Specialized attorneys bring strategic insight, honed negotiation skills, and access to expert witnesses who are essential for building strong cases. Proven Track Record and Resources Matter Beyond expertise, a strong firm needs the infrastructure to fully support your case. This includes a proven history of Finding Justice After Loss: Why the Right Wrongful Death Attorney Matters Navigating Legal Recovery in the Wake of Tragedy A dedicated wrongful death attorney offers more than legal knowledge, they provide strategy, empathy, and the strength to pursue justice when it matters most. 26 LAWYER MONTHLY JUNE 2025
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