The Art of Personalizing the Client Experience
Robyn Addis
California’s AI Laws Are Here— Is Your Business Ready?
Pillsbury Winthrop
Shaw Pittman
The War for Talent: Making the Case for a Culture Fit
Lindsay Griffiths
California Case Summaries
Monty A. McIntyre
5 Ways Thought Leadership is a Real-Time Positioning Tool for Your Personal Brand Wayne Pollock
Is AI Too Expensive for Document Review? Fernando A. Delgado, PhD
Where Do You Want to Be in 5 Years? Building the Career You Deserve Heather McCullough
Attorney of the Month
Oscar Valencia, Elite Criminal Defense
San Diego
Defending Justice: The Relentless Mission of Elite Criminal Defense
• $22,659,551 settlement for clients defrauded in a local Ponzi scheme in Levin v. Chicago Title, et al. (2021)(Michael Kirby & Jason Kirby).
• Complete defense jury verdict in real estate dispute and more than $400,000 collected for attorneys’ fees and costs in Batter v. McElhinney, et al. (2019)(Jason Kirby).
• $2.1 million jury verdict for firm client in Doe v. San Diego Unified School District, et al. (2018)(Jason Kirby & Michael Kirby).
• $1.1 million arbitration award for firm clients on cross-complaint after zeroing plaintiff on $6 million damage claim in Step Strategy Advisors v. Solid Gold Health Products for Pets, Inc., et al. (2018)(Jason Kirby lead counsel).
Let’s face it: in today’s market, being an excellent lawyer isn’t enough. Your clients aren’t just seeking legal acumen—they’re craving an experience that makes them feel understood, valued, and supported throughout their legal journey. The secret sauce? Personalization that transforms routine client interactions into meaningful relationships.
Think of client personalization as tailoring a bespoke suit rather than picking one off the rack. Every client brings unique concerns, aspirations, and anxieties to your firm. Your ability to recognize and respond to these individual needs can make the difference between a satisfied client and a passionate advocate for your practice.
Let’s dive into five game-changing strategies that will elevate your client experience at every touchpoint:
Gone are the days of broadcasting generic legal content into the void. Today’s clients can smell cookie-cutter content from a mile away.
Instead, imagine this: Your family law practice creates a series of targeted resources that speak directly to your clients’ midnight worries—from that first thought of divorce to concerns about co-parenting arrangements. Each piece of content feels like a conversation rather than a lecture, addressing specific pain points with empathy and experience. For corporate-focused firms, develop sophisticated thought leadership campaigns that anticipate market shifts. (Campaign = more than one piece of content, by the way.)
Imagine creating a multi-channel initiative targeting C-suite executives in the renewable energy sector: Your content strategically combines regulatory insight updates, sector-specific ESG compliance guides, and invitation-only virtual roundtables on emerging clean energy legislation. When a potential client engages with your analysis of recent EPA guidelines, your team follows up with tailored insights on how these changes specifically impact their operations and growth strategies.
by Robyn Addis
Pro Tip: Don’t just send newsletters; craft strategic content ecosystems. When a prospect engages with any piece of content, follow up with personalized insights that demonstrate your understanding of their industry position and specific challenges. For corporate clients, this might mean connecting recent regulatory changes to their expansion plans; for individual clients, it could be linking legal guidelines to their personal circumstances.
First consultations shouldn’t feel like interrogations. Transform these crucial meetings into strategic discussions that showcase your preparation and insight.
For individual clients: A couple seeking estate planning walks in for a consultation. Instead of generic questions, you’ve already analyzed their current financials as well as publicly available business interests, and prepared targeted recommendations about trust structures that align with their philanthropic goals and family dynamics.
For corporate clients: A multinational tech company seeks counsel on cross-border data privacy compliance. Before the first meeting, your team has prepared a comprehensive analysis of their current market presence, regulatory exposure across jurisdictions, and potential growth territories. You arrive with a preliminary gap analysis and strategic roadmap, demonstrating your understanding of their legal challenges and business objectives.
Pro Tip: Use technology to your advantage. Implement preconsultation questionnaires that gather crucial information, but make them intelligent—adapting follow-up questions based on initial responses. This shows respect for your clients’ time while gathering the insights needed to make every minute of the consultation count.
Your client’s decision to choose your firm deserves more than a standard welcome email. Create an onboarding experience that sets the tone for your entire relationship.
For individual clients: Deliver a personalized digital portal that includes:
• Interactive timelines of their legal journey
• Educational resources tailored to their specific case
• Secure document sharing and e-signature capabilities
• Direct scheduling access to their legal team
For corporate clients: Launch a comprehensive onboarding program featuring:
• Executive briefing documents outlining strategic approaches to their legal challenges
• Custom compliance dashboards integrating with their existing risk management systems
• Dedicated client success team introductions and communication protocols
• Training sessions for their in-house legal team on your collaborative tools
• Quarterly strategy alignment sessions
Pro Tip: Create onboarding workflows that adapt to client sophistication levels. Use AI-driven systems to customize the depth and complexity of materials based on client engagement patterns.
Regular updates shouldn’t feel like routine maintenance. Transform your client communications into strategic touchpoints that demonstrate your ongoing commitment to their success:
For individual clients: Implement milestone-based check-ins that combine case updates with proactive legal wellness reviews. For instance, after completing a real estate transaction, schedule quarterly reviews to discuss property tax planning, assessment challenges, or development opportunities.
For corporate clients: Establish a comprehensive client success program:
• Monthly strategy sessions that align legal initiatives with business objectives
• Quarterly business reviews featuring trend analysis and proactive risk management
• Custom regulatory monitoring dashboards
• Early warning systems for emerging legal challenges in their sector
• Access to exclusive thought leadership events and peer networking opportunities
Pro Tip: Leverage data analytics to predict client needs and proactively address concerns before they arise. Use interaction patterns and industry trends to customize the frequency and depth of your communications.
The conclusion of a matter isn’t the end of your relationship— it’s an opportunity to transform a satisfied client into a strategic partner and advocate:
For individual clients: Create personalized case completion packages that include:
• Handwritten notes highlighting collaborative victories
• Preventive legal care checklists tailored to their future needs
• Exclusive access to client appreciation events
• Referral program benefits that acknowledge their trust in your firm
For corporate clients: Develop strategic partnership programs featuring:
• Executive summaries of achieved outcomes and strategic implications
• Custom ROI analysis of legal initiatives
• Invitation to join your client advisory board
• Co-creation opportunities for thought leadership content
• Priority access to new service offerings and legal tech innovations
• Structured feedback programs that influence your service development
• And don’t underestimate the power of a handwritten note here too Pro Tip: Use client success stories strategically. Work with your advocates to create case studies that resonate with their peer group, positioning both your firm and your client as industry innovators.
In a saturated and highly-competitive legal market, personalization isn’t just a differentiator—it’s a strategic imperative. By crafting tailored experiences at every stage of the client journey, you’re not just building a practice; you’re creating an ecosystem of loyal clients who view your firm as an indispensable strategic partner.
Remember: Every client touchpoint is an opportunity to demonstrate that you’re not just another law firm—you’re their trusted advisor, uniquely positioned to advance their interests and committed to their success.
Ready to transform your client experience? Start by mapping your current client journey and identifying opportunities for strategic personalization. Your future client relationships (and your firm’s market position) will reflect the investment. n
As the Chief Marketing and Business Development Officer at Legal Internet Solutions Inc., Robyn Addis leads the strategic direction and execution of marketing communications, events, and business development efforts for their agency and outsourced legal marketing services clients. Learn more at www.legalisi.com.
California leads the way with new AI laws promoting transparency, privacy and ethical practices across various industries.
January 1, 2025, marked the start of a series of significant AI laws going into effect in California. California’s 18 new AI laws represent a significant step toward regulating this space, establishing requirements regarding deepfake technology, AI transparency, data privacy and use of AI in the health care arena. These laws reinforce the state’s desire to be a pioneer in this space.
This article provides a detailed look at the enacted legislation, addresses compliance timelines and serves as a guide for businesses as they navigate compliance with California’s evolving AI landscape.
California’s new laws seek to keep AI in check across a wide range of industries, including social media, entertainment, health care, elections and more. Of the 38 AI bills that were sent to the California Governor Gavin Newsom, 18 were signed into law. In this article, we highlight both broad and industry-specific laws that may impact businesses, such as mandates for AI transparency, consumer data protections, safeguards against misuse of AI in media and health care, and the establishment of mechanisms to address emerging concerns such as neural data privacy and deceptive content in elections. These laws, including amendments to the California Consumer Privacy Act (CCPA) and specific requirements for AI training data, generative AI (gen AI) disclosures and content labeling, impose new compliance obligations that span a range of sectors, demanding significant operational and technological adjustments.
Generally, enforcement from state agencies will come in the form of informal inquiries and formal enforcement actions seeking injunctive relief, fines and, in some cases, criminal penalties. While some laws permit a private right
by Pillsbury Winthrop Shaw Pittman, LLP
of action, most of the laws focus on state oversight to keep AI transparent and protect the public from misuse. Of the 18 laws signed into law, SB 926, AB 1836, AB 2655 and AB 2839 include a private right of action, whereas the remaining laws are either silent on this issue or explicitly prohibit it.
In this update, we break down California’s latest AI laws with accessible summary charts covering each law’s code, key details, effective dates, and must-know deadlines along with actionable steps to help with your compliance program. We also spotlight notable bills that Gov. Newsom vetoed.
There are two critical general AI laws that were enacted in this session: AB 2885 and AB 2013. AB2885 establishes a standard definition of AI, while AB 2013 requires documentation regarding data used by developers to train the gen AI system or service. According to AB 2885, “Artificial intelligence” is defined as an “engineered or machine-based system that varies in its level of autonomy and that can, for explicit or implicit objectives, infer from the input it receives how to generate outputs that can influence physical or virtual environments.” AB 2013 imposes a host of new compliance obligations on developers, as it requires developers to post a high-level summary of the datasets used to train the generative AI system or service on their website.
Eight new laws fall into this category. They encompass laws intended to protect performers’ rights, prohibit nonconsensual deepfake pornography, and extend the laws addressing child sexual abuse materials to AI-generated materials and the use of deceptive AI-generated content in the political context.
AB 1831, effective January 1, 2025, expands the scope of existing child pornography laws to include content that
is digitally altered or generated by AI systems. This law overlaps with SB 926.
SB 926, effective January 1, 2025, criminalizes the creation and distribution of non-consensual deep fake pornography in California. It specifically prohibits distributing realistic deep fake intimate images without consent if the distributor knew or should have known it would cause serious emotional distress. It applies to individuals and businesses in California involved in distributing such images, except those under 18. Victims have a private right of action, allowing them to sue for damages if their images are shared without consent. Enforced by the California Attorney General, violations range from civil penalties, fines or criminal charges, depending on the offense’s severity.
SB 981, effective January 1, 2025, requires social media platforms in California to establish reporting tools for users to report cases of sexually explicit digital identity theft. It defines “sexually explicit digital identity theft” as unauthorized, digitally altered images or videos of a person that depict intimate acts or body parts in a way that appears authentic. Platforms must temporarily hide reported content from public view, confirm receipt of the report within 48 hours and provide a status update within seven days. Platforms must complete their assessment within 30 days, extendable to 60 days in certain cases. While the law does not specify penalties or civil liability for noncompliance, failure to meet its requirements could result in legal challenges.
AB 2602, effective January 1, 2025, protects individuals from unauthorized use of their digital replicas in personal or professional service contracts. The law applies to new performances, fixed on or after January 1, 2025, allowing digital replicas of a person’s voice or likeness, making such provisions unenforceable if they replace live performances, lack specific usage descriptions, and if the individual was not represented by legal counsel or a union. The enforcement will be by the Division of Labor Standards Enforcement within the Department of Industrial Relations under the direction of the Labor Commissioner.
AB 1836, effective January 1, 2025, restricts the use of digital replicas of deceased personalities for commercial purposes without prior consent from their estate, with protections applying retroactively. Violators may be liable for $10,000 or the actual damages suffered, and enforcement is handled through civil litigation. Exceptions to the consent requirement include uses for news, satire, scholarship, documentaries, fleeting appearances or in specific advertisements. The law provides a private right of action, allowing estates to protect a deceased individual’s likeness for up to 70 years after their death.
AB 2655, effective January 1, 2025, mandates that large online platforms block or label “materially deceptive” election-related content, particularly deep fakes that could harm a candidate’s reputation or election chances. The law applies to platforms with over one million California users and requires rapid removal of flagged deceptive content within 72 hours, along with labeling tools for identifying false or inauthentic content leading up to elections. Exemptions apply to satire, parody and certain media publications. Candidates, officials and California’s Attorney General may seek injunctive relief, and candidates depicted in deceptive content can file lawsuits for damages. This law, like AB 2839, has been challenged in court, and is currently subject to a stipulated stay of enforcement.
AB 2839, effective September 17, 2024, regulates deceptive AI-generated content in election advertisements in California. It prohibits distributing “materially deceptive” content likely to harm a candidate’s reputation or electoral chances, with exceptions for satire, parody and candidates portraying themselves if properly disclosed. The law applies this prohibition within 120 days of an election in California and, in specified cases, 60 days after an election. Candidates and election officials can file for injunctions and seek equitable relief against those distributing misleading content, though the law does not provide for damages. Following a legal challenge, a federal judge substantially limited the law’s scope, allowing only the audio message disclosure requirement to stand, while blocking other provisions due to First Amendment concerns.
AB 2355, effective January 1, 2025, mandates clear disclosures on political ads generated or significantly altered by AI, aiming to prevent undisclosed AI use that could mislead voters. This law applies to a specific subset of political ads involving AI-generated or modified images, audio or video, covering ads related to federal, state, or local candidates and ballot measures. Disclosures must state, “Ad generated or substantially altered using artificial intelligence” in a clear format appropriate to the ad’s medium. The law is enforced by the Fair Political Practices Commission, which can impose fines up to $5,000 per violation, though it doesn’t grant a private right of action. Exemptions are provided for genuine news organizations, satire, parody and live news coverage with proper disclosure.
Three new laws regulate the use of AI in connection with health care services, communicating with patients, making medical decisions, and protecting neural and biological data privacy.
AB 3030, effective January 1, 2025, requires health care providers using gen AI for patient communications to include a disclaimer indicating AI involvement and instructions for contacting a human health care provider. This law applies to hospitals, clinics and physician offices that use AI to communicate clinical information. Exemptions apply to communications reviewed by a licensed human health care provider. Enforcement falls under the Medical Board of California and the Osteopathic Medical Board, with no private right of action specified.
SB 1120, effective January 1, 2025, mandates that only physicians, not AI systems, can make final decisions regarding medical necessity in health insurance utilization reviews. While AI can support administrative tasks, it cannot independently determine medical necessity. Health insurers and health care plans must also disclose when AI is involved in these processes. The California Department of Managed Health Care enforces the law, with penalties for noncompliance, but there is no private right of action.
Three other laws address the intersection of AI and data privacy, clarifying that AI-generated data is treated as personal information, requiring disclosures about AIgenerated content, and regulating calls involving AI.
SB 1223. As neurotechnology advances, Colorado and California have introduced laws to protect neural and biological data privacy. Colorado’s law, effective August 2024, adds protections for “biological” and “neural data” under the Colorado Privacy Act, applying to businesses with largescale data processing in the state. Similarly, California’s law, effective January 1, 2025, amends the CCPA to categorize neural data as sensitive personal information, with new limits on its use. Both laws require businesses to obtain consent before processing neural data and provide opt-out options for consumers, especially for advertising or profiling purposes. Enforcement will be handled by each state’s attorney general, with penalties for noncompliance, though neither law provides a private right of action for individuals.
AB 1008, effective January 1, 2025, updates the CCPA to clarify that AI-generated data is treated as personal information. This law applies to businesses using AI systems capable of generating or processing personal data, requiring them to give consumers the same rights for AI data as for other personal information. California’s AB 1008 acknowledges that AI can create personal data by learning from existing information, mentioning real people in its responses, or guessing details about them. The law ensures that any personal data AI generates is protected just like regular personal information. The California Attorney General and California Privacy Protection Agency will enforce the law, with penalties including civil fines based
on violation severity. Although AB 1008 does not grant a separate private right of action, consumers can still sue for data breaches under CCPA protections.
SB 942, effective on January 1, 2026, requires “covered providers,” as defined, to provide users with tools to identify AI-generated content that is clear and conspicuous. To comply, these covered providers must offer a free AI detection tool that allows users to assess whether an image, video, audio or a mix of these was made or changed by the provider’s AI system. The law also requires companies to give users the option to add a clear and noticeable label to the images, videos, audio or any mix of these if they were created or altered by the company’s AI. This label must be easy to understand and suited to the type of content. Violations can incur civil penalties of $5,000 per violation, enforceable by the Attorney General or local authorities, although there is no private right of action included.
AB 2905, effective January 1, 2025, regulates the use of automatic dialing-announcing devices with artificial voices in California. It applies to telecommunications companies and any entity using prerecorded messages generated or altered by AI for phone calls. To comply, businesses must first notify the recipient with a natural voice that an artificial voice will follow, along with details on the call’s nature, and provide contact information. Consent is required before playing the message. The California Public Utilities Commission enforces the law, with criminal penalties for violations, though there is no private right of action.
Three laws address the use of AI by government and in schools.
SB 896, also known as the “Generative Artificial Intelligence Accountability Act,” regulates California state agencies’ use of gen AI. It requires the Office of Emergency Services to assess gen AI’s risks to critical infrastructure, including potential mass casualty events, with annual reports to the Legislature. Agencies must disclose AI-generated communications and provide human contact options. The Department of Technology must annually update the governor on gen AI developments to ensure transparency, accountability and public safety.
AB 2876. The Instructional Quality Commission is tasked to incorporate Model Library Standards, which include media literacy and AI literacy into California’s K-12 curriculum during its next revision after January 1, 2024. They must also consider including media literacy content in the mathematics, science and history-social-science instructional materials when they are adopted January 1, 2025.
SB 1288 requires the Superintendent of Public Instruction to establish a working group focused on the safe and effective use of AI in public schools. The group must develop guidance by January 1, 2026, and model policies
by July 1, 2026, addressing academic integrity, data privacy and equity. They are also tasked with evaluating current and future AI developments in education. A final report with findings and recommendations is to be submitted to the Legislature by January 1, 2027.
AB 1949, which was vetoed on November 28, 2024, aimed to restrict the use of minors’ data by requiring parental or self-consent for data processing and would have empowered the California Privacy Protection Agency (CPPA) to regulate such data use. The bill would have strengthened privacy protections for anyone under 18 by stopping businesses from collecting, using, sharing or selling their personal data without permission. Teens aged 13 to 17 would have been required to give their own consent, while kids under 13 would have required a parent or guardian to give consent.
Another bill, SB 1047, known as the Safe and Secure Innovation for Frontier Artificial Intelligence Models Act, also faced veto. If enacted, SB 1047 would have held tech companies legally responsible for harms caused by AI models. It would have also required them to implement a “kill switch” to disable AI systems if they were misused or
became uncontrollable. Both bills were designed to enhance protections in emerging technology fields, particularly around data privacy and the safe use of AI.
California’s new AI laws set regulations for artificial intelligence use in various industries, potentially setting a precedent for other states. These enacted laws aim to protect consumers and strengthen data privacy measures. They further emphasize California’s commitment to safeguarding consumer interests. As compliance obligations commenced in January 2025, companies operating in California must act quickly to ensure that appropriate compliance controls are implemented. Companies should also anticipate that this is only the beginning, and that subsequent legislative sessions, both within and outside California, will likely spawn even more AI legislation. n
By Pillsbury
Arora, Andrew Caplan, Erin Choo, Mia Rendar, Leighton Watson, Anne M. Voigts, Shani Rivaux, Johnna Purcell, and Dayo Feyisayo Ajanaku. Learn more at www.pillsburylaw.com.
Thought leadership is a better tool for positioning yourself in the eyes of your target audiences than your online bio or your LinkedIn profile and posts.
If you’re not regularly producing thought leadership content, you’re missing out on chance after chance to position yourself in real time in the minds of your target audiences the way you want them to see you.
No offense, but there’s a good chance that neither your online law firm bio nor your LinkedIn profile is up to date and providing your target audiences with the most up-to-date indications of the kind of work you’re doing.
That’s where thought leadership comes in.
Each piece of thought leadership you produce provides an opportunity for you to remind your current, past, and prospective clients and referral sources about the kind of work you do. This allows you to position yourself to be the one they call when they (or one of their clients) has an issue regarding the area of law that you practice or the industry that you serve— both of which you would’ve been addressing in your thought leadership by virtue of the topics you would’ve been discussing.
In other words, thought leadership provides real-time positioning.
It allows your target audiences to get a feel for the kind of work you’re doing right now and how you can help them with the legal or business issues they’re facing right now.
Thought Leadership Positions You Regarding the Areas of Law You Practice
If you regularly publish thought leadership about the types of legal work you do—insider trading investigations, compensation packages for executives, tax ramifications of mergers and acquisitions, estate planning issues for high-net worth entrepreneurs, etc.—you’re positioning yourself as an attorney who practices those areas of law.
Simultaneously, you’re also positioning yourself as an attorney your clients and referral sources should turn to when they or someone they know has an issue regarding those areas of law.
by Wayne Pollock
Thought Leadership Positions You Regarding the Industries You Serve
As is the case when you’re talking about particular legal issues within the areas of law you practice, when you talk about industry-specific topics, you’re positioning yourself as a go-to attorney regarding legal and business issues that arise within that industry.
If you’re regularly discussing executive compensation packages at technology companies in your thought leadership, you’ll be seen as an authority on that subject.
If you’re regularly discussing private equity deals in the healthcare industry in your thought leadership, you’ll be seen as an authority on that subject.
If you’re regularly discussing real estate issues for companies in the retail industry, you’ll be seen as an authority on that subject.
Thought Leadership Positions You as a Problem Solver Regarding Your Clients’ Problems
When your thought leadership covers best practices for handling a certain legal or business problem, or it compares and contrasts alternate ways of handling a legal or business problem, it’s communicating to clients and referral sources that you’re an attorney who can solve those problems for clients.
They won’t just see you as an attorney who’s generally knowledgeable about the area of law you practice or the industry you serve. They’ll see you as an attorney knowledgeable about how to solve the very problems they’re facing.
Thought Leadership Positions You Regarding Your Views of the World That Sync With Your Clients’ Views
Thought leadership communicates to clients and referral sources that you have views of the world that are consistent with theirs.
For example, if you help clients with their regulatory issues and you often opine in your thought leadership about how governments tend to over-regulate industries, which stifles innovation and is bad for the economy, you’re signaling to past, current, and prospective clients and referral sources
that you share their view of the world because, obviously, the corporations that are regulated would prefer that they’re not regulated as heavily as they are.
Same thing goes if you are a white-collar criminal defense attorney. If you often opine in your thought leadership about how prosecutors tend to overreach with their criminal charges, or they tend to throw evidence at the wall hoping that it sticks, you’re going to resonate with past, current, and prospective clients and referral sources who feel the same way.
Obviously, clients want to hire attorneys who see the world the same way they do. Your thought leadership can position you as an attorney who does.
If you want to be seen as a straight-down-the-middle, all-business attorney, you can convey that through your thought leadership.
If you want to be seen as a laid-back attorney, you can convey that through your thought leadership.
If you have lots of hobbies and interests outside the law, you can drop hints about them in your thought leadership over time and make it clear you enjoy those hobbies and have those interests.
The tone and style you use in your thought leadership, and the way you weave in your personal interests or hobbies—or you don’t—communicates to clients and referral sources about who you are as a person.
For many clients and referral sources, when two attorneys they’re contemplating sending work to have similar qualifications, credentials, and results, the attorney whom the client or referral source likes most is likely to get the business.
Over time, your thought leadership can make the kinds of favorable impressions on your clients and referral sources that help you win those tie-breakers and solidify you as their go-to attorney for the areas of law you practice and the industries you serve.
Thought leadership isn’t just a generic marketing and business development strategy. It’s a Swiss Army Knife.
It’s a marketing and business development tool. It’s a recruiting tool.
It’s a culture-building tool. It’s an advocacy tool.
It’s also a real-time positioning tool that reinforces in the eyes of your target audiences how you want them to perceive you regarding the work you do and how you could help them solve their legal and business problems. n
Wayne Pollock is the founder of the Law Firm Editorial Service. The Law Firm Editorial Service sets free the knowledge and wisdom trapped inside Big Law and boutique law firm partners by collaborating with them to strategize and ethically ghostwrite book-of-business-building marketing and business development content. Learn more at: www. lawfirmeditorialservice.com.
by Dan Baldwin
ATTORNEY OF THE MONTH 2025
Regardless of the sometimes-dramatic changes in the law, technology and even personnel within our own organization, we remain one hundred percent committed to our mission, which is to provide the strongest criminal defense at a price that is fair for everyone involved,” says Oscar B. Valencia, Founder of Elite Criminal Defense, APC.
Valencia has more than 20 years of legal experience. Today his practice focuses primarily on criminal defense in both state and federal courts. He is admitted to practice in all State of California Courts, and in the following federal courts: Southern District of California, Eastern District of California, Central District of California, Northern District of California, Colorado District Courts, Federal 9th Circuit Court of Appeals, and US Supreme Court.
A key factor in the growth of Elite Criminal Defense is Valencia’s drive to find and hire the best talent to enhance the firm’s commitment to its mission. “We hire based on hard work and dedication. We do not give special treatment to anyone and expect every team member to do their best. Our team, including leadership, comes
from diverse backgrounds, and what matters most is their commitment to our clients and the firm,” Valencia says.
For example, a recent addition, Michelle CameronHunsaker, began her legal career as a runner and receptionist and worked her way through all aspects of the legal field. In 2012, she established her firm Hunsaker Law dedicating her practice to advocating for clients and now brings that experience and expertise to Elite Criminal Defense. “She is deeply dedicated to achieving the best possible results for our clients. She is known for her caring nature by clients and staff. Her commitment to the law, her team, and the people she represents has already made a meaningful impact at our team. I don’t think I’ve met another attorney who fights more for her clients. She goes out of her way and leaps and bounds. I mean, she really is absolutely fantastic,” Valencia says.
He praises the other attorneys and the staff with equal enthusiasm. “They all have experience. I don’t think that anyone on our staff has less than 20 years of experience. Experience matters. If I had a son and he got in trouble with the law, I wouldn’t hesitate to have any of the lawyers that work with us represent him in court, he says.
Valencia has worked hard through the years to maintain a culture of dedication, teamwork, and
professionalism, believing that a strong team is the foundation of a successful law firm. Although the firm has grown considerably, their commitment to core values—the mission—remains the same.
Valencia has seen to it that his attorneys and staff are backed by state-of-the-art technology and the latest in office management techniques. In addition to expanding the team with new attorneys and support staff, he has reorganized the firm to enhance efficiency. He has switched to a process using a master calendar so everyone has the ability to know where every attorney who works for us is that morning—the courthouse, with a client, in a meeting and so on. Efforts, from the mundane to the critical, can be streamlined, enhanced and made more
responsive to client needs. For example, a check at the calendar can reveal opportunities for one attorney to handle two situations due to proximity to the court, the office or some other specific location.
They now have a single location for all discovery materials, which makes everything more accessible and readily available whenever needed. New client management software improves communication to ensure that clients are informed, up-to-date, and continually involved in the movement of their cases. If an attorney needs to send a client a document to sign or to review, it’s done quickly and efficiently. Conversely, if a client wants to send a document or some item, they think helpful to their case, they can send them directly through
Michelle J. Cameron-Hunsaker, Attorney
that program. “One of the biggest problems universally cited by clients of attorneys and law firms is the lack of communication. We do not, nor will we ever put that burden on our clients. We’re there for them all the time—period,” Valencia says.
Valencia has also opened a new office in Chula Vista. “Building a larger, more powerful organization is important, but growing a firm is not just about expansion. It’s about being there for the people who need us,” he says.
The use of Artificial Intelligence is a growing part of the business community, including the law. Elite Criminal Defense is in the forefront of experimenting with how AI can better serve the firm and their clients. “We’re using AI and still testing it out and using it to help keep our clients
informed. Provided you go back to fact check and handle any necessary clean up, it’s even useful as a tool to write certain types of letters. It’s still new for everybody, but it does seem to have a future, especially in our profession.”
“When I needed help, you were there for me. We all make mistakes, unfortunately mine almost cost me everything. I was already mentally prepared to do some serious prison time. I heard about you through an inmate you were representing. I can’t thank you enough for what you did for me. You saved me. Thank you!!!” – Omar,
Poway
Valencia says, “I will always conduct myself in an honorable manner. The law is the law and I follow the law. It’s not too much to expect the police to follow it, too. When they don’t, that’s when we step in.” He cites a case to make the point.
A recent client, a 19-year-old boy was standing on the street outside a car listening to music with three of his friends. The soon-to-be client had no criminal record. He wasn’t a gang-banger nor did he look or dress like one. He had never even gotten a traffic ticket. Valencia says, “He was just a kid who never got in trouble with the law. He’s one of these kids who literally sits down to read a book and he’ll read Moby Dick and he won’t put it down until he finishes. He was that kind of a kid.”
A group of police offers approached them and said they were going to search them. When they searched them, they found no drugs, no indication of gang affiliation—nothing. Unfortunately, the client had purchased and was carrying a gun. When he stated his rights and resisted being searched one of the policemen grabbed him. A struggle ensued and a gun fell out of the young man’s pants. The officers immediately tackled the young man and arrested him on the spot.
The search was a blatant violation of the young men’s fourth amendment rights—a completely illegal search and seizure. There was no probable cause; the young men were doing nothing more aggressive than talking to each other. Admittedly, the gun was an issue, and the young man had made a dumb mistake, but, as Valencia says, it seems the police had already made up
their minds that the four kids were criminals. In reality, they were just a group of guys about to go to a Walmart.
Had the attorneys gone the plea route, the best they could have gotten would have been assault on a police officer with a weapon—a ten-to-20-year sentence and a ruined life. Their client never went to trial because the Elite Criminal Defense team got the case dismissed because the evidence was illegally obtained. “We really do fight, fight hard for our clients and we try our best, and at the end of the day that’s all you can really ask for. That’s one thing that hasn’t changed between thenand-now and it never will,” Valencia says.
Valencia likes police officers and maintains good relations with all members of law enforcement, saying he is definitely not anti-cop, but as they expect citizens to follow the law, he expects them to follow them as well.
He says there are times when a client admits to the charge or charges and is still in need of legal protection from an attorney or a law firm. At a moment like that the firm is in the position of damage control in which the goal becomes negotiating a reasonable outcome and to prohibit a sentence far harsher than the accused deserves. He cites a case in which the police arrested a man in a hotel who found himself handcuffed and surrounded by ten federal agents. They questioned the man without reading him his Miranda rights. Later on, they claimed that he wasn’t under arrest at the time and therefore Miranda did not apply.
He gave a full confession and even confessed to other acts beyond the reason for the arrest. “Had they followed the law and properly Mirandized my client the case would have been solid, but the law is the law, and we were able to get the entire confession thrown out.
It is somewhat ironic to consider that at one time the driving force in Valencia’s life was to become a police officer. One Christmas early in his life his parents gave him a police officer’s “kit” complete with a hat, belt, toy gun and a little badge. After he ended his service with the Marine Corps, he immediately took the exam to become a sheriff in LA County. He earned a perfect score, but was falsely accused of cheating. He even passed a polygraph test to prove the point—to no good.
“I was devastated, but the experience was a transformational moment. I realized the best way to serve the law and the community was to become an attorney.” He earned his B.A. from the University of La Verne and his J.D. from the Pepperdine University School of Law and began a 20-year career of legal service.
“I can’t thank you enough for taking my son’s case. I felt hopeless, and as a mother I blamed myself for everything that was happening. I still get tears in my eyes when I think of everything you did for us. Thank you. You’re amazing.” – Samantha, Pacific Beach
Elite Criminal Defense continues building strong ties to the people in the communities they serve, such as Mateo 1814, a nonprofit organization dedicated to preventing malnutrition, juvenile delinquency, and illiteracy among children and adolescents.
Oscar Valencia, Founder
Valencia is also involved in charity work with the orphanage Aldea Infantil SOS in Tijuana Mexico, Panama City Panama and Medellin Colombia and in communities throughout the world. For example, the director mentioned that some of the homes needed washers and dryers. The firm provided a washer and dryer for each orphanage in the Baja area. Sometimes the list is for small items, such as shoes or clothing, and sometimes delivery requires borrowing trucks and trailers.
Valencia says, “I do that once a year, I go out and see the director and he tells me what he needs. And then I figure out how I’m going to get it all done. And then I, we, do it.”
One thing that has not changed between the then-andnow years is Valencia and his team’s total commitment to fighting for their clients. He says the firm has grown over the years due to the individual and team efforts to stay true to the firm’s mission. Their personal ties with each client mean they know intimately the personal and financial stakes at hand, a responsibility they take
seriously. Making a real difference is a driving force behind their track record of successfully representing such a diverse clientele.
Valencia says the work continually reinforces his belief that our legal system, while not perfect, is still the best when it comes to the rights of the individual person, especially the individual person accused of a criminal act. “We’re not always at our best and we’re all human beings and we all make mistakes. And sometimes, whether it’s alcohol related or we’re just having a day, or we handle the situation the wrong way, at the end of the day, we’re all human beings and people are not throwaways.” n
Contact
Elite Criminal Defense, APC 8880 Rio San Diego Suite 800
San Diego, CA 92108 (619) 603-8169
www.EliteCriminalDefense.com
When I speak with law firms, two topics come up over and over again—the practical implementation of AI in the practice of law and the challenge of attracting and retaining talent.
Law firms, like all businesses, are in a constant battle for top talent. But when people join a firm—whether as young and enthusiastic lawyers or seasoned practitioners—what is it that truly keeps them there?
Yes, they’ll consider compensation, benefits, remote work flexibility, and other perks. But more than anything, they’re looking for that elusive “good fit.”
And what does “fit” really mean?
It’s not about whether they mirror existing personalities or follow firm traditions. Instead, it’s about belonging—a workplace where they feel valued, can show up as their authentic selves, and see their contributions recognized and celebrated.
Many firms focus on those external incentives—the pay, perks, and policies—but the internal culture and community are what truly set firms apart.
So, here’s the real question: Do you know if your firm offers a strong internal community?
• Do your employees feel connected and engaged, even in hybrid or remote settings?
• Do they see a clear growth path and feel like their voices matter?
• Have you intentionally built a culture of mentorship and collaboration?
Because at the end of the day, firms that invest in culture as much as they do in compensation are the ones that win the war for talent.
So how can firms move beyond assuming they have a strong internal culture and actually measure and improve it?
The first step is understanding who you are as a firm— not just in terms of your leadership, but across every level of your organization. Do you truly know what your lawyers
by Lindsay Griffiths
and professionals value and what keeps them engaged?
Many firms never actually ask.
The best firms take the time to measure and assess their internal culture, whether through surveys, focus groups, or structured conversations that provide real insights into what’s working—and what’s not.
But the most successful firms?
They empower their folks to help shape what comes next.
Rather than rolling out top-down initiatives, firms that engage their lawyers and professionals in defining their own focus areas are far more likely to see meaningful progress. Because a one-size-fits-all approach doesn’t work—what resonates in one country or practice group might not be relevant elsewhere.
Firms that commit to gathering data, defining priorities, and fostering ongoing dialogue create cultures that people want to stay in and contribute to.
Okay, so here’s your challenge:
• When was the last time your firm asked its lawyers and professionals what makes them feel engaged?
• Are you relying on assumptions, or do you have real insights into what your people need? (Truly ask yourself this question—it’s much easier to tell yourself that you already know what people want than to ask them, but you MUST ask them)
• How are you empowering them to shape their workplace, rather than just expecting them to adapt to it?
Because the firms that get this right won’t just attract talent—they’ll keep it. n
Lindsay Griffiths is the International Lawyers Network’s Executive Director. She is a dynamic, influential international executive and marketing thought leader with a passion for relationship development and authoring impactful content. Learn more at www.iln.com.
Former Prosecutor, National TV Legal Analyst and Award-Winning Trial Attorney
DUI
Domestic Violence
Assault and Battery
Sexual Harassment - Plaintiff
Sexual Assault - Plaintiff
Murder AWARDS
• Super Lawyers – 2025
• U.S. News & World Report – Best Lawyers
• Martindale Hubbell AV Preeminent Rated Lawyer
• The Nation’s Top 1% – National Association of Distinguished Counsel
• The National Trial Lawyers: Top 100 Trial Lawyers
• Avvo.com Client’s Choice Award
• Avvo.com rating of 10 out of 10 as a top attorney practicing criminal defense based upon client reviews and peer endorsements
Key issues raised in current debates about the ROI of AI, including initial setup costs, quality control, and how to assess its true value
As AI-powered tools continue to enter legal services and corporate compliance, a recurring question is, “Is AI worth it?” The initial expenses associated with AI adoption—including onboarding and integration—can seem daunting. However, with a strategic approach, AI can achieve significant returns on ROI and streamline document review processes.
We’ll explore some of the concerns raised in online discussion, including:
• Doubts about AI’s value due to set up, training, and sampling costs.
• Additional QC requirements when using AI.
• The preference for paying human reviewers over AI tools.
A frequent concern is the upfront cost of implementing AI: the price of setting up the tool, training algorithms, fine-tuning workflows, and ensuring consistent quality control.
It’s worth considering whether these “hidden costs” of AI are any different from the learning curve and investment needed when onboarding and deploying large teams of human reviewers.
Are we unfairly holding AI to a higher standard of efficiency and reliability than we do manual processes? While AI requires oversight, it also accelerates insights such as potential classification or review priority, allowing teams to focus their energy on strategy rather than review.
Critics argue that AI adds complexity to the document review process by adding workflows for each classification instead of relying on a team of people to decipher multiple classifications while looking at a single document.
This is a question of which is more efficient: 1. one workflow that assigns multiple designations about a document (human review), or 2. multiple specialized workflows that each make one determination? Perhaps this question of whether AI is worth the effort is not a one-sizefits-all question and rather is best answered on a matter-by-matter basis.
A recurring critique is the preference to pay for first-level reviewers instead of AI solutions. This raises a critical question: Why do organizations hesitate to invest in scalable technology while continuing to rely heavily on human resources? Is it a matter of trust? Many leaders
by Fernando A. Delgado, PhD
are comfortable with traditional workflows, valuing the perceived reliability of human review. However, this approach doesn’t account for the increasing scale of modern data challenges, where AI excels by processing terabytes of information in hours that would be drudgery and exceedingly difficult for humans to accomplish.
Is this default for using people for all tasks (instead of using people where they excel) over AI holding us back from greater efficiency and cost savings?
When we say AI is expensive, what do we mean? Is it the dollar amount attached to licensing a tool, or is it the perceived risk of stepping outside traditional methods? And how do we measure “expensive” against the cost of human error, inadvertent production of protected information, or missed deadlines?
Perhaps the question isn’t whether AI is too expensive—but rather have we defined its value correctly in the first place.
Consider the following stories of clients who used AI to cut document review costs in large, complex matters.
• A global pharmaceutical company used Lighthouse AI on a group of related matters. This enabled the company to reuse a total of 26K previous privilege coding decisions, avoiding inadvertent disclosures and heading off potential challenges from opposing counsel.
• An Am Law 200 law firm used Lighthouse AI to meet their strict production deadline and deliver results and value to their client.
Using AI-enabled workflows, outside counsel saved 400+ hours of attorney privilege review time and $25K in contract review attorney costs.
As debates around AI in document review evolve, the conversation is far from over. Rather than providing a definitive answer, we encourage you to reflect: What does “expensive” mean for your organization? Is it the upfront investment—or the opportunity cost of staying the same?
The decision to adopt AI isn’t just about numbers. It’s about rethinking how we measure value in a world where the scale and complexity of data are constantly growing. n
Fernando A. Delgado, PhD, is the Senior Director of Lighthouse’s AI & Analytics group. In this role, Fernando is responsible for the design and implementation of Lighthouse proprietary solutions across the areas of structured analytics, predictive AI, and generative AI. Learn more at www.lighthouseglobal.com.
PROVEN
Consistent
JJD-HOV Elk Grove, LLC v. Jo-Ann Stores, LLC (2024) _Cal. 5th_, 2024 WL 5164746: The California Supreme Court affirmed the Court of Appeal decision that upheld a cotenancy provision in a commercial lease as reflecting the parties’ agreement regarding acceptable alternative performance of agreed upon contract obligations. The California Supreme Court declined to follow the analysis of the Fifth Appellate District Court of Appeal in Grand Prospect Partners, L.P. v. Ross Dress For Less, Inc. (2015) 232 Cal.App.4th 1332, 1336 that had concluded that a cotenancy provision operated as an unenforceable penalty under California Civil Code section 1671. The trial court and Court of Appeal in this case properly analyzed the cotenancy provision as a form of alternative performance because the provision allocated risks and benefits between the two parties and provided plaintiff a realistic choice between accepting lower rent or taking additional efforts to increase occupancy rates or secure replacement anchor tenants. The lease and cotenancy provision were enforceable because they simply created a rent scheme in which there were two applicable rents. (December 19, 2024.)
by Monty A. McIntyre, Esq.
These recent cases summarized by Monty A. McIntyre are from his publication California Case Summaries™. Monty prepares short summaries (one paragraph), organized by legal topic, of every new published California civil and family law case that California lawyers can subscribe to on either a monthly, quarterly or annual basis. Monty also offers specialized practice area annual summaries in the areas of Employment, Family Law, Real Property and Torts. For more information go to https://cacasesummaries.com. A California civil trial lawyer since 1980, a member of ABOTA since 1995, a past president of the SDCBA and San Diego ABOTA, and also an expert Zoom user, Monty serves as a mediator, arbitrator and referee with ADR Services, Inc. handling cases throughout California in the areas of business, elder abuse, employment/wage & hour, insurance bad faith, legal malpractice, medical malpractice, personal injury, real property and wrongful death. Web: https:// www.adrservices.com/neutrals/mcintyre-monty/. To schedule a matter, contact Monty’s case manager Haward Cho, (619) 233-1323 or haward@adrservices.com.
Leeper v. Shipt, Inc., et al. (2024) _ Cal.App.5th _, 2024 WL 5251619: The Court of Appeal reversed the trial court’s order denying defendants’ motion to compel arbitration of plaintiff’s action under the Private Attorneys General Act of 2004 (PAGA; Lab. Code, § 2698 et seq.). The trial court denied the motion based upon its conclusion that plaintiff’s PAGA action did not allege any individual claims subject to arbitration under the parties’ arbitration agreement. The Court of Appeal disagreed and reversed. Based on the unambiguous, ordinary meaning of the relevant statutory language and the legislative history of that language, the Court of Appeal concluded that every PAGA action necessarily includes an individual PAGA claim. The Court of Appeal reversed the trial court and directed the trial court to enter a new order (1) compelling the parties to arbitrate plaintiff’s individual PAGA claim and (2) staying the representative PAGA claim portion of the lawsuit. (C.A. 2nd, December 30, 2024.)
Chavez v. Cal. Collision (2024) _ Cal.App.5th _, 2024 WL 5064368: The Court of Appeal reversed the trial court’s order awarding defendants’ costs against plaintiff Samuel Zarate because he had rejected defendants section 998 offer and recovered a smaller amount at trial, it affirmed the trial court’s award of attorney fees
to plaintiffs Jorge Chavez and Aldo Isas (for work performed before they accepted 998 offers), and attorney fees for Zarate (for work performed before he was served a 998 offer that he ignored), and it concluded it had no jurisdiction to hear plaintiff Zarate’s challenges to two interlocutory orders (pretrial motion for summary adjudication and motion for a directed verdict) because he failed to file a notice of appeal from the final judgment entered after trial. The Court of Appeal found no abuse of discretion in the trial court’s award of attorney fees of $5,705 to Isas, $8,300 to Chavez, and $260 to Zarate. The trial court erred in awarding costs to defendants and against Zarate under section 998 because the award violated Labor Code sections 1194 and 218.5 which specified the costs and fees that could be recovered in Zarate’s action. The trial court was directed to enter a new order denying defendants’ motion for costs and a new judgment reinstating Zarate’s total award of $26,804.91. (C.A. 1st, December 10, 2024.)
Ng v. Super. Ct. (2025) _ Cal.App.5th _, 2025 WL 323098: The Court of Appeal granted a writ petition that directed the trial court to vacate its earlier order granting defendant
Los Alamitos Medical Center, Inc.’s (defendant) motion to strike portions of plaintiff’s complaint seeking two MICRA caps in an action for wrongful death and a survival action. The dispute was whether recent amendments to the cap on noneconomic damages (Civ. Code, § 3333.2) under the Medical Injury Compensation Reform Act of 1975 (MICRA) and to the availability of noneconomic damages in survival actions (Code Civ. Proc., § 377.34) permitted plaintiff to recover noneconomic damages under one or two MICRA caps. The Court of Appeal concluded that the recent amendment to Code of Civil Procedure section 377.34, which authorized a decedent’s personal representative or successor in interest to recover noneconomic damages, means a plaintiff can seek two MICRA cap awards (one for himself or herself and one for the decedent) under Civil Code section 3333.2. Because a wrongful death claim and a survival claim—even when premised on the same alleged medical malpractice—are separate and distinct claims, a plaintiff suing for both claims can seek to recover two MICRA caps. (C.A. 4th, January 29, 2025.) n
Ten years into my career, someone asked me a pivotal question that completely reframed how I thought about work and professional development: “Where do you see yourself in five years?” I had no answer. My focus was locked on the daily grind, and I assumed my career progression would simply take care of itself as long as I worked hard, stayed personable, and checked all the boxes expected of a good employee. But that question lingered—a reminder that I was letting my career happen to me rather than taking control and shaping it based on my goals.
Now, in my current role and through coaching others, I regularly pose the same question. It illuminates both aspirations and actions: What do you want from your career, and what are you willing to do—or sacrifice—to get there? Caring about your job is one thing. Proactively planning and owning it? That’s a whole different game.
With the start of the new year, it’s the perfect time to reflect on your ambitions, set clear goals for the future, and create a plan to achieve them. Here are actionable steps and strategies to help you steer your career and align it with your goals.
To build a career fueled by purpose and intention, incorporate these elements into your planning process:
1. Define Your Long-Term “Why” and Short-Term “How”
Before you decide what you want, take a moment and ask yourself why those goals matter. Your long-term “why” will serve as your compass. (It will serve you well to take a step back and think about why you became a lawyer in the first place. What drove you to achieve that goal?)
Once your goals are clear, start identifying the measurable “hows” that will get you there. For example:
• Want a leadership role at your firm or company? Determine the skill set or accomplishments you’ll need to secure that spot.
• Want to specialize in a specific area of law or segment of the market? Identify industry experts to learn from or conferences to attend.
2. Set Measurable Goals Make sure your career goals can be measured regularly and achievable within your timeframe.
by Heather McCullough
3. Write It Down Document your goals and update your plan at least quarterly. When you write things down, they feel more tangible. Better yet, share your aspirations with someone you trust—mentors, peers, friends, spouse, or colleagues— who can support your progress and hold you accountable.
Here are ideas to incorporate into your plan that will help you become the architect of your professional future.
1. Align Talking Points to Your Aspirations If your goal is leadership within your firm, communicate that intention clearly. Volunteer for roles that provide visibility and showcase your strengths, whether that’s joining committees, helping with mentorship programs, or supporting firm initiatives. Articulating your goals helps others see you in that future role.
2. Build Expertise in Areas That Excite You Position your practice or skills toward a direction you’re passionate about:
• If you thrive working with manufacturing clients, invest extra time in that industry. Attend trade shows, network with other professionals, and educate yourself about key industry trends and challenges.
• Seek mentorship from seasoned experts in your area of interest to gain knowledge and actionable advice.
3. Understand Your Numbers Financial benchmarks matter, especially in roles where revenue generation impacts career advancement. Know the metrics tied to promotions—billable hours, client growth, or revenue contributions—and evaluate how achieving them aligns with your goals. Then, clarify what financial success means to you personally.
4. Lead Through Ownership Take ownership of something that matters—whether it’s a committee, a client relationship, or an internal initiative. Demonstrating your ability to lead and execute positions you as a trusted figure within your organization, paving the way for greater responsibilities.
5. Build Relationships and Leverage Your Network Your success is amplified through collaboration. Foster meaningful relationships with peers and industry contacts. Be vocal about your career goals—people are more likely to support you when they understand where you’re headed. And don’t forget, relationships are a two-way street. Be generous with your time and expertise to return the favor.
6. Stay Flexible Career paths are rarely linear. Be open to opportunities that align with your goals, even if they weren’t on your radar initially. For example, transitioning to a different specialization or accepting unexpected cross-functional roles could fast-track you toward your ambitions. The key? Recognize when a pivot aligns with your larger vision and seize it.
Tracking Progress Don’t underestimate the power of regular self-assessments. At least twice a year, ask yourself:
• Have my goals shifted? If so, why?
• What progress have I made, and where am I falling short?
• Are my current actions aligned with where I ultimately want to be?
Use these check-ins to adjust your plan as life and circumstances evolve.
Leveraging a Mentor or Coach Guidance from someone who knows your field and aspirations can be invaluable. Mentors
provide feedback, share insights about navigating challenges, and expand your network, while a coach may help you clarify strategy or build specific skills.
Don’t Wait for Someone Else to Plan for You The biggest mistake professionals can make is assuming their careers will naturally progress if they stay the course. The reality? No one will care as much about your trajectory as you. Your firm or company—and even your supportive colleagues—might guide you, but they won’t actively build the career you want. That requires proactive planning.
Take the time today to reflect, plan, and write down your aspirations. Want additional support? Lean on your network, connect with a mentor, or inspire someone else by asking, “Where do you see yourself in five years?” Sometimes, helping others find clarity can deepen your own.
It’s your career—own it! n
Heather McCullough is the Co-Founder + Chief Growth Officer at Society 54. Heather has led and restructured operational changes while working inside law firms, as well as in a consulting capacity. Heather has been recognized as a Legal Innovator (ALM/Law.com, 2023), one of the
“50 Most Influential Women” (The Mecklenburg Times, 2021), and a Phenom (“Icons & Phenoms,” The Mecklenburg Times, 2018). She was inducted as a Fellow into the College of Law Practice Management in 2024 and, in 2023, Society 54 was recognized by the Charlotte Business Journal as part of its “Fast 50 Awards,” ranked as the 8th fastest growing private company in the Charlotte region. Learn more at society54.com.
We invite you to visit our Las Vegas office, located across the street from the Courthouse, where we offer attorneys use of our full courtroom to conduct focus groups, mock trials, and witness preparation.
Panish | Shea | Ravipudi LLP attorneys fight every day to obtain justice for our clients and make a difference in their lives. But our expertise in personal injury litigation doesn’t stop at the California state line. With 20 attorneys licensed in Nevada, we have obtained record results in the state. The firm welcomes all joint venture opportunities, including with attorneys who want to stay more actively involved in a case.