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Indianapolis Bar Association Applied Professionalism Course April 18, 2013 10 Reasons You Meet the Disciplinary Commission.

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Presentation on theme: "Indianapolis Bar Association Applied Professionalism Course April 18, 2013 10 Reasons You Meet the Disciplinary Commission."— Presentation transcript:

1 Indianapolis Bar Association Applied Professionalism Course April 18, 2013 10 Reasons You Meet the Disciplinary Commission

2 1.Promises, promises 2.Who is the client? 3.It isn’t in writing 4.Fees and getting them 5.Contempt of client 6.You don’t call, you don’t write 7.Don’t be prepared 8.Drowning in ignorance 9.Don’t ask; don’t be told 10.Saying goodbye

3 Grievances

4 Promises, Promises

5 It Isn’t In Writing

6 Fees and Getting Them



9 Contempt of Client


11 Suit Offers a Peek at the Practice of Inflating a Legal Bill By PETER LATTMAN

12 Suit Offers a Peek at the Practice of Inflating a Legal Bill By PETER LATTMAN, edited by Andrew Ross Sorkin They were lawyers at the world’s largest law firm, trading casual e-mails about a client’s case. One made a sarcastic joke about how the bill was running way over budget. Another described a colleague’s approach to the assignment as “churn that bill, baby!” The e-mails, which emerged in a court filing late last week, provide a window into the thorny issue of law firm billing. The documents are likely to reinforce a perception held by many corporate clients — and the public — that law firms inflate bills by performing superfluous tasks and overstaffing assignments. The internal correspondence of the law firm, DLA Piper, was disclosed in a fee dispute between the law firm and Adam H. Victor, an energy industry executive. After DLA Piper sued Mr. Victor for $675,000 in unpaid legal bills, Mr. Victor filed a counterclaim, accusing the law firm of a “sweeping practice of overbilling.”

13 Mr. Victor’s feud with DLA Piper began after he retained the firm in April 2010 to prepare a bankruptcy filing for one of his companies. A month after the filing, a lawyer at the firm warned colleagues that the businessman’s bill was mounting. “I hear we are already 200k over our estimate — that’s Team DLA Piper!” wrote Erich P. Eisenegger, a lawyer at the firm. Another DLA Piper lawyer, Christopher Thomson, replied, noting that a third colleague, Vincent J. Roldan, had been enlisted to work on the matter. “Now Vince has random people working full time on random research projects in standard ‘churn that bill, baby!’ mode,” Mr. Thomson wrote. “That bill shall know no limits.” A DLA Piper spokesman said the firm did not comment on pending litigation.

14 Legal ethics scholars said that it was highly unusual to find documentary evidence of possible churning — the creation of unnecessary work to drive up a client’s bill. Stephen Gillers, who teaches professional responsibility at New York University Law School, called the e-mails a troubling example of lawyers’ flip attitudes toward a client’s escalating fees. And he noted that they had come to light at a time when corporations are increasingly rejecting the billable hour standard and becoming vigilant about controlling skyrocketing legal expenses. William G. Ross, a law professor at Samford University’s Cumberland School of Law who specializes in billing ethics, said that the DLA Piper e-mails appeared to support what several of his studies had shown: that churning, while not endemic, is an insidious problem in the legal profession.

15 In a survey of about 250 lawyers that Professor Ross conducted in 2007, more than half acknowledged that the prospect of billing extra time influenced their decision to perform pointless assignments, such as doing excessive legal research or extraneous document review. There is also the issue of “featherbedding,” he said, or throwing armies of bodies at every problem. “Lawyers sometimes conflate their own financial interests with the interests of the client who pays the bills,” Professor Ross said. “Of course, most lawyers are ethical, but the billable hour creates perverse incentives.” The three DLA Piper lawyers who wrote the e-mails have since left the firm. Mr. Eisenegger and Mr. Roldan, who now work for other law firms, did not respond to requests for comment. Mr. Thomson, now a government lawyer, declined to comment. Their departures had nothing to do with the Victor case, according to people briefed on the matter.

16 The fee dispute centers on DLA Piper’s representation of Mr. Victor in a Chapter 11 filing for one of his holdings, Project Orange Associates, the operator of a power plant in Syracuse that provided steam to Syracruse University. Mr. Victor, the chief executive of TransGas Development Systems, which is based in New York, said that his fight over the Project Orange bill was the culmination of a relationship that had deteriorated over the last decade as DLA Piper undertook a breathtaking expansion. He said that when he first started working with DLA Piper in the late 1990s, the firm was a modest size and went by the name Piper Rudnick. Mr. Victor had a point person at the firm, Nicolai J. Sarad, a partner in the energy industry practice.

17 But as DLA Piper grew, Mr. Sarad began spending less time on his assignments, Mr. Victor said. Mr. Sarad did not respond to a request for comment. Through acquisitions, joint ventures and the aggressive hiring of partners from other firms, DLA Piper has grown into a global monolith of 4,200 lawyers in more than 30 countries, making it the world’s largest firm by lawyer count. Last year, it posted revenue of $2.25 billion, according to The American Lawyer magazine. “As the firm got bigger, there were all of these lawyers who I didn’t know suddenly showing up on my bills,” Mr. Victor said. He said he was particularly irked by the routine practice of DLA Piper partners farming out assignments to the firm’s junior lawyers. He complained that this resulted in higher bills and often subpar work.

18 Internal DLA Piper e-mails from the Project Orange bankruptcy appear to corroborate that criticism. Lawyers on the case openly discussed the inefficient use of junior lawyers, who are known as associates. Mr. Thomson, a DLA Piper lawyer, wrote that although the firm had reduced the amount of a bill for Mr. Victor, he expected his fees to escalate. “DLA seems to love to lowball the bills and with the number of bodies being thrown at this thing it’s going to stay stupidly high and with the absurd litigation P.O.A. has been in for years it does have lots of wrinkles,” Mr. Thomson wrote. Later, Mr. Thomson complained that DLA Piper associates were taking too long to complete assignments. “It took all of them four days to write those motions while I did cash collateral and talked to the client and learned the facts,” Mr. Thomson wrote. “Perhaps if we paid more money we’d have skilled associates.”

19 The e-mails were included in the 250,000 pages of documents that were turned over to Mr. Victor by DLA Piper as part of pretrial discovery in the case. Mr. Victor said that the e-mails confirmed his worst suspicions. His lawyer, Larry Hutcher at Davidoff Hutcher & Citron, amended the countersuit last week to include a fraud claim and a request for $22.5 million in punitive damages, a number representing 1 percent of DLA Piper’s reported revenue last year. “For the past decade, I have fought with DLA to reduce their legal bills,” Mr. Victor said. “And now I’m going to keep on fighting.”

20 You Don’t Call, You Don’t Write

21 Pointers for Client Communication In many cases, an attorney or firm must specifically adapt, interpret and apply the following recommendations, but it is believed that most of the points will be of application to each firm. Furthermore, the following recommendations presume the highest quality legal product is being generated by each attorney and each firm. 1. Phone calls should be returned within 24 hours. It may be useful to change the voice mail message if the attorney is unavailable for ½ day or more. 2. Timely response and reporting must be made to the client – even to the extent of calling the client first with bad news. Bad news should be anticipated in dealing with a client’s expectations. Use personal contact in giving bad news and deliver the news as immediately as possible with a 3. Throughout the representation, it is important to listen to the client, particularly in the early stages. 4. At the initial conference, the attorney may want to make sure the client understands that the case will not be taken unless attention can be devoted to it in a timely fashion, unless a conflicts check is made, and perhaps with some other conditions and procedural safeguards. The client may be more willing to engage the attorney and therefore be more pleased with legal services if the attorney is not too easily attainable at the outset. 5. No legal advice should be given in a cold call over the phone and only on a limited basis at the first meeting with the client. 6. The client’s expectations must be managed, particularly at the beginning. Outcomes should never be guaranteed and predictions should be limited, especially with regard to recovery, amounts, time, and fees. At the outset of the case, be sure to describe the risks that may be encountered throughout the course of representation so that the client is forewarned of any potential roadblocks or problems that may occur in the future. 7. Periodic updates must be provided to the client even if no action has taken place. 8. The firm’s disaster plan should include a mechanism for notifying clients immediately if the attorney handling their case(s) has become incapacitated in any way and will not be working on the case. The client should then be informed about who will be handling the case thereafter and that person should meet with the client as soon as possible. Kent Newton, Alan A. Bouwkamp Newton Becker Bouwkamp Pendoski, PC


23 Don’t Be Prepared

24 Drowning In Ignorance

25 Saying Goodbye

26 Who Is the Client?

27 Don’t Ask; Don’t Be Told

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