Alex Almazan, Managing Director, Almazan Law
Alex Almazan, managing partner at Almazan Law, spoke with Invest: about the firm’s growth and what it’s like to work in Miami, Palm Beach and Tampa. He also discussed the evolving role of AI in the law sector and the importance of establishing and maintaining human connections with clients.
Reflecting on the past year, what have been the most significant milestones and achievements for Almazan Law?
The last year has been about growth and expansion for our firm. From the addition of new directors to lead practice areas that we’ve seen evolve exponentially to our Tampa office doubling in size. This significant change has been achieved by hiring key personnel who are experts at their craft, delegating responsibilities, and trusting individuals, even those less familiar. We anticipate the work, then we hire people with the right skills to fill the role and deliver quality results.
What strategies are you taking to navigate potential economic headwinds?
Miami has grown immensely and has become one of the most important cities in the world. Miami is among the youngest big cities on the planet. Unlike older cities like London, New York, or Tokyo, Miami is only about 130 years old. It was once a predominantly Cuban population but has become a melting pot of demographics.
In the past, being worth $100 million in Miami meant everyone knew who you were, but that’s no longer the case. Rising expenses have led to challenges, especially for younger generations. The rapid growth of technological advances and the use of AI have changed the game for a lot of industries.
Utilizing these tools has changed the way our firm operates entirely and increased efficiency. We’ve implemented tools that enhance our operations, administrative tasks, and work as aids to our employees to manage time. Time is the one element we cannot make more of, so we are working constantly against it.
Although we are still in the beta phase of the internal rollout of this process, there are apps and software developed to capture the digital behavior our employees reflect when working on multiple cases. These are just some examples that have demonstrated enough data analytics for our firm to examine the way we spend our money. In a time when we would have hired four to six employees for different operations, now we are redefining roles to minimize labor costs and empower our existing employees to grow within their current titles. Additionally, the Tampa office has also allowed the firm to bring big-city expertise to a more affordable area, emphasizing work-life balance and remote work policies.
What makes Miami a melting pot of cultures?
Miami is the hub for internationals. Miami can no longer be just bilingual as there are nationalities that reside here from all parts of the world. I think the cohabitation of the immigrant population from such diverse backgrounds, bringing their traditions, rituals, and languages, has created a unique culture of its own — the Miami “vibe”.
I took my family to Spain for 10 days. There was a part of Madrid near where we were staying known as “Little Miami” because of a large contingent of Spanish-speaking people from Miami buying condos there. It used to be the other way around — Spanish people were coming here. That’s what makes it such a melting pot. Past trends showed people buying property in the Bahamas, Miami, or the Florida Keys. Now, this reflects a cultural and economic exchange between Miami and Madrid.
How have technological advancements transformed your operations and client services?
We’re considered a mid-sized firm, although I still feel like we’re a small firm. We have always embraced technology and had people working remotely and paperless years before COVID. Innovative practices include sharing digital contracts during meetings and leveraging analytics tools to improve efficiency. We are big on innovations in analytics and use a cloud-based case management platform to help us determine compensation, profitability, and client retention. AI and analytics play a role in these advancements, though ethical concerns remain critical, especially with sensitive client information. The way our firm is using these advancements ensures business profitability, but not at the cost of burning out our employees or using these platforms to discredit the talent within our firm.
What are the ethical concerns you have to take into consideration surrounding AI?
Healthcare and law are two industries that have the most ethical concerns surrounding AI, such as HIPAA and attorney-client privilege. Clients need to know that if they’re paying us, we are keeping their information confidential and secure and not using it in a format that is inappropriate.
AI tools must not compromise ethical standards. For instance, using AI to summarize thousands of documents into a short report while billing for hours would be unethical. At our firm, we have an AI policy that everyone, including administration and marketing, must adhere to. We have an internal AI Committee composed of lawyers, paralegals, administrators, and marketers who help vet situations that could be considered unethical or could compromise our legitimacy in any way.
How do you ensure the consistent delivery of personalized, high-quality legal counsel across the diverse practice areas you have?
Everything is about relationships. We pride ourselves in nurturing, building, and maintaining each of those between clients. Personal connections remain irreplaceable in a legal practice. For example, last year, I had a client in Austin, TX. I went there for a conference unrelated to the client, and while I was there, a massive hurricane was coming to Miami. I had to leave Austin two days early and cancel the meeting with my client. I flew back to Austin two weeks later for just two hours to meet with the client and then flew back home on the same day. When you prioritize personal connections, a stronger foundation is built.
At our firm, my team and my clients are like family. I also encourage my partners, attorneys, and associates to maintain face-to-face interactions through coffee meetings, lunches, and in-person events. This is crucial for building trust and ensuring clients feel secure in their decisions.
What differentiates Miami from other large cities?
Miami has transformed from a city where the people were more prominent than the city itself into a metropolis with its own identity. Unlike older cities like New York, Miami’s self-assurance and culture have matured, which benefits its residents.
We’ve also seen a large increase in tech companies and financial institutions moving their headquarters from areas like Silicon Valley, L.A., or New York because of the immense business opportunities. Miami has put itself on the map for several industries, attracting capital investment and opportunities for real estate as well.
Looking at the Miami and broader Florida legal market, what emerging opportunities and challenges do you foresee for the firm over the next few years?
Professional services rely heavily on human capital and culture. The firm prioritizes profit-sharing and maintaining a dynamic, transparent organization. Our office is in the suburbs, not downtown, because the staff live in that area. I’m building a company that relies on people, and I have to ensure the culture is transparent and dynamic. We have mentorship programs that meet biweekly with young lawyers. We don’t talk about cases; we discuss strategies. They’re there to ask questions about networking, client communications, and business acumen. We do a lot of insurance work and private sector work. Differences exist in billing practices and client relationships. In the private sector, flexibility and mentoring are emphasized. A lot of these soft skills must be learned and taught. Building trust, providing organic guidance, and establishing clear communication are key values.
