Luther Wright, Office Managing Shareholder, Nashville, Ogletree Deakins

In an interview with Invest:, Luther Wright, Nashville office managing shareholder of Ogletree Deakins, discussed workforce challenges, including talent acquisition and AI integration. “These challenges across recruitment, retention, and AI integration are affecting every sector in ways that were not previously anticipated,” Wright said. “However, one certainty is that intellectual curiosity and creative components cannot be replaced by shortcuts.”

What have been some of the main changes that you have noticed over this past year that have impacted your firm and in what ways?

Our firm, like the entire legal market here in Nashville, has been significantly impacted by growth. Larger firms based outside of Nashville have, over the past year and even a little before that, begun opening offices here. We have seen an influx of new attorneys and a transformation in which some older Nashville firms have joined larger firms. This has created new dynamics in terms of providing legal services in the Nashville area.

Beyond the legal market, similar changes are occurring across other industries. For example, in music and entertainment, I recently mentioned to someone that two rap stars have recently opened a club in Nashville in April 2025, which surprised many people. These types of changes where individuals and businesses from outside the region, not just other parts of the state but also other parts of the country and the world, are entering the market are reshaping the dynamics of goods and services being provided.

From what specific sectors are employers seeking your counsel, and what trends are most concerning to them?

The issues we address are not limited to any single industry. The demand for our services is widespread due to the challenges brought by rapid growth. One universal concern across all sectors is talent scarcity. Employers are struggling to recruit and retain skilled workers in a competitive market. Many come to us seeking strategies to enhance employee retention, ensuring their workplace culture is compelling enough to prevent employees from seeking opportunities elsewhere.

Another major trend is the impact of artificial intelligence on recruitment and operations. Employers are grappling with how AI influences hiring algorithms, work quality, and intellectual integrity. In creative and knowledge-based industries, reliance on AI-generated content has sometimes led to inaccuracies, raising concerns about data reliability. These challenges across recruitment, retention, and AI integration are affecting every sector in ways that were not previously anticipated. However, one certainty is that intellectual curiosity and creative components cannot be replaced by shortcuts.

How is your firm incorporating technology, including AI, and how is it reshaping the legal landscape and your practice?

We are taking a measured approach to AI integration. At our firm, we have developed our own AI tool, tailored to our specific needs and ethical standards. Before using it, employees must acknowledge that it is a supplementary tool, not a replacement for legal expertise. 

We emphasize that AI, like any technology, should enhance, not replace, professional skills. This mindset is not new as it mirrors past technological shifts, such as the transition from fax machines to email. AI is simply another tool in our toolbox, one that must be used responsibly to maintain the integrity of our work.

How are you advising clients to manage legal risks, maintain compliance, and foster workplace cohesion when it comes to hybrid work environments?

The key challenge with remote and hybrid work is maintaining connection and culture. Physical distance can lead to disengagement, so we advise clients to create intentional opportunities for interaction. For example, some companies host virtual happy hours or offer incentives like free meals for in-office attendance to encourage in-person collaboration.

The critical factor is intentionality. Whether employees are remote, hybrid, or fully in-office, companies must actively foster connections. This includes structured team-building activities and open communication channels. I have seen clients with entirely in-office teams struggle with cohesion just as much as remote teams, proving that proximity alone does not guarantee engagement. Success depends on deliberate efforts to build relationships and align team members around shared goals, regardless of their physical work environment.

What are some of the challenges you foresee in the coming years that employers should be mindful of?

One major challenge is generational diversity. For the first time, we have multiple, very different generations working side by side in organizations, and we have not adequately addressed how these differences influence communication, work expectations, and perceptions of employment. For instance, older generations prioritized work-life balance, whereas younger workers now emphasize life-work balance as they place personal life first. This is not just semantics but it reflects a fundamental shift in priorities. Failing to acknowledge this leads to tension, misunderstandings, and retention issues.

Besides this, in Nashville specifically, transportation is a growing concern. We must embrace mass transit to reduce commute times for those traveling from surrounding areas. Regional collaboration is essential to this effort. Without it, our growth will benefit only a select few, as lengthy commutes deter broader participation. 

Additionally, as our population becomes more diverse, with transplants from different states, countries, and cultural backgrounds, our ability to understand one another must also expand. This is not easy, but it is necessary. The more varied our community, the greater the need for empathy and adaptability. These are the key challenges I see for Nashville and the broader region.

Looking ahead to the next three years, what are your top priorities to ensure excellence in client service and industry leadership?

It begins with a simple but critical question: “What do our clients truly need?” I remind my team that while we are a law firm, we are fundamentally in a service business. Success hinges on delivering what clients require and not what we assume they need. At Ogletree, we have made it a priority to actively seek client feedback. We ask how we can improve, what changes they desire, and how we can better serve them. This client-centered focus keeps us at the forefront of our industry.

What is your outlook for the region, the industry, and your firm?

I am incredibly optimistic about Nashville’s future. As a lifelong resident — I did undergrad here, law school here, and have lived here my whole life — I have witnessed our city’s remarkable growth. The challenges ahead are not as great as those that we have already overcome. With collaboration and innovation, we will continue to thrive.

For the legal industry and my firm, the opportunities are abundant. New businesses, residents, and evolving needs created by rapid growth make this an exciting time. We are focused on building relationships, which are the foundation of our work. Nashville’s potential is undeniable, from gaining professional sports teams to becoming a hub for commerce and culture. Decades ago, no one predicted we would have multiple professional sports franchises competing for championships, yet here we are. The trajectory is clear, and I am confident in our ability to rise to the occasion.