Gary Rosen, Managing Shareholder & CEO, Becker

May 2026 — Invest: spoke with Gary Rosen, managing shareholder and CEO of Becker, about how economic shifts, global uncertainty and emerging technologies are reshaping client needs and the firm’s strategy. “Business at any level does not like uncertainty,” he noted, reflecting on how interest rates, tariffs, and geopolitical dynamics continue to influence foreign direct investment and transactional activity.

Over the past year, what changes across the legal and business landscape have had the biggest impact on the kinds of issues your clients are bringing to Becker?

We have six core practices, some transactional and others more litigation-oriented, and our most economically sensitive work is always on the transactional side. Our corporate and real estate practices in particular are heavily influenced by interest rate movements. We have an M&A practice in New York and a Florida-focused corporate practice in South Florida, and both are tied to the broader economic climate. As interest rates rose dramatically, the slowdown was unmistakable. Real estate activity, especially, experienced a significant chill.

Over the past year, we’ve started to see a slow thaw. Residential real estate is moving again, though not at the pace of the pandemic years. Commercial real estate is seeing pockets of opportunity as well. Leasing has remained relatively strong, and deal activity is picking up, but not with tremendous strength. These areas remain highly sensitive to rate expectations, and our clients are watching closely to understand what’s coming next.

Our EU-based practice, headquartered in Milan, has also given us a unique vantage point on foreign direct investment. We added that practice two years ago, and it focuses exclusively on foreign companies investing in the United States. When we speak with clients across Europe, the theme we are hearing consistently is sensitivity to the tariff narrative and to unpredictability in U.S. trade policy.

You might assume tariffs would automatically drive more onshoring, but the overarching concern we hear is uncertainty. Business at any level does not like uncertainty, and our European middle-market clients are more apprehensive about the unpredictability than they are motivated by the intended incentives. Investment is happening, but very cautiously, with many taking a wait-and-see approach before making significant capital decisions.

How are those shifts shaping the way the firm thinks about growth, talent and the services you provide?

We are, and always have been, a firm committed to careful, strategic growth. We’re now around 160 to 165 lawyers and lobbyists, and we do not believe in growth for growth’s sake. When we evaluate opportunities, the first questions we ask are: Does this fit our business model? Does it align with the culture and identity of the firm? 

When we talk to prospective lateral hires, we want them to understand how we operate — our team-oriented, collaborative approach, and the way we deliver service to clients. People who embrace that mindset thrive here. When they don’t, it becomes clear quickly that another environment is a better fit.

At the same time, the landscape of legal services is changing in profound ways. The biggest catalyst today is artificial intelligence. It is already reshaping the industry, and there is no question it will influence headcount growth for firms that want to stay relevant and efficient. We’re in the midst of examining how AI will change our business model in several key areas. The final word on that is far from written, but the impact will be substantial.

Despite these shifts, the macroeconomic environment still drives a great deal of work. In strong economies, transactional activity generates disputes that fuel litigation. In challenging times, when companies can’t simply walk away from problematic deals, disputes escalate for different reasons. In both scenarios, litigation tends to surge. So, our approach is to balance deliberate cultural alignment, thoughtful growth and an openness to new tools like AI while staying grounded in evolving economic realities.

What does leadership development look like at Becker as you prepare the next generation of firm leaders?

Leadership development is something I think about constantly as managing shareholder. I’ve been in this role for almost 14 years, and Becker is now a 53-year-old firm with a long history of evolution. I’m proud of how we’ve continued that evolution during my tenure, but I’m equally focused on the future and who will carry the firm forward.

Several years ago, we created the Becker Leadership Class. About every other year, I select four midcareer colleagues — typically new equity partners or non-equity partners — from different practices and different regions. We bring in an outside consultant and run a full-year curriculum. I participate in every session, and the consultant works one-on-one with each participant to develop skills tailored to their strengths and growth areas.

The program has already produced new practice group leaders and new equity partners. It’s been extremely successful, and I’m currently assessing potential participants for the next class. We didn’t run the program in 2025, but we’re looking closely at launching the next cohort in 2026.

You’ve practiced in Fort Lauderdale for decades. What makes the region such a strong base for the firm today?

Our headquarters is right here in downtown Fort Lauderdale at One East Broward Boulevard. The transformation of this city has been remarkable. When I arrived in 1980 as a young litigator, Fort Lauderdale was known nationally as a spring break destination — that was its reputation. Today, it is something entirely different.

The shift has been underway for a long time but has accelerated dramatically over the past decade. Major economic drivers like the Fort Lauderdale International Boat Show draw people from all over the country and around the world. Tourism and hospitality remain major strengths, and Port Everglades, with its cruise ship traffic, has historically been crucial as well.

The Fort Lauderdale–Hollywood International Airport is in the midst of a major multiyear modernization, with billions being invested. A new runway opened recently, and the airport continues to evolve. All of this reflects a region that seizes opportunity and invests in its future.

Business and civic leaders have also been intentional about diversifying beyond hospitality. Today, the region has growing strength in technology, healthcare and biosciences. Many major technology companies have established headquarters in South Florida and greater Fort Lauderdale, even if they don’t always make the same headlines as Miami or Palm Beach. For a firm like ours, being located at the center of such sustained growth is a tremendous advantage.

Looking ahead three to five years, what are your top priorities to continue strengthening Becker?

I’m a big believer in leaning into strength. Every organization and every individual has areas where they excel and areas where they struggle. As a leader, you can focus on weaknesses or you can deepen your strengths. I prefer the latter. Authenticity and self-awareness matter and trying to be something you’re not — fake it till you make it — doesn’t work for a firm like ours.

That’s why we’ve stayed true to the six core practices that form the financial engine of the firm: business litigation; construction, both transactional and litigation; corporate transactional work; real estate transactions; community association law for condominium and homeowners’ associations; and government law and lobbying. Our lobbying practice spans federal work in Washington, state lobbying in Tallahassee and local lobbying across Miami-Dade, Broward and Palm Beach counties.

My priority is to continue growing the depth and breadth of these six pillars. Geographically, we’re already well established across Florida and the Northeast, and our Milan office has added an important international dimension. We opened in Milan because the opportunity aligned perfectly with our business model, particularly in corporate M&A and foreign direct investment. Given the current trade environment, that EU practice has also driven growth in our federal lobbying work.

Looking forward, we’ll continue expanding where our strengths, our culture and market needs intersect — that’s where the most meaningful growth happens.