Chad Van Horn, Managing Partner, Van Horn Law Group

May 2026 — In an interview with Invest:, Chad Van Horn, managing partner of Van Horn Law Group, discussed how changing economic conditions are driving greater demand for debt relief services across South Florida. With inflation, rising interest rates, and record consumer debt levels affecting households and businesses alike, his firm has experienced unprecedented activity while expanding its team and reach. “We are not selling bankruptcy. We are counseling people on how to get back to hope,” Van Horn said.

How would you describe the past year for Van Horn Law Group, and how does it reflect trends in the financial restructuring landscape?

The past year was the busiest in the history of Van Horn Law Group. We could not hire fast enough, and we remain in an ongoing hiring phase because this is clearly a transition period in the financial cycle. 

For several years after the pandemic, people had stimulus money, historically low interest rates, and more flexibility from lenders. That cushion has largely disappeared. Many households and small businesses are now feeling the delayed impact of inflation and higher borrowing costs. In South Florida, where affordability has long been a challenge, those pressures are particularly visible.

We are also seeing the effects of pandemic-era programs such as Economic Injury Disaster Loans and other Small Business Administration loans coming due. At the same time, adjustable-rate mortgages taken out several years ago are resetting, and many borrowers cannot refinance. All of this is contributing to a rise in financial distress and, in some cases, foreclosure.

What milestones or achievements stand out for the firm over the past year?

One of the highlights was receiving the National Association of Consumer Bankruptcy Attorneys Advocate of the Year award. That recognition elevates the firm’s profile nationally and reinforces our credibility locally.

Operationally, we are filing more cases than ever across Chapter 7, Chapter 13, and small-business Chapter 11 filings. That growth has required us to expand our team while continuing to maintain a high level of service.

As our team grows, we are focused not only on increasing the volume of work we can handle but also improving the quality of our work. At the same time, we are seeing that many people entering the workforce today want more than just a paycheck. They want meaningful work and the opportunity to make an impact.

What trends are you seeing among individuals and businesses seeking restructuring support?

One important difference compared to previous economic cycles is that people are seeking help earlier. During the Great Recession, many clients waited until their situation had become extremely severe before reaching out. Today, people appear more willing to consult a professional before financial stress begins affecting their health, their relationships, or their business operations.

I also believe the stigma around bankruptcy has declined. During COVID, many individuals and businesses experienced financial hardship through no fault of their own. A global pandemic wiped out companies that had been successful for years. That experience changed perceptions about financial setbacks and made people more open to discussing solutions.

We are also seeing small businesses facing unexpected challenges tied to tariffs and rising costs. A company may enter into a contract expecting a certain margin only to face new costs that dramatically reduce or eliminate that margin. When those costs cannot be passed on to customers, the business model becomes extremely difficult to sustain.

More broadly, there is simply too much debt in the system. Student loan balances, auto loans, mortgages, and consumer credit are all at record levels. New financing models such as buy now, pay later programs can also contribute to the problem. One account may seem manageable, but when someone has many of them, those small payments add up quickly.

How do you help clients rebuild financial stability after bankruptcy or restructuring?

Bankruptcy is really the beginning of the recovery process rather than the end of it. For many clients, the hardest step is simply making the phone call and acknowledging that they need professional help.

Once people understand their options, much of the fear disappears. Many clients have misconceptions about bankruptcy and its long-term consequences. Once those concerns are addressed, they are able to think more clearly about the best path forward.

Our approach is to evaluate every option. Bankruptcy is one possibility, but we also discuss negotiation strategies, restructuring plans, and other alternatives. If a client wants to negotiate with creditors, we review the numbers carefully. If their financial reality does not support that approach, we help them identify a strategy that actually leads to a sustainable outcome.

We are not selling bankruptcy. We are counseling people on how to get back to hope.

Once clients receive a discharge and become debt-free, we also guide them through rebuilding their credit. Many people are surprised at how quickly recovery can begin. I recently heard from a client who, two years after his bankruptcy, qualified for a Federal Housing Administration mortgage and purchased a home. Those outcomes are incredibly rewarding to see.

How is technology, particularly artificial intelligence, influencing legal services and client expectations?

Technology is transforming expectations across every industry, and the legal profession is no exception. Artificial intelligence can improve communication, transparency, and efficiency, but it must be used responsibly.

Clients are already experimenting with AI tools, and law firms are beginning to integrate them into certain processes. However, technology should never replace professional judgment. Legal advice requires context, experience, and human understanding that cannot be automated.

The key is to treat technology as a tool rather than a substitute for expertise. When used correctly, AI can help law firms operate more efficiently and communicate more effectively with clients. At the same time, the foundation of legal services will always remain human judgment and professional responsibility.

How are you attracting and developing talent as the firm continues to grow?

One of the biggest changes we have made is investing more heavily in training. Many law firms still operate on a “sink or swim” model, where new employees are expected to learn entirely on their own. While that approach can produce results, it can also discourage talented people from staying in the profession.

We have implemented a more structured training process that includes mentorship and clear guidance so that new employees can develop their skills more confidently. The goal is to help someone go from having limited experience to becoming a strong contributor to the team.

At the same time, we expect employees to work hard and bring positive energy to the workplace. Our team understands that our work has a meaningful impact on people’s lives. That sense of purpose resonates strongly with many professionals entering the workforce today.

How do you see the firm evolving over the next three to five years?

Our goal is to become the number one bankruptcy firm in the country, and we believe that objective is achievable in the near term. Achieving that requires continued investment in people, technology, and geographic expansion.

We serve clients throughout Florida and have also expanded into the Western District of Pennsylvania. Looking ahead, we want to continue expanding into additional markets where communities may lack access to bankruptcy and debt relief services.

Any new practice areas we pursue will maintain the same core mission: helping individuals and small-business owners navigate financial challenges. I see firsthand every day how access to debt relief can transform someone’s life, and our goal is to extend that opportunity to as many communities as possible.