Spotlight On: Zachary Darrow, Chairman & CEO, DarrowEverett LLP

Key points:

• • DarrowEverett is expanding its footprint while strengthening real estate and affordable housing practices.
• • The firm is using AI to improve legal services and prepare attorneys for the future of practice.
• • Growth is driven by technology, collaboration, and a client-focused approach.

July 2026 — Invest: spoke with Zachary Darrow, chairman and CEO of DarrowEverett LLP, about the firm’s Florida growth, client service model, and the evolution of legal services. “All professional service industries now, more than ever, need to keep up with the evolution and integration of technology and innovation on a real-time basis,” Darrow said.

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What is the firm’s strategy for geographic expansion and market growth?

A lot of firms expand for the same reason: tracking growth markets and markets that offer prospective new business. Many chose Miami and South Florida based on the pandemic response. We were fortunate because we expanded to South Florida well before that.

We saw it as a growth market with strong activity in commercial real estate and in corporate legal service sectors, particularly mergers and acquisitions, private equity, hedge funds, private credit, and for businesses moving to or opening new offices in and around Miami. We had to learn the market, build a team, and forge meaningful relationships.

By the time the pandemic’s impact on South Florida accelerated awareness and growth of this region, we were already established in the market. We had a strong perspective and core relationships, which allowed us to take advantage of market opportunities.

As we grow offices, we bring in new, highly regarded colleagues located in the respective markets. Continuing that fundamental approach has allowed us to strengthen existing practice areas, develop new practice areas, and successfully expand our footprint — geographically and practices — in Florida. Most recently, we added an extraordinary affordable and community housing practice through our acquisition of the Saxon Gilmore & Carraway team in Tampa and have continued to expand our Miami presence through boutique firm and practice acquisitions.

How is the firm expanding its involvement in public and affordable housing?

We have always had a component of our practice dedicated to affordable and community housing, working with public housing authorities, similar agencies, and developers to support public-private partnership solutions.

Saxon Gilmore had a nationally recognized affordable and community housing practice whose track record was one of the strongest in the sector. Bringing that together with our existing resources allowed us to significantly expand the practice and bring us to the forefront of firms operating in this practice area.

While some firms may pull back on the investment in affordable and community housing resources due to reduced legislative support or funding programs, we saw this as an opportunity. In general, when that happens, the private sector becomes more involved — as the need for affordable and community housing has not gone away. As a result, we are seeing more private developers working with housing authorities to solve for affordable, community, and workforce housing.

Our decades of market-leading commercial real estate and finance experience on behalf of top regional and national developers align well with that shift. When combined with the expertise from the Saxon Gilmore team, we truly believe we are poised to support all stages and participants in affordable, community, and workforce housing projects better than anyone else in the legal marketplace.

What differentiates the firm in commercial real estate, land use, and development?

We were founded as a commercial real estate development and finance boutique nearly 20 years ago, and that remains a core strength. Before our founding in 2007, several members of the firm had worked together in commercial real estate lawyering roles, and others had served as commercial real estate executives on national and regional platforms. 

What differentiates us is our client base, expertise, and deal experience. We have about 70 attorneys, but we represent top developers, investment firms, and asset managers across the country. Specifically in Florida, we have been fortunate to work with some of the most prolific market-leading developers, investors, and asset managers, having been able to serve as counsel on some of the most impactful projects shaping skylines and maps throughout Miami and surrounding communities.

Especially in the commercial real estate sector, clients have always appreciated that we have the tools and capabilities of larger firms, but operate more efficiently from a pricing standpoint with an extraordinarily client-centric approach.

How are you integrating technologies like AI to improve efficiency and client outcomes?

We have always focused on smart adoption of technology, not just chasing what is new, but implementing tools that improve service quality, efficiency, and cost-effectiveness.

We have had an AI committee for more than two years, testing and evaluating tools before implementation. We view AI as an accoutrement to practice — if used responsibly.

We were an early adopter among midsized firms of Harvey AI. It has improved efficiency, particularly in handling large volumes of data. Even with verification protocol, it is more efficient than solely manual review.

It also supports drafting and analysis by acting as a constant sounding board. We are also applying AI to specific workflows in M&A, fund administration, commercial real estate, and finance.

All professional service industries now, more than ever, need to keep up with the evolution and integration of technology and innovation on a real-time basis.

How is AI changing the way firms train younger attorneys?

We need to adjust how we train and develop younger attorneys so they can focus on areas AI does not replace, such as judgment in negotiations and client perspective.

AI is taking on more of the foundational work traditionally done by junior attorneys and support staff. That does not eliminate the need for them, but it requires us to rethink how we integrate and develop them. We need to move them more quickly toward judgment-based skills.

As someone put it, it becomes more EQ and less IQ.

How does the firm’s full-service model support businesses while maintaining client-centric service?

We invested early to build a full-service firm because we wanted to truly be client-centric and have the ability to grow with our clients. While you cannot be everything to everyone, there is a core set of services that allows us to stay consistent and aligned with client needs.

Being full service allows us to involve different practice areas early as well. For example, if there is an employment issue or litigation risk, we can bring those perspectives in early and, if necessary, handle transitions between practice areas seamlessly.

Within the firm, we consistently emphasize responsiveness and communicativeness to ensure that clients are always well informed and know what to expect on their respective journeys.

We also operate without internal silos. Our attorneys and their practices are integrated by our processes and approach more than typical law firms.  For example, every week, attorneys share the key matters they are working on with the entire firm, which increases visibility and awareness across the firm. That visibility creates more collaboration among our professionals and allows clients to benefit from broader experience and insight. In the modern practice of law, the reality is that practice area lines are often crossed, and differing perspectives can only enhance the chances of success and a more efficient approach.  

What is your vision for the firm and the future of legal services?

We are seeing consolidation across the legal industry. Some of it is driven by necessity, and some by opportunity. Our approach has been focused on opportunity to expand services, geography, and talent, while offering a robust, modern support platform for our colleagues.

We plan to continue growing, including potential expansion into Dallas-Fort Worth and Salt Lake City, while strengthening existing offices.

AI will continue to evolve quickly, and firms will need to adapt continuously. This will also affect pricing models and client expectations, which are already shifting.

Another emerging factor is the rise of management services organizations. The legal industry has historically been capital-constrained, and these models may introduce outside capital to support growth and operations in ways that have not been experienced previously. We have seen similar trends in other professional services sectors such as medical services and accounting, and it is now in the early stages of entering the legal services space.

Is there anything else you would like to add?

DarrowEverett is a business that happens to be a law firm. We have two sets of clients: those we represent, and our colleagues that our platform serves.

The firm provides an environment for attorneys, paralegals, and staff to be the best that they can be and perform at the highest of levels in their respective practices. As we continue to invest in our colleagues and support their growth and successes, it will continue to lead to better outcomes for our clients.

A more collaborative, supported team is most effective and more efficient, which ultimately improves the level of service we provide to our clients and the results we deliver for them.

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