Adam Marshall, Managing Member, Lorium Law

In an interview with Focus:, Adam Marshall, managing partner at Lorium Law, discussed the firm’s balanced growth strategy, cautious approach to AI, and people-first philosophy. “Our model translates well across markets and offers sophisticated, human-centered legal advice,” Marshall said.

What changes in the business or legal landscape over the past year have had the greatest impact on the firm’s strategy?
What’s interesting about our firm is that we have built a recession-proof model. We are strong in areas that perform well in a healthy economy, like M&A and litigation. But we also have deep experience in restructuring, which allows us to help clients when the economy is under pressure. 

For several years, our work was dominated by those healthier segments. Recently, though, we’ve seen an uptick in restructuring inquiries. That does not mean we are facing a 2008-level event, but it does reflect broader economic pressures, such as higher interest rates, supply chain challenges, tariffs, and other external factors.

Our strategy remains steady. We continue serving clients whether their businesses are thriving or navigating difficult terrain.

How has the firm adapted its approach to client service and market expansion in recent years?
At our core, like any service-oriented business, we are built around client service, providing what clients need, when and where they need it. Many of our clients, when looking to grow northward, look to Atlanta, the Southeast’s largest economy. Being based in Florida, we found that existing clients and referral sources started viewing Atlanta as a strategic growth market. The Florida-Georgia business line is becoming increasingly fluid. Many of our clients, including C-suite executives and founders, maintain homes in both regions. It became a natural extension to establish a presence in Atlanta to better serve those clients. Our model translates well across markets and offers sophisticated, human-centered legal advice. 

One factor that actually aided in the transition to multiple markets was the COVID crisis. Nothing good comes from a global pandemic. It brings pain, suffering, and loss. But if there is a silver lining, it is that we adopted technology far faster than we ever would have otherwise.

Before, tools like Zoom or Microsoft Teams existed, but most people still preferred in-person meetings. That flexibility has created comfort and accessibility for our clients while also allowing us to live fuller personal lives without sacrificing service.

Moving into new markets today is fundamentally different from what it was pre-pandemic. A meeting can feel organic and productive whether people are in the same room or different time zones. And when it ends, there is no hour-long commute. It is a seamless transition to the next task. That is incredibly reassuring.

What are the key trends driving M&A and restructuring across the industries you serve?
In both South Florida and Atlanta, there is still a healthy appetite for investment and growth. We’re seeing strong M&A activity, particularly from strategic and private equity buyers focused on roll-up models. They are acquiring platform companies, especially in service-based sectors.

Businesses like electricians, plumbers, and other hands-on trades are trading at strong multiples and fit well into this strategy. These companies are busy. Construction activity remains high across our markets.

On the restructuring side, we are seeing more activity in service industries like hospitality, especially restaurants. Many are not standalone. They are part of franchise systems or are franchisors themselves. There is significant pressure there. Consumer behavior has shifted, and economic uncertainty affects spending habits.

Even if bank account balances remain the same, if consumers do not feel secure, they scale back. Fewer restaurant visits, less discretionary spending, and delays in home renovations or moves are common. Real estate markets are still active, but not as hot as they were a year or two ago, largely due to this sentiment.

That said, service businesses tied to the home, such as electricians, contractors, and plumbers, are thriving. Whether homeowners are staying put and investing in upgrades or preparing to sell, those services remain in demand.

How is the firm helping clients navigate evolving data privacy regulations?
We have a data privacy group, largely based in our Chicago office, that advises clients across the country. Many privacy laws, whether federal or modeled after federal frameworks, have a broad reach.

We are focused on educating clients that even if their business is based in Florida or Georgia, having a website accessible in California or the European Union (EU) could trigger compliance requirements. 

We take a proactive approach. That includes ensuring websites have the right disclosures, terms and conditions, and internal practices for handling data securely. We also connect clients with insurance professionals to help mitigate risk in the event of a breach.

It is a multipronged strategy. Legal, operational, and insurance elements work together to protect clients from regulatory exposure and business loss.

How is the firm approaching AI and other emerging technologies internally?
We talk about technology constantly, especially AI, and right now we’re taking a cautious approach. We do not allow attorneys to input any client-identifiable information into AI tools. We cannot be sure that the attorney-client privilege would be protected, or that proprietary client data would not be exposed. That is a line we are not willing to cross.

That said, we use AI for administrative tasks such as drafting simple emails, calendaring, or basic research. It can be a helpful tool for initial learning, but we’re acutely aware of its limitations. AI sometimes generates false information, including made-up legal citations.

It is the lawyer’s responsibility to proofread and verify everything. Submitting fabricated cases is not only embarrassing; it is malpractice. So, while we see the value in efficiency, our top priority is protecting our clients’ interests.

What are your top priorities for the firm over the next three to five years?
Our top priority is always people — clients, attorneys, staff, and their families.

We’re committed to high-level, sophisticated work, like what we learned at large firms, but within a business model that supports personal well-being and community involvement. We want our team to be well-rounded, to give back, and to live full lives.

When we post a job, smart people always apply. But we’re looking for more than intelligence. We want people who understand our philosophy, who care, and who want to collaborate for a greater purpose. That is what sets us apart.

Even though our clients are mostly corporations, those companies are made up of people. And people have emotions, goals, and legacies they want to protect. AI cannot understand that. It can’t see joy or frustration in a client’s face.

We are building a firm that embraces those human elements. Many clients care just as much about what happens to their team after a sale as they do about the sale price. They want to make sure their employees are taken care of. That is where real value lies, in empathy, legacy, and mutual respect.