Alexander Nemiroff, Managing Partner, Philadelphia Office, Gordon Rees Scully Mansukhani

Invest: sat down with Alexander Nemiroff, managing partner of Gordon Rees Scully Mansukhani’s Philadelphia office, to discuss how the firm is navigating evolving workplace expectations, shifting regulatory terrain, and emerging technology. “AI can be a productive accelerant, but it isn’t perfect. Our advice is to adopt with intention: pilot carefully, validate outputs, preserve human oversight, and document decision processes,” Nemiroff said.

Over the past year, what changes within the Philadelphia office or the broader firm have most shaped your leadership focus?

We continue to see a range of return-to-office approaches across the market. Our response has been to prioritize flexibility. Here in Philadelphia we have a true mix: some attorneys and staff are fully remote, others are on flexible schedules, and some prefer to be in the office five days a week. With 43 attorneys and 15 staff, offering multiple arrangements has helped us meet people where they are while maintaining accountability and performance. The pandemic accelerated this evolution, and we’ve kept refining our approach so our teams can deliver consistently for clients.

What milestones stand out for the firm and for Philadelphia over the last 12–18 months?

At the firm level, we’ve surpassed 1,800 attorneys nationwide and continue to grow. What’s distinctive is how we’re growing: organically, not through acquisition. Since 2019, the firm has maintained offices in all 50 states, and we keep adding depth and capability across that footprint. In Philadelphia, we’ve been on a steady upward trajectory as well, expanding our ranks thoughtfully to match client demand and broaden our local bench.

How are clients’ needs evolving, and what types of matters are most in demand across your practice?

The distributed workforce has been a major driver. During and after the pandemic, employees scattered across jurisdictions, which means employers are now responsible for complying with laws and regulations in states where they might not have operated before. We’ve seen sustained demand for guidance on multistate compliance, policy updates, and responding to new state-level rules. Companies turn to us because they can ask a single provider and get coordinated answers about local requirements whether they’re in the Midwest, the West or anywhere else. That one-stop approach saves time and reduces risk.

As regulatory complexity rises, how are you advising clients to manage risk while staying competitive?

Vigilance and infrastructure matter. We counsel clients to tighten policy frameworks, refresh handbooks and training, and ensure practical enforcement mechanisms are in place. At the same time, new tools — AI among them — are entering day-to-day workflows. AI can be a productive accelerant, but it isn’t perfect. Our advice is to adopt with intention: pilot carefully, validate outputs, preserve human oversight, and document decision processes. That balance helps clients capture efficiency without creating new exposure.

What role do you see AI and other technologies playing in how employment-related disputes are investigated, litigated, or prevented?

We’re still early, but the trajectory is clear. On investigations, technology already helps teams sift large volumes of data and communications far faster, making it easier to pinpoint what’s relevant and build accurate chronologies. That can shorten timelines and sharpen analysis. On the litigation side, tools that summarize cases or surface patterns can support strategy and consistency. Prevention may be the most promising area. Technology can flag anomalous trends before they become disputes. Even so, the fundamentals remain: verify, corroborate, and keep experienced lawyers in the loop.

From a macro perspective, how is the economic and regulatory environment affecting your clients and your practice?

We’ve experienced periods of delay at certain federal agencies, with downstream effects on matters before the Equal Employment Opportunity Commission, the Department of Labor, and others. When that happens, more activity tends to shift to state-level venues, which have continued to move forward. The practical impact for businesses is uncertainty in timelines: they need to adjust schedules and initiatives, then be ready for acceleration as backlogs clear. Our role is to help clients plan for both scenarios — prolonged waiting and sudden throughput — so they’re not caught flat-footed.

What makes the Philadelphia region an ideal base for your office and for professional services firms more broadly?

Philadelphia has real momentum. Parts of the commercial core were quiet during the height of the pandemic; today, the streets are busy again and the energy is back. The city’s location is a competitive advantage — we’re positioned between New York and Washington, D.C., on the Northeast Corridor, so clients and colleagues naturally pass through. That connectivity feeds collaboration and opportunity. It’s a vibrant market in its own right and a gateway to work across the mid-Atlantic and beyond.

What differentiates the firm and the city when it comes to attracting both talent and clients?

For the city, density of businesses and institutions is key, plus easy access by rail and air. For the firm, our 50-state platform stands out. Matters flow through Philadelphia in multiple directions: sometimes the company is headquartered here with cases elsewhere, other times claimants are here while the employer is based in another state. Our office works seamlessly with colleagues across the country. Regionally, we’re reinforced by nearby offices — South Jersey, North Jersey, Harrisburg and Delaware — which gives us expanded capability that goes well beyond the Philadelphia headcount.

What practice mix defines the Philadelphia office today?

It’s diverse by design. Employment law is my area, and we also have meaningful strengths in aviation, construction, and other core disciplines. That variety keeps the work interesting and helps us staff matters with the right experience. For clients, it means continuity. They can build a relationship with a team that understands their business and then tap additional capabilities as issues arise.

Looking ahead three to five years, what are your top priorities for the Philadelphia office?

Sustained, organic growth, which is consistent with the firm’s model. Our story in Philadelphia began with a smaller group that has steadily expanded, and we plan to continue that trajectory. The national platform is a draw for talented attorneys who want to take practices from local or regional to truly national. We’ll keep adding thoughtfully: people whose values align with ours, who see the advantage of a 50-state presence and who are excited to serve clients across jurisdictions. I expect significant, measured growth over that horizon.

Is there anything that you would like to add?

If there’s a common thread, it’s flexibility with purpose — in how we work, how we adopt technology, and how we grow. That approach positions us to meet clients where they are and help them navigate what’s next.