Gif Thornton, Managing Partner, Adams & Reese

In an interview with Invest:, Gif Thornton, managing partner of law firm Adams & Reese, discussed the evolving legal landscape, regional business trends, and the firm’s growth strategy. “Those of us in leadership must ensure we’re raising the next generation in business and civic life to carry on that important work.”

What changes over the past year have most impacted Adams & Reese, and in what ways?
The ability to attract and retain quality people has been the biggest challenge. Recruiting is harder now than it was a year ago, due to increased competition and a broader range of options. It’s also a supply issue, particularly with fewer young people interested in practicing law and committing to what it takes to succeed.

There’s never been a better time to practice law. It’s a great profession that leads to a rewarding career. But right now, we have more work than people to do it. I expect equilibrium will be restored, but today the imbalance is real.

How do you see the firm’s role evolving as clients face more complex business, legal, and regulatory environments?
We live in a dynamic world where change is constant. Those who will survive must embrace it. The next tidal wave of change with AI is not fully here yet, but it will transform the practice of law.

Even before AI, clients were growing more sophisticated in securing legal services, creating both challenges and opportunities. The justice system has also changed. Very few disputes make it to a full trial; it’s too expensive. Most disputes resolve through other means, forcing law firms to reorganize how they train and serve.

AI will have an impact comparable to the internet or the iPhone. We are embracing it as a tool to serve clients better. Fighting AI would be a losing strategy, but so would surrendering to it entirely. Advocacy and trusted counsel, and human qualities, are what clients value most and will continue to demand.

Those with intuition, emotional intelligence, and the ability to advise clients using technology products will thrive. 

What trends are most impacting businesses at the state and local levels?
Political polarization over the past decade, maybe longer, has created real challenges.

Nashville has traditionally been led by left-of-center political figures who maintained a focus on business growth. There was a civic spirit that transcended political affiliations and kept the city moving forward.

That spirit is under threat. Growing acrimony challenges the team-oriented mentality that has benefited the city. As the state has become more Red and the city more Blue, those in leadership struggle to find consensus on what’s best for the majority.

Mayor Freddie O’Connell faces a tough job, being pulled in different political directions — some from supporters, others from those who oppose him based on political affiliation. If that dynamic takes hold, it will hurt the city. Nashville’s strength has been its ability to overcome philosophical differences in favor of civic progress, but that is now in question.

Another issue is the decline in major companies headquartered in Nashville and Tennessee. Historically, business leaders drove consensus and leadership. Finding common ground among a core group of leaders will be a bigger challenge moving forward.

What regional trends are shaping how businesses and law firms operate today?
Our firm is mostly in the Southeast, which is a blessing because it’s where many people want to move. Nashville, in particular, is seeing an influx from the West Coast, the Northeast, and the Rust Belt. The region has become a business hub, with a better climate and strong assets.

Those factors work to our advantage. With businesses and people moving here, there’s more work. Our construction practice has grown from one of many to a leading one, not just in Nashville but across our footprint, reflecting broader trends.

Law firms in Nashville have also thrived in healthcare, as the city is the business epicenter for the sector nationwide. The dynamism around us is an advantage we’re leveraging.

However, with technological advances, not all Nashville-based work is performed by people in Nashville. Work is less geographically discrete than it was 25 years ago, and firms across industries are seeing the same shift.

As for threats, supply and demand are key. Finding qualified, hardworking people remains a challenge. Beyond that, a business-friendly environment is crucial. Strong, predictable local leadership matters because businesses need to know they can secure permits and move projects forward without being slowed by regulations.

We’ve seen cities struggle after losing sight of that. If regulation stifles business, revenue dries up, and governments can’t fund programs. Nashville has historically done well, and we hope that continues.

How does Adams and Reese position itself as a trusted adviser beyond just being a service provider?
Many firms use slogans like “client first,” and they are clichés because they’re true. That’s how firms survive and grow. The old model of law firms delivering work from ivory towers and billing what they wish is long gone. Firms today must partner with clients, understanding their businesses and challenges. Getting inside the client’s mind and solving problems early is key.

If a client sees a lawyer as a necessary evil, the relationship has a low ceiling. But if they see a teammate and a problem-solver, there’s no limit to what they can achieve together. The more a client flourishes, the more the law firm flourishes.

What community engagement initiatives does the firm have in place?
Our firm is built on core values, and one is community. That starts internally, emphasizing collegiality and “doing life together.” When recruiting lawyers, I often ask, “Who do you want to get old with?” It’s about spending long days with people you respect and enjoy.

Internally building that community translates outwardly into service. Helping others is a core responsibility of lawyers. When lawyers take the oath to practice, they commit to caring for those who can’t afford legal help. It reflects a broader ethic of treating others as one would want to be treated.

This sense of responsibility drives us into the community. Firmwide, we have a program called Helping Underprivileged Groups and Services (HUGS) where we provide pro bono legal services and other support. It’s a key part of who we are.

How are you thinking about future growth and positioning Adams & Reese nationally?
Scale is important. Consolidation is a reality, and big firms are getting bigger. Many are moving into our markets, including Nashville. We call the largest firms the AMLAW 50, and at least two have opened offices here in the past year.

To compete, we must grow, but growth must be with the right people. We look for lawyers who share our values of collegiality, teamwork and being part of something bigger than myself. Cross-selling and collaboration are critical to our culture.

Today, growth is less about geography and more about practice areas and cultural fit. Ten years ago, we might have targeted Dallas or Charlotte. Now, it’s about growing practices like construction, financial services, hospitality, government relations, and intellectual property, and finding the right lawyers wherever they are.

We want to grow in all meaningful metrics, starting with financial performance. We’re not seeking size for its own sake. If we grow, it must be profitable because scale is essential for flourishing in the future.

Looking ahead, what are your top priorities for the firm over the next few years?
I’m at the point in my career where I’m thinking about the next generation of leaders. I’m the managing partner now, but someone held the role before me and someone else will after me. Leadership is like a relay race: you carry the baton for a time and then pass it on.

I’ve been holding the baton for about 10 years. In another five years or so, I’ll pass it to the next person. Building the next group of leaders and ensuring they’re ready is a major focus. Leadership skills aren’t as easy to find as legal skills, so identifying and investing in future leaders is critical.

Leadership also includes civic responsibility. Nashville’s strength has long been its tradition of civic engagement. People from all sectors have worked together, often behind the scenes, to ensure the city’s progress.

I feel a responsibility to play my part. It’s both a blessing and a challenge to ensure the next generation carries forward the civic-mindedness that has benefited Nashville. Organizations like Leadership Nashville have nurtured that spirit, but with fewer major companies headquartered here, passing on those values is not automatic.

Those of us in leadership must ensure we’re raising the next generation in business and civic life to carry on that important work.