John Schifino, Tampa Office Managing Shareholder, Gunster
In an interview with Invest:, John Schifino, Tampa office managing shareholder at Gunster, discussed the company’s recent growth, strategic initiatives, and its position in the Tampa Bay legal market. He highlighted the firm’s value proposition as a Florida-centric firm. “We want to continue serving clients across the state while maintaining the culture of collaboration and excellence that has defined Gunster for 100 years,” he said.
What have been some recent highlights for Gunster over the past year?
One of the exciting things we accomplished this past year was expanding our already robust lobbying group at Gunster, which has been largely based in Tallahassee and Orlando. We have some incredible professionals in that group, but as we looked at where we wanted the firm to be, we realized we needed to expand those efforts. Earlier this year we launched a new lobbying subsidiary called Arrow Group. That was a major move for us, and we now have just under 20 lobbying and government affairs professionals throughout the state. Initially, lobbying was mostly a Tallahassee-centric effort, but now it’s expanded into a more statewide footprint.
We’ve also seen steady growth across our offices. In 2023, we added an office in Naples with 12 outstanding lawyers. While we didn’t open any new offices in 2024, we continued expanding, surpassing 300 lawyers last year. It’s been a deliberate and strategic growth, not just growth for the sake of it, and that approach has worked well for us. Another significant achievement was being recognized by Best Lawyers in 2024 and many of our attorneys were ranked in Chambers, which recognizes expertise in our industry. Additionally, Florida Trend recognized us as one of the best companies to work for, a distinction we’ve received for eight years in a row. We also just completed a new five-year strategic plan — what we’re calling a “visioning plan.” As part of that, we underwent a rebranding, which, I have to say, was quite an experience. Rebranding a law firm can make people a little anxious, but we’re really happy with our new brand and excited about launching it.
What differentiates Gunster in the Tampa Bay legal market, and what are you doing to maintain a competitive edge?
Tampa and the broader Tampa Bay region are experiencing tremendous growth. Our population is about 4 million, meaning roughly 1 in 6 Floridians live in this area. Last year alone, around 100,000 people moved here from out of state. With such a dynamic and growing community, there’s a strong demand for legal services across various sectors. Gunster recognized the importance of having a presence in Tampa about 13 or 14 years ago, which led to the opening of our Tampa office. I joined the firm in 2016, and since then, we’ve been very intentional about growing our presence here to match the region’s expansion. We now have around 65 lawyers and over 40 staff members in our Tampa office, making it a solid presence in the market. Initially, our Tampa practice was heavily focused on litigation and real estate, but about two and a half years ago, we brought in a group of 20 highly skilled attorneys with experience in corporate law, tax, and private wealth. This allowed us to offer a more comprehensive set of legal services to clients in the region.
One thing that makes Gunster unique is our Florida-focused approach. While we do have some national practices, such as our incredible e-discovery group and high stakes litigation groups, the core of our work is concentrated within Florida. Our firm’s structure also fosters a high level of collaboration. Unlike some firms where individual offices operate independently, our compensation model encourages attorneys to work together across the firm’s footprint, ensuring clients get the best possible legal talent for their needs. The level of teamwork here is something I’ve found to be rather unique in the legal industry, and I believe it really sets us apart. Gunster also incorporates community engagement into our compensation structure. Attorneys who dedicate time to pro bono work or community service receive compensation credit for those hours. This approach not only benefits the community but also helps develop well-rounded and engaged lawyers.
What strategies are you using to attract and retain top legal talent, particularly in Tampa?
I chair our associate compensation committee, which oversees about 70 to 80 associates. We take a very deliberate approach to compensation, structuring it in a way that incentivizes engagement beyond just billable hours. We are focused on developing 360-degree attorneys. We have a team led by a director and a shareholder dedicated solely to talent retention and development programs for our associates. We incentivize our associates who are involved in community engagement and leadership as part of their compensation structure. This encourages participation in meaningful projects while fostering a strong connection between the firm and the community. Because we represent large institutional clients, our attorneys have the opportunity to do sophisticated work in a collaborative environment that makes Gunster an attractive option for top legal talent. On the recruitment side, we highlight the complexity of the cases we handle. For instance, I’ve had the privilege to work on several bet-the-business billion-dollar litigation matters. Those opportunities are rare, even at major firms.
What are some of the key trends shaping the legal industry, and how is Gunster navigating these changes?
One of the biggest shifts has been the impact of technology, particularly after COVID. The pandemic forced everyone to adapt to remote work and virtual court proceedings, and while that was initially seen as a temporary adjustment, I think it’s clear now that virtual hearings, remote depositions, and video conferencing are here to stay. There are mixed feelings about this shift. On the one hand, it increases accessibility as people who previously might not have been able to afford travel expenses or take time off from work can now participate in legal proceedings via Zoom. It also allows lawyers to be more efficient, reducing the need to travel all over the state just for short hearings. And that’s all good.
That said, there’s a downside too. Lawyers used to learn by being in the courtroom and in judge’s chambers for hearings — watching other attorneys argue, networking in the hallways, and observing different styles of advocacy. A lot of that organic learning and camaraderie is lost when everything is done remotely. Judges are also adjusting to this new landscape, and I think we’re still figuring out what the right balance should be. Another major change is the rise of fully remote law firms. To me, a fully remote law firm almost feels like an oxymoron; law firms have traditionally been built on relationships, collaboration and mentorship. While remote models might work for some, I don’t think they provide the same kind of professional development and culture that in-person firms do. Gunster, like many firms, is still navigating the hybrid work model.
Where do you see the legal landscape in Tampa Bay over the next five to 10 years, and what are some of Gunster’s main goals moving forward?
Tampa Bay is in a fascinating period of growth. We’re seeing a huge influx of people moving here, and as a result, the demand for legal services continues to rise. Traditionally, national firms have been more focused on markets like Miami, but as Tampa’s business and economic landscape expands, I think we’ll start seeing more national firms take an interest in this region. However, the relationships here are still very local. Despite our significant population, we still have a small town feel, so Tampa Bay is frankly a tough market to crack.
So I believe Tampa will continue to be dominated by strong regional firms. There are already some excellent firms here, and I expect them to keep growing alongside the market.
For Gunster, our goal is to remain agile and continue expanding strategically. We don’t pursue growth just for the sake of it. For instance, while we have a strong presence in Tampa, we see a lot of potential in Pinellas County, which is amazing and important part of our state, and other key areas along Florida’s west coast. Opening an office there someday could make sense, but we’ll approach it carefully to ensure it aligns with our broader strategy. Other areas to watch for us are real estate and private wealth. With so many people moving here, real estate law will remain a critical practice area, and with more wealth moving here, we expect our private wealth group to continue to grow as well. However, I also think we need to keep an eye on bankruptcy law. There are economic factors at play that could lead to an increase in bankruptcy filings, and it’s something we’re monitoring closely. Ultimately, our focus remains on being the go-to Florida firm. We want to continue serving clients across the state while maintaining the culture of collaboration and excellence that has defined Gunster for 100 years.
