Karen Morinelli, Shareholder, Ogletree Deakins
July 2026 — Invest: sat down with Karen Morinelli, office managing shareholder of Ogletree Deakins in Tampa, to discuss how shifting federal and state labor policies are reshaping client needs, talent strategies, and risk management with the use of AI. “Artificial intelligence is one of the most important issues facing the legal profession today. It presents real opportunities to improve efficiency and support client service, but it also carries serious risks if used carelessly,” Morinelli said.
What external changes over the past year have had the biggest impact on the firm and on client needs?
Over the past year, the firm has continued to expand, reaching 60 offices across 32 states, as well as locations in England, France, Germany, Canada, and Mexico. Changes in the political and regulatory environment have significantly influenced the kinds of questions clients are asking and the guidance they need.
A major shift has come from the change in federal administration and the resulting impact on employment-related regulation and enforcement. Clients are closely watching developments in immigration, as well as changes at various agencies, such as the Equal Employment Opportunity Commission (EEOC) and the National Labor Relations Board (NLRB). For employers subject to a mix of federal and state labor laws, understanding how those agencies are approaching enforcement in the current environment has become increasingly important.
How are broader shifts translating into activity and priorities for your team in Tampa Bay and across Florida?
Many of the most immediate effects are showing up at both the state and federal levels. In Florida, public sector labor negotiations have been influenced by actions taken by the state Legislature, affecting what local governments and public entities can and cannot do in negotiations. That has changed strategy for many public employers across the state.
At the federal level, agency dynamics are changing as well. With new leadership at the EEOC and more capacity to act, employers are seeing a different approach to the cases being pursued.
On a practical level, clients are also dealing with a redistribution of work from federal agencies to local agencies. In Tampa, for example, some matters that may once have remained with the EEOC are now being handled more locally through the City of Tampa Office of Human Rights.
There are also operational effects. Backlogs at the NLRB and disruptions tied to shutdowns or slowdowns within parts of the federal government have affected response times and procedures. For the firm, that has not led to less work. If anything, it has increased demand, as clients are trying to understand how these changes affect their decisions and what comes next.
In a competitive legal market, how are you approaching talent attraction and development?
Talent remains a major priority, and the approach has evolved. The firm continues to adjust compensation and recruitment strategies to stay competitive, while also placing greater emphasis on building its pipeline earlier. That includes reaching law students before the traditional on-campus interview cycle and making earlier connections with prospective candidates.
The firm is also active in local law school engagement. Events like those at Stetson University help introduce students, especially first- and second-year students, to employment law and to the firm’s culture. Those interactions matter because employment law can become much more compelling once students understand the range of issues it touches and the business context in which attorneys operate.
Equally important is developing talent internally. The firm works to instill in attorneys the importance of understanding how clients operate, not just the legal doctrine surrounding a particular issue. That perspective helps the team advise on wage and hour matters, Occupational Safety and Health Administration concerns, immigration, discrimination claims, handbooks, and day-to-day workplace decisions in both public and private sector settings.
What distinguishes Ogletree Deakins’ approach to serving employers?
Our approach is based on our Client Pledge, which focuses on key aspects of client service like understanding our clients’ businesses, anticipating their needs, providing exceptional value and quality representation, harnessing technology and innovation, and effective communication.
That philosophy is central to how attorneys are trained and how the firm approaches service. Legal advice is more effective when it is grounded in a client’s goals, operations, and industry realities. We want to know and better understand what our clients do.
That means staying engaged in the broader business community, participating in conversations about regional economic activity, and paying attention to the trends affecting employers locally and nationally. By doing so, the firm is better positioned to provide practical, business-oriented counsel, rather than purely theoretical legal guidance.
What workplace trends are you seeing most clearly in Tampa Bay?
One of the clearest trends is the continued return to in-person work. Employers still have significant investments in their office footprints and, in many industries, there is a renewed emphasis on bringing people back together physically. In the legal profession especially, there is a strong belief that collaboration, mentoring, and professional development happen most effectively in person.
As more employers require employees to return to the office, new workplace questions are emerging. Those include accommodation requests, disability-related issues, and questions about how to structure policies in a way that is both compliant and workable. Employers are trying to strike a balance between operational needs, legal obligations, and employee expectations, and that balance is not always easy.
Tampa’s continued physical growth also reinforces this trend. The development visible across downtown reflects continued business confidence and real estate investment, which in turn influences how employers think about the workplace and workforce strategy.
How is the firm approaching artificial intelligence and the risks associated with it in the legal sector?
Artificial intelligence is one of the most important issues facing the legal profession today. It presents real opportunities to improve efficiency and support client service, but it also carries serious risks if used carelessly. In law, those risks are particularly high because accuracy, confidentiality, and professional responsibility are nonnegotiable.
The challenge is not simply whether to use AI, but how to use it responsibly. There are already public examples of courts reacting strongly to hallucinated citations and other misuse of AI-generated content in legal filings. That makes governance, training, and oversight essential.
The firm is focused on training attorneys to use technology thoughtfully and responsibly, while protecting client interests and maintaining the quality of legal work. The goal is to harness the benefits of new tools without compromising standards.
How is the firm engaging with the Tampa Bay community and employer networks?
Community engagement takes several forms. The office participates in charitable efforts, including hands-on service activities, such as food-packing events, and also takes part in local team-building and community events like the Gasparilla runs. Those efforts help strengthen internal culture while also supporting the broader community.
The firm is also deeply involved with employer-facing organizations across the region. It works with CEO groups, meets regularly with business leaders and provides labor and employment insight in settings where employers are actively discussing operational challenges. In addition, the team is highly engaged with SHRM chapters throughout Central Florida and along the southwest coast, extending its presence from Tampa into nearby markets, such as Lakeland, Sarasota, Charlotte County, and Lee County.
Education is another major component of our local role. The firm hosts in-office training, webinars, and seminars, and it also participates in larger national events, such as Workplace Strategies, which draws hundreds of attendees. These programs allow attorneys to stay close to client concerns while helping employers navigate fast-changing workplace issues.
What are your key goals and priorities for the next two to three years?
Growth will remain a priority, but only growth that is aligned with the firm’s strategy and values. Recent expansion, including the opening of offices in Baltimore and Lexington, Kentucky, reflects a deliberate approach to adding capabilities and geographic reach where it makes sense.
Locally, the focus is on continuing to build the Tampa office. The team expects to add attorneys, while staying open to strategic merger opportunities that align with the firm’s model. Physical expansion supports that goal as well, with a recent build-out giving the office more room to grow.
Beyond headcount, the longer-term priority is to continue helping clients navigate a changing employment landscape with practical, high-value advice. That means staying current as laws evolve, continuing to invest in technology and reinforcing a culture in which attorneys understand client objectives and collaborate toward sound business solutions.
