Liam O’Connell, Co-Managing Partner, Nutter McClennen & Fish LLP
In an interview with Invest:, Liam O’Connell, co-managing partner of Nutter, discussed the firm’s unique business model focused on specific areas of expertise, recent strategic growth initiatives, and the impact of emerging trends like technology and diversity on their legal practice and talent management approach.
What are the key differentiators that set Nutter apart from other competitors in the region?
Our firm is quite unique compared to others. While we are growing, our business model remains distinct. We offer a broad range of practices with deep expertise, yet we focus on delivering exceptional legal services in our core disciplines. We have intentionally added lateral talent that supports our efforts to strategically increase the depth of expertise in key sectors.
In just this last year, for example, we have enhanced our team with high-caliber professionals, including a partner in our bankruptcy workout practice from a major New York law firm, a tax partner, and a corporate practitioner also based in New York. We also recently added a new member to our private client group who specializes in international tax and comes from a large Boston-based firm. These individuals are top-tier in their fields and find our business platform — entrepreneurial and flexible — highly attractive.
This strategic growth is aimed at enhancing our ability to meet the diverse needs of our clients. We are very intentional about focusing on areas where we excel, continuing to invest in our strengths to serve clients across the country and internationally.
What are some of the emerging trends in the legal sector that are impacting your clients and how are you responding to these changes?
As a litigator specializing in labor and employment, I’ve observed a heavy regulatory environment that creates new challenges and needs for our clients. There have been several noteworthy changes in the law, and administrative agencies’ interpretation thereof. The dynamic and evolving nature of the regulatory environment and government enforcement has resulted in both increased need for strategic legal counsel and litigation support over the last year and a half.
How is technology affecting your litigation practice, and what broader impacts does it have on the firm?
Litigation has been at the forefront of adopting new technologies. Our robust litigation support technology team proactively identifies both the challenges and opportunities created by the evolution of technology, particularly at present as it relates to AI.
The transition to more remote work has required us to rethink how we train and mentor the next generation of lawyers. While we have largely returned to the office, the environment is still quite different from pre-2019. Training and mentoring can continue to be organic (via in-person interactions), but they also require more intentional focus and planning. We also have the opportunity to leverage new technological tools to support these functions.
Clients have also adjusted to this new dynamic, underscoring the need to be flexible. We are continuously evaluating the tools and strategies necessary to ensure we can provide the highest quality services in this changed landscape.
How does Nutter approach diversity, equity, and inclusion?
Diversity, equity, and inclusion have been focal points for our firm for several years. Our Equity, Diversity, and Inclusion Executive Committee includes the firm’s leaders, including its department chairs and members of the executive committee. The Committee has conducted a comprehensive review to identify ways we can improve. As a result of this strategic approach, the Committee developed several recommendations that have since been implemented.
In two recent examples, we held a training session led by an external trainer and hosted a town hall led by Michael and me, involving our entire firm. Our DEI efforts are ongoing and focus not only on hiring and retaining diverse talent but crucially on mentoring. We work hard to ensure that all members of our team can not only succeed, but to flourish and find a long-term home at our firm. We’ve also been mindful about who gets client-facing opportunities, ensuring these decisions align with our DEI objectives even in a remote work environment.
What role does the firm play in the Boston community, and how do you choose the initiatives that you support?
As one of the oldest firms in Boston, we have a long-standing commitment to the community. We maintain a very active pro bono program and many of our attorneys contribute significantly, providing legal services to those in need. We have a committee that oversees these efforts, offering our lawyers numerous opportunities to get involved in projects that make a real difference in people’s lives. Beyond legal services, our firm has a history of financially supporting various activities that contribute to making Boston a stronger, more vibrant community. We’re leaders in numerous legal in civic organizations; for example, one of our partners was recently the Chair of the Chamber of Commerce in Boston. Our presence in Boston’s legal and civic life is a proud part of our DNA, reflecting the legacy of Louis Brandeis.
How does your firm’s culture influence your approach to legal practice and talent management?
We operate as a professional services firm and, fundamentally, we offer talent and expertise. Our culture is built around promoting and rewarding excellence in everything we do, which presents both challenges and opportunities.
Michael and I are acutely aware of our generational differences and the blind spots that might result. This awareness drives us to actively seek input from more junior generations within the firm to help navigate our future direction. They are integral to our strategic planning and are the future of our firm, from the associate level to our staff.
The practice of law is continuously evolving, influenced by technological advancements and changing service delivery models. The essence, however, of our practice remains rooted in the skills and talents of our team members. We thus focus on developing, supporting, and mentoring our talent to ensure they are placed in the best positions to succeed.
By attracting the right people and supporting them effectively, we believe we are well positioned for continued success. Our firm not only has a strong reputation and culture but also provides a welcoming and rewarding environment for practicing law and building a career. I am particularly optimistic about the next generation, as we have some fantastic people who will be future leaders in the legal industry.
