In an interview with Focus:, Larry Padilla, CEO of the Decatur Housing Authority, discussed strategic expansion, resident empowerment, and the need for regulatory reform. “To make a real impact, we need to do more than develop 200 units a year. We’re working toward a pipeline of more than 1,000 units. That may sound ambitious, but it reflects what the moment demands,” Padilla added.

What recent developments have had the greatest influence on the housing authority’s priorities this year?
The Village of Legacy (Legacy) project has been one of our most impactful initiatives as of late. Located within Legacy Park in Decatur, it’s unique because it brings housing within a park environment that also features a variety of nonprofit organizations that are based within the park, nature trails, and a state-of-the-art track field. This combination helps build a fuller sense of community.

It’s the first affordable and attainable multifamily housing development for families in Decatur in decades. Much of our previous work focused on replacement housing, where previous public housing communities were either completely demolished and re-developed or substantially rehabilitated, replacing the previously existing units one-for-one. With Legacy, we are adding 132 new units, expanding Decatur’s affordable and attainable residential options.

This development has really become our calling card. While our official name is still the Decatur Housing Authority, we’ve intentionally stepped away from using the word “authority” in our day-to-day work. The term can carry outdated perceptions about what public housing agencies do, and it doesn’t fully reflect who we are today.

We want to be recognized for our high standards, our strong stewardship of public resources, and our ability to responsibly administer federal rental subsidies as part of a true public–private partnership. Our goal is to expand opportunities for working families who want to live, work, and play in Decatur, and to be seen as what we really are: a developer, owner, and operator of quality, modern, and safe housing of choice.

While dropping a single word might seem like a small or purely symbolic marketing move, it sends a clear message. It pushes back against the stereotypes and misinformation that often surround housing agencies and can slow progress in addressing the affordability crisis.

At the same time, our charter gives us tools that most developers simply don’t have — the ability to issue bonds, preserve tax incentives, and place project-based vouchers — and those tools are essential to sustaining attainable housing. The project has also attracted new partners and opened the door for us to expand across DeKalb County, throughout Georgia, and potentially beyond.

Today, we operate much more like a real estate developer with a strong CORES designated services component we refer to as our Resident Experience department, and which operates within our services subsidiary, Decatur Housing Initiatives, Inc. 

For us, it’s more than buildings — it’s about creating real communities: supporting youth, connecting adults to training and jobs, and helping seniors age in place with dignity.

How has the economic landscape affected your ability to expand affordable housing?
It’s definitely a challenge. In the city of Decatur, there is approximately 2% of available vacant land, and not all of that is actually developable. In a small city, roughly five square miles, that scarcity drives acquisition costs up significantly. It’s been a real local constraint, and we’re starting to see similar pressures emerge across the region.

At the same time, the broader multifamily market is beginning to soften. We’re seeing more concessions, and in parts of metro Atlanta, there are signs the market is already overbuilt — or headed that way.

For us, though, affordable and attainable housing isn’t optional — it’s essential. It’s like bread and water; it’s basic sustenance for a community. Demand will always outpace supply, especially for working families. So even in a tough environment, the need remains strong, and we’re committed to meeting it.

The biggest obstacles right now are land costs, higher interest rates, shifting restrictions on soft financing from government sources, and broader political uncertainty. But despite all of that, it’s actually an exciting time to be in this field. If the work were easy, it probably wouldn’t be worth doing. The challenge is what makes it meaningful.

How are resident needs and preferences shaping the way you create community experiences?
Our resident experience team is CORES certified (Certified Organization for Resident Engagement & Services), a designation that recognizes organizations that have developed a robust commitment, capacity, and competency in providing resident services coordination in affordable rental housing. As a CORES organization we have the ability and flexibility to meet people where they are. We serve a broad range of residents, from those with public housing backgrounds to young professionals and working families, and our goal is to support all of them and address challenges early, before they become larger problems. We are about providing a hand and not holding hands, which is a significant distinction. In supporting our residents, we help to ensure that they are also positively contributing to the vibrancy and economic viability of the community at large.

Decatur’s strong schools attract many families, but housing costs are still a significant barrier. We work hard to make sure our youth have access to every opportunity available. That includes after-school tutoring with certified teachers, robotics programming, wellness activities through partnerships with Parks and Recreation, and college preparatory services among many others.

We also have self-funded scholarships for graduating seniors and for residents continuing their education in college or trade school. It’s about creating consistency and long-term support, not just one-time assistance.

For our senior residents, we focus on stability and quality of life — offering wellness programs, financial literacy workshops, estate planning, and insurance education. We also operate a food pantry in partnership with a major regional food bank and other local partners to ensure no one in our community goes without basic necessities.

For adults, particularly those who grew up in public housing, we emphasize workforce development. We connect residents with nonprofit partners, training programs, and career pathways, and we reinforce the idea that it’s never too late to learn new skills and grow.

Beyond our own properties, we have started to export this model to other housing authorities and affordable housing providers that may not have a dedicated resident services component. We deliver many of these programs through our nonprofit subsidiary, Decatur Housing Initiatives, which gives us the structure and flexibility to provide services externally.

What role does homeownership play in your long-term strategy?

It really depends on the opportunity. We’ve developed homeownership units in the past, typically on land we already owned or strategically acquired. Those homes were sold and are no longer part of our portfolio, but they demonstrated that homeownership can be an important pathway for the families we serve.

We’re currently working on a new homeownership initiative — I can’t share all the details just yet — but it reflects our continued commitment to creating more avenues to ownership. We’re also exploring models like rent-to-own, which can help residents who may not have the resources for a large down payment begin building equity. At the same time, we’re partnering with financial institutions to provide financial literacy and homebuyer training so residents are prepared not just to purchase a home, but to sustain it long term.

Strategically, we want the flexibility to pursue both multifamily and single-family development that doesn’t rely too heavily on subsidies. Programs like the Low-Income Housing Tax Credit and bond financing are incredibly valuable tools, but they can also be restrictive and complex. We’re looking to complement those with approaches that allow us to move more nimbly and serve a broader segment of the market.

Ultimately, that includes the middle-income workforce — people who work hard, contribute to the community, and simply need stable, attainable housing options. Homeownership is one more way we can help create that stability and build long-term generational wealth.

How are you approaching funding and financial strategy in today’s climate?

We proactively monitor interest rates and track changes in grant and loan availability, especially as a few of these funding sources have begun to dry up, tighten, or disappear altogether. There is a lot of uncertainty right now at the federal, state, and municipal levels, which makes it even more important to be disciplined and strategic with every dollar.

We are fortunate to be well capitalized but maximizing that capital is critical. Grants and soft financing allow us to stretch our hard dollars further so we can do more with the same resources. I’m encouraged by conversations about reducing some of the regulatory barriers that slow housing development, but even if federal requirements ease, there are still significant municipal regulations that add cost and complexity.

Today, more than 40% of multifamily development costs can be tied to regulatory requirements. For single-family housing, it’s closer to 20–25%. If we could reduce even a portion of those costs, we could deliver significantly more housing to the community.

So we remain alert and ready to move. Funding opportunity windows do not remain open for too long, and it takes coordination and experience to act quickly. Fortunately, we have strong leadership within our board and in the leadership of our real estate development subsidiary. Our development efforts are driven by our internal team, me, and a variety of strategic and well-positioned partners that allow us to be creative and innovative. As a team, we bring both technical expertise and the vision to capitalize on opportunities as they arise. There is much to be concerned about within our existing economic environment; however, I remain confident and excited about where we are headed.

What are your top priorities over the next three to five years?
Internally, our focus is on continuing to build a culture that is entrepreneurial, innovative, and forward-thinking. Identifying candidates who demonstrate the right balance of skills and mindset remains a challenge. Over the past year, we have made significant strides in assembling a well-balanced team capable of contributing to our future goals, but talent acquisition and development will remain a top priority in 2026.

Externally, we are focused on expanding the organization through the creation of new subsidiaries and diversifying revenue streams. Reducing reliance on federal funding and becoming more self-sustaining is a major priority. We already operate with relatively minimal dependence on these sources, which gives us a strong foundation to build from.

We are also working to align our existing tools, resources, and partnerships to support more innovative residential and mixed-use development and investment initiatives. This includes leveraging our Housing Choice Voucher authority to support development projects and create innovative models that generate sustained revenue while strengthening the public-private partnerships essential for long-term success.

What role do you see your organization playing in the broader housing landscape?

First, I appreciate the opportunity to highlight our work. While we’re not the largest organization addressing housing challenges, we are aggressive in our expansion strategy. Our goal is to be the go-to partner for private investors, developers in both the nonprofit and for-profit sectors, and other housing authorities who may not have the capacity or technical expertise. Expanding our platform is essential to addressing the affordable and attainable housing crisis.

To make a real impact, we must do more than develop 200 units a year — we are building toward a pipeline of over 1,000 units. It’s ambitious, but the scale of the crisis demands it. Achieving this requires continuous self-development, close collaboration with like-minded agencies, and strong cross-sector partnerships.

We are assembling a team capable of managing this level of growth, and our focus is on execution. The industry often talks about the housing crisis, but we are focused on action. We understand what needs to be done — and now we are committed to making it happen.

In an interview with Focus:, Janet Simpson, CEO of TVS, discussed evolving priorities in architecture, from sustainable design to data-driven decision-making. She explained how AI and real-time analytics are reshaping project workflows and emphasized the need for firms to establish strong data infrastructure.

What have been some of the standout projects or milestones that TVS has achieved over the past year?

We continue to be active in Atlanta, where many of our projects have long timelines. One notable project is 1072 West Peachtree, developed by the Rockefeller Group. That project is now under construction and will be the tallest residential tower in Atlanta.

Another major project is Centennial Yards, where we continue to make steady progress. We are also working on the Tennessee Titans Stadium in Nashville. In addition, another significant Atlanta project is the renovation of the former CNN Center, now referred to as The Center. TVS originally designed the building in the 1970s, and we have been commissioned again to lead its comprehensive redevelopment.

As a leader in architecture, what trends do you foresee dominating the design industry in the next few years?

Sustainability and resilient design have been central themes in the industry for some time, but those concepts have matured. Initially, the focus was largely on energy efficiency, but it has expanded to include sustainable materials and responsible sourcing. There is now greater emphasis on the full lifecycle of materials — where they come from, how they are produced, and their environmental impact. Manufacturers are becoming more transparent, allowing architects to make more informed decisions.

Beyond sustainability, artificial intelligence and data integration are transforming the industry. While digitization has been underway for years, the next phase is ensuring firms are truly data-ready to fully leverage AI. That requires rethinking business models to treat technology as an asset rather than simply an expense. The industry is still in the early stages of aligning operations with AI capabilities, particularly around data accessibility and real-time decision-making. AI offers the potential for deeper insights, streamlined workflows, and improved design accuracy, but only if the proper infrastructure is in place.

How does TVS integrate community needs and environmental sustainability into its projects, particularly in a growing region like Atlanta?

We participate in the AIA Large Firm Roundtable and have long been committed to the 2030 Challenge, which tracks energy use and carbon performance. Our goal is to achieve carbon neutrality in our operations, including the purchase of carbon offsets. We are also prioritizing material sourcing, aligned with AIA guidelines for tracking sustainable materials across five key categories. The industry is still working toward standardized reporting methods for these metrics.

Beyond individual firm efforts, we recognize the importance of collective industry impact. We are engaged in broader conversations about sharing data across the architecture and construction sectors to improve sustainability outcomes. For example, there is growing interest in extracting real-time performance data from Revit models to inform design decisions proactively, rather than relying solely on post-construction analysis.

What types of services are currently in high demand at TVS, and how are you adapting to meet client needs in Atlanta and across the country?

Data is increasingly critical in two areas: business operations and project design. From an operational standpoint, we are integrating data across the firm to improve visibility and agility. In a volatile market, timely decision-making is essential, and centralized data allows us to respond more quickly to changing conditions.

On the project side, we are actively involved in industry discussions around data sharing and real-time analytics. Improving how we extract and use data from Revit models can lead to more sustainable and efficient designs. The challenge, and opportunity, lies in creating platforms that enable firms to share insights at scale, leading to better-informed decisions across the industry. While we are still early in this transition, the potential for AI and advanced analytics to transform architecture is significant.

With rising inflation and high interest rates, how have these factors impacted the industry?

Over the past several years — beginning during the pandemic and continuing into the current period of AI-driven disruption — volatility has affected operations industry-wide. In the past, project execution was more predictable. Firms could secure a project, follow a set schedule, and forecast revenue with relative certainty.

Today, financing challenges, construction pricing fluctuations, and material sourcing issues have introduced far more uncertainty. Projects often pause or change between proposal and final pricing, particularly as construction costs and external factors, such as tariffs, shift. That uncertainty affects financing decisions, which can lead to delays. As a result, it has become much harder to predict revenue streams with confidence.

To adapt, we are leveraging real-time data and improving internal connectivity to identify fluctuations earlier and respond proactively. The challenge is not a single delayed project, but the cumulative impact of multiple delays, which can significantly disrupt monthly revenue forecasts. Cash flow and profitability depend on predictability, making data visualization and analytics increasingly critical assets.

Where do you see the most promising opportunities for growth in Atlanta over the next year?

Atlanta remains a strong and attractive market. The population continues to grow, infrastructure investments support that growth, and the city has been intentional about creating a favorable business environment. While financing remains challenging, developers are still vision-driven, and our longstanding relationships in the region position us well to contribute to meaningful projects.

We are optimistic about Atlanta’s trajectory and value being headquartered here. Capitalizing on these opportunities requires strong relationships and clear communication of our value across multiple platforms.

Looking ahead, what are your top priorities for the next two to three years?

We take a market-specific approach, with each segment defining where to compete and how to win. As a firm, we focus on solving meaningful problems through design, ensuring our solutions address real challenges and consider the broader context of the built environment.

A key priority is leveraging technology, including AI, to enhance our ability to deliver value. Advanced platforms allow us to design more accurately and respond to evolving conditions. However, technology is a tool, not the end goal. At the core of our work is a clear sense of purpose — understanding what we are trying to achieve and delivering solutions that are responsible for the long-term impacts the built environment has on communities and the environment.

In an interview with Focus:, Brian McGowan, president of Centennial Yards, discussed how the development is designed to support the economic and community needs of downtown Atlanta. “One of our investors described Centennial Yards as a development that will be remembered alongside Atlanta’s airport as one of the most impactful projects of the past 50 to 60 years,” McGowan said.

What recent milestones have reflected Centennial Yards’ long-term vision?

The biggest milestone is momentum. We completed two buildings last year after two years of construction and a year of design. The Mitchell is a 304-unit apartment complex that opened in September 2025 and will include three restaurants at the base. Hotel Phoenix, with 292 rooms, opened last December.

In the summer of 2024, we broke ground on the entertainment district, which spans seven and a half acres and includes four buildings totaling 500,000 square feet, a fan zone in the center capable of accommodating 2,000 to 3,000 people. We signed leases with Live Nation to build a 5,300-seat live music theater, which will be its crown jewel venue in the United States. We also signed a lease with Cosm, a unique sports bar concept featuring 70,000 square feet of space, highlighted by a sphere similar to the Las Vegas Sphere, scaled to fit inside the building for sports, movies, and more.

In addition, we broke ground on another 230-room hotel, and a fourth building is planned as a multi-tenant space primarily for food and beverage. A historic building has already reopened as Lofts at Centennial Yards South, offering 162 apartment units. In the near future, we’ll be announcing a number of new leases, primarily with restaurants.

How has public–private partnership shaped your approach to revitalizing the area?

This project exists because of public-private partnership. For decades, this 50-acre site was a hole in the heart of downtown, at the center of a region of six million people, and no one could figure out how to make it work. The project began with Tony Ressler, owner of the Atlanta Hawks, who envisioned a sports-adjacent entertainment district.

The site was challenging due to multiple owners, complex easements, air rights, parking rights, active train lines, and insufficient infrastructure. The city worked with CIM Group to create a unique financing structure that allowed the project to move forward. Without a strong partnership with the City of Atlanta and the State of Georgia, this project would not be underway.

How is the project balancing commercial opportunity with community impact?

In partnership with the city, 20% of all residential units are designated as affordable at 80% of area median income for 99 years. In addition, 38% of our subcontractors are required to be minority- or female-led enterprises. We are currently at 35%, with a goal of 38%. One of the most rewarding aspects of this work has been bringing in smaller contractors who typically would not have the opportunity to participate in a project of this scale and helping change the trajectory of their businesses.

We are also building a police substation and a fire station within Centennial Yards. We replaced a condemned pedestrian bridge, contributed $10 million to rebuild a recreation center, and committed an additional $33 million to equity and inclusion initiatives across the city. We have also pledged to allocate 25% of entry-level jobs to local residents.

How does Centennial Yards use design to meet the evolving needs of the community?

We hired Foster + Partners to create a human-scale master plan. We intentionally avoided very tall buildings because they can create uncomfortable wind patterns and discourage outdoor activity. Our focus has been designing for people and prioritizing pedestrians.

The entertainment district currently under construction, along with the bridge we built, is pedestrian-only. Residential buildings are positioned around the entertainment areas but set back from noise and light. Working with the city, we prioritize people over vehicles by ensuring safe crossings and easy access throughout the site, while encouraging alternatives to driving. There are also two transit stops adjacent to the property, and we are working with MARTA to create a direct connection that encourages transit use.

How does the current economic environment impact your strategy for navigating challenges?

It’s a difficult environment for real estate, with a high level of uncertainty. We mitigate that by raising equity, reducing reliance on debt, and choosing to self-perform as the general contractor. That approach allows us to control costs by eliminating third-party fees and operating more efficiently.

We have the flexibility to move forward and pivot when necessary. Four years ago, we were focused on building office space, but demand shifted as major tech companies reduced their office footprints. We pivoted to residential and hospitality. Now, as office demand begins to return, our mixed-use approach allows us to adapt in real time.

How is your team planning for environmental and economic resilience?

All of our buildings will be LEED Platinum certified. We are also exploring a shared energy system that allows chillers and cooling systems to serve multiple buildings. An elevated 2.5-acre park, 40 feet above ground, will provide green space, shade structures, and relief from Atlanta’s summer heat.

Our consultants have also implemented science-based strategies to mitigate the urban heat island effect created by surrounding concrete, ensuring long-term environmental resilience.

How does the project incorporate art and culture into its placemaking?

Every element of the project is designed to reflect Atlanta’s story. Hotel Phoenix is named after Atlanta’s official bird and symbolizes the city’s rebirth after being burned during the Civil War in 1864. Centennial Yards represents a second economic rise for the city.

We want visitors to leave with a deeper understanding of Atlanta’s culture and identity. The shade structures themselves will serve as public art, drawing inspiration from the Atlanta Hawks, Atlanta Falcons, and Hotel Phoenix. That spirit, always rising, defines Atlanta.

How does Centennial Yards define the next era of growth for Atlanta?

This project represents a major private investment in downtown after decades of limited development. A $5 billion commitment signals confidence and encourages others to invest, creating a powerful multiplier effect across the city. Construction cranes are in the air, and there is a renewed belief that this is a pivotal moment in Atlanta’s history — one that will deliver the downtown the city deserves, as envisioned by Tony Ressler, the owner of the Atlanta Hawks and an investor in Centennial Yards.

We are building a new neighborhood with more than 2,000 apartments that will become Atlanta’s most visible and dynamic district — its own version of Times Square. It will be a place for gathering, culture, and memorable moments, connecting surrounding neighborhoods and reshaping the city’s economic and cultural trajectory. One of our investors described Centennial Yards as a development that will be remembered alongside Atlanta’s airport as one of the most impactful projects of the past 50 to 60 years.

In an interview with Focus:, John Yates, Partner at law firm Gunderson Dettmer, discussed the firm’s strategic expansion and its commitment to innovation in legal services. “We believe Atlanta is the most exciting region in the United States for tech growth,” he said, highlighting how the firm’s unique focus on emerging growth companies and venture funds positions it at the forefront of a rapidly evolving industry.

What strategic factors influenced the decision to establish a presence in Atlanta, and how does this expansion align with your broader growth objectives?

I’ve been very fortunate to spend my entire career in technology law. I was initially intrigued by this area because my sister started a tech company in Silicon Valley in 1980. When I graduated from law school, the IBM PC had just been released, and I decided I wanted to work with fast-growing tech companies and fascinating entrepreneurs. Fast forward to today, I’ve recently become a partner at Gunderson Dettmer, a firm founded in Silicon Valley that has expanded to more than a dozen cities. Along with several colleagues, I’m proud to be a co-founding partner of the new Gunderson office in Atlanta. We believe Atlanta is the most exciting region in the United States for tech growth. Gunderson represents thousands of tech companies and hundreds of funds, creating a powerful synergy when we bring companies and funds together, along with the value-added relationships and introductions we offer. It’s truly a winning formula, and we feel very fortunate to be part of the Gunderson Dettmer team.

What have been the firm’s most notable recent successes, especially regarding new deals and strategic partnerships, even though the Atlanta office is relatively new?

We’ve had an incredible start. Despite the Gunderson firm being new to Atlanta, we already represent over 100 clients. We’ve been able to leverage decades of relationships and significantly expand them through the firm’s platform. Our unique model focuses exclusively on emerging growth companies and the funds that support them. Unlike other firms that diversify into multiple areas, we stay laser-focused on our core. Some of the most successful companies globally have followed this model, and it’s helped us build a broad, national, and even international network that benefits the entrepreneurs and tech companies we serve. Being on the Gunderson team has exponentially magnified our practice, giving us a unique advantage when delivering our value-added services to companies, entrepreneurs, and strategic partners.

In what ways is your firm innovating its legal services or business model to stay competitive in this dynamic environment?

That’s one of the most exciting parts about Gunderson Dettmer — not only do we work with technology companies, but we actively develop and implement technology ourselves. We have a dedicated team advancing our digital platform by integrating AI and other efficiencies to deliver services faster and smarter. For instance, we have a contract generator that allows clients to create customized agreements without having to start from scratch with a lawyer, saving time and reducing costs. We also offer a client portal allowing access to key corporate records and facilitating communication with our legal team. These unique digital tools demonstrate Gunderson’s commitment to client-focused innovation, which is something entrepreneurs and emerging companies truly value.

How do you ensure cohesive service delivery while maintaining a localized, specialized focus in each key market?

Technology is truly a global business now, and that’s why it’s essential for us to have over a dozen offices across the United States and internationally. We’re fortunate to have a presence in Southeast Asia, Latin America, and North America. We’ve also built trusted relationships with top-tier law firms worldwide that align with our quality and focus areas. This global, but focused approach enables us to efficiently find the right legal experts, whether from within Gunderson or through our strategic partners, to address country-specific issues like privacy, AI, contract nuances, or restrictive covenants. Although the world lacks uniformity in many legal aspects, we’ve developed a strong platform to deliver seamless service across diverse jurisdictions.

How are you leveraging legal tech and AI to better serve startups and investors in Atlanta and beyond?

AI is incredibly dynamic, with new innovations emerging almost hourly. In Atlanta, our city’s goal is to become the capital of applied AI, meaning we focus on using AI in real business applications. With so many Fortune 100 headquarters in Atlanta, companies are eager to integrate AI into their operations, and that aligns perfectly with our strengths. Internationally, we also have to stay abreast of developments like the European AI Act, which adds another layer of complexity. We’ve developed a carefully curated AI platform that minimizes errors like AI “hallucinations” and focuses on the goal of delivering secure, accurate information. Our investment in AI is about staying at the forefront and applying these tools effectively in our practice to benefit both our clients and our attorneys.

What progress has your firm made in DEI, particularly in the Southeast?

Gunderson Dettmer has always prioritized fairness and respect for everyone, long before I joined the firm. Our lawyers come from all over the country and the world, creating a vibrant, diverse community. In today’s environment, maintaining a culture of fairness, adherence to the rule of law, and treating people with respect is more important — and more challenging — than ever. We’re proud that our culture has remained consistent with these values.

Are there any ESG-related services or initiatives resonating with your clients in Atlanta and the Southeast?

ESG is a fascinating and evolving area. Many of our clients are involved in governance, regulatory compliance, and related sectors. We often work with companies developing digital platforms for ESG compliance, helping businesses meet regulatory and customer expectations. Our clients build software that allows companies to monitor and adhere to environmental and governance standards globally. It’s a natural fit for our business-to-business software focus and an important part of the broader compliance landscape our clients navigate.

How does the firm foster a strong culture, mentorship opportunities, and career growth to attract and retain top talent locally and globally?

Culture is a cornerstone of our success. At Gunderson Dettmer, and in our Atlanta office, we prioritize trust, open communication, and innovation. Trust allows us to have honest discussions and even disagreements without damaging relationships. We strive to maintain an environment where people feel heard, valued, and supported. Our leadership has been instrumental in fostering this culture. We also emphasize innovation, not just for our clients but for our lawyers as well, using AI and digital platforms to make work more efficient and satisfying. When employees feel supported and empowered, it naturally translates into better service for clients.

How are you guiding your clients through the evolving regulatory landscape?

The current regulatory environment is incredibly dynamic, and regulations come from multiple levels: local, state, and federal agencies and executive orders. Our role is to help clients understand how these regulations apply and monitor legal developments closely, particularly as courts interpret and sometimes challenge new rules. This is one of the most dynamic periods I’ve seen in my 40-year career, and it requires a careful, measured approach. We have to be vigilant but not reactive, understanding that some changes may take time to settle through the judicial process. It’s a fascinating time, especially for current law students who are entering a legal landscape very different from previous generations.

What are your key goals and objectives for the next two to three years?

Our main goals include being at the forefront of the changing technology landscape and providing trusted advice, where our clients lead the charge on innovation. We will continue to leverage safe and ethical AI solutions to make legal work more efficient and allow for higher-quality services. Another key focus is maintaining our strong culture even as we integrate more technology. We’re also expanding our reach throughout the Southeast, building communities in cities like Charlotte, Birmingham, Tampa, Charleston, and Raleigh-Durham — all with Atlanta as our hub. The Southeast is the fastest-growing region in the country right now, and we have the tools and the Silicon Valley connections to provide world-class services. Lastly, we’re focusing on succession planning, ensuring that our incredible next generation of attorneys is ready to lead and continue building on our success.

In an interview with Focus:, Richard Spady, Managing Partner for Bain & Company Atlanta, said that rapid advancements in technology — particularly in AI and digital tools — are fundamentally reshaping how businesses create and deliver value. “The real opportunity lies in transforming the front end of the business — how companies engage with customers, and how they deliver products and services.”

What have been some of the most significant changes within the broader marketplace that have impacted Bain & Company’s operations?

I think the biggest change affecting the business community, and really the world, is around technology. While it’s gotten a lot of attention over the past two or three years, we’ve actually been supporting our clients with digital transformation, AI, and broader technological adoption for more than a decade. In the last three or four years in particular, we’ve seen technology become central to how companies operate and plan for the future.

That shift has two key implications for us. First, we need to have the right expertise to help clients solve problems. Second, it changes how we operate internally — how we use tools, digitize processes, and integrate new technologies into our client work. But ultimately, the most important thing is using that knowledge to help clients take the right next steps in their business strategy.

What about the security risks tied to technologies such as AI, like deepfakes, phishing, and cyber fraud?

That’s an important concern. I’ll start by saying I’m not an IT expert, so I won’t offer deep technical insight on cybersecurity. But it’s certainly something that must be considered in any solution we provide for clients. Cybersecurity needs to be built into the strategy, the investment decisions, and the day-to-day operation of any tech solution — especially those that are consumer-facing. We don’t treat it as a separate concern; it’s integrated into how we help clients think through and implement technology.

How have you seen consumer preferences evolve over the past year?

Consumer preferences have certainly shifted toward value in the last year or two, largely in response to macroeconomic uncertainty. Consumers are being more deliberate, looking for value in what they purchase.

At the same time, digital disruption has completely changed how brands reach and engage consumers. It’s much easier now than it was 20 years ago for a new brand to market itself using digital and social media. This opens the door for quicker, broader distribution and greater visibility, especially for insurgent scaling brands — whether from startups or major CPG companies. The speed to market is dramatically faster today, creating more competition and, ultimately, more consumer choice. That’s a positive development, as it fosters innovation and helps better meet consumer needs.

What do you see as the greatest opportunities in the current business landscape, and how are you advising clients to capitalize on them?

I’m going to sound like a broken record here, but I have to go back to technology. It’s not just about operational efficiency anymore. The real opportunity lies in transforming the front end of the business — how companies engage with customers, and how they deliver products and services.

Technology, especially AI, enables companies to redefine their value proposition to customers. It’s about using tech not just internally, but externally to create step-change improvements in the customer experience. So our focus with clients isn’t just adding technology around the edges — it’s helping them rethink their business models and embed tech into their core offerings to drive long-term value.

How have developments affected the way you build client relationships and your broader strategy in the Atlanta market over the past year?

It hasn’t changed our fundamental approach to client relationships — we’ve always focused on trusted, high-impact partnerships — but it has elevated the importance of having the right capabilities on hand. That means enterprise tech experts, advanced analytics specialists, and AI talent who can not only develop a strategy but actually build and pilot solutions.

For Bain, that meant evolving our talent model. We’ve been intentionally hiring and integrating more data engineers, analytics experts, and technology specialists into our teams. This shift has been happening for over a decade, and it allows us to go beyond theoretical strategies and actually help clients implement tools that drive outcomes.

What practices have you found most effective in building high-performing, adaptive teams?

Our industry is unique because each client project involves a different team, often with a different skill mix, depending on the client’s needs. That model has been in place throughout Bain’s 50-year history, and it allows us to be highly flexible and responsive.

Over the last decade, we’ve adapted that model by bringing in different types of talent — data scientists, AI specialists, enterprise tech experts — and embedding them into our existing client service teams. This integration means those experts aren’t siloed; they’re working side by side with consultants, contributing to strategy and execution from day one.

What are the biggest headwinds your clients are currently facing?

The biggest headwind this year has been macroeconomic uncertainty. Early in the year, that uncertainty created a bit of hesitation across the market — companies were pausing big decisions to see how things would play out. 

But increasingly, clients are realizing that uncertainty is the new normal. You can’t wait for things to stabilize — you have to plan and make smart decisions with the information you have today, and take a long-term view. Disruption isn’t going away, and in some ways, that creates more demand for the type of work we do — helping companies transform and stay ahead.

What do you believe is essential for building supply chain resilience today, and how can emerging technologies help?

In the past, supply chain resilience meant having one or two backup sources around the globe. But today, that’s no longer sufficient. The new definition of resilience is flexibility. Companies need to be able to reroute and adapt quickly, not just in emergencies but as a regular part of their operations.

That requires a more segmented approach. You don’t need to duplicate your entire supply chain everywhere, but you do need to tailor different parts of it for different product types or service categories. Emerging technologies and data-driven tools can help model and manage this complexity in real time, allowing for greater agility and responsiveness.

How would you describe the current demand for auditing and consulting services, specifically in the Atlanta market?

I’ve lived in Atlanta for 20 years, and I believe the city, and the Southeast more broadly, is a significant growth region, both for our industry and the national economy. The Atlanta economy is incredibly diverse. Many major companies have either headquarters or major operations here, and more are relocating to the region.

We’ve seen growth in consumer products, retail, heavy industry, transportation, and communications. Norfolk Southern, for example, moved its headquarters here. That diversity helps Atlanta weather industry-specific downturns better than markets that are more concentrated in one sector, like New York with finance or the West Coast with tech.

At Bain, even though we’re a global firm, we maintain a strong local orientation. We staff most of our teams from the geography where the office is located. So the fact that the Southeast is growing so rapidly across multiple industries is a huge advantage for Bain Atlanta and our ability to continue delivering great client outcomes.

What’s your larger outlook for the region over the next two to three years?

I think Atlanta and the Southeast are poised for continued strong growth. We’re attracting significant investment — both from corporations and private equity — and that momentum speaks volumes. The entrepreneurial ecosystem is thriving, innovation is increasing, and capital is flowing in.

All of that tells me that investors and business leaders believe in the region’s future, and so do I. I expect to see even more expansion, more talent migration, and more companies calling Atlanta home. The outlook is strong, and I think this region is only going to become more important on the national and global stage in the years to come.

In an interview with Focus:, Allen Maines, partner at Holland & Knight, said that embracing AI and adapting to rapid technological change is essential for law firms looking to remain competitive. “Today, there’s no reason clients should pay for someone to learn on the job when AI can complete those tasks instantly,” Maines said.

What changes or milestones have had the most significant impact on Holland & Knight?

As you know, a couple of years ago, we merged with Thompson & Knight in Texas, and more recently, we merged with the Waller firm in Tennessee. Interestingly, Tennessee is now the state where we have the most attorneys. We also have well over 200 lawyers in Texas, which has been a bit surprising. In total, we have around 2,300 to 2,400 lawyers, the vast majority of whom are based domestically, though we do have offices in Bogota, Mexico City, London, and a few other locations.

Unlike some other firms that are losing money trying to expand into Asia or Europe, we’ve remained more of a north-south law firm. We have a phenomenal Latin America practice out of New York and Miami, as well as a top-tier lobbying practice in D.C.

While the mergers have certainly had an impact, the biggest changes I’ve seen aren’t due to those integrations; they’re being driven by the rapid advancement of AI and how it’s transforming legal practice. We’re focused on adapting generative AI for both efficiency and value, especially in terms of pricing and delivering hybrid services that lower costs for clients. That’s a challenge all firms are grappling with.

We’re fortunate to have great leadership in that space. Bob Grammig, from our Tampa office, someone I’ve known for 40 years, is a Harvard Law grad and exceptionally forward-thinking. He’s helping lead our AI initiatives and positioning us ahead of traditional firms that rely too heavily on legacy methods. We respect our legacy, but we’re not bound by it. 

Holland & Knight has transformed dramatically. If someone knew the firm five to seven years ago, they wouldn’t recognize it today. Law firms that prioritize high-value, strategic tasks for their lawyers will continue to thrive, growing their billables, revenues, and profitability.

A big part of our change has been automating routine, time-consuming tasks — things that used to be done by first-, second, or even third-year associates. Today, there’s no reason clients should pay for someone to learn on the job when AI can complete those tasks instantly. That’s the biggest shift I’ve seen.

What role do you see these new technologies, and the emerging industry hubs in healthcare, logistics, and tech, playing as they continue to grow?

For large firms that embrace and invest in AI, there will be a growing divide between them and midsized firms. The midlevel market will face pressure from AI-driven services, but at the same time, AI can help level the playing field for firms that are smart about using it. Even small and midsized firms that adopt AI strategically can leap ahead and compete effectively, without having to expand traditionally. I think we’ll see growth in legal services driven by how well firms use AI in sectors like healthcare, logistics, and technology.

What trends are you seeing in deal structures and litigation risks, particularly in Atlanta?

There are definitely changes. First, we’re seeing a bit of an exodus from Delaware. Corporate lawyers have traditionally favored Delaware law and courts, but from a litigator’s perspective, Delaware is expensive and cumbersome. In fact, resolving disputes there can cost double what it would elsewhere.

One emerging litigation risk involves companies claiming to be AI-driven or to have unique AI capabilities when that’s not really the case. It’s similar to what we saw five years ago with ESG — companies boasted about being environmentally or socially responsible without actually doing anything, and some were sued by investors for misleading claims. We’re starting to see the same thing happen with AI.

On a broader scale, there are significant risks due to political and regulatory uncertainty, particularly from Washington. The volume of executive orders and general disruption has led to a booming lobbying and government relations business for us. Our cross-border practice, especially north-south, is also thriving.

We’ve also invested heavily in areas like cybersecurity, data privacy, compliance, AI law, healthcare, aviation, and maritime. These are strong positions to be in during a period of governmental transformation. However, there are also practice areas that won’t thrive as much, such as white-collar or consumer regulatory practices. It’s an important time for firms to reallocate resources to align with these shifts.

How is Holland & Knight expanding its services to help clients prepare for and respond to these kinds of future risks?

We have a crisis management group and a very robust cyber practice. Our cyber lawyers primarily focus on advising and counseling clients proactively, rather than reacting after a breach. They’re often brought in early, not just when something goes wrong.

It’s the same with M&A deals now. As a securities and M&A lawyer, I’m often brought in before a deal is finalized to identify gaps in the agreement that could lead to future disputes. The goal is to address these issues up front and avoid litigation down the road. Litigation is expensive and often stems from agreements that fail to account for certain scenarios.

How does strategic conflict resolution and risk management help clients protect value and move deals forward in today’s competitive landscape?

Bringing in a dispute resolution lawyer early in the deal process is a smart move. These lawyers can identify issues that are often treated as afterthoughts, like which state’s law will govern the agreement. For example, Delaware and New York have very different laws on “sandbagging” in reps and warranties.

It also matters which court you name as the forum for disputes. Some companies name the Delaware Superior Court rather than the Chancery Court, not realizing that the Superior Court doesn’t have equitable jurisdiction. That makes it harder to unwind a deal or seek certain types of relief.

Another critical point is whether to include an arbitration clause. If you’re the party likely to initiate litigation, usually the buyer in an M&A deal, you may not want arbitration. Arbitration makes it harder to obtain discovery from third parties, which is often crucial in proving fraud or breach. Arbitrators also have limited subpoena power and inconsistent discovery rules. And once a decision is made, arbitration awards are extremely difficult to overturn.

On the other hand, if you’re frequently sued, such as a telecom or social media company, you may prefer arbitration to avoid being bogged down by a thousand small cases. However, in larger disputes, arbitration is often not cheaper or faster than court, and it comes with less predictability since you don’t know the rules until the arbitrator decides them. 

What are Holland & Knight’s top priorities over the next two to three years for maintaining its leadership in Atlanta’s legal market?

First and foremost, we’re continuing to adopt generative AI at a rapid pace. We’re investing heavily in technology to automate routine tasks and allow our lawyers to focus on helping clients achieve strategic goals.

We’re also committed to developing talent internally, promoting and training from within, and nurturing a strong, collaborative culture. Holland & Knight is not a cutthroat firm; we embrace the future without fear.

We’ve enhanced our bench strength through our recent mergers: Waller’s healthcare expertise, Thompson & Knight’s energy background, and more. We continue to focus on our north-south practices and do an extraordinary amount of work in Latin America and South America. That’s a key differentiator for us and will remain a growth area going forward.

In an interview with Focus:, Kim Hartsock, Local Partner in Charge at Warren Averett, detailed how Atlanta’s resilient economy is fueling a competitive war for talent. Hartsock explained that the region’s growth is linked to evolving business demand. “We continue to see tremendous growth, responding to it by attracting great  clients and talent, adapting with technology or additional services needed to meet the business community’s demands,” Hartsock said.

What have been the most meaningful changes in Atlanta’s business landscape over the past year, and how have they affected your work with clients?

Georgia, and metro Atlanta, continues to be the No. 1 place to do business. We continue to see tremendous growth, responding to it by attracting great clients and talent, adapting with technology or additional services needed to meet the business community’s demands. We want businesses and talent to choose our region. It’s constantly changing, but the priority remains maintaining our quality and level of excellence.

Given the economic uncertainty, how are you advising clients to navigate potential challenges?

Talent acquisition remains a top priority across industries and clients. For years, a competitive landscape has made retention difficult due to high earning potential. While some industries have seen relief, ours continues to face challenges. Beginning in 2025, the number of high school graduates will decline for at least the next decade, reducing the pool of college graduates entering the workforce. Combined with the retiring baby boomer generation — more than 75% of CPA license holders are over 65 — this will further tighten the talent pipeline. 

To differentiate in this war for talent, we focus on our culture of developing and retaining top talent. We have been recognized as a Best Place to Work by the AJC and Atlanta Business Chronicle, and as a Top CPA firm by Accounting Today.

From your perspective, how are schools and businesses incorporating AI?

As a board member of my alma mater, Georgia Southern University Foundation, I often hear from faculty about embracing AI. Initially, higher education resisted these tools. Now, there’s growing recognition that AI will be integral to students’ future careers. Just as earlier generations grew up with computers, today’s students see AI tools as the norm — they’ll never know a career without them. Rather than banning AI, we must teach its ethical and responsible use. AI can improve efficiency and help address the talent gap. Technology is essential, but its downsides must also be addressed. Students need to learn how to use AI responsibly to fully leverage its benefits.

When I started in this profession in 2001, our industry was just beginning to embrace technology. We used paper workpapers, carrying briefcases of files to and from client offices each day — something that seems unimaginable now. Today, I can collaborate with a team member in our Tampa office by sharing screens, checking workpapers in and out in seconds, and editing digitally. To the generation before us, a paperless office once seemed impossible; now, paper files seem absurd. It’s a generational shift. The challenge today is managing multiple generations in the workplace, ensuring everyone adapts to the same technological level and aligning diverse perspectives to leverage these advancements effectively.

What types of advisory services are seeing the highest demand, and how does that reflect broader business needs or risks?

As technology replaces many data entry-type procedures, the challenge is developing new talent’s advisory skills — the area where demand is growing fastest. Technology handles data entry more quickly and accurately, so we must train people for advisory roles while ensuring they understand the technical aspects needed to advise effectively. Our industry, alongside higher education, is focused on talent development, emphasizing advisory skills and the application of technology through an advisory lens.

Private equity continues to drive merger and acquisition activity, particularly among middle-market, family-owned businesses, as many owners from the boomer generation approach retirement. We aim to lead in advising clients on exit preparation, helping them explore options to maximize value. At the same time, we’re positioning ourselves as trusted experts for private equity firms, conducting due diligence to identify suitable acquisition targets and ensuring we remain the go-to provider for these services.

What are the best indicators in determining whether companies are likely to grow, consolidate, or restructure?

Financials are the leading indicator of an organization’s health. Companies must show growth and profitability. Private equity evaluates the industry’s potential to leverage technology and AI for growth, not to be overtaken by it. We advise clients to prepare through strong financials, effective processes, and solid procedures. A capable management team and succession plan are critical, especially if the owner is exiting.

How does community engagement and volunteering align with the firm?

Community involvement is a priority for our team, and we value our investment in giving back. One of our core values is “Sharing our Success,” shown through volunteering at organizations such as the Atlanta Community Food Bank, local animal shelters, and Junior Achievement, as well as donating to United Way across our regions. For the sixth year, instead of holiday client gifts, we donate to a local nonprofit chosen by our team.

Where do you see momentum or opportunities in Atlanta that others might be underestimating?

Private equity has been investing in closely held businesses, and now that includes accounting firms. We have deliberately chosen to remain independent. Our intentional focus on financial health and succession planning for retiring partners ensures we continue to grow and develop talent to serve clients effectively during this transition. This independence allows us to remain agile, preserve our culture, and prioritize long-term client relationships. While other firms make decisions that are best for them, our choice to stay independent is a strength, enabling us to maintain our unique approach and commitment to our clients.

What are the firm’s top priorities over the next three to five years?

Our priority is attracting, retaining, and developing A+ talent. We must remain competitive in this area. Investing in the right technologies continues to be a top priority. We also need to ensure our team is trained to use the technology effectively. While prioritizing growth, we continue to meet clients’ needs as they adapt to new technologies. That includes offering services such as data protection, cybersecurity, and the implementation of processes and procedures to safeguard their information. We are expanding our services to meet these demands and will continue to monitor clients’ needs closely. When new services are required, we’ll add them to remain responsive and aligned with our clients’ evolving priorities.

Fintech, a growing specialty in the Atlanta region, fosters better communication between systems and processes while freeing up precious human effort for more focused work directly with clients and less on mundane processes that can be automated. “This allows human capacity to be applied to other areas that become more value generating for their companies,” Garry Capers, Division President of payments and data-driven marketing firm Deluxe, told Focus:.

What have been the key milestones for Deluxe in the past 12 months?

As an organization, we have continued with a significant technological and operational transformation. It is branded as North Star and began in the middle of 2023. We made some great strides toward this goal in 2024. This allowed us to push AI and automatic capabilities further, and we realized the benefits from these technologies and educated our staff on how to leverage these technologies in a self-service dimension. Also, we added additional talent to our executive team as we hired three new leaders, two within the general management capacity leading our payments business and also one as a chief human resources officer.

How has the local fintech sector in Atlanta evolved?

The landscape has certainly deepened with respect to the quality of participants from a business perspective as well as the additional talent that has been coming to the market based on the companies that are currently here. We continue to see sizable investments by large corporations who are placing satellite locations in our market. We continue to see companies like Deluxe work within the current ecosystem, collaborating with local associations and groups as well as experts within the field. There is also much collaboration in the academic realm as well as at the university level and the K-12 level, introducing our organizations into those environments to create talent pipelines while helping influence the curriculum to continue to focus on technology and data as key areas of investment. Deluxe is involved with organizations such as FinTech South and Technology Association of Georgia, as some of our leaders are board members with those organizations. We want to be a part of that ecosystem and environment to be privy to ongoing innovation and conversations related to regulations and compliance, but also to help shape those conversations to ensure the thinking in the space reflects what we need to accomplish in the business but also to be good corporate and global citizens in order to improve the business landscape for all citizens. 

What new insights are shaping innovations efforts?

From a customer perspective, we continue to hear challenges and also opportunities. Many of our customers are financial organizations, but also the customers of those financial organizations, who have the ability to streamline a lot of the work that is done in the office of the CFO. Very specifically, we help them manage cash inflows and outflows. We describe it as digitizing accounts receivables and accounts payable while providing data to help minimize the disruptions that occur when there is incomplete information being used to settle those types of transactions. We use automation to optimize the decision-making so that processes can be simplified and streamlined without necessarily requiring human input while providing humans with the ability to look at insights and data to make critical decisions regarding how to best engage their vendors and customers. We have been listening to our clients and working on how to simplify the office of the CFO and make it easier to understand how to transact, how to apply cash, and how to minimize exceptions that very often lead to disruptions to the natural flow of funds. We also want to do it in a way that makes the decision process more valuable in execution and to simplify and streamline processes that can be done with little or no human effort. This allows human capacity to be applied to other areas that become more value generating for their companies.

How is technology poised to change the future of B2B payment services?

AI and automation have been key elements in that space, but really the focus has been on how to streamline the decision-making process, how to accelerate the execution of transactions, and how to minimize the required effort to execute the most mundane work. The key will be around data. Thinking about AI and automation, these elements only work when there is data that you can use to train and perfect those processes. The ability to harmonize the data and extract insights from it will become increasingly important. To reduce fraud, it will also be critical to understand who is the actor on the other side and to use data to review historical behavior and predict what new or current behavior should be trusted and to act appropriately. This will foster understanding of when to use additional control or protection based on data to control the transactions and interactions as expected. Data will be continually important, especially as it relates to AI and automation, and as it relates to fraud control.

How can data influence decision-making for businesses?

We are realizing that many processes around moving money, meaning receivables, are disconnected within an organization. What is actually coming into a company is being managed by one group and one set of technology, while what is being paid is being managed by another group and platform. The ability to see this holistically has been a challenge. We aim to be able to create transparency and interoperability across those environments. This is really what we want to focus on: how to create more connections across these platforms and systems. Thinking about small businesses, the ability to see all these components in one place is key because having to pay something without knowing what you are receiving, your liquidity, or capacity, can become challenging, especially for small businesses. We see this across larger organizations as well. We can break down those walls, those silos, and add transparency and interoperability across those groups. 

What are some key priorities for the next 12-24 months?

We want to continue to view technology as a key enabler. We spent the past year and a half driving efficiency in our back office in the way of customer support, legal and contracting, billing, inventory management — aspects that are a few steps removed from the customer. What we want to focus on now is how to bring these technologies into how we actually help and service customers, how we can bring them into our implementation process, onboarding, and setting up customers with new solutions. We want to look at how to reduce the effort required on the customer’s part, as well as how to use these technologies in terms of product design to develop products more efficiently and implement these solutions so they can be more intelligent for the client.

In an interview with Focus:, John Wright, CEO & managing partner at Northwestern Mutual Goodwin, Wright, discussed market growth, team expansion, and the firm’s integrated approach to financial planning. “Each year, our focus increases not just on risk-based planning, such as life insurance, disability, and long-term care, but also on wealth strategy. This protect-and-prosper model has grown significantly, creating greater opportunity and more complexity,” Wright said.

What changes in the financial services and wealth management space have most influenced your approach to client planning?

The biggest shift over the past few years has been the size and complexity of advisory teams and the way they go to market. When I took the helm 20 years ago, my team consisted of nine people. Today, it has grown to 40 professionals supporting dozens of advisory planning firms, all operating under the umbrella of my company Northwestern Mutual Goodwin, Wright. The level of integrated, holistic planning we provide — particularly in wealth management — is far beyond what we were delivering a decade ago.

Each year, our focus increases not just on risk-based planning, such as life insurance, disability, and long-term care, but also on wealth strategy. This protect-and-prosper model has grown significantly, creating greater opportunity and more complexity.

We benefit from Northwestern Mutual’s Fortune 500 brand and from the unique opportunity it provides for professionals to build their own business within that framework. It’s a career platform unlike anything else in the industry.

What has positioned Northwestern Mutual Goodwin, Wright to grow into one of Atlanta’s largest financial planning firms?
First, we have an extraordinary partner in Northwestern Mutual, a company founded in 1857 that has paid policyholder dividends consistently since the late 1800s. It has weathered everything from the Civil War to the Great Depression and the COVID-19 pandemic. Its financial strength, proprietary products, and investment excellence give us a world-class foundation.

Locally, Goodwin, Wright has served Greater Atlanta since 1885. I’m the sixth managing partner in that history. When I started, we had 57 career financial and wealth management advisers. By year-end, we’ll have more than 100, nearly double in 20 years.

The industry needs more professionals, yet it’s shrinking. Northwestern Mutual is committed to organic growth. We have a strong college internship program and focus on recruiting juniors and seniors, as well as postgraduate students. But we primarily target career changers, typically between 28 and 35, with no prior financial services experience. We help them build from scratch, which keeps our adviser age lower than the industry average.

How does your culture contribute to the organization’s success?
Culture is central to everything we do. For nearly a decade — year over year, we are recognized as one of Atlanta’s Healthiest Employers and have even earned the top spot multiple times in our category.

Our vision is to be a world-class financial security organization, measured by culture, productivity, and morale. We’re not trying to be the biggest. We aim to be the most effective, with the strongest culture and results.

This year, I’m publishing my first book, which focuses on recruiting and retaining talent. I’ve hired seven executive leaders over 20 years who are all still with me. These are not advisers, who are independent contractors, but leaders, members of my executive team. Our adviser retention and productivity are also among the best in the profession. The book explores how to recruit the right way, without pressure or poor timing, which still happens too often in this industry. That is not how we operate at Goodwin, Wright.

Forbes Books is publishing the book. While it was written with Northwestern Mutual in mind, I believe the lessons apply broadly. Culture requires ongoing effort. It is never static. We work each year to make it even stronger.

What’s driving your district office expansion across metro Atlanta?
When I arrived, we had two primary goals: grow our college internship program and launch our metro district network offices. At that time, we had just three offices: Buckhead, Macon, and Norcross. Since then, we’ve expanded significantly. We now have a thriving office in Midtown, with nearly 12,000 square feet. We also launched a new office in Alpharetta at Preston Ridge. Next, we’re opening offices in Gwinnett County and Peachtree City. Adding these firms, each focused on recruitment and development in different areas, was always part of our long-term strategy. It’s exciting to see it come together, and there may be more to come before I retire.

How is the economic environment influencing how individuals and families think about wealth protection and long-term planning?
Money will always be a challenge, not because people don’t know what to do but because doing it is hard. Most understand the basics: spend less than you earn, budget wisely, and plan for the unexpected. The challenge is follow-through. That’s especially true with uncomfortable conversations about dying too soon, becoming disabled, or living longer than expected. These are hard conversations to have alone. We believe that if someone is serious about any area of life, they need a coach. And if they’re serious about their money and protecting it, they need expert guidance.

That’s why we’re investing in the next generation of professionals. We need more people who can help families, individuals, and businesses take control of their financial futures with clarity and confidence.

How does your team’s emphasis on both investment strategies and insurance-based planning resonate in today’s environment?
This is one of the most distinctive aspects of Northwestern Mutual’s approach. The company has served clients since 1857 with a strong foundation in risk-based planning through insurance. When the Glass-Steagall Act was repealed in 1999 and the Financial Modernization Act followed, companies had to choose a direction.

Northwestern Mutual chose to become a holistic financial planning firm, combining high-quality risk solutions with robust wealth-building strategies. Few firms approach clients this way. We help families plan for living too long, dying too soon, or facing disability, while also preparing for education, retirement, and financial independence. What differentiates us is our focus on the hard questions first.

What role do technology and digital tools play in your work, and how do you maintain the human connection?
I recently presented at the TED Conference, Vancouver, which focused entirely on technology. The message was clear: it is an accelerator. While it can be disruptive, we prefer to view it as a tool that helps us move forward. I’ve even named my ChatGPT assistant. I use it daily to explore questions, gather insights, and stay sharp. Growing up, I relied on libraries, encyclopedias, and microfiche. It is remarkable that the same information now fits in a pocket, and we are still only scratching the surface.

Still, human connection remains essential. Financial planning requires wisdom, empathy, and real conversation. I do not believe any form of AI can replace the trusted role of an adviser. When the market drops, clients do not just need data, they need reassurance and steady guidance.

Technology, however, will continue to reshape the adviser’s role. For example, AI can now join virtual meetings, with full disclosure, and automatically generate notes and financial plans. This saves time and increases accuracy. The adviser’s focus will shift more toward counsel and less toward mechanics. The real value remains in human connection and trust.

What opportunities exist in Atlanta and the Southeast for financial services firms willing to innovate?
I’m biased, but I believe the opportunity here is exceptional. My wife and I, along with our four children, have lived in Atlanta for 20 years, and we love it. Northwestern Mutual sees the same potential. One of its primary real estate hubs is in Atlanta, and a large share of its general account investments now target the Southeast.

The region’s infrastructure and cost structure make it ideal for business expansion. For financial services firms ready to innovate, the Southeast holds tremendous opportunity.

What is your vision for the next five to 10 years for your firm and its role in helping clients build generational wealth?
Northwestern Mutual is in growth mode nationwide. We’re experiencing enough demand in Greater Georgia and metro Atlanta to eventually support four network offices. That’s not a promise, but it reflects the scale of opportunity in this region.

For our firm, Goodwin, Wright, that vision could mean growing from one network office to two or three, in addition to our district locations. It’s a direction we’re excited about.

There is still a significant need for financial guidance across Georgia. We want to be in a position to meet that demand and help more families build and protect generational wealth.

In an interview with Focus:, Adam Marshall, managing partner at Lorium Law, discussed the firm’s balanced growth strategy, cautious approach to AI, and people-first philosophy. “Our model translates well across markets and offers sophisticated, human-centered legal advice,” Marshall said.

What changes in the business or legal landscape over the past year have had the greatest impact on the firm’s strategy?
What’s interesting about our firm is that we have built a recession-proof model. We are strong in areas that perform well in a healthy economy, like M&A and litigation. But we also have deep experience in restructuring, which allows us to help clients when the economy is under pressure. 

For several years, our work was dominated by those healthier segments. Recently, though, we’ve seen an uptick in restructuring inquiries. That does not mean we are facing a 2008-level event, but it does reflect broader economic pressures, such as higher interest rates, supply chain challenges, tariffs, and other external factors.

Our strategy remains steady. We continue serving clients whether their businesses are thriving or navigating difficult terrain.

How has the firm adapted its approach to client service and market expansion in recent years?
At our core, like any service-oriented business, we are built around client service, providing what clients need, when and where they need it. Many of our clients, when looking to grow northward, look to Atlanta, the Southeast’s largest economy. Being based in Florida, we found that existing clients and referral sources started viewing Atlanta as a strategic growth market. The Florida-Georgia business line is becoming increasingly fluid. Many of our clients, including C-suite executives and founders, maintain homes in both regions. It became a natural extension to establish a presence in Atlanta to better serve those clients. Our model translates well across markets and offers sophisticated, human-centered legal advice. 

One factor that actually aided in the transition to multiple markets was the COVID crisis. Nothing good comes from a global pandemic. It brings pain, suffering, and loss. But if there is a silver lining, it is that we adopted technology far faster than we ever would have otherwise.

Before, tools like Zoom or Microsoft Teams existed, but most people still preferred in-person meetings. That flexibility has created comfort and accessibility for our clients while also allowing us to live fuller personal lives without sacrificing service.

Moving into new markets today is fundamentally different from what it was pre-pandemic. A meeting can feel organic and productive whether people are in the same room or different time zones. And when it ends, there is no hour-long commute. It is a seamless transition to the next task. That is incredibly reassuring.

What are the key trends driving M&A and restructuring across the industries you serve?
In both South Florida and Atlanta, there is still a healthy appetite for investment and growth. We’re seeing strong M&A activity, particularly from strategic and private equity buyers focused on roll-up models. They are acquiring platform companies, especially in service-based sectors.

Businesses like electricians, plumbers, and other hands-on trades are trading at strong multiples and fit well into this strategy. These companies are busy. Construction activity remains high across our markets.

On the restructuring side, we are seeing more activity in service industries like hospitality, especially restaurants. Many are not standalone. They are part of franchise systems or are franchisors themselves. There is significant pressure there. Consumer behavior has shifted, and economic uncertainty affects spending habits.

Even if bank account balances remain the same, if consumers do not feel secure, they scale back. Fewer restaurant visits, less discretionary spending, and delays in home renovations or moves are common. Real estate markets are still active, but not as hot as they were a year or two ago, largely due to this sentiment.

That said, service businesses tied to the home, such as electricians, contractors, and plumbers, are thriving. Whether homeowners are staying put and investing in upgrades or preparing to sell, those services remain in demand.

How is the firm helping clients navigate evolving data privacy regulations?
We have a data privacy group, largely based in our Chicago office, that advises clients across the country. Many privacy laws, whether federal or modeled after federal frameworks, have a broad reach.

We are focused on educating clients that even if their business is based in Florida or Georgia, having a website accessible in California or the European Union (EU) could trigger compliance requirements. 

We take a proactive approach. That includes ensuring websites have the right disclosures, terms and conditions, and internal practices for handling data securely. We also connect clients with insurance professionals to help mitigate risk in the event of a breach.

It is a multipronged strategy. Legal, operational, and insurance elements work together to protect clients from regulatory exposure and business loss.

How is the firm approaching AI and other emerging technologies internally?
We talk about technology constantly, especially AI, and right now we’re taking a cautious approach. We do not allow attorneys to input any client-identifiable information into AI tools. We cannot be sure that the attorney-client privilege would be protected, or that proprietary client data would not be exposed. That is a line we are not willing to cross.

That said, we use AI for administrative tasks such as drafting simple emails, calendaring, or basic research. It can be a helpful tool for initial learning, but we’re acutely aware of its limitations. AI sometimes generates false information, including made-up legal citations.

It is the lawyer’s responsibility to proofread and verify everything. Submitting fabricated cases is not only embarrassing; it is malpractice. So, while we see the value in efficiency, our top priority is protecting our clients’ interests.

What are your top priorities for the firm over the next three to five years?
Our top priority is always people — clients, attorneys, staff, and their families.

We’re committed to high-level, sophisticated work, like what we learned at large firms, but within a business model that supports personal well-being and community involvement. We want our team to be well-rounded, to give back, and to live full lives.

When we post a job, smart people always apply. But we’re looking for more than intelligence. We want people who understand our philosophy, who care, and who want to collaborate for a greater purpose. That is what sets us apart.

Even though our clients are mostly corporations, those companies are made up of people. And people have emotions, goals, and legacies they want to protect. AI cannot understand that. It can’t see joy or frustration in a client’s face.

We are building a firm that embraces those human elements. Many clients care just as much about what happens to their team after a sale as they do about the sale price. They want to make sure their employees are taken care of. That is where real value lies, in empathy, legacy, and mutual respect.