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.

In an interview with Focus:, James Gnefkow, president of Peachtree Planning, highlighted efforts to guide clients through the current economic landscape and the firm’s efforts to prepare the next generation of financial professionals. “Our mission is to empower people to create generational impact,” he said.

What have been some key milestones for the firm in the last year?

We have successfully completed our internal acquisition process. We are now laser-focused on where we are going as a firm over the long term. We have grown in a lot of different metrics, such as the number of clients that we serve and the number of financial professionals that we have. Our mission is to empower people to create generational impact. Also, we are evaluating new markets to expand into along the Southeast.

How are clients’ behaviors and decisions changing in the current economic landscape?

A big part of being an advisor focused on the entirety of a client’s financial life is to create a roadmap for success over the long term, and helping them contextualize short-term uncertainty and volatility. For the most part, our clients are well prepared from a planning standpoint and also from an emotional standpoint, where short-term fluctuations in the stock market are just one piece of a client’s financial strategy. As a result, short-term volatility is not overly concerning. We seek to educate as we create plans for our clients. The noise and uncertainty can create concerns and fears, so there is a lot of proactive outreach to clients letting them know that we are here to talk to them through anything and to keep them focused on the long term.

How have planning strategies for business owners evolved over time?

When we work with the closely owned business owner community, we help them see that there are professional services that can help them create a plan for their business transition. This is desperately needed. We continue to find that there is a lot of opportunity in that space. As we work with business owners, we help them specifically identify the levers they can pull that will increase the value of their businesses over time. We aim to bring more specificity to exactly what those value acceleration options are at their disposal. We do this through an assessment framework where we ask them specific questions about their business and their goals and really hone in on specific actions they can take to increase the value of their business over time. Through planning, clients can receive optionality. This creates multiple potential paths, which can expand and enhance the ability to exit their business on their terms, for example.

How do planning strategies align with clients’ personal values?

Everything we do is values-driven. We spend a lot of time with our clients upfront, focusing on their values. We walk clients through value clarification exercises, which are very enlightening. We help whittle down values and identify three to five core values. We are focused on what is important to our clients, and if, from an investing standpoint, a client has sustainability or other unique investment preferences, we can customize portfolios to meet those needs. We have highly customizable strategies, which are all values-driven. If you think about having financial goals, there are values that underlie our goals. As advisors, we work in a very intimate space, which is someone’s finances, and we help clients align their money with a meaningful life. We revisit these values annually, understanding that as people grow and their families evolve, their values may shift as well.

How is the firm supporting the growth of the next generation of financial professionals?

This continues to be one of our focuses: to build the bridge for the next generation. We find that people who have the desire to do meaningful and impactful work are drawn to this career. There are people who truly want to help other people. Depending on the level of the advisor, whether it’s someone new to the industry or a seasoned advisor, we have a robust advisor development program that is focused on helping people better serve clients. There is a lot that goes into it. We can help an advisor clarify their vision and what they would like to create over time. It is almost like planning for the planners. We tend to seek people who are growth-minded and service-oriented. We have many resources available to advisors. We are in the people business, so the more that we understand ourselves and the more we seek to understand others, that is where the magic happens.

How is technology helping reshape the financial services industry?

We are on the leading edge of integrating technology in our planning process. Our planning software is integrated at the client level. It is an app-based software, and having transparency is the key. Clients have access to everything, all of their accounts, and it is all app-based, so it is all at their fingertips. Advisors and the clients operate using the same platform, so this allows us to be on the same page at all times. The process of being organized brings a lot of empowerment to the client. Many times, as life moves forward, we tend to acquire a junk drawer of things financially related, so just simply being organized and putting it together in an app-based platform is key and allows us to do our planning on an ongoing basis. Additionally, where progress toward a financial objective struggles is in the making of intentional choices of what to do once our money hits our checking accounts. Typically, we are spenders by default, and have to exert energy and effort to save. Our software has allowed us to flip this dynamic on its head and allow our clients to become savers by default and then spend intentionally. If we have systems that can automate savings behavior, it will help people take the necessary steps to save more.

What other initiatives is the firm working on?

Historically, this industry has been male-dominated. We are making very intentional inroads at attracting female advisors. That is a specific objective for us this year. We have done well and have many female advisors, but we want to create a bridge for females in the industry or not yet in the industry. We have elevated females into leadership positions to help us focus on bringing more females into the industry.

Wealth management is both an art and a science. For a client, working with a focused team of professionals rowing in the same direction is key to balancing returns and managing tax implications. A newer player in the Atlanta market, Fiduciary Trust International is helping clients navigate uncertainty while expanding its presence across the Southeast. In an interview with Focus:, David Edmiston, regional managing director for the wealth management firm, highlights the importance of understanding a client’s goals and objectives and why Atlanta is a key market for the firm’s operations.

What key changes have made the most impact for your operations in the past year?

Fiduciary Trust International entered the Atlanta market in late 2021. While we’ve had clients across Georgia for many years, this was our first physical presence in the city. Our mission is to grow the Fiduciary Trust International brand regionally, establishing Atlanta as a southeastern hub that serves the broader region while collaborating with our offices across the United States. 

What factors make the Atlanta market attractive for your operations?

Our footprint stretches along the East Coast from Boston to Coral Gables, with a West Coast presence in California. Until 2021, we did not have a presence in the Southeast. Atlanta filled that gap. 

What makes Atlanta really attractive is its demographics and economic momentum. There is a lot of new wealth being created from business owners selling their companies and tech entrepreneurs taking firms public and a strong pro-business environment overall. The city is home to many Fortune 500 headquarters, as well as institutional organizations such as nonprofit foundations and endowments, which are a key client base for us. It is a very ripe environment for a wealth management business that has been around for nearly 100 years, but is new to the Atlanta market. 

What services are currently seeing the most demand among your clients?

We are an investment and planning firm. We do not have sideline businesses such as banking services. We are specialists at working with individuals who are typically high-net-worth individuals, family offices, and nonprofits. Our minimum account threshold is $5 million. 

Our first priority with individuals is establishing a comprehensive wealth plan. We start by understanding the purpose of their wealth, such as investing to make an impact in their community through charitable giving, providing for their family, or creating a lasting legacy across generations. From there, we collaborate closely with the clients’ CPAs and attorneys to make sure the clients’ planning components are understood by all, and then bring those plans to life through investment management. 

Education is another major focus. The world is becoming more interconnected and increasingly complicated. We help clients understand aspects of the tax code and implications with their current situation and goals such as philanthropy and family wealth transfers. We facilitate conversations among family members regarding values and long-term goals. Whether serving individuals or institutions, integrating investment management with thoughtful planning is our primary role. 

What goes into client education in the midst of a constantly changing economic landscape?

The first half of this year was marked by volatility. There were tariff announcements and unfavorable geopolitical events. Clients are seeing rapid economic and political shifts, and timely communication is essential. This means being available to connect with clients when they call us. 

Because we operate as a boutique firm, we pride ourselves on being very responsive. We maintain manageable client loads among our team to maximize the amount of time we can spend with clients to better understand them and foster a relationship. We also host many educational forums such as in-person symposiums and webinars in order to inform clients on matters such as upcoming legislation and our views on the market. These touchpoints often spark more focused conversations such as evaluating risk tolerance in a portfolio. We work closely with our clients to understand their priorities and needs. Being nimble and accessible helps us support clients through uncertainty.

What technology advancements are changing the wealth management industry?

In many ways, every wealth management firm today is also a technology company. Of course, AI is a driving theme. We pride ourselves on offering clients a seamless digital experience while maintaining a personal touch. By leveraging technology, we are gaining efficiencies in terms of monitoring changes within portfolios, researching investment opportunities, or even simple things such as transcribing client meeting notes. Technology is part of the equation, but face-to-face communication remains a major piece of the client experience. 

What key changes in the regulatory environment are you tracking closely?

This is always one of the top three concerns that a client brings forward and expects a perspective on. However, while taxes shouldn’t drive every decision, they play a critical role in achieving long-term goals. Many advisors and firms only promote investment returns but neglect to consider the tax management aspect which can significantly impact the overall return of the portfolio and a client’s potential tax liability. 

For example, recent legislation has increased estate tax exemption levels. When we work with clients, particularly those that have a taxable estate, we make sure that our in-house experts as well as the client’s CPA and tax attorney work together on what the client wants to accomplish. We also pay close attention to capital gains and tax-loss harvesting opportunities—an often overlooked strategy that may create tax alpha for the client. 

The tax component of the client’s investment plan is a key cog in the wheel, but it has to be balanced. The current environment has become a bit more favorable for the affluent investor who, in 2025, will be able to protect up to $14 million from estate taxes and, therefore, transfer more wealth to the next generation and/or charities. 

What are the main challenges in creating a wealth strategy for clients?

Every client is unique. It is key for clients to understand what their true risk tolerance is, but this is often only revealed during a significant market downturn. People can intellectualize their risk tolerance but experiencing a market cycle reveals their true comfort level and emotional response, which helps us tailor the strategy more personally. That is the art of the job rather than the science. This comes through listening deeply, understanding emotional reactions, and educating one on the benefits of diversification. Our role is to help ensure portfolios can weather inevitable cycles while still achieving long-term goals. 

What are your top priorities in the coming years?

Growth remains our focus. We’re excited about our new office in Buckhead, which strengthens our presence and brand visibility in Atlanta. We are expanding our local advisory board and are investing more in our marketing and branding initiatives. We will continue to invest in our people, expanding our office locations across the East Coast, and broadening our investment platform to better serve clients across Fiduciary Trust International.

In an interview with Focus:, Ivy Cadle, managing shareholder at Baker Donelson, discussed growth, talent, community impact, and the evolving Southeast market. “Atlanta is the hub of economic growth, attracting investment, talent, and innovation across all sectors,” Cadle said.

What changes over the past year have most impacted the firm, and in what ways?
The last year has been dynamic in many respects. It has been strong for our firm and our offices. We’ve seen sustained demand across multiple practice areas, particularly in litigation, healthcare, and real estate. That mirrors broader trends in the legal industry, where clients increasingly look for sophisticated counsel to help them manage economic uncertainty, regulatory complexity, and technological change.

At the same time, the competitive landscape has intensified. Clients expect more value, efficiency, and responsiveness from their legal partners. So, we’ve worked to integrate systems and processes that make those expectations possible. For us, that has translated into continued investment in talent, technology, and client service initiatives so we can remain agile and responsive.

 

What trends are you seeing in the Southeast business climate, especially for clients navigating real estate and infrastructure investments?
The market remains robust, but partners are more focused on value and cost. Across my practice, there’s a lot of attention on questions like: If certain steps are taken, what is the return on investment going to be? How can that return be maximized? How can clients ensure they are getting what they pay for?

There is also a focus on structuring deals so that fees make sense in light of current conditions. It’s consistent with what we’ve been seeing, but it feels more palpable now because of the economic uncertainty, regulatory issues, and technological change that continue to shape the landscape.

Do you feel business leaders today are fully prepared for emerging risks and opportunities?
Business leaders are paying close attention, especially given the headlines and the current geopolitical situation. It’s difficult to say they’re underestimating risks. Rather, different industries and companies focus on what feels most relevant to their sectors. That can mean some things get missed, but it tends to be sector by sector.

In the legal industry, there is a strong focus on AI and how it will change the practice of law. I served as president of the State Bar of Georgia last bar year, and we have a committee looking at the rules of professional conduct to ensure they address AI appropriately.

Our firm has adopted AI tools but remains focused on our core responsibilities. For other industries, the integration of AI looks different. An engineering business, for example, may rely on entirely different tools. So, the highlights vary by industry, but my sense is that leaders are doing a good job of paying attention to what’s relevant to them.

In Georgia, how do you see population growth and urbanization shaping land use and development?
Georgia remains a destination for people to live and do business. We continue to see robust population growth, which, from a land use perspective, means a greater need for infrastructure. That includes more cell towers, improved vehicle infrastructure, and more governmental takings for condemnation to widen roads. The Georgia Department of Transportation is actively involved in infrastructure improvement, and MARTA is expanding routes and increasing ridership, like the recent Clayton County bus terminal project.

Growth means land is being used more intensely. AI is starting to affect that as well. I recently had the opportunity to ride in a Waymo, and it was fascinating to think about how autonomous vehicles could change commutes. Atlanta is known for its long commutes, but with automated cars, people could spend that time working or catching up on news instead of focusing on the road.

It will be interesting to see how road expansion evolves if more people use automated vehicles. Traffic patterns could become more orderly, or less so, and people may be less concerned about travel times if they’re not the ones driving. All of this ties back to how population growth and technological change will continue to shape development in the South.

What are some of the more complicated legal dynamics involved in public-private partnerships?
Anytime there is a public sector and private sector partnership, there will be different interests that need to be aligned. Coming to a place where those interests are shared, and then documenting that in a way that conforms to the rules governing public entities, is always a key challenge. Governmental entities must avoid favoritism and cannot accept kickbacks, so compliance with those rules is critical.

Those complexities continue to be a focus in these partnerships. Georgia, for example, is benefiting from what appears to be a remarkable private partnership with the Hyundai plant, the battery plant, and the Metaplant going into Bryan County (a battery and mass-produced EV plant). That area is experiencing growth that’s really unrivaled in the state. It will be interesting to see how that development impacts what has traditionally been a rural area.

There is a lot of opportunity here, and Georgia remains one of the best states to do business. I expect our government will continue to look for ways to help the economy grow through these types of partnerships.

How would you describe the firm’s role when it comes to helping clients navigate complex legal challenges?
Exceptional client service and our internal culture are major factors in Baker Donelson’s success. We continue to hear from colleagues and clients that our culture is one of the main contributors to that success.

Recently, a national company called needing help with a dispute in Memphis. Within two emails, without even having to pick up the phone, we were able to connect them with the right resource.

That level of collaboration and responsiveness allows us to deliver quickly for clients. As our growth trajectory continues to rise, we look forward to using those internal relationships to maintain our strong reputation.

What strategies help the firm recruit and retain top talent?
Collaboration and transparency are at the core of our approach to recruiting and retaining talent. We share a significant amount of information internally at Baker Donelson, whether that’s about performance or compensation relative to peers, which helps build trust and clarity.

In the Atlanta office over the past six months, we’ve spent time figuring out what motivates our people to come in. If employees need to get home to pick up their kids, planning a late happy hour isn’t going to work. So, sometimes a lunch or breakfast event makes more sense. Those may sound like simple things, but the intentionality behind understanding what our people want is what matters.

It’s about building relationships because collaboration is ultimately built on trust. Team members need to know they can rely on the person down the hall to get something done, whether it’s a brief or a filing that keeps the client on track. That trust is fundamental, and I think we have that in spades.

How does the firm approach community engagement?

We have a strong partnership with the City of Refuge and have participated in Habitat for Humanity builds. We are always looking for community partners and ways to stay involved.

We also host a speaker series, bringing in people from the community to share insights. Recently, we had someone from Rowen Development, a large development near the Briscoe Field airport on the border of Gwinnett County, come speak. They’re working on thousands of acres for sophisticated, technology-oriented businesses, so hearing directly from their CEO was valuable.

In addition, our team members serve on a wide range of boards, from animal welfare organizations to the Atlanta Metro Chamber. We stay engaged on many levels and encourage our attorneys and employees to be active in the community as part of their growth plan.

What are your top priorities for the office over the next few years?
We remain committed to growth. Our office is in growth mode, and we’ve added some lateral shareholders and of counsel who have been great additions. We recently added Davis Butler, a corporate lawyer, and expanded into New Jersey, bringing on nearly 30 attorneys.

We’re focused on finding talent that fits, people who make sense for us, and for whom we make sense as well. We’ve grown our capacity in real estate, ERISA law, and tort defense, and we expect that to continue.

That growth is both a blessing and a challenge. Finding the right people in a highly competitive market requires us to stay focused and strategic. But we remain optimistic. Atlanta is the hub of economic growth, attracting investment, talent, and innovation across all sectors. We look forward to serving clients who are engaged in that dynamic economy.

In an interview with Focus:, Adrian Cronje, chief executive officer of Balentine, discussed the firm’s growth, evolving client needs, long-term investment strategy, and commitment to community impact and independence. “Success for us isn’t about being the biggest, it’s about being the best.”

What were the most significant milestones for Balentine over the past year?
What’s been significant about 2025 is our pivot off an announcement we made in January that FJ Management has taken a 20% stake in Balentine, agreeing to be a slow and steady partner that will allow us to remain majority employee-owned and really thoughtful about where growth takes us next. That’s essential, as we’ve promised clients we’ll remain independent and build what we call a “forever firm.” This commitment stands apart from an industry rapidly consolidating as private equity pursues short-term returns.

We’ve also become a true legacy company with the election of Emily Balentine Barbour as a Partner, and with the addition of our Chief Compliance Officer Michael Pearson as a Principal. Emily leads our family and legacy work with our clients and brings her own intergenerational wealth, family and legacy perspectives and expertise to the role. These and other strides have helped us begin to build the bridge to the next generation of leadership for Balentine.

How have your employee and client experience priorities evolved over the past year?
Bringing on a minority equity partner last year gave us the resources to deepen our investment in both the client and employee experience. That move reflects our long-term commitment to independence and thoughtful growth, in contrast to much of the industry, where consolidation and private equity often prioritize short-term returns at the expense of people.

We made strategic enhancements across the board. For clients, we upgraded our reporting technology to give them a more comprehensive view of their financial picture. For employees, we improved operational systems to create a more seamless day-to-day experience.

We also launched the Balentine Foundation, which is entirely employee-led and supports community initiatives in the places we serve. That kind of engagement reinforces our culture and strengthens the bonds between our team, our clients, and our communities.

Success for us isn’t about being the biggest firm, it’s about being the best. We measure that by our ability to retain the clients we started with, and by the strength of the relationships we build. There’s no greater compliment than when a client tells us we’ve become part of their family. One even described us recently as “a family serving families.” That’s what defines success at Balentine: being a firm that families trust for generations.

How has Atlanta’s business environment evolved, and what does that mean for your strategy?

We continue to benefit from a long-term trend of people moving to the Southeast — not just Atlanta, but the broader Sun Belt. That trend accelerated during COVID and hasn’t slowed down. It’s fueling a wave of entrepreneurialism in the region.

Our firm is very focused on serving entrepreneurs and business owners, helping them manage and transition the wealth they’ve created. Over the past year, I’ve also seen Atlanta emerge as a national leader on critical policy issues.

As president of the Atlanta Rotary Club, which is over 110 years old and made up of top business and civic leaders, I’ve watched us take on major challenges: election integrity, affordable housing, and food security. These efforts show that Atlanta is setting an example of how a city can bring business, government, and the community together to address complex problems.

That makes Atlanta not only a great place to live but also a great place to do business.

What role does community engagement play in Balentine’s mission?
Community engagement is core to who we are, whether in Atlanta or Raleigh. Through the Rotary Club and the Balentine Foundation, we’re addressing issues that matter deeply to the communities we serve.

The Atlanta Rotary Club isn’t typical — it tackles problems others can’t. In addition to affordable housing and elections, we’re in the third year of an early childhood education program led by the mayor that I believe could be a national model.

Atlanta, once known as the city too busy to hate, is now showing how business and community can partner to drive real change. At Balentine, engaging in that work isn’t just meaningful, it’s good for business.

What new types of support are clients asking for today?
Entrepreneurs and business owners are asking for more than financial plans or investment advice. They want guidance on their businesses, often their largest asset.

Too often, wealth managers say, “Sell your business so I can manage the money.” We take a different, holistic approach. We provide independent business advisory services and help clients evaluate whether keeping their business might be a better path to building wealth.

There’s also a greater awareness now around working with fiduciary advisers — those who are legally bound to act in the client’s best interest. Many firms are still product-driven, but clients increasingly want advice that is free of conflicts.

More broadly, clients are asking deeper questions: What is this wealth for? How will it affect my family? How do I pass it on successfully? Our role often resembles that of a family counselor — helping define and protect legacy, while avoiding the all-too-common “shirtsleeves to shirtsleeves in three generations” outcome.

Given today’s economic climate, what investment strategies are proving most resilient for your clients?
While much of the financial news centers on stock and bond markets, we’re finding strong opportunities in private markets — investing in companies and strategies not traded daily.

We see long-term potential in areas like artificial intelligence, healthcare innovation, and the Southeast’s demographic growth. These trends are driving demand for housing and new small businesses, and we’re helping clients invest in them. Private market investments typically take five to 12 years to mature but offer healthy premiums for that risk. In a volatile public market, they’ve become a compelling source of returns.

That said, we never begin investing, private or public, without first ensuring clients have enough liquidity for the next two years. We want to avoid selling at the wrong time due to short-term fluctuations. As at the end of 2025, we are modestly overweight stocks and underweight bonds relative to our long-term targets. While we’re mindful of a potential economic slowdown, we don’t yet see signs warranting major de-risking or portfolio shifts.

We are leaning into private markets, where many clients, especially business owners, feel more confident. They prefer investing in businesses they understand and can influence, rather than watching their wealth fluctuate based on headlines. After decades of building control, giving it up to market swings can feel deeply unsettling.

What is your outlook for wealth management, and how is Balentine positioned for it?
The future of wealth management is incredibly bright. We’ve positioned our firm — and our role in the community — to follow a path distinct from many others in the industry. Our equity partner, FJ Management, is a family office from the Mountain West with a 30- to 40-year investment horizon. They chose us, after reviewing dozens of firms, because of our expertise in family and legacy planning, which I’m proud of. This partnership secures our independence and provides access to growth capital when needed. It gives us a strategic edge — we’re not beholden to private equity chasing quarterly returns but working with a partner who values culture, people, and legacy.

Looking ahead, we’re focused on two priorities. First, attracting top talent. People want to work in a place where culture matters, and FJ’s values align perfectly with ours. They invest in what they call “building value to last.”

Second, we’re expanding services based on client demand. We’ve added business advisory, family legacy services, and reporting beyond money management. We’re also exploring areas like strategic tax advice and bill payment because listening to our clients tells us where to go next.

FJ’s investment has been a stabilizing force, allowing us to grow, stay independent, and remain true to our mission of being a family serving families. That’s how we retain clients and continue to be one of the best places to work. I’m passionate about this because I believe in what we do. I encourage our employees to connect with their purpose — not a generic cause, but a reason that drives them. Purpose-driven companies perform better.

If work feels like just a job, that’s where dreams go to die. So we’ll keep pushing forward, staying inspired, and focusing on our clients because that’s how we grow, and why clients keep introducing us to others.