In an interview with Invest:, Michelle Mantine, executive committee member of Reed Smith, discussed how technological trends drove the firm’s initiatives in providing better client services. “We’ve been an early adopter for certain tools, and we are always looking at other tools that enhance efficiencies while expanding our capabilities,” Mantine said.

What recent changes have most impacted Reed Smith?
The shift in federal administration has had a significant impact on businesses here in Pittsburgh and across the country. Changing policies and priorities have introduced a level of uncertainty that makes long-term planning more difficult for our clients. Companies are reassessing strategies, adjusting to new regulatory landscapes, and rethinking how best to meet their business goals and customer needs. That uncertainty also affects how we, as a firm, advise and support them. Our role is to help clients navigate this evolving environment with flexibility and foresight, so they can continue to move forward with confidence.

What are the emerging or ongoing trends you are seeing in the legal industry?
Innovation and technology are transforming the legal landscape. The rapid rise of artificial intelligence is pushing companies and their counsel to find smarter, faster, and more efficient ways to operate. Pittsburgh, with its long history of innovation, is home to world-class research in robotics, AI, and autonomous vehicles, supported by leading universities and renowned hospitals. That combination makes Pittsburgh a hub where healthcare, technology, and education intersect, fueling growth and opportunity.

For lawyers, that means advising clients not only on how to harness these technologies, but also on how to do so responsibly, compliantly, and with risk mitigation in mind. It’s an exciting vantage point, and one where Pittsburgh continues to distinguish itself.

How does Reed Smith leverage technology and innovation in providing better client services?
Like many firms, we are navigating how to use AI in ways that are both effective and legally sound.  The difference is that Reed Smith made significant early investments in this space, so we’ve had a solid foundation to build on.  We were the among the first in Big Law to launch a data solutions subsidiary, Gravity Stack, in 2018.  We also hired a Chief Innovation Officer five years ago, a Director of Applied AI law last year, and pilot-tested a wide variety of AI tools.  We have now trained and certified all of our associates on how to use our AI platform, of which we are seeing widespread adoption, with usage increasing each week. 

Importantly, we view AI not as a replacement for lawyers, but as a complement. But the judgment, strategy, and nuance that lawyers bring will always be essential. Our goal is to use technology to enhance those human skills, not replace them.

What industries and services are driving the most demand for Reed Smith in Pittsburgh?
As a global firm with deep Pittsburgh roots, our work spans a wide range of industries. In this region, we’re seeing strong demand in mergers and acquisitions, private equity, antitrust, and employee benefits. The growth of startups and tech firms has fueled opportunities in corporate structuring, intellectual property, and data privacy.

Healthcare remains a major driver, given Pittsburgh’s world-class hospitals and research institutions. Our life sciences and healthcare team is advising across the full spectrum of that ecosystem, from regulatory challenges to transactions. And increasingly, we’re helping clients at the intersection of healthcare, technology, and cybersecurity, sectors that will continue to expand in this market.

Which regulatory changes are having a significant impact on your clients?
The regulatory environment is highly dynamic, and that has real consequences for businesses. Tariffs remain a moving target, influencing supply chains and costs, while the rollback of certain federal competition policies has shifted enforcement activity to the state level. That creates a patchwork of rules that companies must navigate when operating across multiple jurisdictions.

In addition, industries like life sciences and healthcare are undergoing constant regulatory evolution. We expect even greater activity in those areas in the coming years, particularly around pharmaceuticals and medical technology. Our role is to help clients stay agile and compliant as those landscapes change.

What differentiates Reed Smith from other firms in Pittsburgh’s legal landscape?
Pittsburgh has an extraordinary legal community, with many outstanding firms and lawyers. What sets Reed Smith apart is both our history and our ongoing commitment to the city. Founded here in 1877, the firm has played a role in many of Pittsburgh’s landmark redevelopment and community projects. That connection to the city is part of our DNA.

We also believe strongly in giving back. Whether through pro bono representation, board service, or community initiatives, our lawyers and staff are deeply engaged in strengthening the city we call home. You’ll see Reed Smith’s presence not just in corporate boardrooms, but at cultural events, nonprofit organizations, and civic projects throughout the region.

What initiatives does Reed Smith implement in building a robust labor force?
Our people are our greatest asset, and we invest heavily in attracting, developing, and retaining top talent. From the start, our summer associate program provides law students with real-world experience and mentorship, preparing them for long-term success. We complement that with best-in-class training and professional development programs that support lawyers throughout their careers.

We’ve also adapted to changing expectations around work-life balance. Flexible schedules, strong parental leave policies, and support for lawyers through out alumni program who choose to pursue new career paths are all part of how we build a culture that is sustainable and rewarding. The result is a firm where people feel valued and supported, and where they can envision a long-term future.

Pittsburgh itself is part of that story. The city’s evolution from a steel town to a diversified economy including healthcare, technology, education, financial services, and energy, makes it an attractive place to live and work. With its affordability and accessibility to major East Coast cities, it offers young lawyers the best of both worlds.

In an interview with Invest:, Robert Singer, financial advisor and regional leader at Edward Jones, discussed the critical need for personalized retirement plans and explained why the firm continues to invest billions in technological innovation. “We do not believe technology will ever replace a financial advisor. A real person has emotions and can feel emotions to help build a better plan. However, good technology can certainly assist a financial advisor to be more effective,” Singer said. 

 

How do Edward Jones’ new enhanced workplace retirement plans benefit both small and large businesses? 

I am excited about our workplace services and the enhancements that we have made recently. We know that more than half of Americans would be more likely to participate in their workplace retirement plan if they had advice from a financial advisor. We know that for nearly one-third of Americans, their retirement plan at work will also be the first investment experience they have. Because of that, we have made it easier for plan sponsors to set up a plan and to manage an existing plan. We are one of the few firms in the United States that has a product review team that vets retirement solutions so that we are bringing a customized retirement plan option to them. For example, on 401k plans alone, there are more than 50 major providers of 401k plans. We have been able to vet that down to about 7 that we can build a customized solution with for our clients. In my 22-year career at Edward Jones, one thing that I hear frequently, and I know from my colleagues at Edward Jones that they hear from the vendor-held workplace retirement plans we serve, is that because of our process, we are able to give them back time so they can focus on their business. That is what a good financial adviser does. It gives our clients back time as well as reduces liability by creating a customized education process and vetting strategic partners for that tailored experience.

How do you define the role of a financial advisor in today’s market? What skills and traits are most essential to succeed in the long term with clients?

We are noticing that the needs of our clients are increasing, and we are also seeing some trends where the ability to get that kind of service is decreasing. We have some statistics that show that maybe 55,000 financial advisors will retire in the next five years, and that is going to create a shortfall, especially with business owners who have more complex needs. These needs include things around profit-sharing, non-qualified deferred compensation plans, lending, estate planning, and then very importantly, business succession. We have also invested a lot into our high-net-worth teams at Edward Jones so that we can maintain that customized experience for them.

How does Edward Jones approach educating clients and the broader community to improve financial literacy and help people make more informed decisions?

It is all about having a process. A lot of my plan sponsors do not know the moving parts of their retirement plan, nor do they know the best way to put an education platform together. What a good financial advisor does is take care of this for the client. I know a lot of my clients say they need to turn this over to me so they can focus on their business. A really good financial adviser will set up a process and create a customized education program and also vet those strategic partners for that tailored experience. That way, the client knows exactly during the course of the year what their time frame looks like for those employee education meetings and their annual fiduciary meeting. They have a new digital platform for education for employees who cannot make in-person meetings. We are providing the best possible experience to not only the business owner but to those participants so we can educate them to have better outcomes. What we know is when participants have better outcomes at the company they work for, they are able to get to retirement a little bit sooner, which then also saves the company money on benefits programs.

When working with clients, how do you assess their risk tolerance, and how does this influence the way you construct their portfolios to balance growth and protection?

When we do financial planning at Edward Jones, it is a process. The first step is understanding where our clients are today and getting an understanding of how they feel about different trends. We also do a risk assessment with those clients. We spend a lot of time understanding what their goals are, what the importance of those goals is, and then very importantly, what the time frame on those goals is. Once we do that, then we can find the appropriate investment strategy that meets all of those goals. It is not just trying to find an investment and pitching an investment to somebody. It is following that process to build that customized experience with them.

Given the unpredictability of financial markets, how do you adjust asset allocation strategies for clients who are concerned about market volatility or economic downturns?

While nobody truly knows what the markets and the world economy will bring in the short term, the longer term picture does start to become clearer. Because of that, if we build a financial plan around our clients’ goals and the time frames we establish, we will continue to have success. We believe there is a huge opportunity in this approach. We have established significant, long-term goals here at Edward Jones to guide our efforts. Our focus is on substantially growing the assets we advise and, more importantly, expanding the number of households we help to improve their financial wellness. 

How has Edward Jones leveraged technological advancements to improve client service while maintaining the personal touch that is central to your model?

We have had a very good year. We are close to achieving $2.5 trillion in assets under management for our clients. One of the primary ways we accomplish this is not just through our excellent service model, but through our investment of billions of dollars in technological advancements over the last few years. These advancements include financial planning tools, operating systems, platforms like Salesforce, and on the workplace side, investments in Aboon and the digital education platform Addition Wealth. 

We do not believe technology will ever replace a financial advisor. A real person has emotions and can feel emotions to help build a better plan. However, good technology can certainly assist a financial advisor to be more effective. That is precisely why we are investing billions of dollars in technology upgrades to always maintain best-in-class resources within our industry.

Edward Jones is known for its client-first philosophy. How do you ensure that your clients’ best interests are always prioritized?

We learned a long time ago that access to financial investments and financial planning is paramount. Edward Jones has been in business for 103 years. We really took the concept of providing access outside of major cities, though we do have offices in metropolitan areas as well. We discovered that clients want access within their own hometowns. Much like the small and medium-sized businesses on Main Street that we work with, Edward Jones has been a Main Street firm since our inception. This provides our clients with easier access to work with us, and we feel very good about that foundational principle.

How does Edward Jones ensure that financial advisors from diverse backgrounds have the resources and support they need to succeed in this field?

There is a very large percentage of assets that will transfer hands in the next 25 years. According to Cerulli, more than $120 trillion will transfer, and a majority of those assets will transfer to female and diverse clients. In anticipation of this, we have made significant investments at Edward Jones to increase our number of female and diverse financial advisors. What we have found is that people often prefer to work with someone they can relate to, and these initiatives give us the opportunity to facilitate those connections.

Employment law and Workers’ Compensation law are key practice areas focused on protecting the rights of employees. While companies have a legal team to protect them, employees oftentimes are left to fend for themselves when it comes to getting the protection they need if they are injured or disabled as a result of a workplace accident. In an interview with Invest:, Vincent Quatrini, founding partner of the Quatrini Law Group, highlights the importance of workers’ rights law in today’s environment and the firm’s approach to protecting their clients.

What changes in the past year have impacted the firm, and in what ways?

Our firm has been in existence for more than 40 years, and we have focused on workers’ rights from the start. Throughout this time, we have been consolidating our skills so we can be as good as anyone in protecting individuals. We have expanded by adding different practice areas that cover injury, disability, and employment. We look at long-term trends. Over the last couple of years, we have added employment rights attorneys to the firm because we have found that when you are injured or disabled as a worker, your employer may not do what they are supposed to do in letting you continue to work. They may retaliate against you because of your injuries, or fail to provide accommodations because of an injured worker’s restrictions. The American with Disabilities Act requires employers to provide reasonable accommodation for injured employees. Many employers are not aware of this obligation or do not carry it out properly, and that is where our employment lawyers come into the picture and hold the employer accountable. This is also true when a worker gets hurt and employers decide they do not want the employee any longer and fire them. If an employee is fired for illegitimate reasons, we can file for damages for retaliating against a hurt employee. 

We also represent people who have served in the armed forces who have been injured during their service.  We have a total of 20 attorneys and we are expanding our presence in Allegheny County. 

What are some of the firm’s efforts geared towards community engagement and education?

One of our catchphrases is “clients first, community first.” Our attorneys volunteer for many nonprofits. We devote a considerable amount of time to giving back to the community with our time, talent, and money. We contribute to many nonprofit causes as well as teach other lawyers in the practice areas we excel in. We teach lawyers in workers’ compensation, social security disability, and other related areas. We take our expertise and train them when they handle those types of cases.

What is the firm’s approach to protecting employee rights?

Both the state and the federal government have laws to protect workers from harassment and discrimination. In a recent case that we worked on, we took the position that an employer had discriminated against our client by failing to accommodate the client’s disability. As a result of this failure, our client suffered a workplace injury that led to his death. We filed suit against the employer because our client asked for an accommodation and the employer refused the accommodation request – to move the employee to a different job.  If the employer had moved him, the fatal accident would not have happened.  In our commitment to workplace justice, we felt that it was unjust that the employer was not accommodating our client and did not listen to the client’s concern. Because they did not accommodate his concerns, we filed suit to recover damages for his wife. Our attorney was highly successful in getting a settlement for the family under those circumstances.

What group of workers is the firm working with closely?

I have been representing coal miners for decades. When I first started representing them, it was because they were contracting black lung as a result of their work in the mines. Over the years, I began representing the coal miners for other workplace injuries. Coal mining is a very dangerous job. Over the years, laws have been passed to reduce coal dust exposure.  However, the coal industry shifted from underground coal mining to above ground coal mining which exposes workers to silica from stone that is blasted as part of the mining process.  Above ground Silica has become more devastating for coal miners.  As part of our due diligence, we provide assistance to coal miners who have been injured, or believe they are suffering residual illnesses as a result of working in the mines.  The coal miners undergo examinations to determine if they are eligible for benefits because of their work in the coal mines. As coal miners are laid off, this is one of the ways we are assisting them, as well as helping them with the unemployment compensation process.

What are the firm’s goals and priorities in the coming years?

Our first priority is to continue to educate ourselves to be able to provide first-class representation to our clients. You can never stop learning and educating yourself. We are meeting with software companies to improve our use of artificial intelligence in our legal practice. The legal practice has been slow to embrace AI as lawyers are people of tradition. We recognize that we need to look ahead and invest in ourselves. 

We are also expanding our niche practice areas. With the development of our new Pittsburgh office in the former Lidia restaurant building in the Strip District, we are excited about providing more opportunities for our clients as well as our staff.  We are exploring some fun and interesting initiatives. This helps our clients be more comfortable.  Finally, as we add additional staff, we want to make sure we maintain the high quality of our service to our clients.

In an interview with Invest:, Benjamin Greenfeld, Partner and Chief Investment Officer at Waldron Private Wealth, talked about handling client family dynamics, the importance of their internship program, and why Pittsburgh is a great place to do business in. “Our belief is that wealth can be used as a resource, it shouldn’t be a crutch,” he shared.

Over the past year, what major changes have shaped Waldron’s direction as a firm?

More of our clients continue to ask for services beyond traditional wealth management. We have really expanded and spent a lot of time over the last few years working with our clients’ children and future generations to educate them on wealth, and their family’s philosophy and goals for their wealth. Another solution we’ve been asked to provide is what we call personal CFO services, which refers to bill pay, accounting, cash flow tracking, etc. We’ve also been working on risk management to help our clients protect what they have built. 

In the last few years, as we’ve gotten closer to the sunsetting of the 2017 Tax Cut and Jobs Act, we’ve done a lot of planning with clients to help utilize exemption and plan for the future prior to the One Big Beautiful Bill Act (OBBBA) this year, which made those tax increases permanent.

How do you educate clients and their families when it comes to wealth management?

Over the last 12 months, we’ve been investing from both a hard dollar and time standpoints to train our staff in making them more effective at facilitating family meetings and family dynamics conversations. We want our team to be comfortable talking with our clients about all types of matters, such as future considerations of the family’s wealth and decision making process, marriage and prenuptial agreements, and more. We’re also working with clients to develop a post-education support plan. For example, when their children graduate from college, what will that look like? Up until that point, they’ve been supported by the family, and they may have trusts that are available to them resource-wise. But what is the family’s philosophy on how those resources should be used? Do they want them to get a job and this is meant to be a supplement,  Or is it meant to buy a house, or help start a business? Every family is different, and we start by working with the matriarch and patriarch to understand what their wishes are for their wealth. Then we can help have those conversations with their children and grandchildren to help them be more prepared. What we often find is that by the time their children and grandchildren are adults, their parents have guided them to who they’re going to be. Our belief is that wealth can be used as a resource, not a crutch.

What steps has Waldron taken to attract, develop, and retain top talent, and what are your goals for strengthening culture and collaboration across the firm?

We have expanded our geographical footprint to have physical offices outside of Pittsburgh. We opened offices in Philadelphia, Detroit, and DC. Pittsburgh is obviously a great community, but there’s a lot of people fishing in the same pond for talent. We thought if we can expand outward, and these are areas we’re already going to go, let’s try to hire people there and further grow our business. We also have had people start working for us in Pittsburgh and then move to the new offices.

Our internship program draws from local universities, but we now have also started hiring interns from universities in the Philadelphia and Detroit areas, which has been great. Our internship is not just administrative; it is very professional and hands-on. Our interns are truly helping with actual work, like preparing reports and analyzing data. They are really doing what I would consider as entry-level work and getting to know the business and industry.  Our interns from other cities come to Pittsburgh during the summer. We provide them housing and resources, when they are in Pittsburgh for the summer and then they go back and continue to work in our offices in the other cities during the academic year. We’ve had some of our interns who graduated from school in Pittsburgh accept full-time offers and relocate to work in our other offices. We are strong believers in training our talent. Additionally, one of our cultural pillars is that we’re collaborative. Working together to make sure everyone is rowing in the same direction is key for us.

What recent innovations or digital tools have you found most valuable, and how do they fit into your future priorities?

We very much believe in relationships being face-to-face with clients. Prior to COVID and the use of video calls, we would typically go meet with our clients in person. We still believe that is the best way to do it to help  build meaningful relationships with our clients. Even with our staff, we believe the best way for people to learn and develop is by being together. Our culture is very much built on being together. But with that said, we still use video meetings and other technology to supplement in-person meetings. They’re great for having a technical meeting in between our in-person visits with our clients. 

We have certainly embraced AI as it relates to our industry. It’s a great tool for things like creating workflow processes, and writing, amongst others. We have a formal forum where employees can submit technology ideas, then a technology committee looks at it and, if it makes sense, pilots it.  It is part of our entrepreneurial culture.

How do you see the local business and investment landscape evolving in Pittsburgh?

Pittsburgh continues to grow. From a real estate perspective, there are new office spaces around town, which makes Pittsburgh geographically desirable to be in. Also, housing is affordable in Pittsburgh. We’re about to have a new airport terminal opening. Earlier this year, the U.S. Open golf tournament at Oakmont brought a ton of people in. Next year, the NFL draft will be hosted in Pittsburgh. I think you’re getting a lot of traction in the area. Pittsburgh’s a great community as well. Everybody knows everybody, or rather you know somebody who knows somebody, and that makes it a tight-knit community. We’re committed to Pittsburgh being our headquarters. 

As you look ahead to the next two to three years, what are your top goals and priorities for the firm?

Our top goals are to continue growing and evolving. Our goal is to recruit good talent and foster an environment where our advisors can continually develop to better serve our clients. We want to continue evolving our service offerings to our clients to hit the ever-changing landscape of needs of the families we work with, both from a financial and a non-financial standpoint.

The recent Brunner acquisition of Rakuten Advertising’s Performance Solutions group has strategic importance for Brunner’s evolution, according to Dan Gbur, partner and chief revenue officer at the agency. “It has been a big growth driver for the company. When the year is all said and done, I think we’ll see a nice uptick in top-line revenue and hopefully some efficiency gains, too,” Gbur told Invest:.

What changes over the past year most impacted the agency and in what ways?

We’ve just completed the acquisition of the Performance Solutions division of Rakuten Advertising Group. It was official on April 1. Rakuten is a global company that offers affiliate marketing and consumer rewards services, and they had a business unit that planned and bought digital media. I joined Brunner 10 years ago to help build out the digital media, data engineering, and data science practice. When we came across the opportunity to join forces with Rakuten’s Performance Solutions Group, it seemed like a great fit because they had a very experienced team that has the same planning and buying practices that we do. We started conversations with them in November, worked through due diligence with them in the first quarter, and closed on April 1. What we acquired was 21 new employees and about 40 new clients. It’s been a very busy last six months working through that process.

What services are you now offering as a result of the acquisition?

They have a very strong presence in the retail, e-commerce, and direct-to-consumer segments. The team that we acquired has a lot of experience working with retailers. The clients that came over all fall into that category like Jansport and Kipling, which were part of VF Corporation. 

What the acquisition has provided us as a company is an opportunity to sell these clients other services that we offer, such as creative services, brand strategy, website development, and search engine optimization. These are things that Rakuten wasn’t able to offer, but Brunner can. It has been a big growth driver for the company. When the year is all said and done, I think we’ll see a nice uptick in top-line revenue and hopefully some efficiency gains, too.

How is the acquisition changing your geographic reach?

It gives us a broader client base in the retail sector, which we hope to build upon and get more of. We had some West Coast clients, but now we have even more clients on the West Coast and in other parts of the country. The acquisition broadened us from that perspective and will help us grow overall as an agency. 

What key factors have contributed most to your success?

We bought out Michael Brunner four years ago, and we were all already part of the organization and integrated into our various practice areas. It was a smooth transition. Coming through the pandemic, we were able to grow as an organization.

From 2020 to 2021, we grew 17%, and then almost 40% in 2022. In 2023, it was another 17% to 20%. And now with the acquisition, we’re expecting even more growth.

Overall, our success is really driven by the people we have and the team atmosphere that we have here. We all have our own skill sets and strengths, and we’re all able to leverage those to work toward a North Star of building and growing the agency.

We’re in a people business, so it’s all about the talent that we have. They’re the ones who make the agency grow. It’s up to us as a management team to provide the framework vision and direction, but it’s the talent we have who help the organization grow.

How is AI changing your business in particular?

AI is the topic of the day, no matter what industry you’re in. It’s top of mind. Our clients come to us for advice regarding how AI is changing how people work, and how they can be more efficient. We coach our employees to look at AI as a teammate and tutor. We need to learn about the technology and figure out how to work with it as a teammate to make us more efficient and smarter. 

It’s a method for us to solve problems and foster ideation and creation. That’s one area where I think we’re seeing a lot of growth and evolution, as is everybody else in the world these days.

What are your key goals and priorities for the agency for the next two years?

Over the next 6-12 months, we’re looking to leverage this acquisition that we just completed to help grow our business even further. We’ve expanded our client base. We’ve grown from a headcount standpoint, and we see a lot of opportunity to continue to do that moving forward.

In an interview with Invest:, Michael Falleroni, Principal at Ryan, LLC, a global tax services and software provider, said that the firm’s exponential growth over the past year has been driven by increased economic activity, evolving market dynamics, and a renewed focus on Pittsburgh as a site for transformative projects. “The last 12 months, especially the past 9 or 10, have brought tremendous opportunity for renewed United States investment, and Ryan, LLC is uniquely positioned to assist our clients in maximizing their capital and operational potential,” said Falleroni.

What changes have had the most impact on your practice, and how have those developments shaped your strategy in Pittsburgh and beyond?

Taking a step back, Ryan is the largest Firm in the world dedicated exclusively to business taxes. Within that framework in the U.S., we have more than 35 specialized practice areas. I sit within our Credits and Incentives practice, specifically focusing on site selection and business incentives.

Over the past year, my practice has experienced exponential growth. There has been a notable increase in economic activity in 2025 compared to 2024 and 2023. Some of that is driven by the change in administration, and some of it is simply the U.S. economy finally emerging from the COVID era and the lingering effects of supply chain disruptions.

My role involves helping companies determine the most strategic places to deploy their capital based on their business segment. The last 12 months, especially the past 9 or 10, have been incredibly busy. On a more local level, we’ve also seen some exciting developments. For several years, I wasn’t involved in any large-scale economic impact projects in Pittsburgh, and to be honest, there were none. No matter what I did, clients just were not interested in the city. But this year has been different. Although the projects are confidential, we’ve engaged in meaningful discussions with both the state and local officials about transformative multi-billion dollar investment opportunities. It’s really exciting to see Pittsburgh finally getting the attention it deserves.

How do you approach building and maintaining a strong team in Pittsburgh, and what skills or expertise are you most focused on developing for the future?

Ryan has over 30 offices across the U.S., and I’ve visited many of them. While we’ve received “Best Places to Work” accolades in many office locations, I truly believe what sets Pittsburgh apart is the culture Helen Lemmon has cultivated. Helen, who leads our office with me, started the Pittsburgh office nearly 20 years ago. Some of the original team members from the first few years are still with us today. That longevity speaks volumes about the kind of workplace culture she has built, and I have strived to continue — one that’s results-driven but also inclusive and collaborative.

Our firm operates as a true meritocracy. Regardless of title, every employee has a voice and is encouraged to share ideas. That culture starts at the top with our CEO, G. Brint Ryan. Once a month, he hosts a company-wide “Team Talk,” where he shares updates and then spends 45 to 50 minutes answering anonymous employee questions — no matter how critical or challenging. I don’t see many CEOs of 6,000-plus employee firms doing that.

Helen carries out the top-down transparency and respect for employee input in our Pittsburgh office. We’ve grown to nearly 40 people, and I see my role as helping to carry that torch forward, maintaining and evolving the culture she built.

What trends are currently shaping the tax consulting and incentives space, and how is Ryan positioning itself in response?

We’re staying highly attuned to changes at the federal, state, and local levels. One major trend we’re embracing is the integration of AI, not to reduce headcount but to enhance employee efficiency. The goal is to streamline tasks so our team can achieve more in less time, which benefits both our clients and our staff.

Tax, by nature, is constantly evolving. It’s not a static environment, and those changes create new opportunities across different client sectors. Because Ryan is so specialized, we’re uniquely positioned to respond quickly and effectively. I’m not a generalist — I focus solely on site selection and negotiated incentives. That level of focus brings a depth of knowledge and perspective that’s different from, for example, our transaction tax experts who work with sales and use tax issues.  

Together, we form a robust ecosystem of niche-level specialists, each able to respond to rapidly changing trends. Ultimately, our mission is to liberate our clients from the burden of being overtaxed, freeing their capital to invest, grow, and thrive.

What challenges are standing out most in your practice and in the tax incentives industry overall?

One of the biggest challenges we’re seeing is how economic development organizations are adapting to technological change. I’m actually speaking to a Colorado delegation next week on this topic. As technology adoption accelerates, it’s impacting job creation metrics, which are still the basis for many incentive programs.

For example, a project that might have been a $100 million investment creating 50 jobs six years ago could now be a $160 million investment with only 30 jobs. The jobs might pay more, but the headcount is lower due to automation and advanced tech. Many economic development programs are still centered on job creation, and this shift is challenging their traditional models. Some are adjusting, but others are lagging behind. It will be interesting to see how this plays out over the next few years, especially in the growing technology sector within Pittsburgh.

How do you approach community engagement in Pittsburgh, and what role do partnerships with local businesses, universities, or economic development groups play in your strategy?

We approach community engagement from multiple angles. At Ryan, we have an annual “RyanSHARES Day” where employees across the firm volunteer in their local communities. In Pittsburgh, we take it a step further and organize quarterly volunteer events with local nonprofits. Afterward, we usually gather for a team-building activity to improve our already stellar office camaraderie.

Our Ryan Foundation also matches most employee donations, supporting our efforts to give back meaningfully. On the talent side, we maintain strong campus recruiting efforts to find the next generation of top talent and keep a steady talent pipeline.

From a collaborative standpoint, one example that stands out involves our work with data centers. As a co-lead of our data center incentives team at Ryan, we have heard a lot of misconceptions about this sector, especially as it begins to emerge in Western Pennsylvania. Earlier this year, I partnered with Patty Horvatich at the Pittsburgh Regional Alliance to organize a “Lunch & Learn” where I gave a “Data Centers 101” presentation to about 75 local economic developers. We answered questions, cleared up misinformation, and even followed up with smaller sessions in nearby counties.

This wasn’t a sales pitch as we weren’t making money from it. It was about sharing knowledge and being a good community partner. That’s a key part of our strategy: use our expertise to uplift the region as a whole.

What are your top goals and priorities for Ryan over the next two to three years?

First and foremost, we’re focused on strategic growth. Ryan is growing rapidly, faster than many of our competitors on a percentage basis. But with that comes the responsibility to scale thoughtfully. 

Talent remains our top priority. We need to retain our best people, even as competing firms try to recruit them. That means investing in their development through training, conferences, and career opportunities.

Technology is another major focus, particularly how we use AI not to replace people but to enhance both client service and employee well-being. For example, instead of having to read a 1,000-page bill, can AI summarize it into 10-20 pages, helping us find the key areas to analyze further? If that can save us five hours, our team can dive into other client needs.  Alternatively, maybe that frees up time to make their kids’ sporting event — that’s a win.  With a renewed focus on the ever-evolving concept of work-life flexibility, we believe investing in AI solutions will enable our employees to maximize results with elevated efficiency which will allow them to not only accomplish more in their career, but in their personal life as well.

Finally, we’re committed to promoting leadership at every level. While I may be a partner, I see our admin team as leaders too. Without my executive assistant, I’d be completely lost — she’s a leader in her own right and helps me perform my leadership duties by keeping things moving forward. It reminds me of the Travis Manion quote, “If not me, then who?”  If we can foster that mindset across the company, where everyone feels empowered to lead, I believe the future for Ryan and our Pittsburgh office will continue to be incredibly bright.

In an interview with Invest:, Thomas Ryan, managing partner of K&L Gates LLP, highlighted how new technological tools expand the firm’s list of expertise while retaining top talent and clients. “We create a place for professional growth and an opportunity to make your career your own,” said Ryan.

What have been some recent milestones for K&L Gates in Pittsburgh?

A significant achievement is being an early adopter for integrating AI across multiple disciplines. We have a firmwide AI industry working group that rolls out tests for new products, works with our clients, and finds ways to continue integrating and pushing our practices forward.

What advantages does being in Pittsburgh bring for your operations?

Pittsburgh provides a unique advantage for a couple of reasons. It is one of the most competitive legal markets in the country. A lot of people outside of the legal industry don’t appreciate the competitiveness, which drives innovation and raises the quality of service for clients. We have positioned ourselves well with excellent legal services for relative price points below primary markets like New York City, Washington, D.C., Chicago, Los Angeles, or San Francisco. 

The other reason is Pittsburgh serves as a gateway to the world for our clients. We are able to tap into subject matter leaders in practically every area of the law and meaningful geography around the world. Our full-service, globally integrated legal network starting in Pittsburgh has aligned us as closely as possible to clients with a global footprint.

Which industry sector sees increasing demand for your services?

One of the priorities over the last several years has been shifting from geographical management to practice group management, with the capability of deploying the best resources across the platform for any client. We are also reconfiguring and aligning ourselves in six key industries, including industrial manufacturing, which is historic in Pittsburgh. Our lawyers have deep experience with manufacturers of all sizes, encompassing issues like mergers and acquisitions, regulatory, litigation, employment benefits and any manufacturing-related areas.

The firm is also committed to the technology scene, having close alignment with innovations coming out of AI Avenue. This tech hub in Pittsburgh is the result of tremendous work from Carnegie Mellon University and the University of Pittsburgh, where tech giants like Google and Amazon have put down their roots. We represent everyone in that spectrum, from helping early-stage startups to get off the ground and change the world with their innovation, all the way to some of the largest members of the tech sector. We are working with them around the world, including here in Pittsburgh.

How has your firm helped clients navigate recent economic challenges?

The world is changing and evolving in real time, and we receive great responses for working with our clients daily. Our work spans multiple disciplines from regulatory and international mergers and acquisitions to government engagement and more. K&L Gates blends all those disciplines together into a fully integrated team, providing one-stop legal solutions for clients.

As an example, we recently held a three-hour continuing legal education session in the office, called ‘Trump, Trade, and Tariffs.’ Colleagues from Washington, D.C., and other offices who focus on international trade were brought in, layered with a number of our policy advisers from Pittsburgh. Some of the biggest names in Pittsburgh were in attendance because everyone’s trying to figure this out together.

How are you innovating the firm with AI development?

Change is coming and you can’t ignore it, or risk being left behind. Failing to recognize the changes or appreciate the delivery of legal services through AI would be a disservice. We took a disciplined and regimented approach to internal development and integration of AI from the very beginning, forming an internal global AI task force across multiple disciplines with a detailed plan to identify, test and diligence any internal or external tool. We have developed and/or adopted several tools supporting our practices and the other departments across the firm. Among them, we were an early adopter of Thomson Reuters’ CoCounsel AI-powered legal assistant, and our firm remains a member of Thomson Reuters’ Luminary Program.  We have taken a diligent and holistic approach to governing our internal use of AI tools, including mandatory training and client consent. Finding ways to improve our services has been a product of open dialogue with our clients. A lot of peer firms may not be willing to have those conversations, while we talk to our clients and find out their comfort level. It is an ongoing dialogue: reach out, pick up the phone, and talk to them.

Since we started our summer associate class for law students, part of our professional development includes AI training, leveraging Westlaw and LexisNexis for legal research to gather concrete, efficient answers for the clients. We are training our lawyers how to incorporate these technological tools into their practice.

How do you attract and retain top talent? 

Lawyers are attracted to K&L Gates because we embrace the entrepreneurial spirit. From the moment they arrive, we train lawyers to build their own practice. We tell our youngest lawyers to treat the senior associates as their clients, the same way partners would treat their clients. It’s important not to sit at the desk and wait for the phone to ring; knock on the partners’ or senior associates’ doors and ask what they’re working on and how to help. That is how to learn those skills and build those relationships. Lawyers with that kind of personality who want to take control of their own destiny thrive in our environment. We create a place for professional growth and an opportunity to develop your career.

We’re also a curious bunch, applying collaboration and innovation. We look for ways to find better and more efficient solutions for our clients, whether through technology or otherwise. We like to get together and work in teams, making sure we have the best individuals talking to each other and looking at problems from every angle, to provide the best solution for the client.

What are your top priorities moving forward?

We are in growth mode. We continue to see increasing demand for the lawyers in this office. 

The numbers for “imports and exports” of legal work between offices are exploding, so the integration continues to grow. Some priorities include building the corporate practice group, expanding in private equity, mergers, and acquisitions, and growing complementary practice areas, such as tax, benefits, employment, regulatory, and healthcare. 

How is the firm investing in Pittsburgh?

We recently renewed a long-term lease at K&L Gates Center in Downtown Pittsburgh. We want to demonstrate our commitment, as well as investment, to this market, and our desire to grow here. The Pittsburgh office truly is a critical nerve center for a 24-hour international operation, with 150 lawyers and 400 allied professionals. You can get the highest quality global allied professionals here, and they are some of the most sincere and hardworking people. The backbone of our firm is driven from this office.

Stuart O’Neal, CEO of law firm Burns White, sat down with Invest: to discuss the firm’s expansion in Pittsburgh and beyond, key recruitment and retention strategies, and how it is responding to evolving healthcare compliance and emerging technology needs. 

What have been the key changes for Burns White over the past 12 months?

Over the last 12 months, Burns White has continued to expand our geographical footprint with the expansion into Northern New Jersey.  This is coming off the heels of our expansion into Tampa and additional offices in Pennsylvania and West Virginia.  Attorney growth has been a priority this year as we continue to add exceptional talent to our firm in order to meet the growing needs of our clients. We are really seeing our expansion and growth take shape and take hold and are very excited about this growth. We are trial attorneys at the end of the day and have been doing a lot of trials. That coupled with our work has been a recipe for excitement around the firm.

Burns White recently launched a new data privacy, cybersecurity, and AI group.  How does this initiative align with your vision for Burns White?

That specific branch is headed by Lyle Washowhich and Daniel Inadomi at our Pittsburgh office. Lyle has a banking litigation background, which really plays into cybersecurity, AI, and things of that nature very well. They get class actions about data breach and data privacy issues, which melds into AI quite well. We have seen an uptick in those kinds of cases. Responding to that kind of incident is a gargantuan undertaking. To be able to have an AI and cybersecurity background is really key to that practice group and we have seen a tremendous amount of success in that. 

Burns White was recently recognized among the 2025 Best Law Firms by Best Lawyers. What does this recognition say about the firm’s strengths?

It is a reflection of all of us growing in the same direction without exception. We have a great team from the bottom up and no one lawyer is more important than another. We really believe in integrating our staff, whether that be our legal assistants or paralegals, as one big team. When you have that culture and mindset it really is contagious. That is instilled in our staff of over 330. We move as one team and that has really taken hold. How does that equate to success? I believe that our work speaks for itself. We go to trial a lot and there are not many firms that can say that. We take cases to trial and get very good results. We pride ourselves on having multiple trial teams that are ready at a moment’s notice to try a case if need be. Whether that be for an existing client or parachuting in on a different case, we are ready to go. 

What strategies is Burns White using to attract, integrate, and develop new attorneys, and how does Pittsburgh play into your talent pipeline?

This is a challenge that all law firms are facing. What we have done to try and set ourselves apart is to provide training and to give our younger attorneys an opportunity. There needs to be a younger generation of attorneys coming up. Giving them real responsibility and opportunity is something that we take very seriously here. For example, we had around 20 students from Duquesne Law School, which is located here in Pittsburgh, come to observe the day in the life of a lawyer. Seven of our attorneys met with and spent time with these law students at our office to further integrate them and answer any questions that they had. It is much more than hiring. You really have to be invested on many levels and we do our best to do that. I want to see people flourish. It has been very satisfying for me personally to watch other people do well and that is what I want to continue to see. 

How is Burns White responding to shifting client needs, and what opportunities are you seeing?

It is all about being distinct with what our clients are telling us. The only information that you are really going to get about what your clients need is by listening to what they are coming to us for. They come to us with things they see as potential issues on the horizon. We see that in drone law, AI, data privacy, among others. We have clients coming to us about these issues and it is up to us to formulate a team. What are we doing? We are listening to what our clients want us to focus on and keeping our mouths shut. Litigation will always be there and we will always be ready for that. These offshoots with AI, data privacy, drone laws, and so on, are areas where you really need a specific data set and talent. That is what we respond to. 

What challenges do you face in balancing competition and maintaining the firm’s culture while also expanding regionally?

The law industry is very competitive. We have many folks that we compete against. Primarily, we do defense work and we have our hands full. It is up to us to always be up to speed. We have management consultants that we have hired to come in here and counsel our lawyers on being more efficient, while also giving them the tools they need to do a better job. We also have law professors from Villanova Law School who still come in, even though our lawyers have graduated. They come in to teach them how to write even better. Having the ability to learn more is key. We are trying to stay sharp and set ourselves apart at all times. 

Looking three to five years ahead, what are the key goals and priorities for Burns White, both in terms of firm growth and alignment with larger trends?

Maintaining the culture that we have, keeping our attorneys sharp with continuing education, and continuing to grow this firm are our key priorities. We are looking to hire 20 to 30 more employees by the end of this year. First and foremost is to make sure that we maintain the respect that we have, not only for our colleagues, but also for the judges. We are working as hard as we can to maintain the respect that they have for us as well. They say that the people you work with are not family, but it is here, and that is the way that we view each other. I want to maintain that culture. 

Leif Ocheltree, shareholder and managing partner at Goldberg, Persky, & White P.C. (GPW), a law firm that focuses on asbestos litigation, sat down with Invest: to discuss trends and challenges impacting the legal space, how workplace dynamics have shifted so far this decade, and plans to develop more practice lines. “There is always going to be someone or something out there causing injury to innocent folks at no fault of their own, and the lawyers at GPW are here waiting to help those individuals when they are in need,” Ocheltree said.

What changes over the past year impacted the firm, and in what ways? 

GPW has been in existence for over 40 years. We’ve seen lots of ups and downs in the economy and significant changes in the legal market in general throughout that time period. We are one of the largest plaintiff law firms in the state of Pennsylvania and exclusively represent injured parties. We have historically been most involved in asbestos litigation but also handle cases in the field of personal injury, sexual abuse, nursing home abuse, and other toxic tort cases such as individuals who develop leukemia after being exposed to benzene. 

All asbestos firms are facing the challenge of an overall decreasing number of mesothelioma cases being filed nationally on an annual basis. It is really a wonderful thing to see fewer and fewer folk diagnosed with mesothelioma each year across the country. By being a leader in the field of asbestos litigation and having a diversified practice, we have managed to stay as busy as ever and continue to see large numbers of folks suffering from asbestos-related disease seeking our expertise.

What trends are you seeing in the legal space, and how is GPW adapting to these trends?

In the legal industry, and particularly in civil litigation, there has been a trend to force cases to mediation and arbitration as opposed to trying cases in front of a jury. Civil cases being resolved outside of the court system is not necessarily a bad thing. At GPW, we’re prepared to mediate, arbitrate, or try our cases to verdict depending on what makes the most sense for our clients. 

Staffing has also been a challenge since COVID-19. A lot of folks have an interest in remote work; a growing trend in nearly all industries. As a large employer in Pennsylvania, we work with our employees to provide a schedule that works for them. Given the nature of our work, we do our best to be flexible while still satisfying the needs of the business overall. 

How have regional initiatives, such as the project to replace asbestos-infused water pipes in North Huntingdon, influenced your firm’s focus and community engagement? 

GPW has been heavily engaged in community outreach all the way back to its inception. We do everything that we can to give back to the community. We promote an annual Toys for Tots Drive, we are a proud supporter of the United Way of Southwestern Pennsylvania, and we donate to organizations actively searching for a cure for mesothelioma and asbestos-related lung cancer each year. Many of our clients have lived and worked in the greater Pittsburgh and tristate areas their entire lives. When a major issue arises, we are the ones they call when they need the help of a lawyer.

What is your industry outlook, considering recent legal developments and public awareness?




The industry outlook appears to be very positive in my opinion. We have a very large client base, and there is always going to be someone or something out there causing injury to innocent folks at no fault of their own and the lawyers at GPW are here waiting to help those individuals when they are in need.

What are your key goals and priorities for GPW in the near term, both in terms of case focus and organizational growth?

For the next 12 to 18 months, our trial dockets are largely already established due to how the court systems operate and how cases are set for trial. Preparing those cases for trial and successfully representing families who have a loved one suffering from asbestos-related disease or who may have already passed away is our top priority.

In addition to focusing on resolving our cases that are set for trial, we’re always engaged in business development and working to further develop other areas of the law.