Peter Torcicollo, Co-Managing Partner, FBT Gibbons LLP

In an interview with Invest:, Peter Torcicollo, co-managing partner of the newly combined FBT Gibbons LLP effective January 1, 2026 (and formerly managing director of Gibbons P.C.), said that strategic growth, national expansion, and technological integration are driving forces behind the legal firm’s evolution. Torcicollo also touched on the state economy as it relates to the legal sector and business climate. “It’s interesting because, despite what the doomsayers might say, the economy has remained quite strong. Our development clients are still building, our transactional and M&A work is robust, and our litigation practices are active,” Torcicollo said.

What recent changes or milestones have had the greatest impact on Gibbons’ operations in recent months?

The biggest development is that we’ve agreed to combine with another firm. Gibbons will now be known as FBT Gibbons, following our merger with Frost Brown Todd. This move creates an 800-lawyer, $500 million law firm. Frankly, when something of this scale happens within a year, it overshadows everything else. It’s transformational for both firms. For Frost Brown Todd, it means a strong presence in the New York metropolitan area through our offices in New York City, New Jersey, Philadelphia, and Wilmington, Delaware. And for us, it opens doors to over a dozen new markets, including California, Texas, Colorado, Cincinnati, Nashville, Indianapolis, Louisville, Washington, D.C., and Pittsburgh, which expands our Pennsylvania footprint. It’s one of the most significant deals in the national legal market this past year, and we’re genuinely excited to be part of it.

How would you describe the legal and business climate in New Jersey?

It’s interesting because despite what the doomsayers might say, the economy has remained quite strong. Our development clients are still building, our transactional and M&A work is robust, and our litigation practices are active. So the economic climate hasn’t negatively affected us — knock on wood. For example, just recently, mortgage interest rates dropped to the lowest they’ve been in a couple of years, and that kind of news always helps. Lower interest rates mean more consumer spending, which contributes to a healthier economy. That momentum benefits businesses across New Jersey.

Beyond that, some exciting infrastructure projects are happening in New Jersey and New York. We’re fortunate to be involved in some high-profile developments, which makes this an exciting time for our firm.

Which sectors are driving the greatest demand for legal services, particularly in M&A and litigation?

We have a long-standing presence in the life sciences sector — pharmaceuticals, medical devices — and that space continues to show steady, if not growing, demand for legal services. We’re also quite active in commercial real estate, development, and construction, which remains a major focus for both our clients and practitioners.

Additionally, we represent several major players in the energy sector. These clients are involved in everything from large-scale power projects to the infrastructure necessary to support emerging AI processing demands. That has led to a surge in transactional activity for us.

Another significant sector is manufacturing, which includes clients in energy-adjacent fields, chemical production, and consumer healthcare. Many of these companies are engaged in M&A, bolt-on acquisitions, or litigation, particularly around payment disputes or broken deals. We provide guidance on both the corporate and litigation sides, helping them navigate whatever challenges arise.

Is the trend of demand for bankruptcy, restructuring, and white-collar investigations continuing?

The white-collar space is fascinating. Under the current administration in Washington, D.C., there has been a decrease in investigations and prosecutions for financial crimes, but we’ve still been busy, particularly with internal investigations. We’re often brought in to conduct internal reviews, and our white-collar group remained one of our busiest teams in the first half of the year. We had a significant amount of trial activity as well, which is always notable in white-collar cases.

As for bankruptcy, that’s been ramping up, especially in Delaware, where we have a strong presence. With the combination of FBT Gibbons, we’re seeing more opportunities and a solid uptick in activity both in Delaware and in the District of New Jersey. It’s definitely an area of growth for us.

What role does a firm like Gibbons play in helping businesses navigate challenges in M&A activities?

We do quite a bit of work in that space. In fact, we even counsel other law firms on succession and leadership transition planning. It’s a major part of what we do, especially in New Jersey, where there are many long-standing, family-owned businesses. As these companies grow through multiple generations, leadership struggles often emerge. One branch of the family may want to continue running the business, while another wants to sell or cash out.

We help clients navigate those issues from both a corporate advisory and litigation standpoint. Unfortunately, not everyone always agrees, so litigation is sometimes unavoidable. But our goal is always to help guide businesses through these delicate transitions.

What other legal or regulatory hurdles are businesses in New Jersey facing?

Many of our clients operate in regulated industries like energy and healthcare. One area where we’ve seen major changes is EEOC guidance, particularly regarding hiring, retention, and advancement practices. Our employment department has been active, as clients frequently ask us to review their existing policies to ensure compliance.

Beyond that, we advise on tax regulations, antitrust compliance under Hart-Scott-Rodino, and other regulatory matters. Anytime regulation is involved, our attorneys are there to help clients stay compliant and proactive.

How does your firm approach talent recruitment and retention?

It’s one of the biggest challenges we face. I often refer to it as the “talent wars.” Firms like ours are all competing for the same group of professionals. That’s one of the reasons our combination with Frost Brown Todd is so important. It gives us a broader platform and more financial strength to compete for top talent.

While we’re still not in the same league as firms like Kirkland & Ellis or Paul Weiss in terms of financial resources, we believe we can compete effectively for the kind of talent that aligns with our firm culture and goals.

What other partnerships or cross-sector collaborations has the firm developed?

We’ve always been deeply involved in the communities we serve. Historically, we’ve been headquartered in Newark, New Jersey, and we’ve maintained strong ties here. Several of my partners serve on the board of the Boys & Girls Club of Newark, and I’m on the board of the New Jersey Performing Arts Center. We’re also active in groups like Volunteer Lawyers for Justice and the African American Chamber of Commerce of New Jersey.

We partner with local law schools through our Clerkship to Associate Pipeline initiative. We mentor students, help them prepare for interviews, and conduct resume workshops—all developed by our partners. Our commitment to civic, educational, and cultural institutions has been a long-standing tradition, and it’s exciting that Frost Brown Todd shares the same values in their markets.

How is your firm integrating AI and automation while maintaining the essential human element of legal strategy?

Several years ago, I created an AI and Emerging Technologies Committee, led by my partner and our general counsel, Josh Levy, who’s done an excellent job. We identified which tools made sense for a firm of our size, and we were fortunate to gain early access to some leading AI platforms, even while they were still in development. Our attorneys tested them and provided feedback to vendors.

Eventually, we partnered with a top provider and have also integrated tools like Copilot. Importantly, we’ve put guardrails in place to ensure responsible use. You’ve probably read about some high-profile misuses of AI in the legal field, so we’ve been proactive in avoiding those pitfalls.

I use AI tools myself, and they’ve already changed the practice of law in a significant way, and will continue to do so. Our merger gives us additional purchasing power to explore even more advanced technologies, which is essential to staying competitive in this space.

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

The original plan focused on financial strength, sustainability, and strategic growth. We’ve made strong progress on all three fronts. Financially, we’re more stable and better positioned than ever. On the sustainability side, we’ve clarified career progression for our attorneys and implemented internal succession planning.

The merger with Frost Brown Todd is a direct outcome of our strategic growth pillar. Going forward, the new firm will relaunch the strategic planning process to build a comprehensive plan for our expanded organization. I expect we’ll maintain a focus on those same three pillars while exploring new markets and continuing to attract top lateral talent.