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With the stroke of a pen, Utah's Governor has created a seismic shift in how business disputes may be litigated in Utah. During the 2023 General Session of Utah's 65th Legislature...

Solo practice in 2026 looks different from what it did a few years ago. Clients expect faster updates. Admin work still takes a big chunk of the day. Technology keeps changing how files, deadlines, and communication are handled.

The lawyer who could handle everything was once seen as indispensable. But that model is getting harder to keep up with. Law firms are under pressure to move faster, manage risk, and deliver a better client experience without compromising quality.

Reception is often the first function a law firm outsources and one of the easiest to underestimate. The call gets treated as an administrative task, so the decision can quickly come down to whichever provider offers the lowest rate.

Erin K. Higgins provides insights and analysis on legal matters, offering professional perspectives on current issues and developments in the field. The content explores key considerations and implications for practitioners and stakeholders navigating complex legal landscapes.

I can still feel the phantom burden on my shoulders of the post-graduation choices I had to make when I was a 3L.

In today's hyper-competitive world, fostering a real sense of workplace belonging isn't just a feel-good effort; it's a hard-nosed strategic imperative.

An Accountant in Missouri has run her business for over 20 years. In 2020, she hired her first ‘remote worker' but now 4 out of 11 of her team members work remotely.

The front desk has always been the first impression of a law firm. It is the voice a potential client hears when they call for the first time. It is the face they see when they walk in for a consultation. For decades, that role required someone physically present in the office. That assumption no longer holds. Small and mid-sized law firms across the U.S. are replacing traditional in-office receptionists with remote legal receptionists who handle calls, intake, scheduling, and client communication, without sacrificing professionalism and with significant overhead savings.

Lawyers are delegating case operations at scale because burnout has exposed a deeper problem within many law firms: attorneys have been carrying too much operational work for too long. Tasks such as client updates, scheduling, document coordination, follow-up, and workflow management began to take up time that should have been reserved for legal strategy and billable work.

Law firms across the U.S. are changing how they hire. In-house hiring is costly and slow. Legal talent is harder to find, and attorneys are overloaded with administrative work. To solve this, many law firms turn to outsourcing or remote staffing.

Most law firms spend real money generating leads. Marketing, referrals, and directories all feed a pipeline of potential clients. Then those potential clients call, and one of three things happens.

The legal industry is shifting at a pace most firms have never experienced. Large law firms have the capital to absorb major disruptions. Small and mid-sized firms do not have that luxury. That pressure is also their greatest advantage. Smaller firms are making faster decisions. They are adopting remote staffing, flexible structures, and leaner operating models that larger firms are still debating in committee. If you run a small or mid-sized law firm, 2026 may be the year your agility becomes your biggest competitive edge.

In the second part of this special guest episode of "The Trial Lawyer's Handbook" podcast series, litigation attorney Dan Small interviews Scott Duval...

Legal translation is evolving from a downstream service into an embedded function within legal operations. As organizations manage higher volumes of multilingual legal documentation across jurisdictions, translation is increasingly intertwined with core legal processes including contracting, compliance, litigation support, and regulatory communication, where consistency, timing, and coordination across teams matter as much as linguistic accuracy.

Most law firms underestimate the case manager role. It sits between client-facing work and attorney oversight, and in many firms, it is either underfilled or filled by someone whose time is split across too many other functions. That gap is costing firms more than they realize. A remote case manager who is properly placed and given a clear scope of work creates measurable returns across multiple areas of firm operations. This post maps out exactly where that ROI shows up, and why managing partners at small and mid-sized firms are paying closer attention to this role than ever before.

By the end of the day, many solo lawyers are still working through tasks that had nothing to do with practicing law. They are replying to intake messages, tracking down missing documents, updating case files, following up with clients, and trying to keep the calendar from slipping. The legal work is still there, but it keeps getting pushed behind everything else that needs attention.

Many attorneys do not have a work problem. They have a time problem. The legal work is only part of the week. The rest gets filled with client updates, scheduling, document follow-up, case tracking, intake coordination, and routine communication. That is why more law firms are using remote case managers. When one person keeps those moving parts under control, attorneys get more time for legal work, client strategy, and billable tasks. In many firms, that can add up to 10 or more hours saved each week.