North America: Law Practice Management

We encourage clients to view capital investment as a dynamic triangle — balancing strategic intent, financial feasibility, and physical infrastructure. At the center of this model is operations, which acts as the system's...

On July 17, 2025, the U.S. Environmental Protection Agency ("EPA") announced a direct final rule and companion proposal extending several compliance deadlines...

On May 6, 2025, FDA announced that it planned to conduct more surprise inspections at foreign manufacturing facilities that produce foods, essential medicines, and other medical products intended for U.S. consumers.

Lowenstein's Chief Marketing & Business Development Officer Vanessa Torres discusses the transformation of law firm business development professionals into strategic growth drivers. She shares insights on leveraging technology, data analytics, and relationship-building to execute ambitious firm expansion plans over the next 3-5 years.

The Alabama State Bar has issued comprehensive guidance on how existing professional conduct rules apply when lawyers use artificial intelligence tools in their practice. This formal opinion addresses critical questions about competence, confidentiality, supervision, billing practices, and professional responsibility in an AI-assisted legal environment. Understanding these ethical obligations is essential for law firms and legal departments navigating the integration of generative and agentic AI technologie

CPA and advisory firms often attend conferences without clear objectives or follow-up plans, resulting in wasted opportunities. This strategic guide reveals how to transform event participation from a calendar obligation into a powerful business development tool through intentional planning, meaningful on-site engagement, and systematic post-event execution.

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This article appears to be a footer or template section from the Infra Insight Blog, containing copyright information and site attribution for Nossaman LLP's infrastructure-focused publication. The content provides legal disclaimers and technical credits for the website's design and maintenance.

At Goodwin, we foster and cultivate connections and a sense of belonging among our alumni through shared memories, networking opportunities, firm updates, and mutual clients.

Recently, I spoke to a friend of mine who serves as in-house employment counsel for a research facility. As in-house counsel, attorneys have to weigh overall company interests against human resource (HR) considerations, along with potential legal risks. However, a shift in the understanding and perception of “neurodiversity” has brought another consideration to the forefront. Like my friend’s employer, HR departments across the country are now being called to evaluate their internal functions to determine whether they are equipped to support and accommodate neurodivergent employees and, importantly, remain compliant.

A Southern California public agency engaged MGO to conduct an independent assessment of its succession planning practices after identifying talent acquisition, retention, and workforce continuity as key organizational risks. The evaluation examined governance structures, departmental implementation, and HR processes to identify opportunities for strengthening long-term workforce planning and leadership development across the organization.

The September 2026 F-1 rule fundamentally changes how OPT and STEM OPT employees maintain status after international travel, replacing open-ended duration of status with fixed I-94 expiration dates.