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FULL COURT PRESS
The problem was the solution
“From potential client departure to 20% growth in relationship”
Situation
When a rainmaker abruptly left an AmLaw 30 firm for a competitor, he took several service partners with him, leaving behind those who chose not to follow. These remaining partners now led one of the firm's largest client relationships—but had always operated in the rainmaker's shadow. The brutal truth: they needed to prove they could retain enough work to stay viable themselves. The departed rainmaker was already transferring matters, expecting to port the entire relationship.
Approach
Instead of trying to replicate the departed rainmaker's lone-wolf style, we built what should have existed all along: an actual team. Mapped every client stakeholder to a specific firm partner based on expertise and chemistry, not seniority. Created clear priorities for engagement, opportunity sharing, and collaboration. Most importantly, established weekly team huddles where everyone knew everything—no information hoarding allowed.
Twist
The departed rainmaker had leaked the size of the relationship as part of his bid for an unprecedented lateral compensation guarantee, selling his personal relationship as the asset. But when the general counsel saw this hit the legal press, as did his CEO, the client's leadership team soured on what they viewed as transactional behavior. After a few weeks working with the new team approach, the general counsel quipped: "For twenty years, we had a relationship with one lawyer. Now we have a relationship with a firm."
Result
Not only retained the client but grew the relationship 20% in the following two years. The team model uncovered opportunities the previous partner had been unwilling or unable to see. What began as survival mode became a different approach and client service culture that actually strengthened the relationship. The firm now requires team structures for all major clients.
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