A World Without Lines Means Lawyers Have To Move Beyond Just Law

Ark Group

The following is authored by Patrick Lamb, founding partner of ElevateNext Law, LLP and vice president, Elevate Services, Inc. for Ark Group’s publication Future Law Firm Business Models. Patrick will also be speaking at Ark’s 2nd Annual Law Firm Change Management Summit: The Legal Innovators Dilemma, taking place June 25th in Chicago.

When I started practicing law, excellent lawyers were identified by their ability to know or research “the law” and apply “the law” to facts so clients could make decisions. Lawyers of all ages spent a lot of time reading cases to understand the law and then writing briefs or memorandum to argue to judges how he or she should apply the law. White papers were popular and 50-state surveys of a legal nicety were in vogue. The practice of law was all about “the law”.

Then the world began shifting. We moved from simply learning and knowing the law, to applying it for clients. This era was the heyday of two-handed lawyers, who advised clients in classic “on one hand…. and on the other…” fashion.

These changes continued. As they say, “shift happens”, and we have shifted through eras at a faster and still faster rate. These new eras have included the one where excellence was knowing the business and becoming a trusted advisor, to the one where budgeting and price predictability was the critical attribute, and, to a lesser degree, to the efficiency era.

Each era was an add-on to prior areas – lawyers were evolving, but always inside the legal vertical. The pace of this change was sufficiently fast that some debate whether law is going through evolution or revolution. As if the characterization matters. Change, be it evolution or revolution, is happening at an accelerating pace. And, as with all changes, those who adapt first have the best chance of coming out a winner, while those slow to adapt have the best chance of finding their way to history’s scrap heap.1 Thus, it is important to understand the direction of change. No one can be 100 percent correct in predicting change with precision, but understanding change from a directional standpoint helps decision-makers orient their organizations in the right direction.

Where we are now

The role of general counsel or chief legal officer is complex. According to Altman Weil’s 2018 Chief Legal Officer Survey, CLOs spend 37 percent of their time advising their organizations’ executives, 22 percent practicing law, 20 percent on other corporate responsibilities – and just 18 percent of their time managing the law department.2 Despite the relatively little time spent managing the law department, CLOs admit there is a growing expectation from their CEOs that the law department operates like other business units in the company.

This isn’t new, just more prominent than ever before. “More with less” has become a mantra for nearly all corporate law departments, and they have found many ways to serve this mantra. Since approximately 2010, law departments have been growing in size to cover an increased overall workload. Law firms were not an option for this growing work demand: law firms were – and remain – too expensive. And many law departments sought assistance in taming the law firm beast. Almost 40 percent of all law departments employ a legal operations professional, up six points in just two years.

It is apparent that even as demand grows, law departments are attempting to address this demand with an approach other than further use of outside counsel. Most law departments responded by increasing their headcount and bringing work inside that previously was handled by their law firms. We are in an era where law departments aggressively compete with their own law firms.

There is a clear, unambiguous message in such data and trends. Law firms, however, appear not to have gotten the memo. Though the US inflation rate in 2018 is less than 2 percent, billing rate growth is running at almost 4.5 percent, a return to halcyon days of more than a decade ago. Firms continue to rely on steep billing rate increases to generate profits and pay for exorbitant increases to associate salaries (now $190,000 for many new associates). General counsel know they can hire highly experienced in-house attorneys for that amount. Still, firms keep doing what they have always done.

The legal world, however, is no longer about just law firms. Since the 1990s, law companies have been carving out a piece of the legal pie, now capturing over $8 billion in legal revenue. That amount is growing at an incredible pace as more law departments learn the value that law companies and alternative legal service providers can deliver.

Where do we go from here?

Herbert Stein, an esteemed economist and former chair of the Counsel of Economic Advisors, is the creator of Stein’s Law, which applies to the legal market:

If something cannot go on forever, it will stop.

The current trends cannot sustain themselves, leaving only the questions of when they will stop and whether they will end through a slow and natural transition to a new era or because a cataclysmic event forces change. The experience of the Great Reset in 2008 should be fresh enough in many minds to lead people to believe change will be driven by an event rather than be something that “just happens”. Bill Gates famously said, “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in ten. Don’t let yourself be lulled into inaction.”

If we look closely, we can now see the direction of looming change. We can see enough that we know the change will likely be profound. And despite Bill Gates’ viewpoint, we also know that the pace of change, particularly in the business world, is accelerating. Think in exponential terms, not geometric. And because the legal world is so linked to the business world, the pressure for law to keep up will be intense.

Let’s look at several threads and consider whether they weave together:

  1. Law firms continue to increase their cost structures, most recently seen in significant salary increases for their associates;
  2. Law firms have not materially changed their business model, still favoring expensive downtown real estate in major cities, reducing their ability to materially reduce their cost structure;
  3. Client demands are increasing as businesses become larger and more global, with so many regulatory and compliance issues;
  4. Lean, Six Sigma and other process-focused disciplines have become well-entrenched in the business world, while the “we’re special” claims from lawyers seeking to be exempted from such thinking have become party jokes;
  5. In-house counsel are rapidly learning that fundamental components of much of their legal work are best handled in a highly structured, process-led, scalable and repeatable manner, helping law departments fit into the Lean/Six Sigma/process-focused world of their business colleagues;
  1. Chief legal officers are serving more and more as strategic business partners to fellow c-suite executives, changing their roles to essential business executives, which changes the way they look at their own law departments;
  2. Technology continues to evolve in law and, more importantly, outside of law, leading CLOs and others in law departments to embrace the critical role that the right technology can play in achieving the law departments’ missions;
  3. Alternative Legal Service Providers (ALSPs) working in staffing have shown that labor arbitrage works, but only to a degree since it does not reduce demand for services;
  4. Law companies, which take the ALSP model to the next level, have established that the delivery of managed legal services can achieve better, predictable quality at lower cost, and with tech and other features, can reduce demand on law department resources; and
  5. The Big Four accounting firms have cast their eyes on legal. PwC now employs 2,500 attorneys globally. EY employs 2,100, Deloitte 2,000 and KPMG brings up the rear at 1,700.3 To put these numbers in perspective, if these groups within the Big Four were standalone law firms, each would be one of the 30 largest firms in the world. The Big Four have yet to focus on the US market, but such focus seems only a matter of time.

Despite these threads, the most important trend may be about lines. Not ones that you wait in, but the lines on organizational charts. The legal profession has always existed in a binary world of lines that defined the legal vertical. Inside counsel versus outside counsel. Law department versus law firm. Indeed, law department versus business unit. Partner versus associate. Plaintiff’s lawyer versus defense lawyer. Always one or the other, never “all of the above”. These types of lines are not unique in the legal vertical, but they are more pronounced and meaningful than in any other area.

We are now learning these historic lines hinder business success. As a result, there is growing pressure to bypass, erase or otherwise overcome these lines. Some examples demonstrate this:

    1. The problem: A large company selling a commodity product has several thousand contracts per month. It has a large, consistent number of disputes with its customers relating to the products being ordered. These disputes lead to compromises with the customers, resulting in erosion of profit margin in a low margin workstream. The disputes are handled by the law department and consume significant in-house time. The issue is whether legal or operations controls is responsible for fixing the problem.

The solution: Ignore the lines. External consultants review the contracting workflow used by the business, leading to workflow revisions and automation of portions of the process. The new approach would yield process cost savings and less erosion to thin margins. It also reduces demand on the law department, freeing up its resources to address other issues.

    1. The problem: Contract disputes frequently occur because the people who are supposed to perform the contract were not the ones who negotiated it, do not understand it, and are exasperated trying to figure out what to do. So they do what they think is right and end up being sued.4

The solution: Contract review and approval is just left to the lawyers, but is pushed to the relevant operating business unit to approve the commitment being made by that business unit, answering the question “Can you do what you are promising to do?” If there is a technical component to the promise to perform, a technical representative has to affirmatively answer the same question. Someone from Finance has to answer the question regarding the acceptability of price in light of expected margins. And, finally, the law department reviews to determine whether the risk (“Will we accept unlimited consequential damages?”), dispute resolution and other legal provisions are acceptable. This review process should, of course, then inform the contract drafting process. The review by the operating business unit is the most important because a contract that is properly performed hardly ever results in a dispute, which is the cornerstone of review by legal.

The largest example of line erasure is technology. Some talk about “legal technology”, but technology has no unique link to law, and technology applied to problems that involve legal issues is no different than other technology. Take basic contract review technology that reviews documents to find out if the provisions of a contract conform to approved standards. There is nothing legal about this sophisticated word analytics.

The same features could be used to determine if a contract conforms to technical or operating standards. Artificial Intelligence may help companies evaluate data that could have implications for HR conduct that reduces the number of claims. While the tech may be legal in that it reduces claims, it is also HR tech that drives better conduct, helps improve hiring decisions and so on. The categorical adjective applied to tech puts guardrails around tech that it neither needs nor desires.

What does all this mean for the legal vertical?

In short, the trends suggest an existential threat to the vertical aspect of legal. The lines that define the legal vertical are disappearing, right now, in real time, before our eyes. We have learned that despite the engineering precision with which the profession has created these lines, they are blurring and will eventually vanish. We know that in life, very little is black or white. Much of life is lived in shades of gray. And while the lines that define the legal vertical seem precise and straight, the edges of the lines are blurry and the path of the line is not straight. Shades of gray.

The lines were intended to serve a different purpose. People fear crossing lines, of invading another’s territory or having someone else invade our space. These lines create comfort for us, providing an element of certainty we are each in our own space. We see this in the guild mentality of lawyers, especially with regard to non-lawyer ownership of law firms. It doesn’t matter that expanding those who can be involved in the practice of law is good for clients. It is perceived as hurting lawyers and law firms, so the guild must resist.

Mark Cohen, an insightful commentator on the state of the profession, recently wrote:

Service providers tend to be more client-centric than law firms; they do not gauge success by profit-per-partner (PPP) because there are no partners. They have a corporate structure and, unlike law firms whose approach to legal delivery has remained largely static, service providers offer a seat at the management table for technologists and business experts as well as lawyers. This inter-disciplinary approach to legal delivery plus investment in technology and process has enabled them to steadily gain larger market share and to migrate up the complexity chain of outsourced tasks.5

The first line is the key – law companies focus on their clients, law departments. Law firms actually focus on their clients too, but their real clients are the partners who conduct their own individual practices out of law firm space. Law firms are, in fact, akin to hotels for partners. You learn this as an associate when the way you do something for Partner A differs from the way you do the same thing for Partner B.

The other factor favoring law companies is their business model. The chosen business model for law firms creates disincentives for investment, including investment in technology for law departments and their own workflows. Law companies, on the other hand, use a standard business model, where the desire to grow enterprise value leads to significant investment in developing products in collaboration with their law department customers. The residents of the law firm hotels receive every comfort imaginable to justify the exorbitant rent, while law companies are focused relentlessly on reducing the cost of production and investing in tools that increase service velocity and quality.

But, as with many things today, the business world doesn’t particularly care about lawyers’ comfort. It does not care about the lines. When problems arise, there is no time to debate whether it is a legal problem or not. Nor is there value to doing so. The problem simply needs to be solved, effectively, swiftly and as cheaply as possible. This need does not mesh well with “the legal vertical”. It meshes effectively with multi-disciplinary problem solvers, another factor favoring the rise of multi-disciplinary law companies.


Lawyers are now challenged to move beyond just the law – because the problems have moved beyond just the lawyers. There is always, to be sure, an anecdote or two of a firm that “gets it”, and many will take comfort in those anecdotes. The march toward the elimination of the lines on which the legal vertical has been built is inexorable. Too often, however, firms and their partners are focused on fighting today’s fires rather than changing to meet looming demands. And that blind spot will be the undoing of many firms as the market shifts.


  1. Of the 30 companies on the Dow Jones Index, 22 were added after I began practicing law in 1982, 11 were added since 2000 and six were added this decade. www.fool.com/investing/2018/07/06/all-30-dow-stocks-ranked- by-tenure-in-the-index.aspx The turnover in the companies comprising the Fortune 500 is also an indicator of how much and how fast change is occurring.
  2. www.altmanweil.com/dir_docs/resource/154F22DC-E519-4CE2-991D- 492A0448C74F_document.pdf
  3. www.bna.com/big-firms-plot-n73014477247/

Written by:

Ark Group

Ark Group on:

Readers' Choice 2017
Reporters on Deadline

"My best business intelligence, in one easy email…"

Your first step to building a free, personalized, morning email brief covering pertinent authors and topics on JD Supra:
*By using the service, you signify your acceptance of JD Supra's Privacy Policy.
Custom Email Digest
- hide

JD Supra Privacy Policy

Updated: May 25, 2018:

JD Supra is a legal publishing service that connects experts and their content with broader audiences of professionals, journalists and associations.

This Privacy Policy describes how JD Supra, LLC ("JD Supra" or "we," "us," or "our") collects, uses and shares personal data collected from visitors to our website (located at www.jdsupra.com) (our "Website") who view only publicly-available content as well as subscribers to our services (such as our email digests or author tools)(our "Services"). By using our Website and registering for one of our Services, you are agreeing to the terms of this Privacy Policy.

Please note that if you subscribe to one of our Services, you can make choices about how we collect, use and share your information through our Privacy Center under the "My Account" dashboard (available if you are logged into your JD Supra account).

Collection of Information

Registration Information. When you register with JD Supra for our Website and Services, either as an author or as a subscriber, you will be asked to provide identifying information to create your JD Supra account ("Registration Data"), such as your:

  • Email
  • First Name
  • Last Name
  • Company Name
  • Company Industry
  • Title
  • Country

Other Information: We also collect other information you may voluntarily provide. This may include content you provide for publication. We may also receive your communications with others through our Website and Services (such as contacting an author through our Website) or communications directly with us (such as through email, feedback or other forms or social media). If you are a subscribed user, we will also collect your user preferences, such as the types of articles you would like to read.

Information from third parties (such as, from your employer or LinkedIn): We may also receive information about you from third party sources. For example, your employer may provide your information to us, such as in connection with an article submitted by your employer for publication. If you choose to use LinkedIn to subscribe to our Website and Services, we also collect information related to your LinkedIn account and profile.

Your interactions with our Website and Services: As is true of most websites, we gather certain information automatically. This information includes IP addresses, browser type, Internet service provider (ISP), referring/exit pages, operating system, date/time stamp and clickstream data. We use this information to analyze trends, to administer the Website and our Services, to improve the content and performance of our Website and Services, and to track users' movements around the site. We may also link this automatically-collected data to personal information, for example, to inform authors about who has read their articles. Some of this data is collected through information sent by your web browser. We also use cookies and other tracking technologies to collect this information. To learn more about cookies and other tracking technologies that JD Supra may use on our Website and Services please see our "Cookies Guide" page.

How do we use this information?

We use the information and data we collect principally in order to provide our Website and Services. More specifically, we may use your personal information to:

  • Operate our Website and Services and publish content;
  • Distribute content to you in accordance with your preferences as well as to provide other notifications to you (for example, updates about our policies and terms);
  • Measure readership and usage of the Website and Services;
  • Communicate with you regarding your questions and requests;
  • Authenticate users and to provide for the safety and security of our Website and Services;
  • Conduct research and similar activities to improve our Website and Services; and
  • Comply with our legal and regulatory responsibilities and to enforce our rights.

How is your information shared?

  • Content and other public information (such as an author profile) is shared on our Website and Services, including via email digests and social media feeds, and is accessible to the general public.
  • If you choose to use our Website and Services to communicate directly with a company or individual, such communication may be shared accordingly.
  • Readership information is provided to publishing law firms and authors of content to give them insight into their readership and to help them to improve their content.
  • Our Website may offer you the opportunity to share information through our Website, such as through Facebook's "Like" or Twitter's "Tweet" button. We offer this functionality to help generate interest in our Website and content and to permit you to recommend content to your contacts. You should be aware that sharing through such functionality may result in information being collected by the applicable social media network and possibly being made publicly available (for example, through a search engine). Any such information collection would be subject to such third party social media network's privacy policy.
  • Your information may also be shared to parties who support our business, such as professional advisors as well as web-hosting providers, analytics providers and other information technology providers.
  • Any court, governmental authority, law enforcement agency or other third party where we believe disclosure is necessary to comply with a legal or regulatory obligation, or otherwise to protect our rights, the rights of any third party or individuals' personal safety, or to detect, prevent, or otherwise address fraud, security or safety issues.
  • To our affiliated entities and in connection with the sale, assignment or other transfer of our company or our business.

How We Protect Your Information

JD Supra takes reasonable and appropriate precautions to insure that user information is protected from loss, misuse and unauthorized access, disclosure, alteration and destruction. We restrict access to user information to those individuals who reasonably need access to perform their job functions, such as our third party email service, customer service personnel and technical staff. You should keep in mind that no Internet transmission is ever 100% secure or error-free. Where you use log-in credentials (usernames, passwords) on our Website, please remember that it is your responsibility to safeguard them. If you believe that your log-in credentials have been compromised, please contact us at privacy@jdsupra.com.

Children's Information

Our Website and Services are not directed at children under the age of 16 and we do not knowingly collect personal information from children under the age of 16 through our Website and/or Services. If you have reason to believe that a child under the age of 16 has provided personal information to us, please contact us, and we will endeavor to delete that information from our databases.

Links to Other Websites

Our Website and Services may contain links to other websites. The operators of such other websites may collect information about you, including through cookies or other technologies. If you are using our Website or Services and click a link to another site, you will leave our Website and this Policy will not apply to your use of and activity on those other sites. We encourage you to read the legal notices posted on those sites, including their privacy policies. We are not responsible for the data collection and use practices of such other sites. This Policy applies solely to the information collected in connection with your use of our Website and Services and does not apply to any practices conducted offline or in connection with any other websites.

Information for EU and Swiss Residents

JD Supra's principal place of business is in the United States. By subscribing to our website, you expressly consent to your information being processed in the United States.

  • Our Legal Basis for Processing: Generally, we rely on our legitimate interests in order to process your personal information. For example, we rely on this legal ground if we use your personal information to manage your Registration Data and administer our relationship with you; to deliver our Website and Services; understand and improve our Website and Services; report reader analytics to our authors; to personalize your experience on our Website and Services; and where necessary to protect or defend our or another's rights or property, or to detect, prevent, or otherwise address fraud, security, safety or privacy issues. Please see Article 6(1)(f) of the E.U. General Data Protection Regulation ("GDPR") In addition, there may be other situations where other grounds for processing may exist, such as where processing is a result of legal requirements (GDPR Article 6(1)(c)) or for reasons of public interest (GDPR Article 6(1)(e)). Please see the "Your Rights" section of this Privacy Policy immediately below for more information about how you may request that we limit or refrain from processing your personal information.
  • Your Rights
    • Right of Access/Portability: You can ask to review details about the information we hold about you and how that information has been used and disclosed. Note that we may request to verify your identification before fulfilling your request. You can also request that your personal information is provided to you in a commonly used electronic format so that you can share it with other organizations.
    • Right to Correct Information: You may ask that we make corrections to any information we hold, if you believe such correction to be necessary.
    • Right to Restrict Our Processing or Erasure of Information: You also have the right in certain circumstances to ask us to restrict processing of your personal information or to erase your personal information. Where you have consented to our use of your personal information, you can withdraw your consent at any time.

You can make a request to exercise any of these rights by emailing us at privacy@jdsupra.com or by writing to us at:

Privacy Officer
JD Supra, LLC
10 Liberty Ship Way, Suite 300
Sausalito, California 94965

You can also manage your profile and subscriptions through our Privacy Center under the "My Account" dashboard.

We will make all practical efforts to respect your wishes. There may be times, however, where we are not able to fulfill your request, for example, if applicable law prohibits our compliance. Please note that JD Supra does not use "automatic decision making" or "profiling" as those terms are defined in the GDPR.

  • Timeframe for retaining your personal information: We will retain your personal information in a form that identifies you only for as long as it serves the purpose(s) for which it was initially collected as stated in this Privacy Policy, or subsequently authorized. We may continue processing your personal information for longer periods, but only for the time and to the extent such processing reasonably serves the purposes of archiving in the public interest, journalism, literature and art, scientific or historical research and statistical analysis, and subject to the protection of this Privacy Policy. For example, if you are an author, your personal information may continue to be published in connection with your article indefinitely. When we have no ongoing legitimate business need to process your personal information, we will either delete or anonymize it, or, if this is not possible (for example, because your personal information has been stored in backup archives), then we will securely store your personal information and isolate it from any further processing until deletion is possible.
  • Onward Transfer to Third Parties: As noted in the "How We Share Your Data" Section above, JD Supra may share your information with third parties. When JD Supra discloses your personal information to third parties, we have ensured that such third parties have either certified under the EU-U.S. or Swiss Privacy Shield Framework and will process all personal data received from EU member states/Switzerland in reliance on the applicable Privacy Shield Framework or that they have been subjected to strict contractual provisions in their contract with us to guarantee an adequate level of data protection for your data.

California Privacy Rights

Pursuant to Section 1798.83 of the California Civil Code, our customers who are California residents have the right to request certain information regarding our disclosure of personal information to third parties for their direct marketing purposes.

You can make a request for this information by emailing us at privacy@jdsupra.com or by writing to us at:

Privacy Officer
JD Supra, LLC
10 Liberty Ship Way, Suite 300
Sausalito, California 94965

Some browsers have incorporated a Do Not Track (DNT) feature. These features, when turned on, send a signal that you prefer that the website you are visiting not collect and use data regarding your online searching and browsing activities. As there is not yet a common understanding on how to interpret the DNT signal, we currently do not respond to DNT signals on our site.

Access/Correct/Update/Delete Personal Information

For non-EU/Swiss residents, if you would like to know what personal information we have about you, you can send an e-mail to privacy@jdsupra.com. We will be in contact with you (by mail or otherwise) to verify your identity and provide you the information you request. We will respond within 30 days to your request for access to your personal information. In some cases, we may not be able to remove your personal information, in which case we will let you know if we are unable to do so and why. If you would like to correct or update your personal information, you can manage your profile and subscriptions through our Privacy Center under the "My Account" dashboard. If you would like to delete your account or remove your information from our Website and Services, send an e-mail to privacy@jdsupra.com.

Changes in Our Privacy Policy

We reserve the right to change this Privacy Policy at any time. Please refer to the date at the top of this page to determine when this Policy was last revised. Any changes to our Privacy Policy will become effective upon posting of the revised policy on the Website. By continuing to use our Website and Services following such changes, you will be deemed to have agreed to such changes.

Contacting JD Supra

If you have any questions about this Privacy Policy, the practices of this site, your dealings with our Website or Services, or if you would like to change any of the information you have provided to us, please contact us at: privacy@jdsupra.com.

JD Supra Cookie Guide

As with many websites, JD Supra's website (located at www.jdsupra.com) (our "Website") and our services (such as our email article digests)(our "Services") use a standard technology called a "cookie" and other similar technologies (such as, pixels and web beacons), which are small data files that are transferred to your computer when you use our Website and Services. These technologies automatically identify your browser whenever you interact with our Website and Services.

How We Use Cookies and Other Tracking Technologies

We use cookies and other tracking technologies to:

  1. Improve the user experience on our Website and Services;
  2. Store the authorization token that users receive when they login to the private areas of our Website. This token is specific to a user's login session and requires a valid username and password to obtain. It is required to access the user's profile information, subscriptions, and analytics;
  3. Track anonymous site usage; and
  4. Permit connectivity with social media networks to permit content sharing.

There are different types of cookies and other technologies used our Website, notably:

  • "Session cookies" - These cookies only last as long as your online session, and disappear from your computer or device when you close your browser (like Internet Explorer, Google Chrome or Safari).
  • "Persistent cookies" - These cookies stay on your computer or device after your browser has been closed and last for a time specified in the cookie. We use persistent cookies when we need to know who you are for more than one browsing session. For example, we use them to remember your preferences for the next time you visit.
  • "Web Beacons/Pixels" - Some of our web pages and emails may also contain small electronic images known as web beacons, clear GIFs or single-pixel GIFs. These images are placed on a web page or email and typically work in conjunction with cookies to collect data. We use these images to identify our users and user behavior, such as counting the number of users who have visited a web page or acted upon one of our email digests.

JD Supra Cookies. We place our own cookies on your computer to track certain information about you while you are using our Website and Services. For example, we place a session cookie on your computer each time you visit our Website. We use these cookies to allow you to log-in to your subscriber account. In addition, through these cookies we are able to collect information about how you use the Website, including what browser you may be using, your IP address, and the URL address you came from upon visiting our Website and the URL you next visit (even if those URLs are not on our Website). We also utilize email web beacons to monitor whether our emails are being delivered and read. We also use these tools to help deliver reader analytics to our authors to give them insight into their readership and help them to improve their content, so that it is most useful for our users.

Analytics/Performance Cookies. JD Supra also uses the following analytic tools to help us analyze the performance of our Website and Services as well as how visitors use our Website and Services:

  • HubSpot - For more information about HubSpot cookies, please visit legal.hubspot.com/privacy-policy.
  • New Relic - For more information on New Relic cookies, please visit www.newrelic.com/privacy.
  • Google Analytics - For more information on Google Analytics cookies, visit www.google.com/policies. To opt-out of being tracked by Google Analytics across all websites visit http://tools.google.com/dlpage/gaoptout. This will allow you to download and install a Google Analytics cookie-free web browser.

Facebook, Twitter and other Social Network Cookies. Our content pages allow you to share content appearing on our Website and Services to your social media accounts through the "Like," "Tweet," or similar buttons displayed on such pages. To accomplish this Service, we embed code that such third party social networks provide and that we do not control. These buttons know that you are logged in to your social network account and therefore such social networks could also know that you are viewing the JD Supra Website.

Controlling and Deleting Cookies

If you would like to change how a browser uses cookies, including blocking or deleting cookies from the JD Supra Website and Services you can do so by changing the settings in your web browser. To control cookies, most browsers allow you to either accept or reject all cookies, only accept certain types of cookies, or prompt you every time a site wishes to save a cookie. It's also easy to delete cookies that are already saved on your device by a browser.

The processes for controlling and deleting cookies vary depending on which browser you use. To find out how to do so with a particular browser, you can use your browser's "Help" function or alternatively, you can visit http://www.aboutcookies.org which explains, step-by-step, how to control and delete cookies in most browsers.

Updates to This Policy

We may update this cookie policy and our Privacy Policy from time-to-time, particularly as technology changes. You can always check this page for the latest version. We may also notify you of changes to our privacy policy by email.

Contacting JD Supra

If you have any questions about how we use cookies and other tracking technologies, please contact us at: privacy@jdsupra.com.

- hide

This website uses cookies to improve user experience, track anonymous site usage, store authorization tokens and permit sharing on social media networks. By continuing to browse this website you accept the use of cookies. Click here to read more about how we use cookies.