< PreviousR egistering a business seems simple enough—until it isn’t. Oftentimes, employers over- look corporate registration require- ments and how these failures may af- fect their ability to comply with Cali- fornia’s employment laws. For instance, the Labor Code im- poses hefty fines where an employee is confused about the name and ad- dress of the legal entity of the employ- er. According to the California Court of Appeal, an employer’s name should be one that is registered with the state of California and must be something that has meaning to employees. In Noori v. Countrywide Payroll & HR Solutions Inc., the plaintiff sued his former employer, Countrywide Payroll & HR Solutions, for its failure to comply with Labor Code section 226(a)(8)’s requirement to include the “name and address of the legal en- tity that is the employer” on its wage statements. The Labor Code imposes fines of $100 - $200 per employee per pay period if the name is incorrect. In Noori’s case, the name included on the wage statements was “CSSG,” which was an acronym for the dba, Country- wide Staffing Solutions Group. Noori argued that CSSG was not registered with the California secretary of state but rather was a fictitious business name for Countrywide Payroll & HR Solutions in other states. The California Court of Appeal held that a wage statement listing an unregistered acronym for an out-of- state, fictitious business name of the employer did not comply with Section 226(a)(8). The court reasoned that CSSG is not Countrywide’s registered name, nor is it an abbreviation of an entity which was Noori’s employer. The court also found that CSSG may or may not have meaning to Countrywide employees. For in- stance, Noori alleged that he thought he was working for a different entity than the one where he reported and his wage statement did not allow him to promptly and easily determine the “legal entity that is the employer.” Wage statement cases can be cost- ly—often settling in the six and seven figures where the legal name and ad- dress was at issue. For instance, an $8.4 million settlement was reached in a wage statement case listing “Stan- ford University” rather than the name of the legal entity that was the employ- er, i.e., “The Board of Trustees of The Leland Stanford Junior University,” on the wage statements to its employees. There are other implications for employers who fail to properly reg- ister their companies in the State of California such as the inability to enter into contracts, sue or defend themselves against lawsuits in Cali- fornia if the Company fails to estab- lish and maintain qualified status with the Secretary of State (“SOS”) and the Franchise Tax Board (“FTB”). For in- stance, in Hurst v. Buczek Enterprises LLC, 870 F. Supp. 2d 810 (2012), sum- mary judgment was granted in favor of the plaintiff in a wage and hour case where the employer had not reg- istered to do business in California. While the employer was ultimately permitted to remedy the situation by properly registering, it could have avoided litigation on this issue alto- gether had the registration properly been in place before the litigation started. Finally, contracts formed while a company’s status is invalid (i.e., un- qualified or suspended) are void- able at the option of the other party. In White Dragon Prods. v. Perfor- mance Guars., 196 Cal. App. 3d 163, 168-169 (1987), the court held that a contract entered into when party was not qualified with state was voidable and remained so even after the party qualified to do business in California. While there does not appear to be a case directly on point in the employ- ment context, there would be no rea- son to think White might not apply to employment contracts. Corporate registration issues are easy to overlook in the employment context because frankly, there are enough California employment laws to keep employers busy. However, these two areas frequently overlap and employers should consult em- ployment counsel in conjunction with corporate counsel when seeking to do business in California. While employ- ers may be able to easily remedy a cor- porate registration in order to bring or defend lawsuits, it may not be able to enforce its contracts or avoid the hefty Labor Code penalties if its wage state- ments do not accurately reflect the name and address of the legal entity that is the employer. LAURA REATHAFORD AND CAROLINE SAYERS | Employment and Corporate Law Laura Reathaford leads Lathrop GPM’s California Employment practice from its Los An- geles office, providing employment legal services to the firm’s California-based clients and clients with California-based employees. Caroline Sayers focuses her practice on complex business litigation, general counseling, and corporate and real estate transac- tions. She has been lead trial counsel in numerous matters and has litigated a wide range of national and international matters. Laura and Caroline work collaboratively to help California employers as part of Lathrop GPM’s employment and corporate litiga- tion groups. How Strong Corporate Guidance Can Prevent Seven-Figure Liability in Employment Cases LAURA REATHAFORDCAROLINE SAYERS AttorneyAtLawMagazine.com 21In August 2008, my employer, a real estate boutique law firm in Atlanta, began firing their associates because the economy was tanking. I suddenly found myself unemployed. It was traumatic to be jobless. This role was my first “real” job after law school. I just passed the bar and, af- ter three years of law school, obtained a Masters in Urban Planning to enhance my real estate expertise. I spent two summers working for my firm and had been a full-time attorney there for barely a year. Real estate attorney had become my identity. My law school loans were coming due, and now I did not have a way to pay them. I spent a few days licking my wounds and realized I needed to figure something out. I took some time to analyze what would contribute to a lasting career change. This allowed me to rebrand from real estate at- torney to family law attorney during the Great Recession. Here is what I did: 1. ANALYSIS OF HARD & SOFT SKILLS The first thing I did was analyze my skill set. I considered what ar- eas of practice were tangentially related to what I was already doing. I initially thought my very narrow experience in homeowner and con- dominium association law would translate into a broader real estate practice. However, real estate work dried up during the recession, so that was not fruitful. Further, I had only a year of very niche real estate work under my belt, so I was no longer a competitive real estate candidate. I considered what other skills I could bring to bear on a different practice area. I had done a few name changes and adoptions as pro bono work, which would be applicable to a family law practice, if someone could teach me the ins and outs of divorce and custody law. I also had fundraising and marketing experience from a prior non-law job and via volunteer work. I thought I could use that experience and my vast connections at a small, family law practice, given that family law marketing tends to very network based. 2. ANALYSIS OF INTERESTS I am an advocate at heart. One thing that was missing from my real estate practice was that my work did not di- rectly impact individuals. I considered trying to shift into business law or real estate litigation, but neither of those practices appealed to me because they did not have a direct impact on individuals’ lives. It was important to me to consider areas of law that appealed to my interests. I asked myself: Are there things you enjoyed from your pro bono ex- perience? Have you taken CLEs that were particularly interesting, but not related to your current area of practice? Do you have hobbies that lend themselves to other areas of law? Were there certain classes in law school that you found appeal- ing but didn’t pursue? In thinking through those things, I kept coming back to my pro bono experience and fam- ily law courses I really enjoyed. I liked the idea of doing adoptions, assisting same-sex couples navigate ownership issues and helping a single parent get more time with their child. 3. ANALYSIS OF INDUSTRY NEEDS The hardest part of reconciling my job loss was considering the market during the time of the Great Reces- sion. My goal of staying in real estate in 2008 was virtually impossible, given that the practice area had all but disappeared. So, I considered what was in demand. I read the latest industry news; I talked to my mentors and professors; I even called a recruiter to find out what areas were hiring. Areas that tend to tick up during recessions include ERISA, labor and employment, many types of litigation, and regulatory practices, such as healthcare and data privacy. Family law and criminal law also tick up during down markets, unfortunately—hence why I chose family law; it checked all the boxes for what I wanted in a practice and was in high demand. 4. REBRANDING Once my analysis was complete, I started to rebrand myself as a family law attorney. There were several things I did to change my image. First, I joined the family law bar to meet other attor- neys who were doing what I wanted to do. I thought they might know of job opportunities and would give me the “ins” and “outs” of being a family law attorney. From Jobless to Employed: How I Switched Practice Areas During the Great Recession BY REBECCA GLATZER ATTORNEY AT LAW MAGAZINE · LOS ANGELES · VOL. 6 NO. 3 22I took CLEs focused on child custody disputes and vol- unteered for organizations focused on same-sex marriage. Working directly with the types of clients I hoped to serve helped me gain a sense of what life would be like as a fam- ily law attorney. I was also able to show the much-needed experience on my “family law” resume that would get me in the door for an interview There are other ways to build your brand in 2020 that did not exist or were not as prevalent in 2008: launch a blog, a podcast or video series where you can share your knowl- edge and establish your credibility in a particular practice area; get published in the legal trade within your commu- nity; join Twitter, Instagram and Facebook groups that are relevant to your new brand; or take on pro bono cases in your chosen area to gain experience. Immerse yourself in the area of law you have chosen to pivot to and focus on one area so you can demonstrate to potential future employers that you are committed to the new practice area. With a lot of thought, determination and hard work, it is possible to rebrand yourself into a new practice area once you have experienced job loss. It takes planning and work, but it is possible gain enough knowledge and to make the right connections to demonstrate your commitment to your new area of law. REBECCA GLATZER, A MANAGING DIRECTOR IN MAJOR, LINDSEY & AFRICA ASSOCIATE PRACTICE GROUP, SPECIALIZES IN PLACING ASSOCIATES OF ALL LEVELS IN TOP-TIER NATIONAL, INTERNA- TIONAL AND REGIONAL LAW FIRMS AND COMPANIES THROUGH- OUT THE SOUTHEAST. Does your firm stand out from the crowd? SUBMIT YOUR FIRM FOR NEXT ISSUE’S LAW FIRM OF THE MONTH SUBMIT NOMINATIONS AT WWW.ATTORNEYATLAWMAGAZINE.COM/NOMINATE/L eaders of the corporate world have advanced their global orga- nizations by leaps and bounds by ushering in the era of Client Experience. Client Experience is the regular practice of bringing the client’s voice to the table, and structuring operations and services that meet (or exceed) their expectations. Think of it as doing every- thing you can to anticipate and understand what your clients’ value, and then structuring your business accordingly to foster loyalty within your relationships. If it sounds challenging, you’re right. But that doesn’t mean it’s im- possible. Some companies operate solely from internal perspectives and po- tential tunnel-vision of leadership. Client Experience-evolved compa- nies, however, discovered the one voice missing from the boardroom table: the client. Engaging in conversations and hearing directly from your clientele will help you not only meet but exceed expectations – and in turn take your firm to the next level of growth. In the past, it may not have been easy to gather information from clients. Today, however, feedback and input are readily accessible and attainable, and thus, the practice of Client Experience can more regularly play a role within the legal industry. Multi-national global Fortune 500 companies hire Customer Expe- rience Officers to help bring their client expectations to reality. In the law firm community, it is most often the legal marketing and business development representative or team that spearheads efforts to bring its clients’ voices to the table. APPLY THE PROCESS TO YOUR LAW FIRM Begin by implementing a consistent client feedback program. This can be as simple as having scheduled, honest conference calls with clients, led by a non-biased lawyer or a client development professional. The key is to use a standard set of non-leading questions that are used consistently so you are able to identify trends. Keep in mind that the feedback likely will be more candid and valuable if the clients speak with someone who is not their main contact. Semi-annual or even quarterly conversations are ideal depending on the volume and frequency of the clients’ needs. Lawyers are naturally busy professionals and may not always be able to make time for client conversations. If this is the case for you, other great opportunities for input can also simply be attending general counsel panels or other outside-the-office events. Informal feedback channels are an important complement to more formalized conversations. Engaging in brief off-the-cuff discussions with clients in order to become famil- iar with their challenges and opportunities can be extremely informative and help to ingratiate your firm as a true and trusted business partner. Once a routine for feedback has been established, seek out opportu- nities for your firm to act upon the knowledge acquired. You can, and should, take what you learn and apply it to all areas of your work. For instance, when participating in multi-group meetings that may also include recruiting, professional development, and marketing staff, you should willingly discuss and apply information gleaned from these cli- ent feedback discussions into all functions of the firm, including your strategic planning. Client Experience: The Link Between Legal Counsel and Business Advisor BY JILL HUSE AND KERRY PRICE ATTORNEY AT LAW MAGAZINE · LOS ANGELES · VOL. 6 NO. 3 24This kind of holistic thinking moves you even further down the process – from hearing the voice of the client to looking at your business through the lens of the client. Here you become more responsive to client needs and en- ter the realm of becoming business advisors in addition to legal counsel – another area where the legal marketing and business development team can be of service to lawyers. Legal marketers can bring their business skills to meetings by helping lawyers, whose primary role it is to go deep on the legal aspects of a client’s work, consider alternative ways of thinking and structuring processes that will mutually benefit all parties. 5 ACTIONS STEPS TO ENHANCE YOUR FIRM’S CLIENT EXPERIENCE 1. Provide skills training to all departments and employ- ees who may have some occasional contact with clients such as administration, IT, and accounting. Remem- ber, everyone plays a role in how a client experiences your firm. 2. Invite marketing or business development staff into strategic planning meetings to add their perspectives on client needs. (Firms without marketing or business development professionals likely have a staff member with those skills. Invite them, encourage those skills and put them to use!) 3. Initiate a client feedback program – start small if nec- essary to gain buy-in. 4. Consider sending a marketing or business develop- ment team member (or a staff member) to a Client Experience conference. 5. Reinforce to the entire firm that they should always put themselves in your clients’ shoes and make decisions from that perspective. Perhaps more important than collecting client feedback is acting upon it. It’s important to address issues or “sur- prises” immediately. Handling feedback in a productive and proactive way also can help build stronger relation- ships with your clients – precisely the point of this stra- tegic practice. Through smart and collaborative problem solving, you can edge closer to achieving trusted advisor status with your clients. JILL HUSE IS PRESIDENT OF THE LEGAL MARKETING ASSOCIA- TION AND PARTNER AT SOCIETY 54, A CONSULTING PRACTICE FOR PROFESSIONAL SERVICE FIRMS. KERRY PRICE IS CHIEF STRATEGY OFFICER AT BASS, BERRY & SIMS, A FULL-SERVICE NA- TIONAL LAW FIRM. AttorneyAtLawMagazine.com 25T wo historical factors and one new factor, provide the answers. Practice Area The first and most obvious factor to con- sider when evaluating the security of your position, is practice area. Certain practices will decline or even be eradicated for years. The key is to evaluate and accept the fact that you may need to make minor or even drastic changes in order to survive the COVID and Post-COVID era. I spoke with Richard Newman, a patent at- torney in Las Vegas. “As a small intellectual property boutique specializing in new gaming-related technol- ogy, COVID-19 stalled new work for the tech we typically addressed. In order to adapt, we pivoted slightly and are now doing more pat- ent work in online gaming and non-gaming technology.” While Richard was able to make a small change, one of my current clients is a partner in the Resorts & Hospitality department of an AmLaw firm. He spoke to me on the condi- tion of anonymity. “My work has literally been wiped off the face of the map. I have a couple projects where the funding is already in place but new busi- ness projects are nowhere to be seen.” My advice to him was the same as I gave to real estate attorneys in 2009: Pivot with a pal. Get together with a bankruptcy partner in the firm (especially a service partner who is motivated to share origination credit) and mix brands to become a hyper-niche in “Re- sorts & Hospitality Bankruptcy Specialist.” Clients tend to prefer attorneys who un- derstand the idiosyncrasies of their specific industry. While this and other strategies may not always be successful (a great deal depends on the attorney’s ability to market effectively), having any strategy in place is better than in- action or denial. Younger attorneys should also evaluate whether they should pivot. Associates in low or zero demand areas should pivot as quickly as possible – even if it means taking a severe pay cut. We currently have a third year corporate associate, interviewing with clients for a posi- tion as first year attorney in bankruptcy at one firm, and health care at another. Cost Benefit Analysis The next factor in determining job security is the Cost Benefit Analysis. How much you cost vs. what you bring to the table. Rainmakers are always safe. Attorneys with client base (that did not get wiped out by the recession) of even just a few hundred thou- sand dollars, have options. Those with more, have more options. If worse comes to worst, they can take their clients to another firm or start a firm of their own. The next safest group are the very best and hardest working, junior associates. Someone is going to have to do the grunt work and they’re the cheapest labor in the firm. So who is living under the Damocles Sword? Other than a few service partners or senior associates in the right practice areas, the logical choice for layoffs has always been mid to senior level associates, Of Counsel and service partners. The math is easy on this one. They cost the most but don’t generate revenue. Recessions always illustrate the same cardi- nal sin: No one has the right to forego market- ing efforts. On the other hand, if you’re in a high-value practice such as health care, bankruptcy or cybersecurity, you currently have the Midas Touch and the choices that come with it. You have a real choice as to whether you want to accept a pay cut or move elsewhere and get a raise. I have received calls from partners who have been underpaid for a decade and now Will COVID-19 Bring You the Damocles Sword or Midas Touch? “Clients tend to prefer attorneys who understand the idiosyncrasies of their specific industry. ” In recessionary times, the questions are always the same: “Is my job safe?” “Is my firm going to survive this?” “Is this the best or worst time to consider a move?” By Frederick Shelton ATTORNEY AT LAW MAGAZINE · LOS ANGELES · VOL. 6 NO. 3 26that their practice area is hot, are being asked to “be a team player.” At a time when these partners could be in- creasing their client base, they’re being asked to cut or give up their marketing budget. While I do believe in loyalty and law firm es- prit de corps, cutting the budget of say, a bank- ruptcy attorney right now, displays a complete lack of business acumen. If you’re in a high value practice area, now may actually be a good time to look around, because you are more valuable than you have been in nearly a decade. However. If your firm has always treated you equita- bly, then it’s time to double your marketing ef- forts and help keep the ship afloat. I spoke to Leslie Katz, a Regulatory, Block- chain & Fintech Partner at the national law firm, Clark Hill. “While other people are in a holding pat- tern right now, we’re busier than ever. Espe- cially given that blockchain is now evolving to provide enhanced offerings for cybersecurity, which can include thousands of storage re- positories for data, expansion of digital tokens and growing use for enterprise solutions” She continued. “While certain brands have nascent foot- holds in emerging practice areas such as mine, it’s going to take more than brand to capture market share in the Post-COVID Era. Clients are going to look for firms that offer a more value-centric model like ours, beyond just de- livering a legal product.” Corporate Darwinism Which bring us to the third and new factor: Corporate Darwinism. The myth that in order to succeed in a high-end business practice, you need to deal with the politics, bureaucra- cy and lifestyle at an AmLaw, has been slowly disproven for years now. COVID is accelerat- ing that. AmLaw’s and other firms that ignore Alter- native Legal Service Providers (ASLPs) and the explosion of Virtual Law Firms are going to be in for a rude awakening. John Lively is the Managing Partner of Practus, a virtual law firm that in two short years, has grown and gained a footprint that reaches from Los Angeles to Boston. “We were built for this. We have no debt and none of the crushing overhead or long- term leases that were required in the 20th cen- tury law firm model. “While the AmLaw’s our attorneys once worked for are laying off hundreds of attor- neys, we’re poised for strategic growth and have begun implementing an aggressive plan to achieve that goal. The majority of attorneys we hire will see no decline in their pre-COV- ID incomes and many may see an increase.” The COVID Era has legitimized the virtual law firm concept overnight. “When I’m on the phone with a client, I’m just as likely to hear their dog barking as they are mine.” Lively said. “No one cares anymore. They care about the quality of legal product and the value rendered.” If your firm is operating under the “20th Century Business Model” it’s critical to pay close attention to the decisions being made by management. If they aren’t imple- menting specific strategies and changes right now, they’ve already fallen behind. It’s not the biggest firms or most established attorneys who will survive. The attorneys and firms who are most capable of adapting, will become the next dominant species in the legal market. Frederick Shelton is the CEO of Shelton & Steele (www.sheltonsteele.com), a national legal recruit- ing and consulting firm. Since 1993, Frederick has worked with associates, counsel, partners, groups and coordinated law firm mergers & acquisitions. AttorneyAtLawMagazine.com 27 Gregory Barchie has been promoted to part- ner at Sauer & Wagner LLP . Barchie has liti- gated commercial, en- tertainment, real estate, employment and intel- lectual property disputes in federal and state courts and in private arbitra- tions. He successfully defended a guarantor on a multi-million-dollar loan case involving the “sham guar- anty” doctrine and prevailed on sev- eral anti-SLAPP motions including against claims for breach of contract/ lease in an environmental contamina- tion case, and fraud and intentional interference with economic advan- tage in a dispute between a borrower and mortgage loan brokers. Sauer & Wagner LLP has promoted Amir Torkamani to partner. Torkamani fo- cuses on commercial, entertainment, real es- tate, employment and intellectual property litigation and has substantial experi- ence handling jury and bench civil trials in federal and state courts, as well as litigating disputes in private arbitrations. His successes include the favorable settlement of a multimil- lion-dollar real estate dispute involv- ing return of a substantial security deposit after the tenant had failed to pay rent and substantially damaged the property, as well as a commercial lease dispute involving a tenant facing eviction and substantial interruption of a machining and product develop- ment company. Sonya Goodwin been promoted to partner at Sauer & Wagner . Goodwin has focused her practice exclusively in the employment arena, counseling both employers and employees in a wide va- riety of employment is- sues including wage and hour issues, dis- crimination, harass- ment, retaliation, wrongful termination, defamation, intentional infliction of emotional distress and breach of contract, as well as conducting investigations of work- place issues. Fox Rothschild wel- comes Jeffrey S. Hor- ton Thomas as a part- ner in its Labor & Em- ployment Department. With more than 30 years in significant em- ployment litigation, Thomas frequently handles employ- ment law disputes throughout Cali- fornia for clients in entertainment, technology, telecommunications, manufacturing, retail, professional services, healthcare, nonprofit, trans- portation, fashion, food processing and other sectors. He effectively counsels and defends employers in the full range of California and feder- al employment law matters, including wage and hour disputes, PAGA ac- tions and class actions. Hahn & Hahn has launched a bankruptcy and financial restruc- turing practice group the addition of two bankruptcy attorneys. Dean G. Rallis Jr ., a veteran bankruptcy attorney, will head the firm’s new practice. He spe- cializes in business reorganization, corporate insolvency, commercial and bankruptcy litigation, commer- cial transactions, and the acquisition of assets and businesses in bankrupt- cy court and out-of- court workouts. He will be joined by attorney Matthew D. Pham , who clerked for four bankruptcy judges pri- or to entering private practice. Polsinelli welcomes new counsel Catherine “Cat” Kozlowski to its national Health Care Litigation and Disputes Practice and growing Los Angeles office. A health care litigator with more than a decade of experi- ence, Kozlowski’s practice focuses on issues related to the Federal Anti- Kickback Statute and the False Claims Act, state fraud and abuse laws, HIPAA and state privacy laws, and practical requirements for interfacing the medical staff with hospital opera- tions. She works with modern health systems to develop innovative meth- ods to navigate challenges and road- blocks before they become costly problems. She previously managed the due diligence process for the com- bination of two multi-billion-dollar health systems. Fox Rothschild LLP recently ele- vated Kimia Klein and Andrew Rus- sell to partner in Los Angeles, one of its national network of offices. Klein is an experienced member of the firm’s Family Law Practice Group. She has dedicated her career to helping a broad range of high net worth clients such as athletes, performing artists and entrepreneurs achieve favorable, discreet resolutions to nuanced family law issues. Russell defends clients in a wide variety of employment matters, including class and individual wage and hour issues, employment dis- AWARDS ANNOUNCEMENTS PRESS RELEASES EVENTS PROMOTIONS ACTIVITIES HONORS RECOGNITIONS TALK TOWN of the SUBMIT PRESS RELEASES FOR NEXT MONTH’S TALK OF THE TOWN AT WWW.ATTORNEYATLAWMAGAZINE.COM/SUBMIT-NEWS/ Gregory Barchie Jeffrey S. Horton Thomas Catherine Kozlowski Amir Torkamani Dean G. Rallis Jr. Matthew D. PhamSonya Goodwin ATTORNEY AT LAW MAGAZINE · LOS ANGELES · VOL. 6 NO. 3 28crimination, harassment and retalia- tion claims. Ogletree Deakins welcomes five new attorneys to its California offices. Melis Atalay will join the Los Angeles office as an associate. Atalay defends employers against wage and hour class action and PAGA claims. Chloe Chang will join the Los Angeles office as an associate. Change represents em- ployers in all stages of litigation in state and federal courts, and in pro- ceedings before various administra- tive agencies. Carmen Aguado will join the Los Angeles office as an asso- ciate. Aguado’s practice focuses on de- fending employers in single plaintiff employment matters filed in state and federal court. Michael Eger will join the Torrance office as Counsel. Eger will focus his practice on employment law. Heidi Kim will join the San Fran- cisco office as an associate. Her prac- tice focuses on representing employ- ers through all phases of litigation in state and federal court. Mayor Eric Garcetti and City At- torney Mike Feuer announced the launch of L.A. Represents, a pro bono initiative unprecedented in scope and scale, to provide free legal services to L.A. residents facing hardships caused by the COVID-19 pandemic. The co- alition of law firms, bar associations, and legal aid organizations has agreed to enhance their existing pro bono commitments to provide COVID- 19-related legal services — including helping vulnerable tenants, domestic violence victims, and low-income An- gelenos with employment, consumer debt, and bankruptcy matters. BakerHostetler announced that David Aronoff has joined the firm’s Litigation Practice Group as a partner in Los Angeles. During his more than 30-year career, Aronoff has handled a broad range of complex litigation mat- ters, including financial services litiga- tion under the Financial Industry Regulatory Authority (FINRA), secu- rities work, business disputes and products liability. Andrade Gonzalez LLP announces that Ivy Gao has joined the firm as an associate. Gao be- gan her legal career in Beijing, China, where she successfully repre- sented multinational financial institu- tions and corporations in matters in- volving investment banking and fi- nance. After studying the U.S. legal system and receiving her Juris Doctor- ate, she moved to Los Angeles and be- came a litigator, focusing on all types of commercial disputes and real estate litigation matters including contracts, fraud, investment issues, corporate governance disputes, and the protec- tion of trade secrets. Ivy Gao AWARDS ANNOUNCEMENTS PRESS RELEASES EVENTS PROMOTIONS ACTIVITIES HONORS RECOGNITIONS TALK TOWN of the VIEW View the latest news from lawyers, law firms and associations at attorneyatlawmagazine.com/ talk-of-the-town/ SUBSCRIBE Want to stay-up-to date? Subscribe to the weekly newsletter at attorneyatlawmagazine.com/ subscribe/ SUBMIT Want to share your news? 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