What were the firm’s biggest or most important (non-client) achievements as a firm in 2020?
Bell Nunnally had a consistently strong year in 2020 punctuated by the addition of six attorneys across six practice areas. Our practice offering mix performed as we expected it to, meaning the onset of the pandemic dipped growth in some areas, but simultaneously boosted activity in others. This kind of stability is very reassuring to our attorneys and very attractive to those considering joining the firm. We also leveraged the unprecedented amount of both Covid relief and legislative change for thought-leadership purposes – writing more than 50 client alerts and advisories and contributing byline articles and commentary to a broad range of local and national outlets, including D CEO, NPR, Bloomberg and the Washington Post.
As a firm, what were your biggest challenges and how did you address them?
COVID-19, perhaps unsurprisingly, was our biggest challenge in 2020. Each phase of the pandemic has been unique and required substantial changes to how we operate and interact. In the beginning, our remote technology network was given a real-world “stress test,” which it passed spectacularly. Then, as we gradually emerged from shelter-in-place, we have had to rethink our office. How many people can safely be in, prior to high-levels of vaccination? How can we implement wellness checks, including temperature screening? And, how can we set up a testing program to offer monthly surveillance to detect presence of the virus? We’re doing well in terms of all of these areas, but basically building the airplane as we fly it – which is hugely challenging!
It was also incredibly important for the firm to respond to the challenges of remote working and its impact on our employees’ mental health and the firm’s culture. Whether it was throwing a virtual holiday party with hand-delivered treats to employees’ offices and homes or featuring Zoom video “State of the Firm” updates from the managing partner, the firm undertook deliberate action to foster a continued bond between our colleagues, a feeling of connection to the firm’s culture and an atmosphere, albeit remote, of mentorship and inspiration.
What were three of the most important successes your firm’s Texas lawyers achieved for clients last year?
2020 had a number of silver linings, both for the firm and for our clients. We were particularly excited about representing Dallas-based ISN Software Corporation in a late year funding by the Blackstone Group. Blackstone’s minority investment values the company at more than $2B – adding another “unicorn” to North Texas’ growing stable. Also a highlight is a workout and reorganization of a $380M loan for a large real estate complex, which involved litigation, lender workouts and third-party investment analysis. It was a complex matter that required the acumen of 14 Bell Nunnally attorneys – showcasing our scale and interdisciplinary skill. 2020 also fully closed the book on a $62.9M award that Bell Nunnally helped secure for a renewable energy developer, and later his widow. The initial ruling dates back to 2015 and was upheld on appeal before the U.S. District Court for the Northern District of Texas before this past year being upheld by the U.S. Supreme Court. In addition to this victory, our litigation team also prevailed in one of the country’s first injunction trials conducted entirely by Zoom.
Who are two Texas lawyers – one partner, one associate – who really shined in 2020 and why?
One of our partners Jeff Cash, who joined our team during the pandemic, fully embraced our collegial environment and was leader, director and conductor on the workout and reorganization of a $380M loan for a large real estate complex – synchronizing 13 other attorneys, all while in a virtual environment. Our Senior Associate Saba Syed had an outstanding year as well, highlighted by securing the dismissal of a $27M suit brought against a Dallas-based entertainment group and three of its investors, including a high-profile former star athlete.
What was the firm’s biggest pro bono/public service success in Texas of 2020?
Senior Associate Arianna Goodman has been one of our pro bono champions and has led our involvement with the Buried Alive Project – a non-profit organization that advocates for reduced sentences for non-violent offenders sentenced under now-outdated federal drug laws. Early last year, Arianna and the Bell Nunnally team were able to reduce an inmate’s sentence substantially under Section 404 of the First Step Act. Even the federal government acknowledged the work and rehabilitation accomplished by the individual, “[His] positive history from his time in prison outweighs the negative history from the years he was plagued by addiction….”
What was the firm’s most significant move forward in addressing diversity and inclusion in 2020?
Addressing diversity and inclusion requires a multi-prong approach, and that was Bell Nunnally’s goal in 2020. Our recruiting process continued to be scrutinized to ensure we are working to attract and retain candidates of color. This past year three diverse laterals accepted our offers to join Bell Nunnally. We view this as a positive development as we work to ensure the firm is a safe and welcoming space for diverse individuals in all capacities. Internally, and as part of integrating the curriculum provided by the Legal Council on Legal Diversity (LCLD) – of which we are an active member – from the management committee down and from the associate level up, we are having robust conversations on difficult topics, acknowledging areas where we may need to recalibrate our efforts and striving to build inclusion into committees, client matters and marketing efforts. Externally, Bell Nunnally has been supporting employee participation with social justice initiatives – through time and matching donations. We recognize that the legal industry broadly has struggled with diversity and have purposely put in place a plan that we believe will yield real results and contribute to the broader push for equality.
What is your No. 1 goal as a law firm for 2021?
2021 has a number of promising elements in place that are the complete opposite of where we were this time last year. The country has three safe and effective vaccines widely available. We have serious consumer spending power starting to come off the sidelines. And, we have ever more mobility and ability to gather in person. 2020 was about surviving – both health- and businesswise. And while we acknowledge that we are not done with the pandemic yet, the end seems in sight — making 2021 a time to thrive. Our top goal is to position our clients to navigate reopening and succeed during what may prove to be economic boom times. We are hopeful that commercial real estate will bounce back, business formation and transactions will remain strong and that health care will remain a priority. We also see continued growth in IP, tax, labor and employment and litigation. 2021’s goal is the same as 2020’s, which is the same as 1980’s (our founding year): Do great work for clients, take care of each other and everything else will fall in place.