Abramson explains why insurance law is dynamic, diverse, and often overlooked
For Steven Abramson, Harper Grey LLP’s newly appointed managing partner, leadership isn’t about radical change. Instead, he aims to keep the 100-year-old firm on a steady course while adapting to shifts in the legal industry, including evolving workplace expectations and technological advancements.
In an interview with Canadian Lawyer, Abramson outlined his priorities for his three-year tenure, acknowledging both the firm’s legacy and the post-pandemic challenges of reshaping the legal profession.
“There are 29 partners in the firm and not much movement in the partnership. It’s not necessarily unique to Harper Grey, but it really feels like a family. I think that my job over the next three years is to make sure that things are looking good in the family,” he says.
While stepping into the managing partner role, Abramson continues to practise law, though he has reduced his file load to focus on firm leadership. He says determining which cases to handle personally and which to delegate depends on factors such as client history and case difficulty.
“With an insurance practice, the claims that come in can be at really different levels in terms of complexity and quantum of the claim. So, with each one that comes in, we have to assess it and determine who is the best person to run the file,” he says.
Harper Grey embraced hybrid work during the pandemic, like many other law firms. Currently, lawyers are expected to be in the office three days a week, and Abramson is in no rush to change the model that his predecessor, Jonathan Meadows, left behind.
Abramson sees value in hybrid work but also highlights the importance of mentorship and learning opportunities from being in the office.
“More and more junior lawyers in Vancouver live further away from the city centre, but there is also value in in-office learning and mentoring. We want to provide support and flexibility for the lawyers but also make sure that people aren't falling through the cracks because they are not getting the same experiences as lawyers got pre-pandemic,” he says.
While the pandemic marked Meadows’ six years at the helm of Harper Grey, Abramson envisions that one of the main topics of his tenure will be how to keep the younger lawyers engaged and happy in terms of work-life balance.
“Young lawyers don't have an issue with working hard, but they also want to have boundaries and really value the ‘life’ part of the work-life balance,” he says.
At the same time, he acknowledges the generational divide within the profession, with some traditionalists expecting long billable hours regardless of personal circumstances. Finding the middle ground will be key because “work-life balance has become a much bigger issue in the legal profession than it was perhaps in the past,” Abramson says.
Technology is another area where Abramson sees opportunities for Harper Grey to enhance efficiency, particularly with the growing use of AI tools.
He says the firm has already begun implementing new document management systems, which was necessary given the high volume of documents in large construction claims. Additionally, some partners are actively exploring new software that could improve workflow.
“We are still in a learning stage, but we are trying to see what are the best tools and how we can use them to enhance our practice … without jeopardizing the security,” he says.
While AI is often discussed as a disruptive force in legal practice, Abramson says Harper Grey is cautious, focusing on efficiency without compromising legal standards.
“You don’t want to [fall] behind your competition, but you must be careful what you’re using. I think it’s a concern that a lot of people [in the legal industry] have,” he says.
Abramson has built his career in the insurance law area, and he believes law students often underestimate it despite its scope and stability.
“Insurance law is not dependent on the economic cycles. There are always people and companies making insurance claims,” he says.
Many young lawyers, he adds, don’t initially consider insurance law as a career path, often because they are unaware of the area’s breadth. However, once in the field, they usually discover that it touches nearly every aspect of law.
“The thing that I love about insurance law is it really covers everything. You're not doing the same thing over and over,” he says.
One of the aspects of his new role that Abramson values most is the opportunity to mentor junior lawyers. He encourages legal professionals who recently started their careers to ask questions and seek guidance as often as possible, emphasizing that even seasoned partners rely on peer discussions.
“It takes several years to get comfortable with what the firms expect you to do. Even partners talk to other partners about files because somebody probably has more experience,” Abramson says.
Abramson says his approach will rely on active listening and strategic thinking as he steps into leadership. He also stated he plans to seek advice from past managing partners who continue to play an active role at Harper Grey.
“I'm fortunate in that our two previous managing partners are still partners at the firm, and they're excellent sounding boards. They care deeply about the firm, and I'm certainly planning to use them to get advice,” Abramson says.
