Legal group head Baerach Anderson says the firm focuses on performance-based compensation over titles
Alberta Counsel is an Edmonton-based firm that combines legal and lobbying services under one roof. To balance the capacities of the two teams, it recently hired Baerach Anderson to lead its legal services department.
Anderson spoke with Canadian Lawyer about how lobbying and legal services can complement each other, why the traditional partnership model may not be the be-all and end-all of career advancement in law firms, and how smaller firms can adopt technology.
Anderson says one of the biggest issues with running a firm that provides both advocacy and legal services is setting boundaries on the flow of information and ensuring the lawyers uphold standards of confidentiality.
“Our main priority is to identify early on the gaps between the legal side and the lobby side [and determine what information] we're allowed to share. There is obviously stuff that we can't share just based upon conflict and privacy on the legal side,” he says.
Anderson says the advantage of offering both is that the firm has a broader insight into what is happening on the government relations side and can provide legal services quickly as it is already in the loop.
Anderson cites an example: An Indigenous group needs assistance with funding from the provincial government. They might want help in either developing the application for the grant or getting in front of the minister to discuss it further. “On the back side of things, on the legal side, we'll be assisting them with putting them together with different partners to affect that plan,” he says.
Another specificity of Alberta Counsel is that the firm moved away from the traditional partnership model, which Anderson found limiting.
“It’s nice to have an alternative … There is a lot more freedom here to set your role in a corporation,” he says.
He adds that the goal is to help lawyers see beyond traditional titles like "partner" and instead recognize the value of leadership roles that come with similar responsibilities. Those can include leading a division or driving firm-wide initiatives without necessarily having ownership stakes.
Anderson says Alberta Counsel chose not to rely on the equity partner structure, as it can involve financial risk and fluctuating profits. Instead, the firm compensates lawyers based on performance, contributions to the firm, mentorship, and external initiatives – not just billable hours.
On the other hand, he acknowledges that the partnership model is deeply entrenched in the minds of lawyers and that the change is not likely to come easily. “The toughest part we see now is selling this idea to juniors,” he says.
Anderson says Alberta Counsel's size allows for an agile approach to trying new technologies and abandoning those that do not fit.
“I think the advantage of a small firm is how nimble we can be. We're not going through panels and committees to make a decision. So, there's a lot more willingness to take a take a risk and give it a try, and if it doesn't work, to pivot.”
While he doesn’t think AI will replace lawyers in the future, he stresses that legal professionals must stay current with the latest technologies.
“You're dealing with a lot of … smaller providers. As long as you are doing your due diligence on what they do in the security and the privacy [field] from a legal perspective, you can give it a go.”
Alberta Counsel started using AI-backed timekeeping software in December, which helps lawyers record billable hours.
“The first month was amazing. It takes the stress away from the lawyers, from the time tracking. It's especially true for juniors who are just learning to do it. They can focus on legal work,” he says.
While Anderson has taken on a business development role, he still practises and mentors junior colleagues. He spends slightly less than half of his time on strategic tasks and the remaining time on deals and cases.
He says the divided role forces him to delegate whenever possible because overreaching would affect how he manages and develops the firm. “I can take on a supervisory role or a file management role. I might be just a point of contact with the client or review the work” done, he says.
He separates the two sets of responsibilities by dividing his workday approximately in half. In the morning, he works on strategic matters, and in the afternoon, he focuses on cases.
“Everything is scheduled. If you are doing something related to planning, the morning just works better. It’s typically in the afternoon when people start coming in for advice and guidance.”
Mentorship plays a key role in Alberta Counsel’s model, and Anderson says things are much better than they were when he entered the profession.
He recommends mentorship programs run by the Canadian Bar Association and adds that young professionals should seek advice from more established lawyers.
He also says the leadership should meet with younger lawyers at least once a month. The meetings can also be biweekly, depending on the junior lawyers' seniority. “If you are younger, we should be meeting with you more often,” not just to talk about details of deals or cases but “to learn about you and what you like,” Anderson says.
He adds that valuable experiences for younger lawyers don’t only come through meeting with legal professionals, but he encourages them to reach out even if they feel reluctant.
“I know it’s often awkward as a junior to do that, but I think most people are open to having somebody ask them questions … especially in a city like Edmonton. It's a pretty small community where if you reach out to somebody, you're probably going to get a response.”
