About

Jamie Carroll and Mike Weiss worked together for a collective 27 years at King & Spalding, a powerhouse international law firm of more than 800 attorneys spread across nine countries. Through their own experiences both in handling hundreds of cases all over the country and in dealing with law firms of every stripe — from mega-sized full service firms to plaintiffs’ offices, from boutique firms to mid-sized defense shops — Jamie and Mike developed their philosophy of what a litigation and trial firm should be. As well, their backgrounds influence the way they approach lawsuits: Jamie was an Airborne-qualified combat arms officer in the U.S. Army, with two Ivy League degrees; Mike was an investigative reporter for 12 years, spending five of those at the Atlanta Journal-Constitution. We are smart, tough when we need to be, and we dig deeply into each case we handle.

Carroll & Weiss is built on principles forged from Jamie and Mike’s histories and their work for clients over the past three decades. Here’s what we believe:

■  What’s best economically for a firm is often not what’s best for its clients – A law firm is a simple economic organism that grows “top line” revenue in existing matters only by increasing leverage, rates, or hours. While good for a firm’s bottom line, it is detrimental to clients: increasing leverage means more lawyers on a matter, leading to time billed just to keep lawyers and staff in the loop; increasing a timekeeper’s rate nearly every year makes every bill more expensive year-over-year; and emphasizing billing targets leads to busy work or at worst to “churning the file.” Carroll & Weiss partners with our clients by keeping rates reasonable and leverage low, leading to lower bills. As well, we know clients face risk every day in the marketplace, and as lawyers who are vested in their clients, we are glad to build alternative billing arrangements, from flat fees to contingency agreements.

■  A law firm should embrace technology, not architecture – Too often, law firms’ offices are nicer than their clients’, with acres of art and banks of conference rooms. We think a client should pay for the quality of a firm’s legal work, not the quality of its surroundings. Businesses spend more money on technology than on rent: we think a law firm should too. New products and technologies appear so rapidly that larger firms can’t give 500 — or even 50 — associates new smart phones, tablet PCs, and the like every year. Being smaller, we can: from smart phones to smart pens, from cloud notebooks to voice recognition dictation software, technology is a way to lower clients’ bills by cutting out paralegals who assemble hearing notebooks and associates who prepare deposition digests. Technology is also a “force multiplier”: it enables us to do more work with less manpower, keeping staffing lean and cases briskly moving.

■  Clients want to hire lawyers, not law firms – Here’s a common scenario: a business hires an experienced lawyer for a serious case, but whenever the firm communicates with the client, it’s always another lawyer calling or emailing — usually one far junior. The client thought it hired a lawyer; instead, it hired a law firm. We believe you receive the best representation — and less expensive representation — when an experienced lawyer not only directs, but also actively works on your case from start to finish. At Carroll & Weiss, we won’t hand your case off to someone junior for months and then waste money while a partner catches up on the case: the experienced lawyers you hired are involved at every stage of the case.

We are “big firm” alumni, but we do things differently. We’d appreciate the opportunity to discuss your case with you.