What does it really take to build a national middle-market law firm that grows fast, integrates cleanly, and keeps its partners committed rather than walking out the door?

Bob Hicks, chairman and managing partner of Taft Stettinius & Hollister, explains how middle market mergers have powered Taft's expansion without sacrificing culture or retention. Rather than chasing scale for its own sake, he lays out a disciplined approach built on cultural alignment, economic fit, and client compatibility. Many conversations never become deals, and Hicks sees that restraint as a competitive advantage. Independence, he argues, is often the real rival, especially for firms that wait too long and lose momentum before acting.

The discussion also looks at what happens after a merger closes. Hicks points to partner retention, post-merger growth, and radical transparency as proof that integration matters more than headlines. From open financial reporting to a predictable compensation system, trust is treated as a growth strategy, not a soft value. At the center is a talent-first philosophy that reframes success around attracting and keeping great lawyers rather than chasing clients. Looking ahead, Hicks sees continued consolidation in the middle market and growing demand for national firms that offer scale without elite-tier pricing, with little patience for firms unwilling to adapt.

Episode Breakdown:

00:00 Taft's Growth Story and Recent Middle Market Mergers

05:01 Building a National Middle-Market Law Firm Strategy

10:10 The Taft Merger Model: Culture, Fit, and Long-Term Success

19:59 Modernizing Law Firms Through Talent, Transparency, and Trust

29:54 Bob Hicks on Leadership, Risk, and the Future of the Legal Industry

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