Building a specialized boutique can allow lawyers to develop profound expertise, deliver superior client experiences, and manage a more agile and entrepreneurial law firm. It’s also a challenge that requires the right practice, culture, and strategy.

To explore these issues, I recently spoke with Eric Broder, co-founder of Broder Orland Murray & DeMattie, a growing Fairfield, Conn.-based boutique focused on divorce law. We discussed the benefits of specialization, the complications of managing a boutique practice, and the market for family law services. (Our conversation has been edited for length and clarity.)

David Brown: Could you give me the elevator pitch about Broder Orland—a thumbnail sketch of the firm, its clients, and its practice?
 
Eric Broder: We are a family law firm in Fairfield County, Connecticut, with offices in Westport and Greenwich. We only handle divorce-related work, including prenuptial agreements, custody issues, and post-judgment issues, such as modifying alimony or child support. The firm’s lawyers practice throughout the state of Connecticut, but primarily in Fairfield County, and we serve many high net-worth clients and complex cases.
 
Our team consists of 11 attorneys, soon to be 12, and we take a team approach to our cases, ensuring that clients get the best service at a reasonable cost. You're not paying higher partner rates for all the work; we have people who can do things just as well and just as fast for less money. We're highly responsive and treat every client's problem with the seriousness it deserves, and we really consider ourselves more of a concierge-style firm, bringing in experts as needed to ensure our clients are fully protected even after the case ends.
 
Brown: How did you come to specialize in divorce law and co-found the firm?
 
Broder: I worked at a small firm in New York that did some divorce work and co-counseled with Blank Rome on complicated cases. I realized divorce law wasn't just about custody schedules but involved various areas of law, which made it more interesting.
 
I like the responsibility of having actual human clients. Some people want to represent XYZ Corporation, but that wasn't as attractive or motivating for me. I want to have a positive impact and help get people through a pretty dark time in their lives. Criminal lawyers see bad people on their best behavior. We see good people on their worst behavior. I want to help clients through these tough times as quickly and smoothly as possible, especially for the sake of their children, who will be affected by how their parents handle the divorce.
 
Brown: You've carved out a specific focus in divorce law. What are the advantages of this specialization for your firm?
 
Broder: Specializing allows us to deeply know our area of law, our adversaries, judges, and the local bar. This focus on a community enhances everyone's performance and ensures we provide the best possible service to our clients. It’s like how a doctor specializing in a particular field becomes the best at that one thing. Specialization raises everyone’s game because we're all paying attention and striving to be the best in our specific area of law.
 
Brown: What are some of the challenges of running a boutique, family law firm?
 
Broder: One major challenge is managing the stress levels of our attorneys due to the high emotions and stakes involved in family law. It's crucial to ensure everyone gets ample uninterrupted vacation time and space to regroup after intense cases. We believe in our office that when you’re on vacation, you disconnect completely, and we’ll cover for you. The constant high stakes and emotional toll require a balance to prevent burnout.
 
Brown: How is the market for family law services right now? Are there any trends impacting your practice?
 
Broder: In Fairfield County, we've seen a demographic shift with more people moving here post-COVID. There’s also been a generational change among family law attorneys. Many of the founding members of the family law bar have retired, and that’s creating opportunities for new attorneys. This influx of new residents and the evolving legal landscape make it an interesting time for our practice. It’s a great opportunity for hard-working young attorneys to establish themselves in this area.
 
Brown: What are the most effective methods you've used to attract clients to the firm?
 
Broder: The most important thing is practicing good law. If you don't practice good law, word spreads like wildfire in such a small community. In terms of networking, getting involved in the local bar has been very important, because you're meeting people who practice in other areas of law within your locale. It's great, because they’ll refer cases to me, and I have the opportunity to refer cases to them. I also get to build up relationships, so if I have a tax question or real estate question, I know who to contact.
 
Certainly, internet marketing and being online have been helpful. We focus on producing informative and accurate content online, which helps attract clients. I’ve read blogs from other firms that have incorrect information about Connecticut divorce law, and I think ensuring that our marketing materials are precise and informative is key.
 
Brown: We’ve entered the AI era, how is technology affecting your practice?
 
Broder: We’ve become more efficient. We’re operating a practically paperless office, and we’ve embraced AI for certain drafting and discovery tasks, which helps reduce costs for our clients. Technology improves our operations and client outcomes and it’s making us more efficient and effective. We recently got rid of our storage facility, for example, because we’ve scanned everything in, and that’s making it easier to find documents and it reduces costs.
 
Brown: What does the future look like for Broder Orland five years down the road?
 
Broder: Our team has great continuity, with partners at various stages of their careers. I expect the firm to grow gradually while maintaining our focus on practicing good law. We emphasize a teaching mentality, ensuring our associates learn by doing and have senior support, which not only improves their skills but also ensures the firm’s long-term success. We want to keep our focus on quality over quantity while practicing good law and ensuring our clients are well served.
 
Brown: Finally, what advice would you give to someone interested in starting or growing a boutique law firm?
 
Broder: It’s really important to pick the right people—and not just for a business fit. You need to have a good cultural fit as well. Also, I think one of the most important things is getting ahead of issues and knowing about trends that will affect your firm. In the end, though, it’s all about the people. You spend more time at work than you do anywhere else, and you need to get along with the people you work with.
 
 
Do you have questions, feedback, or topics you would like The Edge to cover? Send a note to david@good2bsocial.com.