UB Greensfelder’s Managing Partner Shares Insights On What A Successful Law Firm Merger Looks Like

Kevin T. McLaughlin (courtesy photo)

Over the course of 2024, the U.S. law firm merger landscape showed that there was an ever-increasing interest in strategic growth and market diversification, particularly among large firms. Regional mergers also made headlines, with midsize firms combining to further enhance their competitiveness. These trends effectively reshaped the legal market, setting the stage for robust work in 2025.

How does one handle all of the ins and outs of a major merger when leading a law firm? How can a law firm leader ensure that a tie-up will be successful?

I recently had the pleasure of chatting with Kevin McLaughlin, managing partner of UB Greensfelder, a well-regarded Am Law 200 firm, to get his thoughts on the matter. Here is a (lightly edited and condensed) write-up of our lively conversation on how law firms can successfully navigate the merger process.

Staci Zaretsky: 2024 was another wonderful year for law firm mergers. Case in point, Greensfelder Hemker & Gale completed a major merger after combining with Ulmer & Berne to become UB Greensfelder. How is the firm adapting to its new role as a super-regional Am Law 200 firm?

Kevin McLaughlin (KM): It’s been gratifying and inspiring to watch our attorneys engage in the integration process so enthusiastically. Becoming UB Greensfelder enabled us to combine two strong, growth-focused firms with complementary practice strengths and geographic footprints. This was a merger of equals, driven not by necessity but by the opportunity to achieve more together than we could separately. With nearly 300 lawyers in nine offices, including a Chicago office that doubled in size, we’ve created a platform that enhances our ability to attract top-tier talent and compete for sophisticated, high-stakes legal work.

The merger has already yielded measurable success. We’re seeing better talent opportunities, given our new market position as an Am Law 200-sized firm, enhanced offerings, and culture. We are also finding better opportunities to pitch for and win complex engagements that we wouldn’t have landed as separate firms – either because of our size or because we just didn’t offer a legal service that the matter required. Just one example of that is a large legacy Greensfelder healthcare client that is now using our UB Greensfelder immigration services, which Ulmer brought to the merger. That’s something Greensfelder couldn’t offer on its own because we simply didn’t have the service. We’ve also won a similar immigration engagement from a major educational institution that, again, we wouldn’t have been able to service absent this merger.

Our enhanced depth in key practice areas, such as litigation and M&A, has also been recognized nationally, including being named to BTI’s Upmarket Movers list for litigation.

Ultimately, this merger has positioned us as a super-regional powerhouse that maintains a collaborative, client-focused ethos while competing on a larger stage.

SZ: It takes a lot of work to make a midsize law firm merger work. What do you think has been the most important thing your firm has done to ensure a successful integration?

KM: Integration is where many mergers succeed or fail, and we were determined to build a strong foundation for success. We approached integration as a collaborative effort, not simply adopting one firm’s systems or culture but blending the best of both. Before the merger’s effective date, we prioritized building relationships by bringing together our leadership teams and partners for in-person meetings. This enabled us to establish trust and shared goals early on, ensuring that we could really hit the ground running.

Technology integration was another major focus. Thanks to the dedication of our IT team, we synchronized our email, document management, and accounting systems quickly. This ensured smooth operations and allowed us to focus on clients rather than logistics.

Policy decisions were equally deliberate. For example, instead of adopting one legacy firm’s compensation structure, we collaborated to create a new system that reflects the values and goals of UB Greensfelder. These efforts have paid off, helping make our integration a success.

SZ: From finance to HR to technology to billing, navigating a major merger like this can be quite complicated. But what about the people? Has your firm’s culture been impacted?

KM: Our firm’s culture has been strengthened and enriched by the merger. It’s important to note that similar cultures and values brought us together for discussions in the first place, so we were always optimistic that culture would not be a huge challenge for us. That said, culture is always a concern during a major combination, so from day one, we approached it with intentionality and care. We brought our partners together within the first three months of the merger to build interpersonal connections, ensuring everyone felt part of the same team. We emphasized collaboration, respect, and shared purpose, with each person checking their egos at the door to work toward the greater good of the firm.

These efforts have paid dividends. Today, we see attorneys from different legacy firms working together seamlessly to deliver exceptional results for clients. For example, since the merger, we’ve been retained by a Fortune 500 company in the food industry that brought us on specifically because of our greater breadth and depth.

Ultimately, our merger has brought a sense of energy and opportunity to the firm. Our people are excited about what we’re building together, and that enthusiasm is palpable in everything we do.

SZ: Everyone has high hopes for what their firm will look like after a major tie-up like this, and we know that UB Greensfelder’s story has a happy ending. What advice can you offer for others who are hoping to model your firm’s success?

KM: My advice to firms considering a merger is to approach the process with clarity, intentionality, and a shared vision. The foundation of a successful merger is alignment — both firms need to share similar goals, values, and strategic priorities. For us, it was about creating a stronger platform to serve clients and attract top talent, not about solving financial challenges or accommodating cultural mismatches.

Integration is equally critical. Build relationships early, long before the official merger date, so that your leaders and teams can establish trust. Plan meticulously for operational integration, especially in areas like technology and policies. For example, we didn’t take the easy route of adopting one firm’s systems or structures. Instead, we collaborated to create new, best-practice solutions that reflect the needs of our combined firm.

Lastly, be patient but purposeful. Mergers aren’t an endpoint — they’re a starting point for future growth. Stay focused on your long-term goals and allow the merger to be a stepping stone to even greater achievements.

On behalf of everyone here at Above the Law, we’d like to thank Kevin McLaughlin of UB Greensfelder for taking the time to help answer some pressing questions on how law firms can achieve success throughout the merger process.

Staci Zaretsky is a senior editor at Above the Law, where she’s worked since 2011. She’d love to hear from you, so please feel free to email her with any tips, questions, comments, or critiques. You can follow her on Bluesky, X/Twitter, and Threads, or connect with her on LinkedIn.

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