Anderson shares his thoughts on Verrill’s growth strategy and the impact of the firm’s combination earlier this year with a Boston peer.
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Scott Anderson recently succeeded Keith (K.C.) Jones as managing partner of Verrill, a Portland-based law firm that employs 141 attorneys in eight offices, located in six states and Washington, D.C. Anderson spoke with Mainebiz about Verrill’s growth strategy and the impact of the firm’s combination earlier this year with Boston-based peer Rackemann, Sawyer & Brewster.
Mainebiz: How did you get into utilities and environmental law?
Scott Anderson: Before law school, I worked in the Massachusetts Legislature and with organizations balancing environmental and energy concerns and fell in love with this area of law. At Verrill, I was fortunate to work on complex, large-scale renewable energy development and restoration projects that involved private companies, regulators, municipalities and NGOs [non-governmental organizations] and required us to resolve disputes, comply with permitting requirements and find common ground.
MB: Any examples you can share of cases you’ve handled?
SA: We represented the Penobscot River Restoration Trust in a decade-long matter restoring Atlantic salmon runs to the Penobscot River. We negotiated a multiparty settlement agreement that resolved years of permitting disputes over dams in the river, restoring natural fish habitat while still maintaining the generating capacity of the river system — it was a classic win-win and an exciting project.
MB: How would you characterize your leadership style?
SA: To lead intelligent and independent professionals, I understand that you have to listen, and hear, what excites them and their concerns. In order to be bold and take chances and to believe in our strategic direction, I know that we need to leverage the strong skills and expertise throughout our firm.
MB: What practice areas at Verrill are growing the fastest?
SA: We continue to see significant growth in health care, intellectual property and litigation. The big focus, however, is on industry sectors, not internal practice groups. We have created multidisciplinary teams of attorneys and other professionals serving clients in health care, construction, telecommunications and higher education, among others. We are finding ways to support all aspects of our clients’ businesses through our team approach.
MB: What does the team from Rackemann, Sawyer & Brewster bring to the practice mix?
SA: The team from Rackemann brought with it deep experience in several growth areas, including real estate and trusts and estates, as well as a highly regarded insurance regulatory practice. These practices augment the existing service offerings in Boston and expand our capabilities within the Boston market and regionally.
MB: What impact has the pandemic had on staffing and recruiting?
SA: It certainly has not slowed the volume of lateral movement in the profession. Our ability to recruit is tied to providing new lawyers and staff with opportunities to be challenged and to be part of something bigger, and our focus on providing that experience has never changed. We have strengthened supportive resources for our attorneys and staff, including extended paid parental leave and additional benefits to support the emotional trauma caused by a loss of a child or fertility challenges, additional support for families excited for adoption, and have partnered with MyndUp to promote overall employee well-being.
MB: What can you share about this year’s summer associates?
SA: We have one of the biggest and best classes ever, including two summer associates from the D1L Maine Diversity Summer Associate Program, which we are proud to be a founding member of. It’s been great to be able to give our summer associates more in-person time with all of us — we have really missed that — and the opportunity to work across our offices.
MB: Where is Verrill with its five-year strategic plan, and what’s the next milestone?
SA: We are moving into year two of implementation and are very focused on growth — both within the New England region and in new and existing industries and practice areas. While we have a lot of incremental financial and performance goals on paper, my next goal is to get all Verrill attorneys together, in one place, making personal connections. Then I’ll know we’re on the right path.
