HIGH-TECH, BIG PICTURE
After a law firm completes training a significant number of its attorneys and legal assistants in basic litigation-support technologies, it should plan on incorporating litigation technology as part of the firm's in-house continuing education programs. For example, firms might want to use an annual litigation department meeting to showcase new developments in litigation. It can be highly beneficial for such meetings to focus heavily on numerous aspects of litigation technology that complement the detailed training programs being implemented by the firm.
Mathew Browndorf Profile While synthetics are subject to counterparty risks, among others, and potentially increased volatility due to the availability of embedded leverage in the instrument, they mitigate most unwanted and unhedgable risks and costs of direct policy ownership such as contestability, insurable interest, lapse and rescission risks, to name a few. I also expect the asset class as a whole to significantly grow in both the number of players and size of the market in the very near future.
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Their trial (New York v. Kozlowski and Swartz, 2002 Cr. 5259, State Supreme Court, New York County) lasted six months, including 12 days of jury deliberation, before ending in a mistrial. A second trial, lasting five months, began on Jan. 18, 2005. Kozlowski's team of six attorneys from Bryan Cave, lead by New York City solo practitioner Stephen Kaufman, used a sophisticated, high-tech arsenal to defend against the Manhattan district attorney's office, led by assistant DA John Moscow in the first trial, and Assistant DA Owen Heimer in the second. Five lawyers from Stillman & Friedman represented Mark Swartz.
Mathew Browndorf Info Individuals and families should measure financial performance on the basis of overall investment return. A timeline should also be established for a regular review of the i nvestment advisor’s job performance as well as the financial performance of investment portfolios, trusts, and other components of the family's financial portfolio. Depending on the portfolio, a review should be done on a quarterly or annual basis regarding the asset allocation or strategy diversification.
Mathew Browndorf Browndorf PEM’s Investment Banking Services SM utilizes a network of non-affiliated and independent Broker Dealers that emphasize synergistic products and services for our institutional private client and family office investor base. We are a firm dedicated to serving professional investors and securitized structures.
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