Summary of “How I Made Law Firm Leadership: ‘Be More Intentional About Business Development,’ Says James Barney of Finnegan”
This article, published on October 17, 2025, by Law.com as part of their “How I Made It” series, profiles James R. Barney, the Managing Partner of Finnegan, Henderson, Farabow, Garrett & Dunner LLP—a premier intellectual property law firm based in Washington, D.C. The piece highlights Barney’s journey to firm leadership and his candid advice for early-career lawyers on building a sustainable practice. Barney, a seasoned patent litigator, emphasizes proactive relationship-building as a cornerstone of professional success.
Who Is James R. Barney?
- Age and Role: 56 years old; Managing Partner since July 1, 2025 (announced in June 2025).
- Practice Focus: Nationally recognized for patent litigation and appellate advocacy. He serves as a first-chair litigator, handling all aspects of patent disputes, including high-stakes trials before district courts, the International Trade Commission (ITC), and the U.S. Court of Appeals for the Federal Circuit. His approach is described as “strategic and business-focused,” often integrating client commercial goals into legal strategies.
- Career Highlights: Barney has litigated numerous patent trials and appeals, representing clients in tech, pharma, and consumer goods sectors. Before ascending to leadership, he was deeply involved in Finnegan’s litigation practice, contributing to the firm’s reputation as a top IP boutique.
His Path to Leadership
While the article teases Barney’s reflections on rising through the ranks at Finnegan, specifics on his exact trajectory (e.g., key milestones or mentors) are not detailed in available excerpts. However, his appointment as Managing Partner in mid-2025 underscores his internal credibility—earned through decades of client wins and firm contributions. In a separate August 2025 interview on Finnegan’s site, Barney discussed his vision for sustaining the firm’s growth amid evolving IP challenges like AI and biotech patents.
Key Advice: Be Intentional About Business Development
Barney’s central takeaway is a lesson he wishes he’d internalized earlier in his career. He advises young litigators to treat client relationships as an active priority, rather than a byproduct of casework:
“I would advise my younger self to be more intentional about business development. As a litigation associate or junior partner, you get the opportunity to form many great relationships with clients and potential clients through meetings, depositions, trials, etc. But as one litigation leads to another involving different clients and different people, and given the demands of a litigation schedule, it’s easy to let prior relationships go stale.”
This resonates in high-pressure fields like IP litigation, where billable hours can eclipse networking. Barney stresses nurturing connections—through follow-ups, industry events, or value-added insights—to create long-term opportunities. He contrasts this with common leadership pitfalls, noting in promotional snippets that true firm growth comes not just from chasing market share, but from organic expansion via trusted relationships:
“A lot of times when leaders talk about growing the company, they talk about getting more percentage of the market. But the real true way to grow [is through sustained client loyalty].”
Why This Matters for Aspiring Leaders
Barney’s insights align with broader trends in Big Law: As firms compete for top talent and clients, business acumen is increasingly vital for partners. His advice flips the script from reactive case-chasing to proactive ecosystem-building, a skillset that’s especially crucial in specialized practices like IP where repeat business drives revenue.
For the full article (a quick 6-minute read), check it out on Law.com. If you’re early in your legal career, this is a timely nudge—start scheduling those coffee chats now.
If you’d like more on Barney’s cases, Finnegan’s strategy, or similar leadership stories, let me know!