New York, NY – August 30, 2025 – In the high-stakes world of Big Law, where partners often advise clients on entrepreneurship and innovation, a growing number of attorneys are walking the walk by launching their own side ventures. These personal projects—ranging from consumer product launches to community events—are not only fostering greater empathy with startup and business clients but also serving as unexpected pipelines for new work, according to a recent analysis in The American Lawyer. Far from distracting from billable hours, these endeavors are enhancing partners’ professional networks and client relationships, demonstrating how “being an entrepreneur” can translate to tangible business development gains.
The trend highlights a shift in the legal industry, where partners at firms like Reed Smith and Ballard Spahr are blending their legal expertise with entrepreneurial pursuits. “One of the best things about this is I’ve actually met a lot of very cool entrepreneurs by virtue of being one myself. I’ve actually landed some new clients because of this venture,” said Nick Foreste, a partner at Reed Smith, referring to his side project co-founding Marro, a protein drink brand. Foreste’s experience underscores how immersing oneself in the challenges of running a business—such as product development, marketing, and scaling—provides invaluable insights into the real-world hurdles clients face, making partners more relatable and effective advisors.
Building Empathy Through Hands-On Experience
Big Law partners, who often represent tech startups, venture capital firms, and emerging companies, traditionally operate in a world of abstract legal strategies and high-level deal-making. However, side ventures allow them to experience the entrepreneurial grind firsthand, from supply chain issues to investor pitches. This “empathy-building” aspect is particularly relevant in an era where clients demand lawyers who understand not just the law, but the business realities of innovation.
For instance, Foreste’s Marro venture, launched with his wife Heidi, involves navigating the competitive beverage industry, including regulatory compliance and distribution challenges—areas where his legal acumen directly applies. “It’s one thing to advise on these issues; it’s another to live them,” Foreste noted in the report. Similarly, a partner at Ballard Spahr organizes an annual music festival in Philadelphia that supports youth music programs. This community-focused event has not only raised funds and awareness but also connected the partner with local business leaders and philanthropists, leading to discussions about corporate sponsorships and potential legal engagements.
These ventures don’t appear to conflict with firm policies or detract from core practices. Instead, they align with Big Law’s emphasis on “entrepreneurial” attorneys who drive firm growth. Firms like Cooley and Perkins Coie, known for their emerging companies and venture capital practices, encourage such initiatives indirectly by fostering cultures that value innovation. As one legal recruiter observed, “Partners who launch side projects often become better at spotting opportunities for their clients, turning personal risks into professional rewards.”
Networking and Client Acquisition Benefits
Beyond empathy, side ventures are proving to be potent networking tools. By positioning themselves as fellow entrepreneurs, partners gain access to exclusive circles of founders, investors, and executives. Foreste, for example, reported that his involvement in Marro has introduced him to a network of innovators who now seek his firm’s advice on IP protection, financing, and regulatory matters. This organic lead generation is especially valuable in a competitive market where traditional business development—such as conferences and cold outreach—can feel outdated.
The American Lawyer analysis points to a broader pattern: Ventures that align with a partner’s practice area amplify their appeal. In tech-heavy practices, a side project in software or e-commerce might lead to referrals from collaborators. For corporate lawyers, organizing events like music festivals can open doors to nonprofit and entertainment clients. Industry experts note that this approach is particularly effective for mid-career partners looking to expand their books of business without relying solely on firm marketing.
However, not all side ventures are created equal. Legal ethics rules require partners to disclose potential conflicts and ensure that personal projects don’t compete with client work. Firms are generally supportive as long as ventures remain “side” activities, with many partners structuring them as passive investments or hobbies to avoid scrutiny.
Industry Trends and Future Implications
This phenomenon reflects evolving expectations in Big Law, where partners are increasingly evaluated on their ability to empathize with clients’ entrepreneurial journeys. As venture capital and emerging companies practices boom— with firms like Morgan Lewis and Gunderson Dettmer handling billions in fundings—partners with real-world business experience stand out. A survey by Major, Lindsey & Africa earlier this year indicated that 28% of partners anticipate structural changes like de-equitizations in 2025, making personal branding through side ventures even more crucial for job security and advancement.
Social media reactions on X have been enthusiastic, with legal professionals sharing stories of their own side hustles. One post from a tech lawyer read: “Launched my app last year—now advising the investors on their next round. Empathy sells!” As the line between lawyer and entrepreneur blurs, these ventures could redefine success in Big Law, proving that a little side action goes a long way in building client trust and landing new business.
Sources: Law.com, The American Lawyer, Reuters, Bloomberg Law