As managing partner, she outlines the firm's strategic plan, including growth plans in Vancouver
Last spring, Jill Fraser was appointed the managing partner of Aird & Berlis, a full-service law firm based in Toronto. She spoke to the CL Talk podcast about finalizing the firm's strategic plan, investing in people and technology, transitioning her practice and the firm’s plan to expand in Vancouver.
Below is a summary of the conversation:
Jill Fraser has spent nearly three decades at Aird & Berlis, building a career in financial services law. Now, as the firm's managing partner, she’s stepping into a leadership role that she describes as exciting and demanding. Her work has primarily focused on lending, securitization, and equipment lease financing, but her priorities have shifted dramatically since taking over from Steve Zakem last spring.
Zakem held the role for nine years, and Fraser says because the firm does not have term limits, the length of her tenure is unknown. She is still balancing her practice with her new responsibilities but plans to transition fully into leadership. "It is really a full-time role," she explains. "The previous managing partner also gave up his practice." While the decision wasn’t easy, she was ready for a change. "I've been practising law for almost 30 years, so I'm excited to take on the challenge of running a business now, as opposed to the legal… side."
A significant focus for Fraser is finalizing the firm’s three-year strategic plan, a project that has been in the works for two years. "The partnership just endorsed our strategic plan at our partnership meeting last month," she says. "So, we're now just in the process of creating a roadmap for the next three years." The plan addresses both external and internal priorities, including how the firm should position itself in evolving practice areas and how it can better integrate technology to improve client service.
The human element is another key focus. "Investing in our people… [is] an ongoing thing," Fraser says. This includes revamping associate training and updating mentorship programs. One of her first moves as managing partner was to appoint younger partners as practice group leaders – something she sees as essential for keeping the firm dynamic. She has appointed new faces in municipal, real estate, capital markets, and financial services. "I think it's important to have some young ideas, [to] keep the firm relevant, keep us moving forward."
The firm has also been proactive about fostering professional relationships among its lawyers. "We just had an… associates retreat in Kelowna in the fall," Fraser says, explaining that these events help lawyers from different practice groups connect in ways that might not happen in their day-to-day work.
Geographic expansion is another part of the strategy. While Aird & Berlis is firmly rooted in Toronto, the firm is making a significant push into Vancouver. "We have had, for at least… five years, … a few lawyers in Vancouver who have been using the Regus shared office space, working mainly remotely," Fraser says. But now, they’re making a more permanent move. "We’ve now leased space, and we will be opening our own office this month." With 12 lawyers already in place – spanning corporate, real estate, and Indigenous law – she sees significant opportunities for growth. "It’s pretty exciting to be able to service clients in Vancouver and BC as well as Ontario."
Attracting and retaining talent is another challenge Fraser is tackling head-on. "We have competitive compensation with all the big Toronto firms," she says. But what differentiates Aird & Berlis, she says, is its five-year partnership track – significantly shorter than many competitors. "When I started, it was three years… Now, even five years is quick, but I find it’s really appreciated, and our young lawyers are very excited to… have that opportunity." Along with fast-tracking career development, the firm ensures associates take on substantive file responsibilities early on. "Our young lawyers are doing a little more sophisticated work than maybe lawyers at other firms."
Fraser also emphasizes the firm’s diversity and inclusion initiatives, which she acknowledges have become politically charged, particularly in the US. "Our program is not about politics; it’s about people," she says, citing three key components: education, engagement, and enhancement. The firm hosts speakers on topics such as breaking down barriers for minority groups and truth and reconciliation. It has also created firm member resource groups to provide safe spaces for lawyers to share lived experiences. "We do firm surveys… just to make sure that everyone is feeling included and [to try] to address the specific needs of our… people."
Technology, particularly artificial intelligence, is another priority. "We’re taking a really deliberate and measured approach to AI," Fraser says. The goal is to improve client service and efficiency but with caution. "We have a pilot group that is using some external products and trying those out." The group includes partners, associates, and students across different practice areas. "We're trying to… look at the efficiencies, how we can use it to automate routine… [tasks], streamline workflows," she says while ensuring client confidentiality and data security.
While AI is often associated with automation, Fraser sees its most significant impact in document-heavy work, such as litigation discovery and corporate due diligence. "What an articling student might have done [for] hours and hours… now the AI can do it and pick out keywords and get you the summary in minutes," she says. She acknowledges the challenge AI presents to the traditional lawyer training model. "The worry, of course, is AI… [taking] over all the jobs that… articling students and young lawyers do… but then, how do we get a senior lawyer providing strategic advice if [they] don’t have the opportunity to be an articling student and associate?"
Fraser says client expectations have also shifted post-COVID. There are fewer in-person and more online meetings, with an increased expectation for quicker response times. “And, of course, technology is going to help us with that." Cost control is another priority for clients, who increasingly seek predictability in legal fees. "We’re also seeing a greater focus on deep industry expertise… getting more and more specialized in certain areas."
On a broader level, Fraser is monitoring two significant trends in the legal industry: cross-border expansion and the rise of US firms in Canada. "We've seen a lot of US firms… come into Canada, either as a branch office of a bigger… [firm] or setting up a separate office," she says. In response, she says, Canadian firms must offer seamless cross-border legal services to stay competitive.
Despite the heavy workload, Fraser is a strong advocate for lawyer wellness. "We regularly have health and wellness workshops… [to] really try and help educate lawyers, remove the stigma," she says. Social engagement is also key to the firm’s approach, with associate and student social gatherings and firm-wide events. The firm also provides expanded maternity and paternity benefits.
Fraser's advice is straightforward for young lawyers looking to thrive in the profession. "You spend a long time in school… [and] you come out, you maybe think you know a lot, but I'd say you really don’t know much about working," she says. "Rely on your common sense and good judgment – those are… very important, maybe sometimes undervalued skills." She also stresses the importance of mentorship. "It’s really important as a young lawyer to try and find some great mentors… [Mentorship] just really helps you develop your career." Finally, she offers a simple but essential reminder: "Treat everyone with respect… This is not a time to be rude [or] aggressive… It’s very important to be respectful and deal [with people] properly."
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