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48 www.canadianlawyermag.com TOP ONTARIO REGIONAL FIRMS 2025–26 term growth. Torkin Manes fosters an envi- ronment where lawyers stay because they believe in the firm's approach. "The expectation is clear: be a great lawyer, provide excellent service, and always consider the broader context of client needs," Cohen says. This philosophy extends to mentoring and training. Junior lawyers develop their skills by observing senior lawyers in action and learning how to deliver practical, client- focused advice. "When people take pride in their work, they provide better service," Cohen adds. "If they feel like they're growing into great lawyers and delivering real value, they're engaged, and that engagement translates into happy clients. In the end, it's a cycle: when the lawyers feel good about what they do, the clients feel it, too." Pallett Valo LLP – Matching clients with the right lawyers A reputation for responsiveness, attention to detail, and a client-centred approach across Pallett Valo's broad range of practice areas is built on three pillars: • in-house training • continuously updated client service standards • continuous feedback The firm runs year-round internal programs to ensure all staff are aligned in terms of legal knowledge and client service expectations. Every practice group holds strategic planning sessions to reinforce these standards. This structured approach is enhanced by direct client feedback, with responsiveness being one of the most impor- tant standards. Lawyers return emails or phone calls within 24 hours. "If I'm heading into a long trial, I' ll reach out to clients to let them know I may not be as responsive as I want to be at this point in time, and I inform my team, who can address any concerns in my absence," Russo says. Fogler, Rubinoff LLP – Cost-effective solutions With a deep bench of talented lawyers across diverse practice areas, Fogler, Rubinoff fosters collaboration to ensure clients benefit from the full range of its expertise. Files are staffed appropriately, ensuring that all necessary areas of expertise are represented, from employment and tax to real estate and corporate law. Lawyers leading a matter collaborate across depart- ments to assemble the best team from its sizeable structure of over 125 lawyers. Other strategies that drive the firm include: • proactive internal marketing • anticipating and addressing client needs Lawyers are continually informed about in-house expertise through internal meet- ings, CPD seminars, and client updates specific to various areas of law, ensuring they connect clients with the right resources. Roblin notes that internal marketing plays a key role in client service. Lawyers proactively seek opportunities to expand the scope of services provided to existing clients, recognizing their preference for integrated legal solutions. Blaney McMurtry LLP – Fast, responsive, and client-centric By covering multiple practice areas with a cohort of highly ranked lawyers, the firm ensures its services remain cutting-edge and cost-effective by encouraging: • a collaborative, open-door culture • internal knowledge- and idea-sharing Importantly, internal knowledge-sharing isn't billed to clients and is a natural part of the firm's operations. By refining strategies without extra costs, the firm ensures clients receive top-tier, cost-effective services. "Senior and junior lawyers regularly bounce ideas off one another, which results in better, more creative advice to clients," Wolfson says. "I can tell you there's not a day that goes by where one of us isn't in the other one's office talking about a file. There's no charge for that banter." Loopstra Nixon LLP – Bold and evolving for a new era Widely recognized for its client-centred approach and pragmatic legal advice, Loopstra Nixon has several initiatives that enable its team to deliver tailored, results- driven solutions, such as: "The raison d'être of the firm hasn't changed over time. We constantly emphasize client-focused service and value-driven legal solutions. That has always been fundamental to the firm" Eric Roblin, Fogler, Rubinoff LLP SPECIAL REPORT