Brad Robbins joined Sherman & Howard earlier this month. Robbins holds a law degree as well as an M.B.A. and working in a corporate environment at Sprint and in management at BigLaw firms King & Spalding and Baker & McKenzie. He brings the insight of a lawyer as well as the experience of having managed lawyers to the Denver-based firm. Law Week met with Robbins last week to discuss the firm’s growth strategies.
LAW WEEK: You’ve worked as a lawyer and have been on the business side of Sprint as well as at law firms. Can you give me the rundown of your resume?
ROBBINS: I was the trailing spouse going to Boston right after law school, and I practiced for several years in the Boston area with a small boutique firm, which catered exclusively to startups and entrepreneurs. This is in 1986, which was kind of a hot moment for this kind of activity. And this was the technology region. And what I discerned very quickly was that my clients were having a lot more fun than I was.
I didn’t I enjoyed the speed, the pace, but they were giving me assignments that might have to do with the distribution agreement or whatever, and I was curious about, well, ‘why would you structure that?’ ‘Why would you want to do that distribution agreement at all?’ And it turned out they actually didn’t have very good answers.