In the News: Eric Bernheim Interviewed by Law.com

Law.com recently sat down with Eric Bernheim, Managing Partner, to discuss the firm’s continued growth, vision, and client-focused approach. In the interview, Eric highlights FLB Law’s expansion in Westport, the firm’s commitment to delivering personalized service, and what continues to set FLB apart in today’s competitive legal market.

We invite you to read the full conversation below.

Eric Bernheim, 45, Managing Partner at FLB Law, Westport, Connecticut

Job title: Chair, real estate and land use & zoning practices

Practice area(s): Real Estate and land use & zoning practices

Law school and year of graduation: Roger Williams University School of Law, 2007

How long have you been at the firm?

Since its founding in 2021.

What year were you promoted/elected to your current role?

2021

Were you a partner at another firm before joining your present firm? If so, which one, how long were you there and when did you leave?

Yes, I was a partner at Halloran & Sage and served on its administrative committee. Along with my current partners, Tom Lambert and Steve Fogerty, we decided to leave and establish our own firm. Steve was the managing partner of Halloran’s Westport office, and given our managerial roles at the prior firm, it made sense that we would serve as co-managers at our new firm.

How would you describe your careers trajectory (was it organic or an active pursuit)?‍ ‍

My career trajectory was largely organic. I started a small firm in Norwalk with about eight lawyers, then moved to a large Connecticut firm as an associate. Over time, I worked my way up, eventually being elected to the administrative committee. As my role expanded, I took on more leadership responsibilities, grew my team, and developed my own client base, which ultimately led to the decision to establish our own firm

What do you think was the deciding point for the firm in electing/promoting you to your current role? Was it performance on a specific case? A personality trait? Making connections with the right people?

Our firm was built on collaborative leadership model. Tom, Steve and I bring unique strengths to the table and value each other’s perspectives. We wanted a structure where decisions were made through open discussions rather than relying on a single leader. This approach allows us to share managerial responsibilities while maintaining our individual legal practices without being overburdened by administrative tasks.

‍What unique challenges do you face as it related to your role?

Balancing a busy legal practice with managerial responsibilities is a challenge. My focus includes managing the private practice groups, such as real estate and land use, and overseeing the firm’s marketing, PR, and community outreach strategies. Another challenge is succession planning, ensuring that as attorneys retire, the firm continues to grow organically while maintaining strong client relationships and a well-established presence in our local and national markets.

What’s the best piece of advice you give to someone who wants to rise up the ranks to lead an office?

Developing a strong legal practice and growing your own book of business is essential. Before managing others, you must understand what it takes to handle clients, business development, and problem-solving. Leading a firm requires experience in dealing with complex client matters, managing people, and navigating the challenges of running a business.

‍Who had the greatest influence in your careers that helped propel you to your current role?

Two individuals had a significant impact on my careers. Larry Weisman taught me how to navigate zoning work, interact with local officials, and establish a respected reputation in the community. His mentorship helped me develop relationships that sustained my practice even after his retirement. Additionally, Andy Pforzheimer, the founder of Barcelona and bartaco and a longtime client, demonstrated the importance of strategic thinking, high standards, and problem-solving qualities that are essential in both law and business leadership.

‍How do you utilize technology to benefit the firm/practice and/or business development?

We leverage tools like Clearview Social to maintain a strong social media presence, which helps with business development. Additionally, we use HubSpot for CRM and marketing purposes, ensuring that we engage effectively with clients and prospective business partners.

Knowing what you do now, what advice would you give to your younger self and/or what would you do differently?

I would place a greater emphasis on business development early in my career. Cultivating referral sources and building a client base is crucial. Many firms struggle with how to incentivize young lawyers to engage in business development while maintaining billable hours. The ability to bring in clients provides job security and career flexibility, which I experienced firsthand when transitioning to our own firm.

Do you have a prediction on how the legal industry will evolve over the next several years?

In Connecticut, I see an aging legal workforce and fewer young lawyers venturing into solo or small practices. Many are opting for larger firms, and I anticipate a trend where small and mid-sized firms either merge or are absorbed by larger firms, The traditional sole practitioner or small boutique firm may become less common as industry consolidation continues.

Please share with us any firm or industry initiatives that you are working on as well as the impact you hope to achieve.

One initiative we are particularly proud of is our Real Estate Outlook, which provides an educational platform for local businesses to understand real estate market trends. Additionally, we are deeply involved in community initiatives through our ACCELERATE program and grass roots volunteerism, ensuring our firm remains engaged and invested in local development and economic growth.

What career advice do you wish more people ask you?

I wish more people would ask me about the importance of building your ow book of business. If you have your own clients, you control your career. When we left our prior firm, all of our clients came with us because they hired us, not just the firm. Having a strong client relationship provides career security, flexibility, and the ability to take calculated risks.

As a law firm leader, what impact would you like to have on your firm and/or the legal industry as a whole.

We want to to build a firm that offers a great working environment where attorneys can balance their professional and personal lives. Additionally, our firm aims to positively impact the community by contributing to local development through our legal work. My goal is to create a sustainable firm that fosters professional growth and maintains a strong reputation within the legal and business communities.

Read the full article: How I Made Firm Managing Partner: 'Cultivating Referral Sources Is Crucial,' Says Eric Bernheim of FLB Law | Law.com

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