Brian is a trusted lawyer and strategist who serves clients facing complex, high-stakes problem sets that transcend the bottom line. He is often engaged when the legal issue is inseparable from leadership judgment—where the outcome will affect not only financial exposure, but also operations, governance, reputation, and the long-term trajectory of the business.

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Brian’s represents companies, executives, and business owners in consequential commercial disputes, including contract and business tort matters, shareholder and member conflicts, fiduciary-duty and governance claims, and crisis-driven disputes requiring decisive action. He approaches each matter with disciplined case assessment and a clear theory of leverage—developing the facts early, narrowing issues aggressively, and driving the process toward an outcome aligned with the client’s objectives.

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Brian is intentional about forum, procedure, and pace. He pursues pragmatic motion practice and targeted discovery designed to move the case, control costs, and position the client for resolution on favorable terms. When the matter must be tried, Brian’s focus is clarity: coherent themes, clean evidentiary presentation, and execution that keeps decision-makers informed and in control.

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Clients rely on Brian for more than advocacy. He operates as a counselor to leadership teams navigating uncertainty, internal stakeholder dynamics, and regulatory or reputational sensitivity. His work is particularly well-suited to complex and highly regulated environments, where legal exposure intersects with compliance obligations, board oversight, and public-facing risk.

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Brian is known for a judgment-driven, no-theatrics style: direct advice, precise analysis, and an emphasis on what actually drives outcomes.

He helps clients simplify the dispute, identify the real constraints, and make the decisions that preserve both leverage and credibility.

 

When disputes are avoidable, Brian also advises on prevention—strengthening organizational architecture, improving governance practices, and documenting decision-making—so clients reduce friction, limit exposure, and enter any future conflict from a position of strength.

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