Risk Reading— Irrefutable Disqualification Bid, Firm Partner’s Moonlighting Risk Revealed, Law Firm Targeted, Corporate Compliance vs. Legal Org Args
Posted on“Law Firm Partner Suspended for Taking Clients on the Side” —
- “The New Jersey Supreme Court has imposed a two-year suspension on an attorney who represented clients on the side and kept the fees to himself while employed as a non-equity partner at a law firm.”
- “While William C. Kelly was employed at Tompkins, McGuire, Wachenfeld & Barry in Roseland, he handled seven client matters under the firm name, but sent invoices stating that payment should be made directly to him, rather than to the firm, the Disciplinary Review Board said. Kelly kept the proceeds from the seven cases, which totaled $11,415, for his personal use, the DRB said.”
- “But the Supreme Court suspended Kelly from practice for two years. The court found he violated RPC 1.15(a) and the principals of In re Siegel, knowingly misappropriating law firm funds; and RPC 8.4(c), engaging in conduct involving dishonesty, fraud, deceit or misrepresentation.”
- “Kelly attributed his engagement in outside work and misappropriation of funds to ‘financial insecurity and the collapse of’ his marriage and home life, ‘exacerbated by his alcoholism,’ according to the DRB.”
- “Kelly allegedly first issued his own invoice to a client in March 2013, then issued more between January 2018 and August 2019. Those invoices were not on firm letterhead but were emails sent to the clients indicating payment should be made to William C. Kelly, Esq.”
- “Kelly admitted to the DRB the impropriety of ‘providing outside legal services under the firm’s name, on matters for which he did not open files at the firm.’ The parties acknowledged, however, that he did not have a partnership or written employment agreement with the firm, and the firm did not have a written policy governing the provision of legal services under the firm’s name without the firm’s authorization, the DRB said. In addition, Kelly said he did not take money owed to a client or money from the firm’s trust account, according to the DRB. The parties also acknoweldged, in mitigation, Kelly’s alcoholism, cuminating in his 2021 hospitalization, and his continuing success in treatment, continuing sobriety, residence in a sober house, and regular attendance at Alcoholics Anonymous meetings, the DRB said. Kelly pointed out, however that he was not relying on an intoxication defense or any other psychiatric defense.'”
“Connell Foley Can’t Refute DQ Bid, NJ Investment Firm Says” —
- “A Black-owned investment firm suing New Jersey for discrimination in federal court said the court must disqualify Connell Foley LLP from representing the state because of a conflict of interest, even though the supposedly conflicted attorney has denied any ethical breach.”
- “Blueprint Capital Advisors LLC said in a brief filed Tuesday that its principal, Jacob Walthour, has provided specific details in multiple affidavits about the interactions he has had with the allegedly conflicted Connell Foley attorney, Elnardo Webster, documenting how Webster began effectively representing Blueprint before he joined Connell Foley.”
- “Walthour pointed to detailed claims that he has provided of a conversation he had with Webster in 2016, a follow-up email with proprietary and confidential company information, and an hours-long long in-person meeting between him and Webster later in 2016, among other things, as evidence to back his disqualification bid.”
- “In contrast, Webster has relied on arguing that he does not remember or only vaguely recalls the conversations Walthour has referred to, Blueprint argued, although that has not stopped him from denying that he offered any legal advice at those meetings.”
- “Webster ‘claims certainty that he did not receive any confidential information or provide any strategic or litigation advice during any of those meetings or discussions that he otherwise does not really recall,’ it said.”
- “The court now faces a ‘binary credibility determination,’ Blueprint wrote, saying it has proven more credible than Connell Foley and deserves to have its disqualification motion granted, or at least get an evidentiary hearing.”
- “‘On this record, this court must credit Mr. Walthour’s effectively unrebutted declarations corroborated by the testimony of others and contemporaneous evidence, and afford no weight to Mr. Webster’s incredible, conclusory, and admittedly speculative declaration,’ the company said.”
- “Blueprint sued New Jersey Attorney General Matthew Platkin, Gov. Phil Murphy’s former chief of staff George Helmy, and other state employees as well as the investment giant BlackRock in 2020.”
- “Blueprint urged the court to remove Connell Foley as the state defendants’ counsel in December, claiming that after Webster joined the firm in 2023, it unethically used the privileged information Walthour had given him to launch a separate action against Blueprint in state chancery court.”
- “Connell Foley fought that motion in January, saying that far from establishing an attorney-client relationship, Webster met Walthour socially no more than a handful of times before joining Connell Foley, and he never discussed the litigation between Blueprint and the state at those meetings.”
“Trump targets law firm connected to ex-special counsel Jack Smith with executive order” —
- “Donald Trump has signed an executive order suspending security clearances held by lawyers at a law firm connected to Jack Smith, the former special counsel who investigated the president.”
- “Trump signed the retaliatory executive order Tuesday in the Oval Office. It directs the attorney general and heads of other agencies to immediately suspend any active security clearances held by members, partners and employees of Covington & Burling who assisted Smith during his time as special counsel. It also directs the government to review all contracts with the law firm.”
- “‘This is a good one,’ Trump told reporters during a press conference before signing the order. ‘Deranged Jack Smith. We’re going to call it the deranged Jack Smith signing or bill.'”
- “After signing the order, Trump said he wanted to ‘savor’ the moment, then threw the marker he used to a person, suggesting they then send it to Smith.”
- “Smith had led two federal investigations into Trump: one concerning the alleged retention of classified documents from his first term, and the other over efforts to overturn the 2020 election.”
- “Despite a lack of evidence, Trump has long claimed that the cases against him were a weaponization of the Justice Department, something he has vowed to end under his administration and to hold those responsible to account.”
- “Asked Tuesday what he would say to those who claim he was targeting a law firm over its association with Smith, Trump said he was the one who was targeted. ‘I was targeted for four years — longer than that — so you don’t tell me about targeting,’ he said. ‘I was the target of corrupt politicians for four years and then four years after that. So don’t talk to me about targeting.'”
“Why [Corporate] Compliance & [Corporate] Legal Still Need to Break Up” —
- “The relationship between legal and compliance departments has always been complicated. Now, with fresh evidence that reporting structures significantly impact compliance officer effectiveness and well-being, law professor and compliance officer Joseph Burke explores why it’s time for organizations to finally embrace CCO independence.”
- ‘Ever since the issuance of the US Sentencing Guidelines in the mid-1980s, there has been debate in the legal and compliance communities about how the compliance department should be managed and more specifically, where it should report. Traditional legal leadership has most often preferred that compliance report to the general counsel, or elsewhere within the legal department, while compliance specialists have argued for a more independent structure with the compliance leader reporting directly to the CEO of the company, or failing that, the board of directors.”
- “Peter Driscoll, then the director of the OCIE, shared his perspective on this in a November 2020 speech at the National Investment Adviser/Investment Company Compliance Outreach 2020: ‘Empowerment, seniority and authority. These three words matter,’ Driscoll said. ‘We notice on exams when firms hire someone for the role to check the box but do not support or empower them. … We notice when a firm positions a CCO too low in the organization to make meaningful change and have a substantive impact, such as a mid-level officer or placed under the CFO function.'”
- “More specifically, Driscoll emphasized that ‘[I]n terms of authority, I am often asked who the CCO should report to in an organization. Is it to the CEO, the COO, the general counsel or directly to a board if one exists? There is no easy answer to this. It depends on the size of the organization, the leadership structure, the experience of the CCO and the compliance culture. … I do believe that, at a minimum, a CCO should have a direct line of reporting to senior management, if not be part of senior management.'”
- “According to 2024 research by recruiting firm BarkerGilmore, 53% of public company CCOs reported to the GC/managing counsel and 30% reported to the CEO, with the remaining 7% reporting elsewhere, including 1% to the board. In private companies, there was a more even split, with 43% reporting to the GC, 43% to the CEO.”
- “In a December 2010 essay titled ‘Don’t Divorce the GC and Compliance Officer,’ Heineman presented a vision of a strong, broad-ranging GC who could manage both the legal and compliance functions without creating organizational overlap. In his view, compliance was really only a process management function and not a matter that required judgment or reasoning. His model required a strong GC who operated as a virtual ‘statesman’ for the company, relying on years of experience and a deep and trusted relationship with the CEO to provide all compliance advice, when required, to the board and the CEO with an air of gravitas and a statesman’s influence. This model may have described his own personal experience at GE, but outside a small handful of very large companies, the model simply did not (and does not today) reflect the practical reality of general counsel leaders.”
- “As Boehme and others have pointed out, the role of the CCO is not a purely legal role. The CCO is charged with building and developing non-legal compliance tools and programs, such as the anti-corruption program, the trade compliance program and the anti-money laundering program, all of which rely on business controls, auditing, periodic and regular training and periodic risk assessment. The CCO must develop tracking tools to report on compliance risk and trends, internal company audit trends and results and internal compliance with company controls. CCOs must also focus on building relationships with the regulators who are most important to the success of the business. Traditionally, legal departments do not build the compliance tools, processes and relationships that have today become commonplace elements of an effective compliance program but rather provide the legal analysis and advice germane to the legal function generally.”