interim starts in 2024
dedicated interim recruiters globally
An Alternative Legal Services Provider (ALSP)
In today’s fast-paced business climate, law firms and corporate legal departments must be resourceful and responsive as they address their clients’ legal and business issues. MLA Interim Legal Talent has the capabilities and technology to engage overworked and under-supported law firms and corporate legal departments with on-demand and expert legal talent for project and assignment-based matters.
We have career-long relationships with experienced interim counsel and consulting lawyers who enjoy the challenge and flexibility of working engagement to engagement. After we take the time to discern your exact needs, our consultants across the U.S., Europe and Asia Pacific assess our global network of qualified legal and compliance professionals to introduce you to skilled experts who can join your team for as long as you need the extra support—whether that’s addressing workload for a challenging practice area, covering deal-based overflow for contracts and transactional matters, or on-boarding a team of consultants for a six-month due diligence project.
Case Study
As a fast‑growing, privately held insurance brokerage expanded globally and prepared for a potential IPO, MLA partnered with its legal leadership to build a scalable, future‑ready legal function, supporting multi‑disciplinary hiring across the U.S. and Europe over several years.
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Infographic
General Counsel of private capital firms have found their solution to addressing deal profitability, regulatory hurdles and legal resourcing pressures --> the utility of in-house counsel consultants through Major, Lindsey & Africa's, Interim Legal Talent.
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Article
In this Law Society Gazette article, Adam Stocker outlines why firms that clearly define who they are, communicate expectations early, and offer transparency around pay and progression are better positioned to compete for talent in a crowded market.
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Article
Elena Bajada examines why General Counsel succession planning should be treated as a governance priority, not merely a talent acquisition exercise, and why boards must rethink what they look for in their legal leaders.
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Article
Law firm mergers don’t fail only on spreadsheets, they often falter when people walk out the door. This Law.com International piece by Luke Woodward underscores why early engagement and retention of key partners is critical to protecting both value and culture in a merger.
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