Top 5 Takeaways from the 2025 NALSC Fall Symposium in Denver

I attended my first NALSC conference back in September and–just like my whopping 1,500 LinkedIn followers had to hear about it–so now, dear reader, do you.

Why was this my first conference? Well, I just recently joined Alpert Associates, the Washington, DC-focused legal search firm that was founded by my mother, Esther Alpert. After a lifetime of watching her recruit lawyers at the highest level, I decided it was time to give it a try myself and officially came aboard in March 2025. That made the NALSC Fall Symposium in Denver a perfectly timed introduction to the community. And what an introduction it was.

From data-rich presentations to thoughtful roundtables (and about 60 people telling me how much they love my mom), I walked away with thought-provoking insights, new relationships, and a deeper appreciation for this community. Here are the top five takeaways from NALSC’s newest kid on the block:

1. Pandemic-Era Hiring Still Ripples Through the Market

The conference opened with a fascinating presentation, “What’s Happening? Legal Industry and Hiring Trends,” led by Patrick Fuller, Chief Strategist at ALM Intelligence, and Fiona Trevelyan, Esq., President & CEO of the NALP Foundation.

One big takeaway centered on the shortcomings of pandemic-era hiring booms. Law firms are now grappling with high failure rates from that surge and quietly recalibrating their associate and partner ranks to reflect current needs.

While that might sound like a negative indicator for future hiring, I came away thinking, “there are probably quite a few lawyers who didn’t find the right fit 4-5 years ago.” Today, most interviews are back in person, and firms are hiring more carefully. That creates an opportunity for us to help candidates conduct more meaningful and trustworthy searches. And the integration pitch is pretty alluring too: joining a firm today likely means going on a “road show” to visit offices in different cities, introductions to clients across the country and world, and taking part in other in-person integration efforts—all of which massively improve cross-selling and collaboration down the road.

2. The Equity Gap Is Widening

Another statistic from the opening presentation caught everyone’s attention: non-equity partner ranks have grown dramatically, yet revenue per lawyer (RPL) has flattened—a sign of overcapacity. Meanwhile, profit per equity partner (PEP) continues to soar as the number of equity partners slightly shrinks. In plain terms, the pie is growing, but fewer people are eating the biggest slices.

And in legal terms, equity partners are reaping most of the exciting gains we read about. For recruiters, this underscores how critical it is to understand the leverage and partnership models of a firm before you pitch it. Will your candidate meaningfully share in the firm’s success? If not, they should expect base compensation to, well, compensate. Or it just might not be the right long-term fit.

3. Scaling a Recruiting Business: Rewarding but Rugged

The conference also featured more than ten breakout and roundtable sessions led by attorneys, recruiters, and other industry professionals. At Alyssa Lerner’s roundtable, “To Scale or Not to Scale Your Recruiting Business,” the takeaway was clear: adding headcount is a double-edged sword.

Scaling can improve work-life balance, like enabling a real parental leave or giving you that mystical break that non-recruiters refer to as “vacation.” But it also requires dedicating time to training instead of recruiting, managerial headaches, and the risk of new hires striking out on their own. For many, staying lean and focused—making a few great placements a year—may actually be the smarter, more profitable path.

4. Navigating the Ethics of Lateral Recruiting

Nixon Peabody’s Tina Solis and Christina Kurow led a masterclass on the ethical landmines of partner movement. The consensus: recruiters walk a fine line. We are not a candidate’s lawyer (even if your name ends with “Esq.”), and we shouldn’t try to be.

From navigating breakage (the potential losses in compensation or clients that can arise during a lateral move) to properly giving notice, these issues belong in the hands of legal counsel—ideally engaged early, especially in group moves. If we want to act like true fiduciaries, we need to do everything possible to protect our candidates and clients. That often means steering them toward qualified legal advice. The peace of mind that comes from a smooth transition is worth the cost, both in terms of dollars and mental well-being.

5. NALSC: Community > Competition

Despite hosting a room full of type-A entrepreneurs who live and die by commission, the Symposium couldn’t have been friendlier. Everyone I met was eager to share ideas and celebrate others’ successes.

I found three things to be especially true:

• No one ever stops learning. This business evolves daily. Whether you’ve been doing it for ten years or ten months, we’re all adapting as the market, technology, and law change. And the market is large enough that we should never hesitate to learn from each other.
• To succeed takes guts, consistency, and endurance. Everyone congratulated me on taking the leap—because they’ve all done it too. Living on commission and riding the highs and lows of this job isn’t easy, but showing up every day pays off.
• Everyone is driven by making a genuine impact. While the recruiting industry at large can feel like the Wild West, NALSC members are different. For them, it’s not all about the money. It’s about helping each candidate find the right fit. That takes real connection, active listening, and a steadfast desire to do what’s best for your candidate. We’re meaningfully improving lives here.

I left Denver feeling energized, grateful, and proud to be part of a profession that blends grit, empathy, and impact. I can’t wait to see you all again in New Orleans—and if we didn’t meet in Denver, please look for the lanky guy who clearly doesn’t know where the bathroom is. I’d love to chat.

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