This publication will be hosting a special digital conference on April 16th, discussing the topic of COVID-19 and the impact it has had on the litigation funding and broader legal services industry. Guest speakers for the conference will include:

Eric Blinderman CEO (U.S.) Therium

Ralph Sutton Founder Validity Finance

Paul Haskel  Partner RK&O

Additional speakers to follow.

The panel discussion will be moderated by Ed Truant, founder of Slingshot Capital, and there will be a Q&A session with audience questions following the panel.

Here is the link to attend: https://www.eventbrite.com/e/how-is-covid-19-impacting-the-litigation-funding-industry-tickets-101938809724 Additionally, Eric Blinderman contributed a recent article discussing how the Coronavirus outbreak has forced businesses to adapt to help prevent further economic slowdown. We look forward to having you attend the conference! - The LFJ Team

The following piece was contributed by Joshua Libling, Portfolio Counsel at Validity Finance, LLC. Litigation finance has always billed itself as a way of helping meritorious claims regardless of the economic strength of the litigant. The coronavirus pandemic is now exerting enormous and growing stress on law firms and clients. If ever there was a moment for litigation finance to live up to its own hype, this is it. We think it can. Keeping Plaintiff Cases Running at Reduced Cost.  Paying hourly fees to a law firm may be low on the priority list when weighed against retaining key employees or preserving cash for an economic re-start. But having the right priorities doesn’t change the fact that clients with pending claims deserve to see an appropriate return.  Funders can assist in at least two ways. First, by converting hourly rate cases into hybrid contingency fee cases, clients can continue litigating claims without outlaying funds. Funders will pay law firms 50% or more of their hourly fees and potentially all costs, as needed, in return for about 20% of any recovery.  The law firm would also be entitled to a similar contingency, leaving clients with the bulk of the case proceeds. This can be good for both the client and the law firm. The client gets to reduce its expenditures. The law firm takes or continues a case that may have become a de facto contingency case anyway because of the client’s resources constraints, or may have disappeared altogether, and gets 50% of its billables paid now with participation in the upside later. Second, economic pressures unrelated to the merits of the litigation can cause clients to accept unreasonably low settlement offers.  Sometimes settling is the right thing to do.  But settling for too little is no different than any other asset fire-sale. A funder can help by ensuring that the resources exist to continue the litigation, if that is the best course. Again, this should help all parties. The client doesn’t sell an asset on the cheap, and the law firm protects a meritorious ongoing case. Monetizing New Plaintiff Cases.  This is a time when many clients need to be taking a hard look at their balance sheets and maximizing their assets. A meritorious claim is an asset, but it is an unproductive asset unless you litigate it. Funding can help monetize a company’s litigation assets. Even in the pre-litigation, investigation stage, funders can assist in identifying claims, independently confirming case merits, connecting clients without lawyers to a small group of suitable and efficient counsel to choose from, and making the necessary investments to effectively pursue the case. In fair funding transactions, clients will still retain the lion’s share of the upside. Because a funder’s capital is non-recourse to any other collateral, this kind of arrangement offers  upside opportunity without downside risk to a client, and a contingency recovery to the law firm. Clients can take a litigation asset they would otherwise get nothing from, turn it into something productive, and minimize risk while doing so. Helping Defendants With Trouble Paying.  The lack of capital and decreased ability to tolerate outflows is not limited to the plaintiff side of the v. Law firms are seeing clients unable or unwilling to properly fund their defense, and clients are being faced with difficult trade offs between continuing to defend their legal rights and directing that capital to their core business needs. Funding can help these clients and law firms also. Defense-side cases can be turned into partial contingency matters through the negotiation of success fees or similar arrangements that define and monetize what victory means on the defense side. Funding can draw its return from that success fee and pay a portion of defense costs to the law firm in the interim, reducing the burden on the client (perhaps to nothing during the pendency of litigation) and providing the law firm with a reliable stream of paid work. Bundling Plaintiff and Defense Cases to Reduce Fee Exposure.  Law firms and clients look forward to inflows of proceeds from strong plaintiff cases.  Clients must defend claims against them.  By bundling plaintiff and defense-side litigation together, funding provides capital for both affirmative claims and defensive needs. In effect, the client uses the value of the plaintiff-side litigations to reduce their costs on the defense side, thereby reducing outlays and smoothing their risk profile.  Most obviously, the risk of continuing fee exposure can be greatly mitigated. This can work at the law firm level as well as the client level. Enhancing Law Firm Growth. Law firms will need to pitch to companies facing just the kind of liquidity or capital issues that funders can help solve. Law firms with pre-existing relationships and in-place portfolios with funders will have a competitive edge because they can offer contingency fee arrangements at the outset of the competitive process. Funding can thus speed up client matter acquisition. Funding is not limited to plaintiff-side litigations. A firm that has a stable of plaintiff-side contingency cases can use those litigations, and funding, to create bundled portfolios of mixed defense-plaintiff matters. Moreover, funding can provide a mechanism for investing in firm growth, allowing firms to share the risk of large portfolios of cases, or even to hire new partners to bring business to the firm. Difficult times call for creative solutions and new ways of doing business. But being creative doesn’t have to mean doing something untested. In the United States, litigation funding has been providing increased liquidity and decreased risk to companies and firms for over a decade. In Australia and the United Kingdom, funding has been used effectively for even longer. Litigation assets should not be squandered, nor sold for bargain basement prices, nor made to sit idle for months or years when clients urgently need capital. The time for funding to make a significant contribution to clients and firms is now.  If you have litigation assets and need to extract value from them, or need to reduce your litigation costs or risks, this is the moment to be creative.  Funding can help.

NEW YORK, April 7, 2020 /PRNewswire/ -- Ankura, a global business advisory and expert services firm, today announced its appointment of Robert Capper as Senior Managing Director. Based in London, Mr. Capper bolsters Ankura's complex investigations capabilities for clients in Europe, the Middle East and Africa (EMEA), Asia and globally. A former member of the British Intelligence Services, Mr. Capper specializes in high-profile sovereign disputes and asset tracing, as well as fraud and white-collar crime investigations.

Mr. Capper developed his unique expertise by serving over many years a diverse clientele ranging from law firms and multinational companies to sovereign states and government agencies. Prior to joining Ankura, he spent five years at Burford Capital, the world's largest litigation financing provider, as a Vice President leading the firm's consultancy asset tracing and investigations team. Mr. Capper also spent eight years with the British Intelligence Services, focusing on counterintelligence and counter terrorism investigations with an emphasis on North and West Africa.

"We are pleased to welcome Robert to our team as we continue to strengthen and deepen our investigations capabilities for clients across all geographies," said Simon Michaels, Chairman of EMEA and APAC at Ankura. "One of our greatest assets is the diverse experiences and perspectives that our people bring to each project, and we're committed to investing in and integrating into our global Ankura team professionals with one-of-a-kind credentials like Robert. His extensive background in investigations and asset tracing coupled with his experience as a former British Intelligence Services officer will provide our clients with unique insight and expertise as we help them with their investigations."

"I am incredibly excited to have the opportunity to join Ankura and work with such an established team of talented and dedicated professionals," said Robert Capper. "I was drawn to Ankura's collaborative, client-focused culture. I look forward to adding my skills and advancing Ankura's complex investigations capabilities around the world."

Mr. Capper holds an MSc in International Relations from the University of Bristol, a PGDip in Terrorism Studies from the University of Edinburgh, and a BA (with honors) in History from the University of Bristol.

About Ankura

Ankura is a global business advisory and expert services firm defined by HOW we solve challenges. Whether a client is facing an immediate business challenge, trying to increase the value of their company or protect against future risks, Ankura designs, develops, and executes tailored solutions by assembling the right combination of expertise. We help clients navigate a wide range of corporate performance and risk management challenges, including those pertaining to compliance, investigations, forensics, technology, turnaround and restructuring, and corporate strategy. We build on this experience with every case, client, and situation, collaborating to create innovative, customized solutions, and strategies designed for today's ever-changing business environment. This gives our clients unparalleled insight and experience across a wide range of economic, governance, and regulatory challenges. At Ankura, we know that collaboration drives results. For more information, please visit: www.ankura.com.

This article was contributed by Eric Schuller, President of the Alliance for Responsible Consumer Legal Funding (ARC). In today’s “us vs. them” political environment, it is refreshing to see exceptions in the state of Utah.  I saw one example of people working together in the political environment during Utah’s most recent legislative session. Utah Representative James Dunnigan introduced a bill (HB 312), with the purpose of creating some guardrails around the Consumer Legal Funding industry. This industry helps needy consumers receive financial assistance on a pending legal claim, as they wait for their case to make its way through the legal process.  This is not a service that many people know about, but it is an important one to consumers who are trying to make ends meet, while waiting for an accident claim to make its way through what is often a long and cumbersome legal process. To his credit, Representative Dunnigan immediately brought together all of the stakeholders in the industry and crafted a bill that will not only allow this service to be available to the consumers of Utah, it also puts in place strong regulations to protect Utah consumers . The new statute, which goes into effect on May 12, will require companies in our industry to simply register with the state, clearly disclose all fees associated with their product, and ensure that consumers and state officials have recourse against any company not following the law.  In short, it will essentially eliminate what we call the “bad actors” in the industry. HB 312, now called the “Maintenance Funding Practices Act”, is a piece of legislation that should be applauded. It took into consideration the needs both of business community, while also ensuring that Utah consumers are fully protected. In my role as President of the Alliance for Responsible Consumer Legal Funding (ARC), I deal with legislatures all across the country. It is quite rare to see a bill sponsor start the process the way Representative Dunnigan did—hearing all sides of the issue, working to find a careful balancing, and then passing legislation with which everyone can agree. As an industry, we appreciate both Representative Jim Dunnigan and Senator Curt Bramble (the Senate floor sponsor) for taking the time to look out for both Utah consumers as well as the business community.  We applaud their collaborative approach to solving difficult issues and would love to see this “Utah Approach” to legislation take place in so many other states across the country. Eric Schuller President Alliance for Responsible Consumer Legal Funding (ARC) http://arclegalfunding.org/

The following piece was contributed by Louis Young, Managing Director of Augusta Ventures.  The Legal Services industry, like many others, is today racing to come to terms with the implications of coronavirus. A range of impacts have been felt to date, including cases being put on hold, staffing concerns and critically, cash flow issues. With clients under pressure, bills aren’t being paid and pipeline looks increasingly uncertain. Alongside this, law firms have high fixed costs, particularly staff, so income is urgently needed. Whilst well-managed firms will have a limited cash buffer, leaders now need to look at all sources of finance. There are three challenges: Firstly, they will want to identify the best way to keep firms afloat in the short term of the lock-down without taking on crippling long-term debts. Secondly, they will want to ensure whatever action they take does not damage client relationships. And thirdly, they will want to position for growth for when the crisis eventually subsides. Litigation funding could be the solution that many law firms seek to all three challenges. In all likelihood, the greatest fall in law firm revenues will be in their corporate and commercial practices. These businesses are usually the mainstay of a firm – offering steady, regular income. In normal times, this reliable revenue streams helps to subsidise more volatile practices including disputes. One option for corporate teams is to seek payment of outstanding invoices. The challenge here is that clients are themselves under pressure. Partners will, therefore, be reluctant to squeeze long time clients in such difficult circumstances, when it has taken many years to cultivate these relationships. Another source of funds may naturally be preferable. Today, the signs are that disputes work is increasing in importance for many firms as a source of income for partnerships as a whole. The challenge however is the lumpy, often delayed nature of revenue from litigation work. Third-party funding offers a solution to this challenge. Law firms may consider introducing a funder to their key clients to seek funding of the corporate’s portfolio of cases. This would allow the client to move forward with cases that might otherwise be on hold for cash flow reasons. It could also allow the firm to pick up work that wouldn’t normally come their way. And it would ensure that the law firm gets paid today, rather than many months down the line, thereby avoiding taking on external debt or damaging precious relationships. A key difference between such third-party funding and traditional bank finance is the impact on the client’s balance sheet. Bank loans are liabilities requiring repayment by the client in any eventuality. Litigation finance on the other hand is non-recourse. Whatever the outcome of a case, the lawyers’ fees are paid by the funder and can include both costs incurred to date, and time yet to be recorded. Should a case be lost, the client does not bear any liability for the law firm’s fees. And when a case is won (70%+ of funded cases usually are), the client receives a substantial return. In this way, lawsuits can be converted by clients from an onerous liability, into a potentially valuable asset. And the client is likely to thank the law firm for introducing this solution, providing the choice of funder is appropriate. Established litigation funders have effective case management processes in place. Often combining analytical and legal skill, they assess cases on a variety of bases including not only the legal merits, but also the financial dynamics of the claim and the defendant’s ability to pay. And well-managed funders participate in the self-regulatory body ALF - the Association of Litigation Funders. Here they undertake to act transparently, fairly and to ensure appropriate returns for claimants. ALF membership demonstrates a commitment to good governance and fair businesses practices akin to established insurers. Law firms will want to protect their reputations and client relationships in selecting funders to introduce. The time for law firm leaders to act is now. As businesses of all types seek to mitigate the impact of the coronavirus, many investments and activities will be put on hold. Such decisions around legal cases may however be reversed if corporate leaders were able to obtain third-party funding that would not strain their balance sheets. Lawyers who are able to introduce such an option now, would not only win valuable guaranteed fees today, but cement or even develop new client relationships for the long term. When the turmoil of COVID-19 subsides, hopefully sooner rather than later, the law firms best positioned for growth will be those who provided value to their clients through the lock-down.