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How to Build — and Sustain — a Powerhouse Legal Team

How to Build — and Sustain — a Powerhouse Legal Team

The following was contributed by Richard Culberson, the CEO North America of Moneypenny, the world’s customer conversation experts, specializing in call answering and live chat solutions.

Teams have the power to deliver sharper results, better service, and greater resilience. But how can we turn collaboration into a powerhouse — and keep it going?

As someone who leads a fast-paced customer conversations business, I know firsthand how critical strong teamwork is to delivering excellence, building trust, and staying competitive. While I don’t lead a law firm, I work closely with legal professionals across North America every day — and I’ve seen that the principles behind high-performing teams apply just as much in the legal sector as they do in tech.

At Moneypenny, we support thousands of law firms by providing virtual receptionists, client communication tools, and 24/7 support — so we understand the pressures legal teams face: high stakes, fast turnarounds, and a growing expectation for more responsive, more efficient service.

So, here’s the big question: how do you transform teamwork from something that gets things done to something that drives sustained excellence? 

Defining a Powerhouse Legal Team

We’ve all heard the phrase, “teamwork makes the dream work.” But in reality, that only holds true when the team is built and supported in the right way.  What really makes the difference is a powerhouse team – one that doesn’t just meet expectations but shapes them.

A legal team, like any tech or ops team is made up of specialists – attorneys, paralegals, and support staff. It’s a collaborative unit aligned toward shared client outcomes — whether that’s winning a case, closing a deal, or shaping legal strategy. A powerhouse legal team, however, takes this a step further. It consistently delivers excellence, anticipates client needs, and influences firm-wide success.

This could be the litigation team that wins precedent-setting cases. The M&A group that closes complex deals under pressure. Or the in-house counsel team that protects and propels business strategy. Whatever the mission, a powerhouse team lead sthrough several key building blocks, and in my experience, they’re universal to all industries.

The Seven Pillars of a Powerhouse Team (Legal or Otherwise)

So, how do you build that level of excellence? It starts with people — the right people. In legal services, your people are your greatest asset. But it’s not just about legal acumen. They must align with your firm’s culture, values, and long-term vision.

Then, you build on these seven pillars:

1. Strong Legal Leadership

Every successful team needs a leader who can inspire and set a strategic course. Whether it’s a senior partner, practice head, or general counsel, their job is to elevate the team’s performance, foster a culture of accountability, and ensure alignment with both client goals and firm direction. Great leaders don’t micromanage — they empower.

2. Shared Goals and Legal Vision

Powerhouse teams are unified by clear, shared goals. Everyone knows what success looks like and what’s expected of them — whether that’s billable hours, client feedback, or innovation in legal service delivery. When the entire team rallies around a common vision, alignment and momentum follow.

3. Diverse and Complementary Legal Expertise

No team succeeds when everyone brings the same strengths. The best-performing teams I’ve built include a mix of strategists, problem-solvers, doers and deep thinkers. The same principle applies in legal settings. Legal excellence requires more than technical brilliance in one area. It demands a combination of skills across disciplines. A litigation team thrives when trial lawyers, legal researchers, and case managers work seamlessly. In a corporate team, dealmakers, compliance professionals, and contract experts must collaborate. And just as important as functional skills is diversity of thought — bringing varied perspectives to legal problems leads to smarter, more creative outcomes.

4. Open and Effective Communication

In our world, communication is everything but that is true in all busines. Whether it’s delegating work, discussing a case strategy, or updating clients, effective communication prevents errors, builds trust, and enhances efficiency. I’ve found that when communication flows freely everything else works better. Egos stay in check, ideas get better and results speak for themselves.

5. Trust and Collaboration

A true team operates with mutual trust. Everyone understands their role, respects others’ and works to a shared goal. When legal professionals trust one another’s judgment, competence, and intentions, the team thrives. This trust allows lawyers to focus on their areas of expertise while relying on others to do the same. Collaboration becomes second nature, not forced. Roles are respected, workloads are balanced, and credit is shared. That kind of trust turns a good team into a powerhouse.

6. Adaptability and Resilience

Across the business landscape, we’re in a time when things change fast and the legal world is no different — new legislation, client demands, economic pressures. A powerhouse team responds with agility. They learn quickly, adjust strategies, and support each other during challenging cases or high-pressure deadlines. They don’t just survive stress — they strengthen through it.

7. Continuous Learning and Improvement

The best teams never stay still. Whether it’s staying ahead of regulatory changes, mastering new tech tools, or refining client service skills, powerhouse teams prioritize development. Mentoring, ongoing training, and regular performance feedback cultivate teams that evolve — not stagnate.

A commitment to continuous improvement sends a clear message: you believe in your team, and you’re investing in their growth. That, in turn, builds loyalty, engagement, and retention.

Final Thoughts

Whether you’re building a tech team, a client success function, or a legal department, the fundamentals of a high-performing team remain the same. Great teams don’t just happen. They’re built with intent — with the right people, supported by the right culture, and driven by the right leadership.

When you get this right, the payoff is exponential. From more efficient operations to higher client satisfaction and better outcomes — powerhouse teamwork becomes a competitive advantage.

In any sector — and certainly in law — that’s a result worth striving for.

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Shine Justice Marks 50 Years as Mass Tort Expansion Leans on Litigation Funding

ASX-listed Shine Justice has marked its 50th year with a return to profitability and an international mass torts strategy that depends heavily on third-party litigation funding.

As reported by TipRanks, the firm now operates across Australia, New Zealand, Thailand and the United States, with practice concentrations in personal injury, class actions and international mass torts.

Results presented on August 28 showed adjusted revenue up 7.8% to A$220.4 million and adjusted EBITDA up 13.9% to A$44.7 million. Net profit after tax attributable to members reached A$9.3 million, up from A$0.6 million, while operating cash flow held steady at A$19 million. Net work in progress rose 0.9% to A$366.6 million, and the company declared a fully franked dividend of A$0.04 per share. Offsetting that, Shine booked an A$11.2 million provision following an adverse U.S. court decision in a legacy class action now under appeal, and reported six in-principle settlement agreements worth more than A$219 million.

The company describes a hub-and-spoke model in which a U.S. hub sources large mass tort cases and exports them to spokes in Australia, New Zealand and Asia, with balance sheet risk minimised through litigation funding. Shine has secured up to A$40 million for talcum powder litigation and expects further backing for comparable claims in New Zealand and Thailand.

Simon Morrison has moved from managing director to a senior role focused on international mass torts, with Carolyn Barker taking over as group chief executive. Chief financial officer Marc Devine guided to high single-digit personal injury revenue growth of about 8% in FY27.

Fair-Value Accounting Is Amplifying Case Losses at Listed Litigation Funders

Listed litigation funders are facing renewed scrutiny as fair-value accounting pushes losses from adverse court and arbitration outcomes into earnings well before any cash changes hands.

As reported by Traders Union, reversals at Burford Capital, Litigation Capital Management and others have intensified questions about valuation models that treat lawsuits as financial assets.

One recent flashpoint was a Paris-based ICC tribunal's dismissal of a $680 million claim against Nigeria that Burford had funded. The claim, brought by Sunrise Power, concerned a 2020 settlement the tribunal found had been signed by ministers who lacked authority to bind the state without presidential approval. Recoverability concerns were compounded by Sunrise Power's minimal assets and by cost penalties. Burford has separately absorbed the reversal of a $16.1 billion YPF judgment and a $2.4 billion write-down, while LCM has recorded a High Court loss alongside a 99% decline in its share price.

Under IFRS 9 and ASC 820, model-based unrealised gains and losses flow directly into reported earnings, tying marks to share prices, compensation and debt capacity. Net asset value therefore rests on probability-weighted assessments over which management retains significant discretion.

The scrutiny is not new. Muddy Waters alleged in 2019 that Burford "manipulates its performance metrics and abuses the latitude afforded it under fair value accounting," and the company later restated results for FY2019 through FY2022 following an SEC initiative. Burford has also reported a material weakness in internal controls affecting fair value measurement of capital provision assets, though it has pointed to $518.3 million in cash realizations year to date as evidence that timing, not deterioration, drives the volatility.

Apple Moves to Overturn Record $5.7 Billion Patent Verdict Tied to Litigation Funding

Apple has asked a federal court in San Diego to overturn or retry the largest patent verdict on record in the United States, a $5,721,961,750 award that carries a substantial litigation funding stake.

As reported by PYMNTS, a jury found on September 25 that the Taptic Engine used in iPhones and Apple Watches infringes two haptics patents held by Taction Technology. Apple is asking U.S. District Judge Todd W. Robinson to set aside the findings or order a new trial, and could then take the dispute to the Federal Circuit.

Taction sued in 2021 over patents describing tactile transducers that produce bass frequency vibrations. Apple had the case dismissed in 2023, but the Federal Circuit revived it last year after finding the dismissal rested on an unwritten requirement that improperly prevented Taction from relying on certain expert testimony. Apple maintains that the Taptic Engine is "fundamentally different from Taction's technology." Jurors found the infringement was not willful, removing the basis for treble damages.

Burford Capital is entitled to roughly a quarter of the award, or about $1.4 billion, split roughly evenly between its balance sheet and its investment funds. Burford has cautioned that the figure is likely to be altered in post-trial proceedings and that the parties could settle for considerably less. Gronostaj Investments LLC and Kenosha Investments LP were identified as funders in the proceedings. Apple sought unsuccessfully during the case to compel disclosure of the funding arrangements — an issue a federal rules committee is scheduled to take up on October 21.