Q&A with Anthony Froio

Congratulations on your new role as Chair of the Executive Board and Managing Partner at Robins Kaplan. Can you share with us your journey to this position and what motivated you to take on this leadership role within the firm?

I was first introduced to Robins Kaplan by my partner and mentor Chris Sullivan, who was recruited to the firm’s Boston office in 1994 to bring a business litigation component to an outstanding group of lawyers concentrating their practice in insurance coverage and subrogation. As Chris predicted, I had never heard of Robins Kaplan, a Midwest-based law firm that was relatively unknown in Boston in the 90s. Fast forward 30 years and I’m happy to say we’ve established ourselves as one of the most reputable and excellent firms in the New England region.

I was a partner for eight years before becoming Managing Partner of the Boston office, a position I held for nearly two decades. I’ve always been deeply committed to Robins Kaplan and its unique trial focus and impressive track record of success. After a year of thorough succession planning with our immediate past Chair Ronald Schutz, immediate past Managing Partner Steve Schumeister, and our Executive Board, I was humbled and honored to be elected Chair of the Executive Board and Managing Partner of the firm in March. Assuming this new dual role is both a great honor and a natural progression of my dedication to the firm's values, vision, and goals.

As you step into this new role, what are your top priorities for Robins Kaplan in the upcoming year?

As I transition into this new role, one of my primary goals is to build upon what my predecessors worked hard to implement in terms of communication across the firm. I believe that effective communication is essential for success, so I'm committed to ensuring that our business plan, vision, and objectives are transparent and understood at all levels of the firm. I’m also committed to ensuring the firm stays nimble in an evolving legal landscape so we can continue to provide our clients with world-class legal service, and continue to share risk with our clients.

Additionally, I'm dedicated to fostering a culture of diversity and inclusion within our organization. It's imperative to empower women and diverse attorneys at every stage of their careers, from associates to partners, and from managing partners to board members. Having personally benefited from incredible opportunities for leadership and advancement, I am eager to pay it forward by creating similar pathways for others within our firm.

I am also committed to maintaining our history and culture of giving back to each of the communities in which we practice, and remaining steadfast in our commitment to pro bono work at the highest levels.

Diversity, equity, and inclusion have become increasingly important topics in the legal industry. What steps do you plan to take to further promote diversity and inclusion within Robins Kaplan?

Diversity, equity, and inclusion are not just buzzwords at Robins Kaplan; they are integral to our mission and values. My commitment to promoting diversity and inclusion goes beyond mere rhetoric – it's about taking meaningful action.

One of my key initiatives is to facilitate open and inclusive discussions on diversity throughout the entire firm. This means engaging not only partners and associates but also our business professionals at all levels. Everyone deserves a voice in shaping our approach to diversity and inclusion.

We also understand that diversity isn't just a moral imperative; it's also a strategic advantage. Diverse teams perform better. Our clients recognize this, and so do we. That's why we approach every matter and every pitch with diversity top of mind, seeking out talent with diverse backgrounds, experiences, and skills. This commitment isn't just about winning pitches; it's about delivering the best outcomes for our clients.

How do you define success in your new role?

I believe success transcends mere numerical metrics. While numbers provide a tangible measure of achievement, true success is defined by the quality within those numbers. It's about more than just reaching targets; it's about empowering individuals and fostering a culture of opportunity.

Throughout my 30-year journey with the firm, I've been fortunate to be presented with countless opportunities for growth and advancement. Now, it's my central responsibility, along with all partners, to ensure that these opportunities are extended to everyone within our organization.

Success is then measured by the opportunities seized, the challenges embraced, and the accomplishments achieved by our team. It's about seeing individuals take hold of these opportunities, run with them, and ultimately thrive. This, to me, is the true indicator of success at Robins Kaplan.

What do you believe sets Robins Kaplan apart from other law firms, and how do you plan to leverage these strengths to drive the firm's success under your leadership?

Decade after decade, we have secured historic verdicts that underscore our talent, dedication, drive, and true sharing of the risk with our clients at all levels. Our success is not just about the outcomes we achieve; it's about the relentless effort we pour into every case. We understand the importance of deploying sufficient resources to ensure success, whether it's the manpower or the financial investment required.

What truly sets us apart is the track record of success in our unique business model. Unlike traditional pyramid firms, we have a history of thriving in contingent and alternative fee matters – and staffing our cases with exceptional talent at all levels. We're not afraid to take calculated risks and invest our own resources for future gain. This approach speaks to our confidence in our abilities and our commitment to our clients as truly exceptional trial lawyers.

Under my leadership, we will continue to prioritize trial-focused representation, invest in our people, our clients, and our cases, and continue to embrace our unique business model.

Collaboration and teamwork are essential in a law firm environment. How do you intend to foster a culture of collaboration and support among throughout the firm’s offices?

At our firm, we prioritize fostering a culture of support that extends beyond mere professionalism. We consider ourselves a tight-knit family and a cohesive team, where caring for one another is ingrained in our DNA.

We invest significant time and resources into nurturing our culture, bringing our people together, and providing comprehensive training opportunities. As we move forward, I am committed to preserving and strengthening this culture of collaboration and support. I will do everything in my power to ensure that every member of our firm feels valued and empowered to thrive. It’s this sense of belonging and unity that truly propels us toward continued excellence.

What advice do you have for young attorneys aspiring to leadership roles within the legal industry, based on your own experiences and journey to leadership at Robins Kaplan?

First and foremost, learn to listen and listen well. Take the time to truly hear and understand the perspectives of those around you. The insights and feedback from colleagues, mentors, and clients are invaluable in shaping your growth as a leader.

Secondly, immerse yourself in your firm's history, culture, and trajectory. Understanding where your firm has come from and where it aims to go is essential for effective leadership. Embrace the values and traditions that define your firm, while also seeking opportunities for innovation and progress.

Lastly, learn to be both comfortable and confident in your decision-making process, especially when it comes to saying no. Trust in your abilities and judgment, but remain open to feedback and continuous learning.