Ian Corzine, of West Corzine, LLP is not your stereotypical insurance litigator, nor is he your stereotypical attorney.

For those following him on social media, you’d think he’s a friend of an adventurer like Richard Branson. He’s often found skiing or hiking or traveling or spending time with his kids. But don’t let that fool you. Ian Corzine is a partner at a firm that is fast becoming a powerhouse in the insurance and business litigation world.

He’s an active networker and leads a Pro­Visors group in Calabasas. When he’s not doing that, he finds time to be an author on legal issues. Despite his busy schedule, we recently caught up with Ian long enough to find out what makes him tick, and what has made their firm successful with its growing list of clients.

SCP: Tell us a little about your background, your upbringing, and how you became a lawyer.

Corzine: I grew up in a small town—now a bigger one—called Pleasanton, Calif. It was kind a like a “Stand by Me” type childhood. Mostly outdoors, playing basketball until sunset, building forts and having dirt clod wars, having mini-Olympics for local kids in our neighborhoods. We never found a dead body, though.

I always say I have “dual citizenship” for Northern and Southern California. My parents moved in my junior year of high school to Thousand Oaks to start their dream: a retail furniture store called Thomasville Home Furnishings. It was tough making the trans­ition, but the adversity gave me my love of performance—which I have translated to the ­courtroom (and sometimes, ProVisors meetings). My parents’ business grew and grew. Eventually, they had stores in Encino, Northridge, Agoura and Santa Barbara. I earned my living during high school and college summers working as a maintenance man—fixing stuff that broke, doing construction work, and even vacuuming in the early morning, for hours on end, in dark commercial spaces. I would listen endlessly to Zeppelin CD’s. That’s when I learned that manual labor was not for me.

I did well in high school and attended U.C. Davis undergrad with my NorCal friends. I majored in Rhetoric & Communications, which I loved. Public speaking was what I really came to enjoy.

I also liked politics. My sister jokes that I was the only big brother in the world with photos of Ronald Reagan and LL Cool J on my wall. So, during undergrad, I started interning at Governor Pete Wilson’s Office. I eventually made my way up the ranks, and the Governor created a special job classification for me. I got paid about $40,000 a year to be Executive Assistant to the Chief of Staff Bob White. I thought I was rich!

After a year or two toiling as staff, I mentioned to the Governor that I wanted to be where he was. He said, “You need to go to law school.” He recommended McGeorge School of Law in Sacramento, which is where I ended up going.

During law school, I really loved courtroom instruction. Eventually, I worked my way into a program of the U.S. Attorney for the Eastern District of California (Sacramento) in which non-attorneys were hired from law school to act as Special Assistant U.S. Attorneys. They prosecuted low-grade federal crimes, like DUIs on military bases, theft of government property worth less than $1,000, and various Vehicle Code violations. During my time doing criminal trials, I met federal judge U.S. Magistrate Peter A. Nowinski. Over time, he agreed to hire me as a Federal Judicial Law Clerk, which was quite an honor. I was the only one in the Eastern District. Then I made $46,000 a year!

After my year term as a Judicial Law Clerk, I went back to the U.S. Attorneys Office. I wanted to be a full-fledged Assistant U.S. Attorney—or maybe someday, The U.S. Attorney. The office said I needed civil experience. So I looked into moving to the best place for that—Los Angeles!

SCP: How did you get into the insurance area of practice as an attorney?

Corzine: In L.A., I went to work for a mid-sized law firm called, Monteleone & McCrory. M&M practiced primarily construction civil law. However, often there was an interplay with insurance law, because Commercial General Liability (“CGL”) policies of contractors often covered various construction defects, which were at the heart of various disputes. Nobody at the firm liked insurance law work, except one partner. I wanted to make my way up the ladder. By this time, I had a family and was losing interest in having a U.S. Attorney badge. So, I worked my butt off to learn that area of the law, and soon became the “go to” associate for insurance law. I enjoyed it because I found I was always representing a client (i.e., the contractor or business) that had a good case. The insurance company was always trying to get out of paying a claim.

Well, after a few years passed, it was getting to the point where I was being considered for partnership. I did not want to spend my life working in downtown L.A. The commute was killing me. I met my current partner, Gene West, at a mediation. We were representing opposing sides. He liked what he saw and offered me a position. I started in 2002 and became his partner in 2007. The rest is history.

SCP: What are some of the trends you are seeing this area of law?

Corzine: There’s a lot going on. Here’s some of what we are currently seeing:

• We are starting to see cyber liability claims—new law is being created in this area.
• Steady rise in sale and claims regarding Representations & Warranties Insurance (i.e., M&A Insurance).
• Crime/theft claims are being litigated because of broad insurance policy language, focusing on “Computer Fraud” coverage.
• Heightened disputes among carriers about how to allocate paid losses.
• Claims by owners of large custom homes increasing.
• Softer market: broadening of policy terms.
• More insurance cases going to trial/arbitration.
• Unpredictable court/jury decisions—decrease in public resources means that neither gets sufficient time to make very consequential decisions.
• Mediations more focused on coverage versus liability and damage issues.

SCP: West Corzine is growing and the firm just moved into new offices. Is this a result of the market growing, or that you’re getting known as one of the leading law firms practicing in insurance litigation?

Corzine: Our firm is growing for two reasons. First, it’s because of the market for our services (i.e., large loss claims handling and “bad faith” litigation for insurance companies who fail to pay claims when they should). Second, our notoriety in the industry is getting us the big cases with multi-millions of dollars in the balance.

SCP: Tell us a little about your client base. Are they local, distant, large businesses, small, or individuals?

Corzine: The majority of our client base is small to medium-sized businesses, across the country (we even have a case now venued in Toronto) with cases valued at between $300,000 and $20 million.

SCP: What did the great recession of 2008/2009 do to your practice areas? Is litigation up since then? What are some of the hottest or most active areas right now?

Corzine: It increased business. The insurance industry is one of the true recession-resistant businesses. When people have no money, they look to other sources. Often times those sources are large insurance funds. They need West Corzine to represent them and access those funds.
I think the hottest area for me is D&O (Directors and Officers). These insurance policies are omnipresent with most businesses. They have fairly broad coverage. Negligent misrepresentation—in my experience, most business deal includes at least one “negligent misrepresentation.”

SCP: You’re an active guy, an adventure guy, and family man. How do you balance work and life?

Corzine: I guess I strive for context. I do a meditative practice as well as frequent exercise. This helps remind me that no matter what the clients’ trauma—it is not mine—I am just an adviser. They need to see that I am calm, results driven, but have boundaries. I find that if you take control in the situation, you can manage expectations so that the client does not manage you!

SCP: What are some of your non-work activities. What are your favorites?

Corzine: Maybe you should ask, “What are the things you don’t like to do?” I hate to rake leaves! My primary passion is spending time with my daughters, Maddy (14) and Charley (4). We love the outdoors—snowboarding, skiing, mountain biking, hiking, fly-fishing, scuba diving, paddle boarding, and kayaking. We have a bunch of outdoor toys.

SCP: You and your firm have received a lot of attention, awards, and accolades. What do those mean to the firm, and what words of advice would you give to new attorneys just coming out of law school?

Corzine: We are certainly proud of the awards, but they do not drive us. Our goal is do right by our families, our faith, our community, and our business, and let the chips fall where they may.

For new attorneys—being a lawyer is awesome! In what other profession do you bill by the 1/10 of an hour for thinking? You will do well financially as an attorney, but the flip side is that you have to really work hard. If you want to get to a place where others work for you, then major in business and get an MBA. Find a business niche no one is in, make a killing, and sell it.

I was taught by other stellar business professionals that you need to work into your business charitable time and contributions. It takes your passion to the next level, seeing how you can help people. Tom Means, one of those who taught me that, and I were some of the founders of Hope’s Haven. One of the best experiences of my life was taking an idea for a charity, discussing it in our living rooms, and turning it into multi-hundred thousand dollar donations for families with life-threatening diseases and ailments. •

About Hope’s Haven

Hope’s Haven Children’s Charity is a 501(c)3 non-profit organization in Ventura County that is dedicated to enriching the quality of lives of children facing life threatening illnesses and serious injuries. They work directly with County hospitals, clinics and social workers to provide financial and emotional support for families during treatment. One of their long-term programs is to deliver iPads to all of the pediatric hospital beds within Ventura County. This allows children to communicate, interact, be encouraged and entertained while undergoing medical care. Hope’s Haven is able to lighten the load during the most challenging times when children and their families need it most. www.hopes-haven.org.

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When you have a conversation with Yi Sun Kim, you quickly get the idea of what she is truly passionate about: her family, her pro-bono work, helping people, and the law. People who don’t know her would be mistaken to think she is a shy, demure, easily-swayed attorney that just sits at her desk pushing transactions and settling cases. Once you know her, she is anything but. She is outspoken, has a wicked sense of humor, works extremely hard at maintaining her relationships with friends, colleagues and family, and has just made partner at one of the San Fernando Valley’s premier law firms, Greenberg & Bass. She specializes in bankruptcy, business litigation, business formations and transactions.

In case her law practice is not keeping her busy enough, she volunteers at the Self Help Desk at the San Fernando Valley Bankruptcy Court. She helps individuals who need to file Chapter 7 by giving them free assistance on what the procedure is like and how to fill out their paperwork. This particular Self Help Desk is coordinated by Neighborhood Legal Services of Los Angeles. In 2015, she was the recipient of Public Counsel’s prestigious Lasarow Award for this pro bono service.

Her current involvement as Secretary on the Board of Directors for the San Fernando Valley Bar Association has her on track for what could be the first Asian American President of the SFVBA.

On the eve of her partnership celebration at the firm, we asked her some questions about her path to becoming partner.

You got out of law school just at the beginning of the great recession. Did this have any impact on your choosing bankruptcy as a primary practice area?

Absolutely. While I was awaiting my bar results, Greenberg & Bass hired me as a law clerk to assist with a new, large case in the litigation department. It required reviewing something like 50 boxes of documents, so it initially took up all of my time. Then the economy turned so quickly that the firm’s existing robust bankruptcy department suddenly needed even more assistance. Although I continued to work on business litigation matters, I spent an increasing amount of time focusing on bankruptcy matters, both from the debtor and creditor perspectives. Although the firm handled many business related filings, it was the individual or personal bankruptcy cases that really pulled me in. Helping people go through such a scary process, and seeing how relieved they are afterwards knowing they can move forward with a fresh start for themselves and their families, made me feel like I was actually doing something worthwhile. Therefore, although it started out by necessity, I found that I really enjoyed bankruptcy law and proactively inserted myself into more bankruptcy cases as they came in.

You have been recognized as a Rising Star by several organizations and publications. What do you attribute your success?

The number of people who have helped me and continue to mentor and support me. My family has been my biggest inspiration when it comes to hard work and integrity, which keeps me on the right path. And since Day One, fellow partners James Felton and David Adelman along with everyone at Greenberg & Bass, staff and attorneys, have taught, mentored and pushed me. Law school taught me about the written laws and procedures, but G&B is where I was trained on the practice of law, as well as how to communicate with people. They are also generous when it comes to highlighting me and my practice, making sure that I am seen, so much so that it is hard for people not to notice.

How are the bankruptcy cases you deal with today different from those during the worst of the recession years?

The bulk of the bankruptcy cases I handled during the recession was, understandably, related to real estate: Individuals who could not pay their mortgage, investors whose collateral rapidly depreciated, or vendors in related industries who suddenly lost their client base. There are significantly fewer bankruptcy filings today. The personal filings are usually persons who have experienced an unfortunate change in circumstances, such as a sudden injury or illness resulting in loss of employment and substantial medical bills. The trend in business filings is with retail stores, especially in the apparel industry.

You do business litigation, primarily in the areas of disputes arising from bankruptcy actions. What are some of the typical cases like that go to litigation in this area?

When an individual files for bankruptcy relief, his or her intention in doing so is to eliminate their liability or obligation to pay their existing debts (i.e. have their debts “discharged”). Not all debts can be discharged, and the individual will remain liable to pay those debts even after the bankruptcy case is completed. For example, if the debt was incurred by fraud (e.g. knowingly providing a false financial statement to obtain a loan), then the creditor can file a litigation case within the bankruptcy case to obtain judgment saying the debt cannot be discharged. Therefore, many of the bankruptcy litigation cases I have handled center on fraud.

In addition, if the debtor transfers money or property to a third party just before the debtor filed the bankruptcy case, the debtor or trustee may try to get that money or property back from the third party. In some circumstances, the trustee can lawfully unwind those transfers of money or property by filing a litigation action in the bankruptcy case.

You also work at the opposite end of the business spectrum from bankruptcy. You work on formations and startups. What words of advice do you have for today’s startup companies?

Today there are numerous lenders and investors who are willing to help fund exciting new ventures, especially in the technology field. However, having seen the downturn of the economy before, I would caution against being too overzealous with borrowing and to pay special attention to the penalties or personal exposure that can result if the business proves unsuccessful. One should always have an attorney draft or review an agreement before it is signed—even if (or actually, especially if) the agreement or business venture is amongst friends. There are many deficiencies in the form agreements that are floating around online. If the agreement is not complete, then formerly friendly business parties can face protracted and expensive litigation fighting over what the parties intended the contract to mean or say. If a contract is complete, then the parties cannot dispute what is written there and they can come to a quicker, less costly resolution. And even if a person is handed a well written agreement by a lender or investor, he or she should have an attorney review it since it may have provisions that put the ­person or his or her personal assets at more risk than the person realizes.

As someone who has risen quickly in the legal ranks, now as a partner of your firm and a trustee of the Bar Association, what advice do you have law school students and young attorneys just beginning their careers?

Generally I find that in your first couple of years, you make mistakes or take a long time trying to figure out what you are even doing. As frustrating as it may be, you remind yourself that you are a brand new attorney so it is expected. But in your third year, and forever after, you will continue to make mistakes or face issues or fact patterns that you do not know how to resolve. You no longer have the “excuse” that you are brand new, and it can be a humbling and stressful experience. You have to remind yourself that it’s okay, you’re going to make mistakes or come across challenging issues throughout your career. What makes you a good lawyer is knowing what to do next—how to fix the problem, or what resources to access to get the solution. You’re not meant to be perfect, let alone a walking encyclopedia. You’re expected to be resourceful and a problem solver.

I would encourage new lawyers to be social and open minded. Meet as many lawyers as they can in different fields. For years, I had no idea how many types of law or practices were available, or that each firm has its own unique culture and way of functioning. You may discover a field that you can be passionate about, or a type of firm that is compatible with your working style and particular skills. And even if you are already exactly where you want to be, you can find great mentors who will help you grow that practice or adjust as you progress. The San Fernando Valley Bar Association offers a number of opportunities for new lawyers, including sections that highlight different areas of law, networking and social activities with attorneys of various backgrounds and expertise, and community outreach programs where you can test out your skills while helping people in the community. •

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Young attorneys and accountants have traditionally been a firm’s worker bees. Senior partners throw tons of work at them, and they’re expected to crank out the billable hours. And if they do that long enough, one day they may become partners—some of whom bring in new business, while others just continue on the “worker bee” route.

“It’s all changing,” a managing partner at a Los Angeles firm recently declared over lunch. “Finding new clients isn’t something just for senior partners anymore. The economy has taught us that we have to market the firm, and everyone has to do their part.”

When asked about new hires and associates, he responded, “If they ever want to make partner at our firm, they need to learn how to bring in clients. The day will soon be here when you won’t make partner at a firm without a developed book of business.”

Two Reasons It’s More Important

The economy downslide of 2008 triggered a series of actions that caught law firms and accounting firms off guard. Business slowed, clients were slow to send in their payments, and the phone wasn’t ringing like it had before.

Law firms felt the effects almost instantly, and 2009 was a down year for many firms. Divorce became “too expensive” for some law firm clients. Litigation gave way to settlements and mediation, which reduced billable hours and workloads. Bankruptcy attorneys did well, but real estate transactions dried up, which affected a lot of Southern Cali­fornia law firms.

Accounting firms felt the effects a little later. Many accountants had a profitable year in 2009, when clients locked-in losses and needed to account for them. The following year, 2010, was the year that many accounting firms felt the slowdown.

The second trigger is marketing itself. Until Bates v. Arizona State Bar (1977), it was considered unethical to advertise legal services. And while attorney advertising seems to be everywhere, there are many firms that have personnel who still reject the notion, feeling it belittles the firm.

In the early 2000s, attorney marketing began to increase. This, in large part, has occurred in the more “retail” oriented areas of practice, such as personal injury, class action litigation and family law. But in the past five years, more traditional areas of law have adopted the practice. Law firms focused on business and transactions have joined the ranks, and today marketing and business development is on the rise in most areas of practice.

It’s interesting to note that this rise has also paralleled the shift of marketing dollars from traditional advertising to Internet and alternative forms of marketing. Firms that traditional advertised in “yellow pages” phone directory ads have diverted their budgets to more website, Internet and search engine advertising.

The pressure of a slowing economy and the rise of marketing is forcing senior partners to work harder to bring in business, and that’s given rise to asking even more of younger attorneys and accountants.

What’s In It For Young Professionals?

Other than maintaining a Facebook presence, a lot of young professionals don’t like the notion of marketing. At a recent training session, a young accountant asked, “What’s in it for me? Why should I bring in business if I’m not a partner?” There is not one reason—there are three.

First, learning to bring in business increases your value to the firm. Cranking out the client work is important, but learning client service, client development and new business techniques makes you a more rounded professional. Learning what attracts clients to a firm will help you become better at taking care of the clients you already have. This is particularly important when you consider that it takes far less time and money to keep an existing client happy than it does to go out and find a new one.

Second, business development increases our chances of upward mobility in your firm. Once senior members of your firm see you not only handling your current clients, but bringing in new ones, you will be marked as a long term asset to the firm. They will want to keep you. And to keep you, sooner or later they will invite you to the partners’ table.

The third reason young professionals should learn business development is to prepare for a career future that may include breaking out on their own. A legal recruiter recently mentioned that she is seeing an increase of younger attorneys leaving firms, sometimes solo and sometimes with a few others, and opening their own shops. Generation Y (also known as millennials) are on a fast track to life. They live faster and communicate faster. They want to achieve, but they are also concerned with the environment, family and quality of life. This leads to some Gen Y professionals to feel less inclined to stay in the trenches at big firms for long periods of time.

Three Key Strategies For Young Professionals

If you’re a senior partner, you don’t need to worry about teaching young associates how to network online. Gen Y created social media, and they own it. You may help them focus their efforts, but they’ve got the technology down.

Possibly the most important strategy you can teach a young professional is offline social networking. While conducting a recent training session for young professionals at a firm, the managing partner made it extremely clear to, “Get your butts out of the office and go see our clients—in person!”

Millennials have grown up with emails, instant messages and texting. While this works well with their network of friends, it does not work so well with clients. A client recently complained that one of his best young accountants had a bad habit of expecting clients to email him back quickly, and if they didn’t, the accountant just emailed again. It never dawned on him to pick up the phone and make a call, or better yet, go see the client face to face.

Part of offline social networking means getting face time with clients, pressing the flesh, and learning to have a chat over a cup of coffee. While these things are less comfortable for young professionals, this is the way most clients want to network. Study after study shows that people who hire attorneys and accountants not only want a referral, they also want to meet and get to know their trusted advisor before beginning the engagement.

Senior professionals tend to market themselves. Even if they work at a large, well-known firm, they market themselves because they know one true thing: if the client comes in, they will enjoy the largest share of the profits.

Younger professionals have less experience, so it’s harder for them to be perceived as experts and therefore justifying higher rates. This makes business development harder for many young professionals.

One strategy for clients with younger associates is to get them to market themselves as part of a larger team. Associates can ride the coattails of senior partners, leveraging the team’s experience and expertise. By doing this, potential clients can feel much safer engaging a firm because they know there is a depth of experience. They also feel more confident that there are several people working on their account. This also helps justify different billable rates, as most clients will understand that the rate of an associate three years out of school is different than a senior partner with 25 years in the field.

Young professionals can succeed using this technique by learning as much as they can about the senior partners on their team. They should know what schools they went to, what articles they have written, the latest case results they have achieved.

A third strategy for associates is to begin developing an expertise very early in their careers. This works very well when a young associate can focus on one specific area of a practice, and learn anything and everything about it. For example, an accountant who, in addition to his general tax practice, studies the tax strategies of Internet start-ups. In this case, since many Internet startups are engineered by young entrepreneurs, they are generally much more open to having a young accountant who can speak their own language.

Final Thoughts

The days of associates working in the background and not generating business are a thing of the past. Young professionals will increasingly need to generate income for the firm beyond their billable hours.

Senior management needs to know that young professionals will be most effective when they combine their own knowledge and skills with tried and true practices of the past. By learning what motivates them, giving them the tools to succeed, and compensating them for success, you can turn your younger staff into a business generating team. •

What Makes A Potential Client Choose You?

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BAD FOR THE BRAND™
http://badforthebrand.com/
Jonathan Fitzgarald is a friend of ours and is currently the director of  business development for a leading Los Angeles law firm. More than all that, he writes the best blog we’ve found—ANYWHERE—on personal branding. As his “about” pages says, “Drawing real-life examples from some of our favorite personalities in entertainment, politics, and business, BAD for the BRAND™ provides commentary and advice on managing and promoting a strong, personal brand.” This blog is worth every minute you put into reading it.

USABLE INSIGHT BLOG
http://markgoulston.com/
This blog comes from Dr. Mark Goulston, a “business” psychiatrist. Mark has authored a number of best selling books, including his most recent “Just Listen,” as well as countless articles. Mark has the incredible ability of cutting through the fog and haze that surrounds not only today’s fast paced business world, but also our lives in general. Usable Insight will not only help you make it through the night, it will help make your days better, too.

LUCKY NUMBER 13
http://robcohen13.com/

Rob Cohen is an estate planning and trust attorney in Woodland Hills. His blog, thought, is as much about life as it is about law. Sometimes it crosses into the world of law, but it more about Rob’s experiences and examinations of life in general. Reading Rob’s blog is kind of like listening to Andy Rooney, or maybe even a Jerry Seinfeld monologue. You can almost hear, “did you ever wonder about…” when you read it. It’s a blog that is sometimes fun, sometimes serious, but always worth a read.

Lewitt Hackman General Law Blog

http://www.lewitthackman.com/blog/

Lewitt Hackman is one of Southern California’s leading multi-discipline law firms. Their attorneys are highly respected, are active in the community, and are prolific writers. This blog, one of two the firm puts out, is just what the title says: General Law. This is a great one-stop law shop, with tips, trends, and updates on all sorts of different topics. And while it is basically a legal blog, it’s very interesting reading for just about anyone.

GRACE NPC’s BUILDING THE NON-PROFIT BRAND

http://blog.grace-npc.com/

Okay, this one may be a little self-serving, but that’s life. This is the blog written by our publisher, Jerri Hemsworth. When Jerri isn’t publishing Southern California Professional Magazine or designing award-winning advertising, she’s busy doing something for a non-profit. Building The Non-Profit Brand is blog she started to help Executive Directors of non-profits learn from the vast amount of research that is out there but sometimes hard to find. If you have a charity or philanthropy that is close to your heart, turn them on to this blog. They’ll thank you for it.

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