Greentarget

Authoritative messaging

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As law firm financial reporting season kicks into high gear, one of the trickiest money questions legal leaders face today isn’t about profits per partner—it’s where they stand on private equity (PE) investment.

Outside investment in law firms has become a topic the industry can’t ignore as regulatory shifts open a path for private capital into one of the last U.S. professional services businesses long closed to PE. While constraints still limit investment to managed services organizations (MSOs), PE has long been drawn by law firms’ strong profit margins and steady cash flows.

Now, as PE momentum builds, law firm leaders are increasingly feeling the pressure to have a point of view on outside investment even before they have fully aligned on what the trend means for their firms.

Much of the current commentary focuses on what PE could enable: faster transformation, aggressive AI investment, improved operations, and greater financial discipline among others. What receives far less attention is the challenge this environment creates for leadership teams pressured to express a point of view—often in unscripted moments—around a trend that is still forming and affects stakeholders unevenly.

From a communications standpoint, the real issue isn’t whether to embrace or reject PE. It’s that most firms aren’t ready to communicate coherently about it.

The Real Risk: Inadvertent Signaling and Too Many Voices

In this moment, the most common communications misstep is not endorsement of or opposition to private equity investment in law firms. It is imprecise messaging. Even exploratory language can have unintended consequences.

The accounting industry offers us a recent preview of this in practice. Early PE investments certainly didn’t collapse firms, but they did expose strains on firm culture, leadership misalignment, and communication gaps. The firms that navigated the transition best were the ones that articulated early and often what change meant.

Statements intended to convey flexibility— “we don’t have immediate plans to explore private equity investment, but remain open to the possibilities”—can carry very different meanings depending on the speaker and the audience. Even reasonable and non-committal language can trigger internal uncertainty and external speculation.

This challenge is compounded by the number of potential spokespeople within a law firm. Office leaders, practice group leads, and senior partners are routinely asked for their views, often without clarity around what is appropriate to say or what should be deferred.

For relationship partners in particular, this creates potential discomfort and exposure. As competitors confirm PE discussions, law firms should expect clients to ask how their firm is viewing the increasing impact of private equity and the resulting opportunities and impact .

MSO Team Members Interpret Ambiguity as Inevitable Change

Managed services organizations staff are a critical but often overlooked audience. Because MSOs—which allow firms to separate back-office business functions from the provision of professional services—offer a path for outside investment in law firms, even exploratory language about PE interest or discussions can sound like “change is coming” for members of these teams.

In the absence of clear, repeated messaging, silence or ambiguity doesn’t register as neutrality. To MSO staff, it can read like a warning that upheaval lies ahead, signaling the need for preparation, including dusting off the resume.

Leadership teams tend to underestimate two things in moments like this: the amount of repetition required for messages to be absorbed and trusted, and the limitations of email as the preferred delivery method in addressing complex, emotionally charged topics.

Issues tied to control, capital, and culture require cadence, multiple delivery formats, and visible leadership engagement. They also require empowering trusted leaders located within MSO environments to reinforce and contextualize messaging over time. While team members within MSOs may not be regularly visible to leadership, they remain an important element of firm culture driven primarily by the fact that so many C-suite members of firms rely heavily on MSO-based talent to advance their and the firm’s strategic priorities.

Get it wrong and you damage culture; get it right and you build trust.

Clients Are Watching—Even When They’re Not Asking

From the client perspective, third-party investment raises understandable questions. Do the potential upsides, such as PE-backed improvements in technology and operational infrastructure, offset concerns about conflicts of interest or profit-driven decision-making? Or, perhaps even more importantly, does this change what motivates the firm and its partners? In-house counsel have observed historic growth in law firm revenues, profits, and billing rates. Against that backdrop, clients may interpret PE investment as further financial engineering, unless firms clearly articulate how private equity investment supports client outcomes.

Any public or internal commentary should be anchored in the client benefit—particularly where investment supports efficiency, innovation, and evolving client needs. You don’t need to advocate for or against PE involvement, but you do need a clear explanation of how such investments may connect to the work clients care about. Silence, vagueness, or inconsistent messaging risks allowing others to define that narrative and creates an opportunity for competitors to seed confusion and uncertainty.

The Opportunity for CMOs/CMBDOs

This is where communications leaders have a chance to step up.

Private equity isn’t going away. As law firms face intensifying pressure on growth and talent, funds will keep knocking with term sheets and pitch decks. Law firm marketing and business development leaders would be wise to position themselves as stewards of their firms’ involvement in a rapidly evolving, emotionally charged issue that carries different meaning among internal and external stakeholders. After all, these professionals are among the few leaders at the firm positioned at the intersection of clients, partners, talent, and firm strategy. That vantage point creates both responsibility and opportunity.

We suggest focusing on four key elements:

  • Segment Law Firm Audiences Around PE Risk and Opportunity.

Get clear on the various audience segments that are important to the firm (clients, relationship partners, associates, C-suite leaders within the firm, supporting staff members, MSO members, etc.). Analyze current attitudes versus desired perceptions on the opportunities and risks of private equity investment. Identify who requires reassurance versus who requires strategic clarity.

  • Build a Clear, Consensus-Driven Leadership Position.

Law firm CMOs/CMBDOs are in a unique position to drive alignment, perhaps using the upcoming AmLaw financial interviews as a catalyst for these conversations. Leverage this moment as an opportunity to clarify leadership’s current thinking on the advance of private equity within the industry and the messages key audiences need to hear and understand from firm leadership.

  • Anchor PE Messaging in Client Value and Outcomes.

Firms should structure messaging around the client benefit of private equity investment above all other objectives. In an era of record revenue driven largely by continued billing rate increases, clients will be skeptical and wary of PE investment as yet another form of financial engineering to boost profits and compensation. If you cannot clearly articulate how capital improves client outcomes, you probably aren’t ready to discuss it publicly.

  • Empower Relationship Partners and Internal Ambassadors With Consistent Messaging.

While the initial focus should be on a consistent and strategic message from leadership, firms would be wise to trust and empower additional leaders to carry the firm’s message forward. Consistent communication to clients, partners, lateral recruits, associates and supporting staff members delivered by credible, front-line sources will ensure the firm is influencing a narrative that is strategic and proactive.

Turning Discomfort into Credibility

Private equity will keep coming up, regardless of whether individual firms choose to engage. Wait until you’re forced to respond, and you’ll lose control of the conversation.

Firms that prepare early, with thoughtful and consistent messaging, navigate these moments with confidence. Better yet, they demonstrate to clients, partners, and staff that leadership isn’t caught flat-footed. In a time of industry transition, that kind of preparedness builds credibility. And credibility, right now, is currency.

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Greentarget’s Dernae Rowe moderated a panel on AI and energy at COP30 in Brazil, where she also gleaned some important lessons for professional services firms advising energy firms in 2026 and beyond.  

This past November, the 30th session of the UN Climate Conference (COP30) convened in Belém, Brazil. Branded the “COP of Implementation,” it was intended to mark a shift from ambition to action after years of pledges outpacing results. 

Yet by summit’s end, the prevailing sentiment was that progress remains uneven and elusive. The most prominent new initiatives were voluntary, and negotiators did not reach a consensus. Still, the conference saw some notable developments, including a new fund for tropical forest conservation and the modest ‘Belém political package,’ though key ambitions will require continued progress in future negotiations. 

That doesn’t mean COP30 wasn’t worth paying attention to. While it may not have delivered sweeping policy outcomes, it did offer some important intel for lawyers and consultants advising energy companies in an increasingly complex regulatory environment.   

Here are three takeaways. 

Cultivate a Consistent Point of View 

Climate leadership is now judged by execution, not just splashy announcements. 

Recent regulatory rollbacks and political volatility in the U.S. may tempt some companies into taking a more relaxed approach to climate strategy and sustainability. COP30 pushed back on that idea. Even its location was symbolic: After two consecutive conferences hosted by petrostates, this COP was held in Brazil, at the edge of the Amazon, described throughout the conference as “the lungs of the world.” 

Protests from Indigenous groups and civil society highlighted growing impatience with incrementalism and unfulfilled promises, and there was a clear sense that stakeholders—governments, communities, investors, and advocates alike—are done with vague pledges and backsliding. 

For energy companies and their advisors, the implication is that climate strategy must be durable. A point of view that shifts with each administration or market cycle is increasingly seen as a liability. Clear commitments, evidence of follow-through, and a strategy that can withstand political change will be rewarded. Broken promises, empty pledges, and backsliding will have reputational consequences, even if regulatory consequences are hazy.  

Breadth of Regulatory Coverage Is Necessary 

Don’t expect global regulatory alignment on climate issues any time soon. 

A lack of consensus is increasing fragmentation in how governments approach the energy transition, trade, and environmental disclosures. National policies on carbon markets, resilience planning, and emissions standards are moving forward, but unevenly and often in ways that reflect local political and economic priorities rather than shared global frameworks. The EU is advancing a centralized carbon pricing framework, for example, while the US is relying on state-level initiatives in the absence of a national carbon price. 

For energy companies operating across borders, this complicates compliance, investment, and transaction planning. That’s especially true in areas like critical minerals, supply-chain security, and clean-energy infrastructure. Emerging markets in the Global South are developing new clean energy deployment models, while Europe and other regions are tightening regulatory frameworks that shape how innovation occurs. Understanding how cutting-edge technologies and financing mechanisms interact across these environments is now essential. 

For professional service firms, this state of play reinforces the value of breadth. Clients need advisors who can see across jurisdictions, anticipate friction points, and structure strategies that are resilient to regulatory divergence. Legal and strategic advisory services are critical to managing bankability, allocating risk, and navigating cross-border complexity. 

There are also significant M&A implications. As energy-transition regulations tighten in many regions and scrutiny increases, energy, infrastructure, and industrial sectors face rising exposure to disputes. Firms that understand how regulatory fragmentation feeds into transaction risk will be better positioned to guide clients through the next phase of consolidation and investment. 

AI Optimism Abounds  

Given the mounting scrutiny around data centers and energy use, many expected AI to be treated primarily as a climate risk at COP30. Instead, the tone—particularly in the panel discussion I moderated—was more nuanced and, in some cases, optimistic. 

AI was framed as a tool for emissions reduction and efficiency, not just a source of concern. Applications such as energy management systems, climate risk modeling, and precision agriculture were widely discussed and broadly supported. There was particular interest in how AI could help farmers reduce fertilizer and water use, improve yields, and lower emissions—especially in regions most vulnerable to climate impacts. 

That optimism, however, came with conditions. Ethical deployment, strong data governance, and government and consumer support were repeatedly cited as prerequisites for scaling AI solutions responsibly.  

Advisors should monitor this emerging frontier. Clients will increasingly need guidance on how AI fits into climate strategy—legally, operationally, and reputationally. Understanding both the efficiencies that AI can unlock and the risks it introduces will be key.  

Climate Leadership Needs Strategic Communications 

As the energy and climate landscape grows more fragmented and contentious, clients need advisors who can interpret uncertainty, manage risk, and translate complexity into strategic action.  

Law firms and consultants that help energy clients navigate disputes, structure cross-border strategies, ensure compliance with a patchwork of evolving regulations, and operationalize climate commitments will define success in years to come—if they can effectively communicate their authority, expertise, and insights to differentiate themselves in an increasingly crowded marketplace.  

Want to shape the narratives and insights that will define the next era of energy? Contact us here.  

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When Lathrop GPM discovered that none of its competitors were actively marketing to closely held businesses, they enlisted Greentarget to help mine this untapped client segment

Challenge

In 2024, the Business Development team at national law firm Lathrop GPM discovered that nearly one-third of the firm’s top 250 clients were closely held businesses (CHBs)—and none of its competitors seemed to have a focused marketing strategy directed at this audience.

Unfortunately, neither did Lathrop GPM. Despite key practices areas serving this clientele—including Business Transactions, Litigation and Private Client Services—the firm lacked targeted thought leadership materials to support outreach. Word-of-mouth and general marketing efforts, then, remained the primary channel through which CHB owners discovered Lathrop GPM.

To increase both internal and external visibility of the firm’s strong track record with CHBs, the firm turned to Greentarget for help.

Approach

Lathrop GPM kicked off the initiative by revamping the firm’s CHB-focused webpage and creating a “Closely Held Business Institute” logo to unify branding across thought leadership, products and outreach. They also developed a tailored email list representing 80% of the firm’s largest CHB clients, prospects and referral sources.

From there, the firm partnered with Greentarget’s Content & Editorial team to launch the CHB Institute newsletter in August 2024, with three subsequent editions released in 2025. Each newsletter features a thought leadership article by Lathrop GPM attorneys, a “success spotlight” showcasing a firm win on behalf of CHBs, a curated list of relevant news stories from the firm’s client alerts and published thought leadership and upcoming events/milestones. Core messaging emphasized the firm’s ongoing work with CHBs across multiple practice areas, reinforcing its capability and commitment to this client segment.

Greentarget helped create the newsletter’s template/structure, content and design, which uses clear visual breaks to distinguish content types and improve readability; high-res attorney headshots; and modern iconography to add visual interest and a contemporary feel.

Once each newsletter was sent, a link was shared via the firm’s LinkedIn account and it was made available for individual attorneys to share with their contacts, with paid spend placed behind the most recent issue.

Results

Initial results from the first three newsletters demonstrate an impressive return on investment:

– The average open rate across all three newsletters was over 50%, far surpassing the industry average of 32%. Similarly, the average click-through rate was ~7%, more than twice the industry average.

– The initial distribution list nearly doubled from 471 to 909, indicating a steep rise in interest.

– Paid LinkedIn engagement for the July 2025 issue led to 25,863 impressions, 744 clicks and the re-engagement of two highly qualified referral sources.

– The CHB newsletter campaign was recognized with a Gold 2025 PRISM award from the Greater Kansas City chapter of the Public Relations Society of America, which celebrates outstanding PR campaigns and professionals in the KC area.

The firm plans to continue releasing and improving the newsletter in 2026, further cementing Lathrop GPM’s reputation as a leading provider of legal services to closely held businesses.

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As private equity money flows into accounting firms of every size, leaders are naturally focusing on financial terms and operational integration—but often overlook a third factor that is every bit as crucial to get right: strategic communications. 

This oversight carries real consequences. PE accounting deals are redefining identities, cultures, and client relationships, meaning a smart communications strategy isn’t just a nice-to-have. When communications are mishandled, even well-structured deals can unravel through internal discord, client defections, and damaged market reputation. 

Consider the well-known case of Toys”R”Us, where poor stakeholder communication contributed to the retailer’s demise despite substantial PE investment. While accounting firms face different dynamics, the underlying principle remains: How you communicate change both internally and externally often matters as much as the change itself.

The High-Stakes Communication Challenge PE Investment Triggers

PE investment fundamentally alters a firm’s identity, operations, and relationships. These changes trigger immediate questions from every stakeholder group—questions that will be answered with or without your input. 

This communications challenge is amplified in the world of accounting firms, which typically operate on relationship-driven business models built over decades. PE investment can feel like an existential shift to stakeholders who value the firm’s existing structure, culture, or independence. Without careful communication, negative perceptions can become reality.

The firms that thrive through a PE investment are those that proactively shape conversations about the investment rather than reactively responding to them. 

To that end, your communications strategy must begin early in the PE process, ideally as soon as leadership reaches preliminary agreement with potential investors. By the time announcements go public, your narrative framework should already be in place and tested.

Get Ahead of Stakeholder Concerns With Distinct Strategies

Successful PE communications require tailored approaches for four distinct audience groups, each with specific concerns and information needs.

1. Internal Stakeholders: Addressing “What Does This Mean for Me?” 

Internal audiences, from partners to administrative staff, immediately focus on personal survival. They want concrete answers: Will I lose my job? Do my benefits change? Who makes decisions now? How do my compensation and performance targets shift?

Beyond those immediate personal concerns, they worry about cultural transformation. Will the firm maintain its values and cultural character? How will daily operations change? 

These and other questions require thoughtful communications that address both practical changes and organizational identity.

As with any communications strategy, one size doesn’t fit all. Your internal communications should segment audiences by role and seniority, recognizing that partners, managers, and staff need different information at different times. 

Most critically, your strategy must account for the leak principle: assume everyone who learns about the investment will tell someone else—because they will.

2. External Stakeholders: Preserving Critical Business Relationships

Client relationships represent any accounting firm’s most valuable asset, making external communications particularly sensitive. 

When clients hear about a PE investment deal, they will immediately want to know whether it will affect billing rates, service quality, or access to key personnel. Prospective clients may wonder whether the firm’s growth trajectory aligns with their needs. They may also question whether your firm will continue to live up to its existing reputation. 

Recruiting is yet another critical consideration. Top talent may hesitate to join a PE-backed organization if they perceive reduced autonomy or cultural shifts. Conversely, PE investment can enhance recruiting by signaling growth opportunities and resource availability.

Your external communication strategy must address each stakeholder group’s concerns while positioning PE investment as a strategic advantage. This often means emphasizing continuity of service and relationships while highlighting enhanced capabilities and resources.

3. Media: Controlling Your Narrative

Media coverage shapes market perception across all other audiences, making proactive engagement essential. Financial publications focus on deal structures; trade outlets examine industry implications; and business media explores strategic rationales. Each angle influences how your stakeholders interpret the investment.

Proactive media engagement lets you frame your story before competitors, industry observers, or disgruntled insiders define it for you. This requires prepared messaging, designated spokespeople, and strategic announcement timing. 

As you craft your strategy, keep in mind that your goal isn’t just positive coverage—it’s accurate coverage that reinforces your stakeholder communication objectives.

4. AI and Digital Discovery: Managing Your Digital Narrative

When someone searches for your firm’s name plus “private equity,” what story emerges from ChatGPT, Perplexity, or Google’s AI summaries? This digital narrative increasingly shapes stakeholder perceptions, yet it rarely receives strategic attention.

Managing your AI-mediated reputation requires attention to information sources that feed these systems—Reddit discussions, Wikipedia profiles, and media outlets that AI tools frequently cite. 

For example, if negative speculation about your deal dominates accounting subreddits, that narrative may surface in AI-generated responses about your firm. The new discovery landscape demands strategic thinking about your digital presence and information architecture.

Execution Essentials: Timing, Leaks, and Channel Strategy

Even the best-designed communications strategy fails without disciplined execution. Pay careful attention to the following elements as you bridge the gap from strategy to execution. 

1. Timeline-Mapping 

Prepare a detailed communications timeline that sequences stakeholder outreach based on importance, information needs, and potential leak risks. 

Internal audiences typically need information first, but the specific order depends on organizational structure and relationship dynamics. Some stakeholders require early involvement in message development, while others only need final announcements.

2. Leak Strategy Development 

Every PE communications plan needs a comprehensive leak strategy addressing three scenarios: 

  • Media inquiries before official announcements
  • Internal rumors spreading ahead of schedule
  • Client questions arising from incomplete information.

Prepare templatized responses for each scenario in advance, knowing you may need to accelerate communication timelines on the fly in the event of a leak. 

3. Channel-Specific Communications

Different stakeholder groups require different communication formats and approaches. Internal audiences might need video calls for complex discussions and email for broad announcements. Client communication could involve personal calls from relationship partners followed by formal letters. Media relations require press releases, interviews, and background briefings.

Your channel strategy should align with stakeholder preferences while ensuring message consistency across channels.

Communications as Strategic Infrastructure

PE investment transforms more than balance sheets and operational processes—it fundamentally reshapes how stakeholders perceive and interact with your firm. Get communications wrong, and you won’t just have an awkward quarter—you could face a mass exodus of top clients and talent.

The accounting firms that recognize this reality early gain a decisive advantage. They engage communications professionals early in the investment process, develop comprehensive stakeholder strategies before announcements, and execute with precision across multiple channels and audiences.

This approach recognizes that the outcome of a PE investment depends not just on financial engineering or operational improvements, but on maintaining stakeholder confidence throughout the transformation process. With the right communication strategy, you preserve valuable relationships while positioning your firm for accelerated growth.

The PE wave isn’t cresting anytime soon. The real question is, will your communication strategy get you safely to shore—or leave your firm scrambling for a lifeline?

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Audiences crave what a machine can’t have: an authentic personality 

As writing and critical thinking are increasingly outsourced to AI, the internet is becoming less and less human. A 2024 study from the Amazon Web Services AI Labs found that 57% of all web-based text is either AI generated or has been translated through an AI algorithm—a share that has likely ballooned even further in 2025.  

Yet as human voices disappear in a sea of online AI slop, the ones that remain are becoming more and more influential. That’s because even though large language models like ChatGPT were trained on incomprehensibly vast volumes of human writing, their outputs often lack the color and creativity that human beings provide. Audiences are noticing, and many don’t like what they see. 

For lawyers, consultants and professional services firms selling their perspectives as experts, this is a major opportunity to reinforce authority and engage with audiences. Maintaining the human touch with a distinct voice can build relationships that drive better conversations (and more business). Here’s how to write authentically, memorably, and uniquely in the Age of AI. 

Write How You Speak 

Each of us has an idiolect. Unlike a dialect shared by a group, your idiolect is unique to you—a verbal fingerprint. You may not realize it, but you favor some words and phrases over others and have unique grammatical styles that can help identify you. Just think of how Ernest Hemingway writes compared to Jane Austen.  

Linguists are increasingly concerned that AI could wipe out these idiolects in favor of something far duller. Language consultant and professor Tony Thorne, for example, told The Guardian that “AI is nudging us towards a neutral language that is much less rich.” When a language model is trained on what word will come next based on probabilities, it’s easy to see how the more interesting and unconventional choices are discarded, replaced by forgettable words and phrases.  

To preserve your voice, resist the temptation to outsource the entire writing process to AI. You can use AI as an ideation tool, but also consider talking out your argument first before putting it to paper. If you’re struggling to get started, try writing for just 10 minutes with no distractions; you might be surprised by what takes shape (and how authentic it sounds). And if using AI as an editor after the fact, make sure it isn’t removing too much what makes your writing yours. 

For example, Katie Parrott, a writer who focuses on AI and even trained a GPT to help edit her work, noticed that the tool repeatedly tried to tone down her language, a role she dubbed the “timid scribe.” But as she points out, sometimes the ideas that challenge, provoke, or explore new territory can’t be conveyed in mild, emotionless language. Forcing a reader to confront an idea requires the phrasing, tone, and emotion that naturally stem from your passion for the topic. 

Have a Strong POV 

Voice comes easier when you have something to say. In a world where content is generated in seconds, audiences are tuning out anything that feels generic, recycled, or uncommitted. What they crave instead is a clear point of view—a signal of confidence, experience, and originality. 

A strong POV doesn’t mean being provocative for its own sake. It means understanding the landscape, identifying what’s missing or misunderstood, and offering a perspective that is both informed and uniquely yours. Why does this issue matter now? What’s being overlooked? These are questions that invite bold, substantive answers that only real experts can provide. 

A summary of what’s in the federal budget, for example, can come from anyone. But an analysis of why new tax provisions will stimulate middle-market M&A activity in the coming year? That requires real insight and perspective that can only come from experience. It goes beyond just “what is it,” instead exploring “what does it mean” and “why does it matter” to prompt debate and discussion. 

For lawyers, consultants, and advisors to complex industries, having a strong POV also reinforces your authority. Clients want more than just credentials, instead seeking out judgment, interpretation, and clarity. They want to know where you stand and why. A watered-down or overly cautious stance doesn’t inspire trust; a thoughtful, well-argued position does. 

Ask yourself: 

  • What do I believe that others in my industry don’t talk about enough? 
  • What experience gives me a right—or even a responsibility—to speak up on this issue? 
  • If my name were removed from this article, could people still know it came from me? 

When you answer questions like these honestly, your writing becomes stronger. People remember the thinkers who take risks, who challenge assumptions, and who don’t just summarize the news, but drive the conversation. 

The Value of Voice 

In an era dominated by AI-generated noise, your distinct voice is more valuable than ever. Whether you’re looking to sharpen your point of view, refine your writing, or explore the right platforms for your message, we’re here to help.  

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Challenge 
Leading up to the 2024 U.S. elections, the weight of the tumultuous and unpredictable election cycle was weighing on employers, who understood that the legislative and regulatory landscape could shift dramatically based on the outcomes in November. With various scenarios potentially unfolding, there was a clear need for guidance to prepare business leaders for these significant changes.

As the largest law practice in the world devoted solely to labor and employment law, Littler was uniquely positioned to be a primary resource for journalists covering these evolving issues. However, given the fast-moving news cycle and the wide range of potential impacts on workplace regulation, a timely and impactful event was needed to effectively showcase the firm’s thought leadership. 

Solution 
Greentarget saw an opportunity to further reinforce Littler’s position as the authoritative source on workplace policy by arranging a virtual roundtable in October 2024 to address the media’s top questions ahead of the election. 

The roundtable featured perspectives from Littler sources with deep subject matter knowledge on pressing issues, including immigration policy; inclusion, equity and diversity initiatives; labor relations and union activity; and artificial intelligence. Greentarget was closely involved in preparing the agenda and coordinating logistics, identifying key topics to cover, developing scripts and talking points, preparing the speakers, and facilitating the discussion and Q&A.  

Greentarget secured live participation from leading journalists at top-tier business and trade publications. The discussion was structured to provide clear and practical takeaways on potential regulatory shifts, positioning Littler as a primary source for ongoing election-related coverage.  

Results 
The media roundtable generated significant engagement, with nearly 20 journalists in attendance, including from Axios, Forbes, NPR, Politico, The Wall Street Journal, and The Washington Post. After the roundtable, Littler sources were featured in more than 50 high-profile publications, both pre- and post-election, highlighting the firm’s credibility and thought leadership at a critical time for employers.  
 

Along with the numerous media placements, the roundtable further strengthened Littler’s relationships with top-tier publications, creating opportunities for continued visibility and influence. Several top-tier reporters shared positive feedback on the roundtable and one of the firm’s speakers noted: “The roundtable was the most smashing success that I’ve ever experienced in all my years of doing press.” 

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