Goals: (1) Personally listen to clients’ objectives; (2) Execute direct, cost-effective means; (3) Flag new opportunities and threats; and (4) Turn over the best manageable results, while minimizing “traps” that could ensnare clients in the future.
In need of aggressive and trustworthy counsel?
Operating from Maryland, the firm aims to “issue spot” even the most subtle opportunities and threats, leveraging multi-field experience and training to guide clients, both Floridians and Marylanders. The firm prioritizes meticulous research and planning over nonessential overhead and luxuries. It believes this approach contributes to cost-competitiveness, better assurance, and more security for client objectives.
To advance client goals, it further strives to avoid inefficiencies and oversights arising from poor communication. These problems, at least in the firm's view, can plague complex, multi-professional engagements. How to solve them? Critically, at least for law firms, information channels between attorney and client should be as direct and fluid as possible. The “over delegation” of core engagement work, whether to associates, AI, or bots, can lead to unintended results. Distortions and asymmetries, inevitably, can arise when information must needlessly travel, back and forth, through various people in a firm's hierarchy, instead of through a few core professionals. Throw in (i) some low-productivity “group meetings,” and (ii) a growing circle of new or substitute staff devoting time to learning an engagement from scratch (if they're able), and you might foresee client frustration. Imagine, wouldn't it be nice if your counsel, in whom you've entrusted your highest priorities, were the same person actually handling the bulk of your matter—and not merely signing off on it, perhaps at 4:45 PM on a Friday? And the same one personally checking up with you, periodically, regarding developments? Or is true bilateral service an idea of the past?
In adopting its BUSINESS approach, the firm draws on the manager's diverse experience, including, among other areas, from tax audit and “opinion” engagements; from civil and probate litigation; from foreign-trust information reporting and compliance; from guardianship, incapacity, and bankruptcy proceedings; from forensic accounting for existing and contemplated proceedings; from planning and drafting personal and entity transactional instruments; and from both routine and more delicate tax preparation, including Form 8275 disclosures for sensitive positions. As a result, when working within the scope of an engagement, the firm endeavors to think “globally” about opportunities and threats affecting client objectives, whether in tax, franchise, or fraud-related matters.
Of course, the firm cannot engage all those who inquire. But when it's in, it's all in for its clients. If the firm's approach appeals to you, consider reviewing further and inquiring about its services. And, whatever else you decide, please consider talking with your professionals before engaging them. Inquire into their knowledge of relevant practice areas. Websites and advertisements can be helpful, but to some extent they're mere decorations. They're not a substitute for meaningful discussion.
Firm is managed by Trey M. Bruce, Esq., CPA, LL.M., CFE.
-
-
-
- Admitted to practice law in Florida and Maryland
- Further admitted to practice before Florida's three federal judicial districts and the U.S. Tax Court
- Licensed CPA in Florida and Maryland
- Certified Fraud Examiner
- Recipient of AICPA's Elijah Watt Sells Award (2015)
- LL.M. in Taxation from the University of Florida
-
-
**As suggested, the diagram is simplified. Of course, it is not intended to precisely define all the firm's practice areas and limitations.
