At one stage of my career I did a great deal of work for a franchisor of bakeries. If the truth be known, my client was not exceptionally good at the franchisee selection process. The franchisee qualification process consisted of providing evidence of a bank account and a heartbeat.
Once upon a time, one of my litigation partners had a field day suing a very senior partner of a reputable law firm in the Toronto area. I will call that defendant “Max.”
The crux of the matter was that our client, who I will call Sue (appropriately, because that is what she ended up doing to Max) was involved in the sale of some shares of a corporation to the other shareholder. When Sue did not get paid, she came to see if we could do anything about it. When my partner asked Sue whether she was represented by counsel in the sale transaction, she identified Max as being her lawyer.
Many years ago, someone who I was related to was arrested on a relatively minor charge, but one which had potentially devastating consequences for his professional reputation and career development. Having access to money, he hired the late great criminal defense lawyer, Austin Cooper to defend him. That is how I found myself sitting through the only criminal trial that I have ever seen which was not on television or in a movie.
I practiced business law for 40 years. I never knew much about criminal law. In fact, I knew so little about the subject that I used to tell my clients that if they got arrested, they probably should not use their one phone call to call me because all that I could do for them in their hour of need would be to incorporate a company.
At my first firm, Eric was a client lawyer. He was not much for reading legal documents, but he knew how he wanted them to look, and that was short.
My many years of practice taught me that clients usually want to close their transactions quickly.
You would think that they would want to close when everyone involved has had the time to do the job properly, but that does not seem to be the case. Apparently, ‘quickly’ is when deals have to close. Now, in fairness, there is often a good reason to close a deal quickly. A business reason, or a tax reason, perhaps. But, more often than not, the desire to close the deal quickly seems to constitute an independent, over-reaching, crucial goal.
In my early years of practice, I received a phone call from a friend who practiced union side labour law. He had a question about Civil Law and having recently graduated from McGill with a Civil Law degree in addition to my Common Law Degree, I was able to answer his question. He appreciated my help. Or so he said.
Quite some time ago in Toronto, there was a major retail landlord who had some very desirable space in the downtown core past which walked thousands and thousands of commuters on their way to and from the subway every working day. The space was leased to a large number of small boutique tenants who were quite delighted to be allowed to locate their business there.
Some time ago there was a fellow who I will call Jack. Jack had invented a product and had found a large company to be his partner and finance the start-up of a business to manufacture the product. The business did not do well. The partnership did worse. The day came when a deal had to be struck for the partnership to be dissolved.
Back quite a few years ago, I was out for lunch with one of my associates who for today will be called “Samantha”. We were having a quick meal at one of those sandwich places where you line up at the counter and order your meal and then take it to a table, gobble it down for 15 minutes and get back to work as quickly as possible so that you do not waste too many billable hours.