Sampson Brown
FOUNDER
1958 – 2013
Mr. Brown began his legal career as partner in several firms he founded and specialized in the litigation of complex securities, insurance, real estate and environmental claims from the mid-1980s through 2001. In 2001, Mr. Brown entered the corporate world as a turnaround CEO for a Yacht builder client who had fallen behind with its lenders. Mr. Brown transformed the company operations from primarily yacht building to Mega Yacht refit and repair and spun off a Wind Energy service and Manufacturing Company.
The Company succeeded by utilizing project-management disciplines. The Company was recognized in 2002 and 2003 by Harvard Business School and Inc. Magazine as a top 100 growth company. Mr. Brown was twice nominated as a top ten Finalist for EY Entrepreneur of the year in 2008 and 2009. Since 2010, Mr. Brown has applied his unique combination of legal and business skills to assist business and legal clients. He has most recently successfully managed large scale environmental and insurance coverage claims for a multinational corporation and assisted several business clients in improving business processes to position the companies for M&A activities.
In 2013, Mr. Brown formed Novare Law Group to address legal issues on behalf of business clients efficiently and cost effectually, utilizing the project-management and process-improvement skills he learned in business. Novare Law Group also focuses on delivering solutions on flat or fixed fee basis, with incentives for successfully achieving client goals and maximizing recovery from insurance coverage.
"Lawyers hate keeping track of their billable hours. Clients hate them even more; each month they receive bills showing that their legal representatives have worked improbably long hours at incredibly high rates. Billing by the hour often fails to align lawyers' interests with their clients'... Since there is clearly a demand for an alternative to the billable hour, you would expect someone to supply it."
"The billable-hour system is the way most lawyers in big firms charge clients, but it serves no one. Well, almost no one. It brings most equity partners in those firms great wealth. Law firm leaders call it a leveraged pyramid. Most associates call it a living hell."