Office Managing Partner of the Year Finalist: Matthew Ingber, Mayer Brown

In just a few words, how would you describe your leadership style?

I try to be inclusive, transparent, principled and equitable. I aim to energize our lawyers and staff to invest in their careers beyond the important client work we do. And I try to remember that I’m not only managing an office of lawyers, but also a business staff that helps drive what we do. I think about policies that affect everyone working in our office. My style is hands-on. When new laterals join us, for example, I take an active role in making connections and fostering collaboration. That makes all of us better students of the firm, which serves our clients well and creates a culture of respect and collegiality. I also seek feedback from associates during regular small-group sessions, and I hold periodic town halls. Information is empowering —something I learned as an associate—and I try to be transparent about the goings-on in the firm.

What are some of your notable accomplishments during your tenure?

I’m proud of our New York office’s growth during my tenure. It’s a significant milestone to have surpassed 300 lawyers for the first time in the office’s 45-year history. Our laterals have added depth or filled gaps, and just like our existing Mayer Brown colleagues, they are both great lawyers and good people. Much of this growth came during the pandemic.

I’m also proud of the efforts we’ve made to engage with the local community, thanks to our colleagues who understand how critically important this work is to the city we love. Last year, we were honored as Law Firm of the Year by the City Bar Justice Center, a long-standing pro bono partner, for our commitment to promoting racial, social and economic justice. This year, we were recognized by The Children’s Village, with whom we created a novel mentoring program for children receiving services through the organization.

We recently completed the redesign and transformation of a 6200-square-foot space within the office to foster professional development, camaraderie and continued growth. Known as “The Hub,” it’s ideal for grabbing coffee or lunch with a colleague, meeting informally with a client, hosting receptions, meeting a lateral candidate or just working in a more relaxed setting. It includes a game room with ping pong and pool, banquette seating, a lounge and dining area and a coffee bar that can transition into a cocktail bar in the evening. It’s an acknowledgment that different generations of colleagues work in different ways, and collaboration and connectivity continue to be the hallmarks of our firm and office culture.

Finally, I am incredibly proud to be the face and voice of our office in one of the world’s most important legal markets. I have worked hard to move us in a direction that is important to me personally, recognizing the power that a strong and diverse firm culture has in inspiring our colleagues to invest in their own careers, our firm and the New York community.

What are traits necessary to lead a firm’s office in New York state?

Understanding the New York market is key. It’s helpful that I’ve lived and worked here most of my life and have been personally engaged with public interest and community organizations here.

Understanding the value of diverse perspectives is critical. We serve our clients and community better when we have thoughtful dialogue with a diverse group of colleagues.

And we need to listen to our colleagues, take constructive feedback and incorporate that feedback into our decision-making.

Reprinted with permission from the August 27th edition of New York Law Journal © 2024 ALM Properties, Inc. All rights reserved. Further duplication without permission is prohibited.