10 Years, 10 Lessons

What We Would Tell Our Year-One Selves

In 2016, Freeman Lovell was born from a simple question: How would a law firm operate if it were designed specifically around the needs, constraints, and realities of entrepreneurs?


At the time, our founding partners, Josh Freeman and Steve Lovell, saw a significant gap. The legal industry was built for two extremes: massive global corporations or one-off individual matters. This left the small-to-mid-market entrepreneur—the engine of our economy—underserved and overcharged.


Now, during our tenth anniversary, we sat down to look back at the journey. If the 2026 versions of ourselves could sit down for lunch with the 2016 versions, here are the 10 lessons we’d share about our experience building a business.


   1.  Small Businesses and Small Legal Teams Pair Well

In Month One, our biggest worry was whether clients would trust a lean, entrepreneur-focused firm over a big, flashy law firm. We quickly learned the opposite: those very clients were starving for the agility that big firms couldn't offer.


The Lesson: Don't apologize for your size; lean into the responsiveness it allows.



   2. Good Things Take Time: Trust the Process

In Year One, we estimated things would be easier and go faster by a factor of about three. We’ve since gained a deep appreciation for what our clients go through every day.


The Lesson: Building a brand and a reputation is a slow-burn investment. Double your timeline, triple your patience.



   3. Outcomes Over Overhead

We opted for a remote-first, lean blueprint long before it was popular. We realized early on that there is a sharp distinction between essential infrastructure and optional trappings.


The Lesson: High-tier legal strategy and technology are "must-haves." Focus on investing in things that improve client outcomes. 



   4. Keep Your Growth in Alignment

There was a time when we grew too fast. We added attorneys and employees who weren’t truly aligned with our values, and our service levels began to suffer. We had to take a hard look in the mirror and make some difficult course corrections. But through the process, we learned so much about who we want to be, how our people and clients should be served, and what that looks like for Freeman Lovell. 


The Lesson: Work with people who are aligned with your business and clients' needs.



   5. Simple is Better Than Perfect

Early on, we allowed too much complexity to creep into our processes and policies in an attempt to be "perfect." We eventually learned that perfection is an impossible, exhausting quest.


The Lesson: Focus on simplicity. It allows the business to run smoother and makes you more agile when things go wrong.



   6. Consider the Full Business and Legal Ecosystem

For entrepreneurs, legal questions aren't confined to a single silo. A real estate lease affects your tax structure; a hiring decision affects your IP.


The Lesson: In business, everything is connected. We can better help our clients scale when they’re able to make informed, strategic decisions at every step of the journey.



   7. Vetting for "Fit" is a Non-Negotiable

If we could save our younger selves the most stress, it would be this: better evaluate the alignment of every person you invite into your circle.


The Lesson: Whether it’s an employee, a partner, or a client, if the values aren't aligned, the partnership will eventually fail.



   8. Your Success is Earned Years Before the Exit

We’ve seen that a successful sale isn't won at the closing table. It’s earned through clean corporate practices, protected IP, and enforceable contracts set up years in advance.


The Lesson: Preparation changes the nature of decision-making. Early preparation makes for smoother exits.



   9. Success Looks Different for Every Entrepreneur

Helping an entrepreneur means different things for each entrepreneur we work with. While there are similarities, there are so many unique needs every business has. It’s not a static service; it requires flexibility and creativity because every business has unique needs.


The Lesson: To truly serve an entrepreneur, you have to be as dedicated to their "why" as they are.



   10. The Decade of Reinvention

As we enter Year Ten, the road ahead is unprecedented. AI technology is fundamentally changing what it means to be a lawyer. We expect the next ten years to be a period of experimentation and exploration.


The Lesson: There has never been a more interesting time to be in business. Don't fear the change—lead it.



To our clients and partners from the last decade: Thank you for being part of this journey! We wouldn’t be here without you.


Received a Notice of Proposed Discipline? 3 Steps Federal Employees Must Take Now

By Adrienne Langmo • April 21, 2026
Receiving a Notice of Proposed Discipline, particularly of a proposed removal, is one of the most stressful experiences a federal employee can face. Whether you work for the Veterans Administration, Internal Revenue Service, Department of Defense, or U.S. Forest Service your career, pension, and livelihood are suddenly on the line. Panic is a natural reaction, but it is not a strategy. If you have been handed proposed discipline, here are three steps you must take immediately. 1. Check Your Deadlines In the federal sector, the clock starts ticking the exact moment you receive your notice. Federal employees typically have only 7 to 14 days to submit a formal response. Missing this strict deadline forfeits your right to defend yourself before a final decision is made. 2. Request the Evidence File Your agency cannot simply fire you without proof. You have the absolute right to review the materials they relied upon to propose your removal. We scrutinize this evidence against a set of aggravating and mitigating factors, often called the "Douglas Factors," to determine if a penalty is appropriate. Often, agencies overreach, and a strong defense can expose that. 3. Secure Your Right to Reply In response to most forms of discipline, you have the right to provide both a written response and an oral reply to the Deciding Official. Having legal counsel on your side ensures your response is strategic, professional, and focused on mitigating the penalty or stopping the disciplinary action entirely. The Takeaway: Federal employment law is a highly specialized field. A general, private-sector employment lawyer often does not know the unique rules, acronyms, or administrative courts governing federal employees. You need counsel with specific experience dealing with federal agencies. At Freeman Lovell, we have our very own experienced Federal employment law practitioner, Adrienne Langmo. If you have received a Notice of Proposed Discipline, don’t navigate it alone—contact Adrienne Langmo today for experienced guidance and help.

WORKPLACE LAWSUITS

By Adrienne Langmo • March 20, 2026
The #1 Secret Weapon Against Workplace Lawsuits (It’s Not What You Think)

Scaling Your Startup: Is Your Next Hire a Contractor or an Employee?

By Adrienne Langmo • February 18, 2026
For small business owners in Utah, growing the team is an exciting milestone and you’ve likely faced the classic question: Should I hire an actual employee, or can I just find a "guy who knows a guy" and pay him via Venmo? While it might be tempting to treat an employee (W-2) and an independent contractor (1099) as interchangeable based on your budget, the IRS and the Utah Labor Commission see things very differently. Misclassifying a worker isn't just a clerical error; it can lead to significant back taxes and penalties. Here is a practical look at the differences to help you stay compliant while you scale. The Independent Contractor (1099) Think of a contractor as a separate business entity that you have hired to perform a specific project or attain a specific result. They are specialists who bring their own "secret sauce" to the table. Autonomy : They generally use their own equipment, set their own hours, and work from their own locations. The "What" Not the "How" : You have the right to control the result of the work, but not the specific methods used to achieve it. Financial Independence : They pay their own self-employment taxes, health insurance, overhead, and will typically invoice you for their services. They may have other clients besides your business. The Employee (W-2) An employee is someone who is fully integrated into your business operations. They are part of the daily rhythm of your company and are under your direct supervision. Direction and Control : You dictate when they work, where they work, and the specific sequence of their tasks. You provide the equipment to complete those tasks. Business Integration : Their services are usually a "key aspect" of your regular business activity. If your business is a bakery, the person baking the bread is likely an employee; the person fixing the oven is likely a contractor. Employer Obligations : You are responsible for withholding income taxes and paying a share of Social Security and Medicare. In Utah, you’ll also need to ensure you're covered for Workers' Compensation and Unemployment Insurance. The Bottom Line: Control The government looks closely at the reality of the working relationship , not just the title you put on a contract. Your degree of control , or lack thereof, is key. Ultimately, if it looks like a duck and quacks like a duck, they’re going to treat it like a duck. Taking the time to classify correctly now prevents headaches down the road. We are here to help you craft, review, and amend employment and contractor agreements and navigate any other issues that may arise as you scale your workforce.