Woods Rogers President Dan Summerlin Speaks on Post-Merger Law Firm Rebranding

In this exclusive interview, Woods Rogers President Dan Summerlin discusses law firm rebranding in the wake of a merger. Woods Rogers, founded in 1893, and Vandeventer Black, established in 1883, merged in 2022 to form Woods Rogers Vandeventer Black PLC.

You recently led a major rebranding effort at Woods Rogers. What were the key goals behind the new brand identity, and how did you ensure it stayed rooted in the firm’s legacy while positioning it for the future?

Dan Summerlin: That is really the delicate balance you try to strike, honoring the past while preparing for what is next. What prompted the rebrand was Woods Rogers’ 2022 merger with Vandeventer Black. Both firms had been around for more than a century, and instead of jumping into a rebrand right away, we agreed to give ourselves time to figure out who we were as a combined entity and where we wanted to go.

That pause gave us space to make sure the new brand would genuinely reflect both firms’ legacies while positioning us for the future. 

Did you set a timeline for the rebrand, or was it more of an organic process, letting it unfold as it needed to?

Dan Summerlin: We did have a rough timeline in mind once we formally started the process, but the priority was always to get it right. One of our first steps was identifying outside experts to guide us. Our branding and web development partners helped structure the timeline, but we agreed that if it took a little longer to do it well, that was time well spent.

We conducted interviews with clients, lawyers from both legacy firms, and other key stakeholders. It was a grassroots approach that allowed us to understand who we are and what we wanted the brand to represent.

Law firms bring unique complexities to this kind of effort. We have multiple owners, our partners, many of whom have been with their respective firms for decades. You cannot hand down a new brand and say, “Here it is, welcome to your new firm.” That would not go over well.

So, we focused on getting buy-in. In law firms, rebranding carries significant weight, and you must be intentional. You must involve people and make sure they feel heard. Of course, with hundreds of lawyers, you are never going to get full agreement. At some point, you must make informed decisions and move forward.

You’ve emphasized a “mission-minded, client-focused” approach in the new branding. Can you elaborate on how the six defining principles of uncommon capabilities, service, and culture come to life in the day-to-day work of the firm?

Dan Summerlin: In some ways, the rebranding process was less about reinventing and more about reminding ourselves of the core values that have always driven us, particularly our commitment to clients.

Our clients are our focus. Our job is to do whatever it takes to help them succeed. That means going above and beyond what’s merely expected, and making sure our efforts elevate them, not us. Sometimes, we all need that reminder, and the rebranding effort gave us a great opportunity to reflect on our purpose.

I also think we have done a good job bringing in practical, real-world expertise to enhance what we offer. Whether it is having an architect on our construction team or analysts supporting our cybersecurity practice, we are focused on providing clients with more than just traditional legal advice by delivering well-rounded, actionable insights that help them make informed decisions.

Another key principle is accessibility. We make a concerted effort to ensure that clients have direct access to partners. We are structured to avoid a top-heavy model where clients must go through layers of associates before getting to the decision-makers. Clients often want to speak directly with a partner when it matters most, and we are built to make that happen. It is about being there when they need us, not just when it is convenient.

What unique advantages does the mid-sized law firm model offer in today’s legal market, particularly when it comes to balancing agility with full-service capabilities?

Dan Summerlin: I think it is a great time to be a mid-sized firm. Over the last five or six years, Big Law rates have continued to climb, creating a real opportunity for firms like ours that manage overhead effectively and can offer highly competitive rates without compromising quality.

But it is not just about pricing. You still must be able to perform and deliver real value. Increasingly, we are seeing clients seeking law firms that can work efficiently and practically. They do not want to see six or seven lawyers on every matter. That kind of approach is not resonating the way it used to.

Our model fits well with that shift. For instance, we often staff litigation matters with one partner and one associate to start. If more resources are needed, we bring them in, but the goal is to keep things lean and focused on what the client actually needs.

Responsiveness and accessibility are huge differentiators. We have spoken to potential clients who are frustrated, not just with the costs of routine legal work, but also with the difficulty of obtaining timely, straightforward support from their current firms. That is where we can really stand out: by being nimble, responsive, and user-friendly.

There is a real opening in the market right now for firms like ours to serve clients who need high-quality legal services, but also value flexibility, accessibility, and a partner-level relationship.

As Woods Rogers looks to grow, how do you approach strategic decisions like opening new offices or making lateral hires? What factors guide your thinking?

Dan Summerlin: At the end of the day, we are in the talent business. You must be able to attract great people and then keep them. We have tried to manage the firm with a long-term mindset, not just focusing on short-term profitability. That means having a strategy in place while also remaining open to opportunities. Sometimes a talented candidate comes along who you were not actively seeking, and you need to be ready to act.

When we speak with potential lateral hires, we emphasize the long-term benefits of being here. That is what we are selling: stability, culture, and a commitment to growth. And once people join, they tend to stay. I have been at Woods Rogers for 28 years, and that kind of longevity is common at our firm.

As for office expansion, one of our strengths is our pricing and flexibility. We are cautious not to jeopardize that by taking on overly expensive office space or growing just for the sake of growth. We want to be intentional. But that does not mean we sit still. You cannot go dormant for a year or two and expect everything to stay the same. Attrition happens quickly, and the market moves fast.

So, we are always looking, always evaluating, but we are doing it with a focus on the long game. That mindset has kept both legacy firms in operation for more than 130 years. It is about thoughtful investment in the future, including expansion when it makes sense.

The rebranding process helped reinforce that. Who are we? Where are we going, and how do we build a brand that reflects that?

When it comes to hiring and retention, aside from compensation, which is always a key factor, are there other things you’re seeing that help attract talent? Remote work and flexibility are sometimes divisive topics. Are there any perks or cultural factors that stand out to you?

Dan Summerlin: I think one of the things we are seeing, especially from lawyers coming out of larger firms, is growing frustration with strict rate structures and a lack of flexibility when it comes to building their own books of business. That is where we offer something different. Our model gives lawyers more autonomy, not just in setting rates that make sense for their clients, but also in developing their own business without the same kind of pressure that comes from high overhead and rigid expectations.

We highlight that flexibility in conversations with candidates and will continue to do so. Of course, compensation still matters, but so does offering people a vision for how they can build something.

To succeed in a mid-size firm like ours, you must have an entrepreneurial mindset. We do not have a bench of people who just grind out hours. You must be someone who wants to grow, to develop relationships, to evolve with your clients. For the right people, that freedom and opportunity are very appealing. There is something uniquely satisfying about building your own book of business in private practice. 

As for remote work, yes, it is here to stay. We prefer an in-office presence, but we recognize that remote work has a legitimate role and flexibility can be important, depending on someone’s practice or personal situation. It is not a one-size-fits-all approach. We try to be flexible where it makes sense and take into account individual skills and circumstances.

In a time when many firms are wrestling with identity and differentiation, what lessons from your rebranding process would you share with other law firm leaders?

Dan Summerlin: Though managing partners may dread the idea of a rebrand, the biggest takeaway for me was that it is a great opportunity to move the firm forward.

When you go through the process thoughtfully, it forces you to really understand who you are—your strengths, your weaknesses, your capabilities—and to articulate the story you are trying to tell. That self-reflection is powerful. It is not just a marketing exercise; it can be transformative for your culture and strategic direction.

The other big takeaway is to be patient. We live in a world that expects instant results, but a successful rebrand takes time. It is a long-term investment, and you must approach it with that mindset. It is not about chasing the trend of the day: it is about building something that is going to last and positioning your firm for the future.

If you take the time to do it right, the process can be incredibly rewarding.