Risk News and Views — Billion Dollar+ Conflicts Allegation, Positional Conflicts in Perspective


I just discovered “Dear Ethics Lawyer” from Mark Hinderks at Stinson. Here’s an interesting recent piece on: “Positional Conflicts” —

  • “Q: Dear Ethics Lawyer, I am handling a significant case in which I am preparing to argue to a federal district court in our state that a state law cause of action against our client under relatively recent legislation is preempted by federal law. I’ve just learned that one of my partners in the firm is coincidentally preparing to argue in state court on behalf of a different client that preemption does not apply.”
  • “I discovered this by accident, given that our firm (similar to other firms) does not track the specific legal arguments being made over time in individual cases as part of its conflict-checking system. Now that I know about it, what do I do? Is this an actual conflict, or something that will just be difficult to explain to the clients if they find out we are arguing both sides of the same argument at the same time?”
  • “A: Positional or issue conflicts occur when a lawyer (or firm) is advocating a substantive position in one matter that could be detrimental to the interests of another client in a different matter. This situation raises questions such as whether the first decision rendered will be persuasive or even binding precedent affecting the other case; whether the judge(s) will discount the lawyers’ advocacy knowing the firm is on both sides of the issue; and whether the clients will be concerned by, or even subject to divided loyalties of the lawyers involved?”
  • “The issue is dealt with to a certain extent in Model Rule 1.7, Comment 24, which states that ordinarily ‘a lawyer may take inconsistent legal positions in different tribunals at different times on behalf of different clients,’ and that the ‘mere fact’ that precedent might be created adverse to the interest of a client in an unrelated matter does not create a conflict of interest. If, however, there is a significant risk that the advocacy for one client will materially limit the lawyer’s effectiveness for another client in a different case, then a conflict will exist.”
  • “Formal Ethics Op. 93-377 (1993) also looks at the issue primarily in the framework of a material limitation conflict under Rule 1.7(a)(2). Is the importance of the issue likely to affect the ultimate outcomes? Is the determination in one case likely to have a significant impact on the determination in the other? Will there be any ‘inclination by the lawyer, or her firm, to ‘soft pedal,’ de-emphasize or alter certain arguments to avoid impacting the other case?’ It concludes on the one hand that a conflict does exist when a lawyer or firm argues opposing substantive positions in the same jurisdiction at the same time; and on the other hand that no conflict exists when the matters are not litigated in the same jurisdiction and there is no substantial risk that either representation will be adversely affected by the other. Of course, there is a huge gray area between these two outcomes, in which the lawyer(s)/firm involved must examine the factors referenced above as to whether a material limitation conflict exists.”
  • “There is also the matter of whether the matter should be disclosed to affected clients, especially if the decision is to proceed with both representations. As a practical matter, disclosure and consent (where disclosure may be made, and consent obtained under Rule 1.7(b)) may cure both any actual conflict of interest and inoculate the firm against client surprise and disappointment upon learning its lawyer or firm is arguing a position adverse to its interest.”
  • “In the situation you describe above, the two matters are not in the same jurisdiction (one is in state court, the other federal), but are in the same state, where decisions of state and federal courts on a legal issue are likely to have significant influence, one upon the other. You should consider whether either representation is likely to adversely affect the other given the importance of the issue involved, and whether there is any other material limitation on the ability of you and your partner to vigorously present your arguments in the interests of your respective clients, and to have them fairly received by the courts involved. The safe route is either not to knowingly proceed with both matters, or to obtain informed consent if possible from the affected clients.”

Nelson Mullins Faces $2B Suits Over Alleged Conflicts” —

  • “The former wives of two insurance mogul brothers have sued Nelson Mullins Riley & Scarborough LLP for $2 billion, claiming a partner there set up the couples’ estates while quietly conspiring with the brothers to shield marital assets from the wives in the event of divorce.”
  • “In two nearly identical suits filed Wednesday in West Palm Beach, Florida, Michelle Waite and Sandra Cohen, who were married to Seth and Brad Cohen, respectively, said Nelson Mullins partner Jonathan Gopman jointly represented them with their husbands when he helped do their estate planning.”
  • “But he then worked against the wives’ interests by taking steps with the Cohen brothers, who founded Insurance Care Direct, to cut the wives out of their shares of the marital assets without communicating with the women.”
  • “Waite and Sandra Cohen estimate they were denied between $500 million and $1 billion each in what should have been their fair share of the marital assets in their divorces.”
  • “Gopman placed marital assets outside the women’s reach, including through complex and unnecessary corporate restructurings and the establishment of foreign trusts, according to the suit. He also helped the brothers secret away marital assets over the course of several years, according to the suit.”
  • “Gopman was at Akerman LLP in 2015 when he helped the couples set up their estates, according to the suit. He joined Nelson Mullins in July 2021.”
  • “The ex-wives allege that the law firm knew Gopman had previously represented each couple jointly, but agreed to represent the brothers in their respective divorces despite the conflicts of interest.”
  • “‘Because Nelson Mullins was involved as counsel in the divorce proceedings, as well as having its own counsel to defend Gopman and its interests in those same proceedings, Nelson Mullins was fully aware of the conflict of interests involved,’ the ex-wives said.”
  • “Nelson Mullins also helped the brothers set up a new entity, Entratus LLC, which claimed ownership of the proprietary intellectual property developed over several years at ICD entities, according to the suit.”



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25 AI employees who talk to each other and run my company without me.

Most CEOs don’t have time to play with AI.

Maybe they use ChatGPT to write an email or as a sparring partner, but that’s about it.

And I get it. Between back-to-back meetings, managing people, and putting out fires, when are you supposed to sit down and experiment?

But a few months ago, I started playing with agents, and it’s changed the way I think about scaling a company.

Baby Steps

It started with a single agent I built in Claude Cowork. It was a super-powered EA, which read my emails, checked my calendar, and gave me a morning brief. It helped me manage my to-do list, clarify my priorities, and set reminders.

It was really helpful. But what I really wanted was a full support team.

I wanted multiple agents, talking to each other, running on their own schedules, and working without me needing to be involved.

So I started building my own AI organisation. Finance, marketing, sales, strategy and relationship management… even Agent Resources (the HR equivalent).

Department by department, role by role, the organisation started to grow.

Burning the Ships

As more and more work was being taken on by agents, it became clear I didn’t need as large a support team.

So I took the decision to ramp down my human org, and invest in creating more agents.

Like Cortés, I burned the ships so there was no chance of retreat, and this forced me to figure out how to make an AI organisation work.

What used to be run by a Chief of Staff, a Head of Ops, and a Founder Associate is now run by my AI organisation and an EA.

I currently have 25 AI employees which cost about $2,500 a year to run. They replace over $250,000 a year in salaries, along with several SaaS tools I no longer use.

My AI employees manage accounts receivable and financial projects. They analyse my social media and create new pieces of content for my review. They proactively draft emails to help me build important relationships. 

I estimate I’ve got a 100X return on investment on my Claude Max plan.

How to Build an AI Support Team

Within a year or two, every leader will have their own AI organisation, each designed to fit the way they think and work.

When I show CEOs what I’ve built, their reaction is always the same: “I want this.”

So how do you go about building your AI support team?

Here are the three stages, although in practice they overlap a lot.

Stage 1: Connect Your Data

Before your agents can do anything useful, they need your knowledge.

You’ll need to connect your emails, meeting transcripts, data from your existing systems.

This stage is brutal, especially if you need to give the system historical data.

I spent entire nights feeding in data one chunk at a time, taking care not to overload the models with too much context.

Stage 2: Build the Workflows aka. Employees

Each AI employee is a workflow: a prompt that outlines a set of instructions, data it can access, and the output it creates.

Creating workflows is when things start to feel exciting.

You watch your first agent produce real work, and your brain starts firing with ideas for the next one.

It’s quite addictive.

Stage 3: Get Your Employees to Work Together

It turns out many of the challenges of building an AI organisation are the same as a human one.

For example, my Chief of Staff acts as a messenger between me and my other AI employees. It reads all their reports, keeps track of what’s happening across the organisation.

But a few weeks in, the volume of reports generated by AI employees grew out of control.

One day, my AI Chief of Staff said to me: “Dave, there’s a lot for me to read. Do you really need me to read every single report?”

In other words, it was overwhelmed.

We want our chiefs of staff (human or AI) to be our interface with the world, but we often forget how much context this requires.

This led us to redesign our reporting systems, and create some Python scripts to make the work more efficient.

Be Careful With Subagents

Another familiar problem came from how AI agents spawn subagents to do things in parallel.

One evening, I’d kicked off a CRM project. About fifteen minutes in, I checked the progress and realised I hadn’t been clear enough.

I stopped the process and asked the agent to ‘undo’ what it had done.

A minute later, I looked at my data folders, and half of them were missing. As in deleted.

“Where are my files?” I asked, as beads of sweat started to form on my brow.

“This is my fault. The subagents overwrote the data files. I’m sorry.”

You’re sorry?

It turns out your agents will “subcontract” out their work to subagents… except these subagents don’t have the full context and often make mistakes.

Also, they aren’t the tidiest of agents either, often leaving random summary files littered around your filing system.

Luckily, my files were in Dropbox so I was able to recover the 571 files it deleted.

The Agents Are Coming

Now, someone skilled at building agent systems can do the work of dozens, maybe even hundreds of people.

I’m about a month away from having an AI organisation that can run my business with only minor involvement from me.

However, this poses a real challenge for CEOs.

In The Innovator’s Dilemma, Clay Christensen shows that incumbents get disrupted not because they make bad decisions, but because they make good ones.

They keep investing in what’s working today and rationally ignore the scrappy new thing that isn’t good enough yet.

Until it is.

For many CEOs, right now keeping their people is a good decision. AI agents aren’t reliable enough to replace a great team.

But within just a few years, smaller teams who leverage agents will outperform larger teams who don’t.

So if you haven’t started building with agents yet, consider this your permission to start.

Related Reading: 

 

Originally published on April 1st, 2026

 





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