Power and efficiency.
Much of being an attorney is knowing how to deal with power (whether you have it or not) and using resources wisely when addressing issues. Our firm, unlike others, strives to benefit our clients by working with them.
We reveal some of the magic we do.
We suggest cost saving measures.
We counsel rather than gunsling.
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Skill Area Focus
Agreements that work for you.
Everyone likes an experienced attorney. Experience leads to the belief that because an attorney was successful in the past, then he knows the answer to your current problem. Yet, your legal problem is unique to you and to your situation. The law changes according to the facts. To solve your problem we must be skilled researchers and analysts, not just attorneys who have had "an experience".
We intimately know how librarians, information specialists, and employees think, act, and squirrel away resources. We know the dusty shelves of libraries, the stark numbers of spreadsheets and statistics, the winding paths of electronic databases, and the cold ringing of construction yards and cubicles. We know because we used to be the researchers, the number crunchers, the technology gurus, and the workers.
We employ this knowledge as litigators, negotiators, contract writers, and attorneys. We challenge our comfort levels by taking on cases that require novel and innovative legal solutions. We find strategies that work because we discard past successes. We flex our capabilities as attorneys by applying effort effectively and bringing greater value to our clients. In the end, we know that our clients don't want someone else's past success, rather a unique, present workable solution.
Contracts and Negotiations.
We enjoy litigation. Clear concise arguments presented before a judge can win the day, and our clients can go home happy knowing they are right. Moreover, we like showing our clients where we place our loyalties (with them).
However, why do things the hard way when at times they are more likely to work out well by taking the easy way?
Although we like litigation, we love our clients being happy. We like our opponents wanting our clients to be happy, because our opponents get what they want and are happy.
And this is the point ... if possible, why can't everyone get what they want?
We approach contracts and negotiations as creative problem solving. We reduce risk by planning for the future and identifying what clients and opponents want so we can build future relationships and negotiate on economic and noneconomic terms that fix the problem.
After all, the best way to get rid of an opponent is to turn them into a friend and advocate.
Tips on reading a contract.
Contracts, are for some, unbearably long and needlessly wordy. Sooner or later our firm gets asked the question, "How can I quickly read and make sense of a confusing contract?"
We respond by fixing the "best answer" that attorneys tend to give, while giving some general points. Much like autobiographies, the "story" contracts tell depend on the perspective of the author. As such, we suggest the following best common answer if modified. (We are not giving you legal advice. It would be unwise to take uninformed advice from the Internet and we are uninformed about your specific legal problem, after all you aren't our client.)
The best (and perhaps most frustrating) common answer is to "ask an attorney to explain it to you". Yet this is only half an answer. A contract if properly written should be understandable by the people meant to sign it, even if they do not fully know the legal consequences of signing it. Practically this means even if you understand everyone's obligations under the contract, the legal consequences of those obligations may be lost without context and analysis. The "(modified) best common answer" is learn all you can about the contract and before you sign it get an attorney to focus on looking at it carefully. Four points to take home are as follows:
First, the purpose of most contracts, and each sentence, is about getting and giving something up. You should be able to figure out what is given up and what you get in each sentence.
Second, understand the special definitions in the contract. They may be set apart in some way, be defined in context, by reference, or by common usage. For instance, there is a difference between a "Term" and a "term" if one is defined.
Third, everything is important. If something is boilerplate or a "standard" contract it pays to read it and understand it. One person's normal is rarely another person's normal.
Fourth, the ability to take a contract home and review it is essential. If we can't take the contract home before we sign it and have a third party review it, we don't sign it. You, of course, can make your own choice.
If you deal in contracts often, then a good attorney will teach you how to read them.
American Bar Association
In the Press
Mr. Love was recently quoted in the American Bar Association publication, Student Lawyer, for his work in judging the National Appellate Advocacy Competition Championship. The article, "Flight Simulators" for Future Litigators, looks at the four client skills and moot court competitions run by the ABA to train law students and compare their skill against national competitor. The National Appellate Advocacy Competition Championship sets the bar for advocacy letting students learn the skills that let them win in court.
Unlike in debate teams or even moot court competitions, students competing in the National Appellate Advocacy Competition are faced with a selection of experienced judges with differing opinions and backgrounds including: US District Judges, Partners of Law Firms, Chief Justices of State Supreme Courts, Law Professors, Former U.S. Department of Justice attorneys, and Corporate Counsel. Despite the variety of professional backgrounds, the judges' common goal is to provide a "hot" bench for the students, by employing laser like dissection of the legal theories and by finding the weak spots in a team's arguments.
The untested and new legal cases presented allow students and judges to stretch their advocacy skills by removing the comfortable, yet inapplicable, solutions found within their studies or businesses. Rather than using only theory or practice, students face a crucible of applying persuasion and practicality to not only win over the judges, but also to anticipate the actions of other national teams. For the judges, the competition is a test of combating ineffective advocacy while spotting weakness and strength in the arguments of others.
Want to become a client? Need to find out where to send documents or contact us? This section is here for you. We practice responsive communication as a firm within appropiate and reasonable timetables. Please refer to the sections below
Inquiries to Ask Questions or Request an Initial Consultation
When we have not really talked.
We are open to questions and requests for a consultation. We just have to know a small bit about you and your problem. We provide easy ways to contact us on our Ask and Inquire page that speed our screening process. Please let us know your time constraints and needs.
Initial Consultation Information
When we have set up an appointment.
We are happy to remind you about an appointment. If you have questions, please email us at Scheduling@compendiumlaw.com or call us at out general number 1(312)268-2032
Current Client Information
Look at your agreement with us.
Your agreement with us is your guide. It contains the direct contact information for the attorney assigned to your case, as well as alternate contact information. You can call us at 1(312)268-2032 for general help.
Judges and Staff
Welcome, we look forward to talking with you..
Unless indicated otherwise by court documents or a previous interaction (which is likely), all contact should be addressed as follows.
Judges and their staff may email us at:
Our Mailing Address:
332 S. Michigan Ave.
Suite 1032 #l459
Chicago IL, 60604
Ask and Inquire
Incentives matter, but they are more than just money.
You have to know what you are giving up, in order to get something.
Whether it is evident or not, contracts always have more than two parties since they build themselves on a system of laws.
Everything is actually flexible, or adjusts, except for the imposition of ideas on the market.
The goal of trading, in essence, is to make every party better off.
Not everything we do well is worth doing ourselves.
It is important to recognize a good thing, if you have it, especially if it is not the result of human design, but the spontanious result of human interaction.
The unexpected things that cause a plan to falter or fail can turn out more valuable than the initial plan itself.