Reg Brown is a litigation partner in the Washington, D.C., office of Kirkland & Ellis. His practice includes
diverse crisis and governmental investigations, as well as counseling industry-leading clients on complex
and significant regulatory, enforcement and reputational matters. Before joining Kirkland, Reg also held
senior government and corporate positions.
In this Q&A, we ask Reg about his leadership role within Kirkland’s D.C. litigation practice, the value of a
Washington-based legal presence and the key to building long-term client relationships.
You’ve had a long and successful career. Can you tell us about your path to Kirkland?
I started out my career as a lawyer in Washington, then spent some time in government at the state
level and as chief of staff to a Fortune 100 CEO. After that, I spent several years in the White House.
Marrying the many strands of my career into a cohesive practice framework has been my focus for
decades, and joining Kirkland in 2020 was a natural progression. I was attracted to the Firm’s
entrepreneurial platform and scale and was eager to bring along my D.C. perspective, as well as my
strong C-suite knowledge and relationships.
You do something that very few people do in Big Law. What does your practice have to offer?
I take a multifaceted approach to my work, bringing decades of legal, corporate and government
experience to the table when preparing executives and corporations for high-profile congressional
hearings and reputational controversies. I approach matters from every possible business and legal
angle, and it’s been incredible working on complex issues with the full force of Kirkland’s platform
alongside me.
What are some of the biggest issues businesses are currently dealing with that touch on your areas of
experience?
The country has become far more polarized politically, and we’re seeing that bleed over into many other
aspects of society, including law and business. More and more companies are thinking carefully about
how to navigate a fraught reputational and enforcement environment. For clients dealing with new
technology or any kind of controversy that hits the front pages, chances are good that they may get a
call from Congress asking about their activities. Transactions are receiving more scrutiny than ever, with
deal teams having to consider a host of new competition and ESG factors. Issues of consumer protection
and fees and pricing that used to not be of much interest are now drawing substantial amounts of
activity. The list is quite long!
The takeaway is that, in 2024, companies require a different kind of advocacy — seasoned advisors who
have insight into these topics and have relationships across the spectrum — in order to respond quickly
and effectively. Kirkland’s culture and team are built for this environment.
What is your approach to winning new clients and maintaining relationships in the long run?
The key to client development, from my perspective, is being present and able to anticipate challenges
before your client needs you. It requires having a network and tending to it on a regular basis. This
means being high-touch with clients and networking in both traditional and non-traditional ways. I not
only regularly check in with clients about new opportunities, but also ask about their families, reach out
on birthdays and call when I see someone’s name in the news. I’m always trying to achieve that work-
life harmony with my friends in business.
