I have used Gunderson Dettmer since they started (was before that one of VLG's first accounts) and have very low legal bills. But I know when to use them and when not to. And when a partner is needed (almost never) and when I can get as good or better from an associate.

Another weird thing is that many customers value the firm and not the partner (I don't really use the firm GD, I use specific people). I "used" Cooley for one specific firm but really I used one person and when he decamped for another firm my company moved with him. Likewise just because that company used Cooley for general corporate law didn't mean we even considered their patent team.

Businesses, of course, have to, but even there it's hard. How does one "shop around" for a lawyer? On what basis can I judge whether somebody is sufficiently smart, hard working, and experienced in the domains I will require?

If I had to do it every day, I'd learn through a series of mistakes. In fact, that's basically what I have done, on the few occasions I've needed a lawyer -- I'm pretty sure I've gotten poor-quality work, but even now I don't really know. I know that I'm not happy with the results in every case, but I have no idea if a different lawyer would have done better.

That has mostly left me really hoping I never need an attorney for my personal life. Which I will, some day -- and suspect my heirs will complain about my choice.

And there are places lawyers can help a lot (hint: typically not business decisions).

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Can you imagine trying to sue a global law firm for malpractice? Are you aware that everything gets pushed down to the lowest, least experienced associate because that’s built into the business model?

Some firms are better than others, but I just simply don’t trust any of them any more.

Edit: I also don’t have too much respect for senior partners at big law firms any more. What kind of person cedes that much of their personal equity? If they were really great, they’d take their clients and run away from the huge, dysfunctional cost structure of BigLaw.

That’s not what the previous person said. People just think they’re paying a premium to get it done right, when as you point out, price is uncorrelated to correctness

You are failing to put yourself into the customer's shoes. Maybe you don't buy into it, but clearly customers do.

I don't know what the legal disruptor market strategy is, but going on what you've said, they shouldn't be differentiating on price. Rather, use reputation against the incumbents, somehow.

To be super clear: I support disruptors in this space. My gripe is with customer/clients that are holding change back for reasons that are against their own best interests.