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The Maslon firm was formally organized as a partnership in 1956, but the firm's roots began during the 1920's. In 1923, Samuel H. Maslon graduated with honors from Harvard Law School and was awarded a prestigious clerkship with United States Supreme Court Justice Louis D. Brandeis. After concluding his clerkship, Maslon returned to Minneapolis and began his career in private practice. In 1948 he began practice as a sole proprietor. During those years, Sam Maslon built a national reputation as a skilled lawyer in the areas of business and corporate law and tax planning. By 1949, his busy practice grew to three associates, including Harvard Law School graduate, the late Marvin Borman. In 1956, Maslon and his colleagues joined forces with a local litigation firm and created the partnership of Maslon Kaplan Edelman Joseph & Borman.
From its inception, the firm embraced the valued tradition of community service begun by Sam Maslon. Marvin Borman was elected to a number of community service positions, including Chairman of the United Way Campaign, Chairman of the Minneapolis Institute of Arts, Chairman of Mount Sinai Hospital and President of the University of Minnesota Foundation. Hy Edelman supported the cause of equal rights early in his career by serving on then-Mayor Hubert Humphrey's Council on Human Relations, which drafted the first city ordinance prohibiting discrimination on the basis of race, creed or color. Later, another firm partner led the legal battle to integrate the Minneapolis public schools.
From the 1950's on, the firm grew steadily by adding attorneys with unique and diverse backgrounds, including lawyers who practiced on Wall Street, university professors and bankers who were entering law as a second career. By 1974, the firm had grown to include eighteen attorneys, including two women. Eventually, the firm changed its name to Maslon Edelman Borman & Brand.
Today, the firm includes more than 80 diverse lawyers who have the experience, maturity, and legal skills to handle a wide range of legal problems. Although the firm has matured from its beginnings in the early part of the twentieth century, the character of the firm is still true to the dreams and visions of its founders. We are proud of our strong commitment to integrity and excellence in the practice of law as well as serving our community.

When the late, legendary John F. ("Jack") English founded this law firm in 1960, his vision was to build a law practice staffed by only the most talented and respected attorneys.
50 years later, Meyer, Suozzi, English and Klein, P.C., a law firm comprising some of the most celebrated legal professionals and former public servants, is testament to his foresight and resolve.
Our ranks boast the unparalleled expertise of lawyers whose resumes include New York State Appellate Division justice, New York State Supreme Court justice, White House deputy chief of staff, New York State commissioner of labor, New York State senator, New York secretary of state, New York City deputy mayor, Suffolk County executive, town attorney and New York State Bar Association president. We are proud, too, of our bipartisan culture; our attorneys have held high positions on both sides of the political aisle.
We have grown exponentially through strategic acquisitions as well as by the achievements of our top attorneys. Their careers illustrate how we earned our well-deserved reputation as a firm with street smarts in the corridors of power. These leaders helped shape the character of our state and our nation, their accomplishments in civic service, from the trenches of local community boards to the farthest reaches of federal government.
Throughout his career, Jack English was a trusted advisor to presidents, from John F. Kennedy to Jimmy Carter, as well as to United States senators and other prominent politicians. Over the decades, Jack enlisted the best and brightest to his firm. With a keen eye for talent, he invited Bernard S. Meyer, a New York State Supreme Court justice, to join the firm in 1975. Several years later, Judge Meyer was appointed an associate judge of the New York State Court of Appeals. A renowned legal scholar, he returned to the firm in 1987, and worked in the litigation practice until his passing in 2005.
Harold M. Ickes joined us in 1977. A political strategist and United States presidential advisor, his stellar career includes three years as deputy chief of staff under President Bill Clinton.Decorated World War II hero Joseph A. Suozzi-who began his career as Glen Cove City Court judge at age 28, making him perhaps the youngest sitting judge in the nation-joined us in 1980, after serving as a justice on New York State´s Supreme Court as well as its Appellate Division.
Also joining us that year was John V. N. Klein. A two-term Suffolk County executive and director of the Long Island Association for more than two decades, he is a recognized business leader and political commentator. Under his guidance as managing attorney from 1984 to 1996, our firm more than doubled in size.
With Basil A. Paterson´s arrival in the early 1980s, we gained one of the most successful statesmen and attorneys in New York´s minority community. His numerous achievements include serving as New York State senator and secretary of state, New York City deputy mayor and commissioner of the Port Authority of New York and New Jersey.
Lois Carter Schlissel joined our ranks in 1981, eventually becoming managing attorney. She is the first woman in a major Long Island law firm to achieve that status. Under her direction, our exceptional growth has made Meyer Suozzi one of the most watched firms in the region.

Law firms are organized in a variety of ways, depending on the jurisdiction in which the firm practices. Common arrangements include:
Sole proprietorship, in which the attorney is the law firm and is responsible for all profit, loss and liability;
General partnership, in which all the attorneys who are members of the firm share ownership, profits and liabilities;
Professional corporations, which issue stock to the attorneys in a fashion similar to that of a business corporation;
Limited liability company, in which the attorney-owners are called "members" but are not directly liable to third party creditors of the law firm;
Professional association, which operates similarly to a professional corporation or a limited liability company;
Limited liability partnership (LLP), in which the attorney-owners are partners with one another, but no partner is liable to any creditor of the law firm nor is any partner liable for any negligence on the part of any other partner. The LLP is taxed as a partnership while enjoying the liability protection of a corporation.
Restrictions on ownership interests[edit]
In many countries, including the United States, there is a rule that only lawyers may have an ownership interest in, or be managers of, a law firm. Thus, law firms cannot quickly raise capital through initial public offerings on the stock market, like most corporations. They must either raise capital through additional capital contributions from existing or additional equity partners, or must take on debt, usually in the form of a line of credit secured by their accounts receivable.
In the United States this complete bar to nonlawyer ownership has been codified by the American Bar Association as paragraph (d) of Rule 5.4 of the Model Rules of Professional Conduct and has been adopted in one form or another in all U.S. jurisdictions,[1][2] except the District of Columbia.[3] However, D.C.'s rule is narrowly tailored to allow equity ownership only by those nonlawyer partners who actively assist the firm's lawyers in providing legal services, and does not allow for the sale of ownership shares to mere passive nonlawyer investors. The U.K. had a similar rule barring nonlawyer ownership, but in recent years law firms have been able to take on a limited number of non-lawyer partners.
The rule was created in order to prevent conflicts of interest. In the adversarial system of justice, a lawyer has a duty to be a zealous and loyal advocate on behalf of the client, and also has a duty to not bill the client excessively. Also, as an officer of the court, a lawyer has a duty to be honest and to not file frivolous cases or raise frivolous defenses. A lawyer working as a shareholder-employee of a publicly traded law firm would be strongly tempted to evaluate decisions in terms of their effect on the stock price and the shareholders, which would directly conflict with the lawyer's duties to the client and to the courts.

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