Holly Buckley

So my prediction is there's going to be less, but not a lot less. I think Lena Kahn was, you know, an outlier. She was a lot more aggressive than we've seen in a very long time out of the FTC. But I think the FTC's priorities are somewhat bipartisan. And I think that there's still going to be a lot of desire to put pressure on private equity, private equity investments.

And so I think we're going to see an easier M&A climate, but I don't think it's going to be a reversion to the pre-lien account days. I think it's still going to be tough. I think there's also a good chance, a very good chance that the new HSR rules stay. And so there's a new HSR rule that's kind of floating right now in terms of we're not quite sure what's going to happen with it.

And so I think we're going to see an easier M&A climate, but I don't think it's going to be a reversion to the pre-lien account days. I think it's still going to be tough. I think there's also a good chance, a very good chance that the new HSR rules stay. And so there's a new HSR rule that's kind of floating right now in terms of we're not quite sure what's going to happen with it.

But I think our intelligence is that it's likely to proceed as is. And the new HSR rule puts about four times the burden on respondents than the prior one. So there's a lot more information needed and a much higher burden and expense related to it. And so, again, I think we're going to see a slight increase a slightly easier climate, but it's not going to be back to the old days.

But I think our intelligence is that it's likely to proceed as is. And the new HSR rule puts about four times the burden on respondents than the prior one. So there's a lot more information needed and a much higher burden and expense related to it. And so, again, I think we're going to see a slight increase a slightly easier climate, but it's not going to be back to the old days.

You know, I'll say there's an area I'm focused on, but I won't say I'm excited about it. And that's kind of the distress deals that we were just speaking about. I think it would be improper to say I was excited about it.

You know, I'll say there's an area I'm focused on, but I won't say I'm excited about it. And that's kind of the distress deals that we were just speaking about. I think it would be improper to say I was excited about it.

There's an analytical excitement about it in terms of they're an interesting type of transaction to work on as an attorney, but it's never exciting to see what's happened to some of these businesses that folks obviously had a lot of hope behind and put a lot of energy into. But I think there's also a lot of opportunity in the distressed space as some platforms have run into issues as opportunities

There's an analytical excitement about it in terms of they're an interesting type of transaction to work on as an attorney, but it's never exciting to see what's happened to some of these businesses that folks obviously had a lot of hope behind and put a lot of energy into. But I think there's also a lot of opportunity in the distressed space as some platforms have run into issues as opportunities

for other acquirers to potentially bring them in to see some synergies with existing platforms that they have. We just worked on the CareMax transaction, which closed in the last week, which was a very interesting transaction. And I think there's going to be a fair amount of activity

for other acquirers to potentially bring them in to see some synergies with existing platforms that they have. We just worked on the CareMax transaction, which closed in the last week, which was a very interesting transaction. And I think there's going to be a fair amount of activity

Thanks, Scott. And as always, thanks for the discussion. I mean, I think I would love to say I have a perfect system and that I'm great at this. And I think as many can probably identify with the life is cyclical. And so at some points you do much better and at other points you're probably sprawling and not as focused as you should be.

Thanks, Scott. And as always, thanks for the discussion. I mean, I think I would love to say I have a perfect system and that I'm great at this. And I think as many can probably identify with the life is cyclical. And so at some points you do much better and at other points you're probably sprawling and not as focused as you should be.

But I think within different categories, there's different items and they need to be managed in different ways, right? So I'm both a practicing lawyer, that's kind of what I should be spending the majority of my time on. And I'm also the leader of the healthcare group. And so within both of those areas, There's the areas that I need to focus on very deliberately and continuously.

But I think within different categories, there's different items and they need to be managed in different ways, right? So I'm both a practicing lawyer, that's kind of what I should be spending the majority of my time on. And I'm also the leader of the healthcare group. And so within both of those areas, There's the areas that I need to focus on very deliberately and continuously.

And for the lawyer side, it's clients. For the department side, it's people. So very similar. The most important thing in both of my disciplines are the people. And on the lawyer side, if you don't have clients, you don't have a business. And on the department side, if you don't have great people, you don't have a business.

And for the lawyer side, it's clients. For the department side, it's people. So very similar. The most important thing in both of my disciplines are the people. And on the lawyer side, if you don't have clients, you don't have a business. And on the department side, if you don't have great people, you don't have a business.

And so making sure that the people are top front almost at all times is just critical. But then there's the strategy side of things. And as both a practicing lawyer as well as a department leader, it's really important to take the time out to build strategy for the department side. It's growth. It's how do we want to grow? Where do we need to grow? And how are we going to execute on that?

And so making sure that the people are top front almost at all times is just critical. But then there's the strategy side of things. And as both a practicing lawyer as well as a department leader, it's really important to take the time out to build strategy for the department side. It's growth. It's how do we want to grow? Where do we need to grow? And how are we going to execute on that?

And in order to build that plan, you really need that focused downtime. And I frankly find flights very helpful for this. I find as sad as it may be, vacation's a good time for this, to be able to take some quieter time when there's less going on to actually focus on it.