As Renne Public Law Group (RPLG) continues to expand its reputation as a public law leader, the firm recognizes Of Counsel Geoff Spellberg’s dedication to public service and more than three decades of litigation and trial experience. In this conversation, he reflects on his path to RPLG, his philosophy toward litigation and the lessons learned from a career devoted to protecting communities.
Tell us about how you found your way to RPLG.
GS: I’ve worked with RPLG Founding Partner Art Hartinger for more than 30 years, at three or four different firms. When Art moved to RPLG, I moved with him. It was a natural transition.
I got into public sector litigation through the San Francisco City Attorney’s Office; I wanted the opportunity to handle my own cases and do trial work. Art joined around the same time. That was the start of our long working relationship and my introduction to public sector litigation, and I’ve been doing it ever since.
How does RPLG support you as a lawyer?
GS: There are a lot of things I love about RPLG, but one that really stands out is our commitment to doing the right thing and serving the public interest.
For example, I’ve handled cases for African American churches in San Francisco facing developers trying to take valuable property from them. In one case, it was an entire city block worth $70 or $80 million. The firm took the case, even though the client couldn’t really afford it, because it was the right thing to do. You don’t see that very often at for-profit firms. RPLG was willing to take that on because it mattered. It was one of the most rewarding experiences I’ve had as a lawyer. We went to trial and won, saving that city block for the Old Bethel Baptist Church. It was an intense, high-stakes trial, and I honestly didn’t think we’d win at first. But we did, and the church was thrilled. They’ve been my client ever since, even though that kind of work isn’t what I normally do.
That’s what’s great about this firm. We’re willing to take on meaningful work because it’s the right thing to do. I can take on interesting, important cases that I might never see at a for-profit firm. It’s challenging and fulfilling, and I’m proud to be part of it.
What kind of projects do you focus on at RPLG?
GS: I do litigation and trial work. A recent case I handled that’s been particularly interesting involved the County of Napa. The county sued a winery that refused to operate in compliance with Napa County’s regulations, which govern all wineries. It’s a very competitive and tightly packed industry, so it’s crucial that everyone follows the same rules. If one operator gets away with ignoring them, the whole system falls apart. Napa wanted to make sure those regulations were enforced. The case has involved lengthy discovery, but it’s been fascinating. I’ve learned a lot about the Napa wine industry and about land use and environmental regulations. That’s one of the things I really enjoy about public sector litigation. As a litigator, you get exposed to so many different subjects. Every case is different, and you learn something new every time.
In a private firm, your work tends to follow your clients’ business. If your clients sell cars, you’re mostly doing automotive cases. But public agencies have such a wide range of issues that there’s always something new and interesting going on.
What is your philosophy toward practicing law?
GS: I’d say the most important thing is to be proactive and get out ahead of the case. A lot of defense lawyers wait for the plaintiffs to initiate things, but I think it’s far better to take control early and set the tone. It’s easier to litigate when you’ve got the case in hand early, especially if it’s big or complex.
What is your strategy for assimilating information quickly?
GS: There’s really no trick to it — you just have to enjoy learning. You dig into the facts, learn the technical side of whatever the case involves and figure it out as you go. That’s the job — understanding the facts well enough to build a strong legal strategy.
How do you deal with especially challenging or high-stakes cases?
GS: You have to get out ahead of it. Talk to everyone involved as soon as possible, make sure documents are preserved and get a quick but thorough understanding of the issues. The earlier you take command of the case, the better.
I had a big trial many years ago, before I was at RPLG, involving the City of Richmond police chief and deputy chief. They were sued by seven command staff officers in a very public and contentious case that received a lot of press coverage. We ultimately won the case because we did the groundwork early. We talked to everyone we could find, including people who weren’t obvious witnesses, and built a strong factual record. We were able to put on great witnesses at trial and present a clear, compelling story to the jury. Preparation and thoroughness make all the difference.
In your view, what’s the biggest misconception local agencies have about litigation risk?
GS: In public employment, there are always grievances, complaints and issues being raised, and it can be hard to tell which ones will escalate into litigation. Agencies sometimes take a “wait and see” approach. But when a complaint turns into a real lawsuit, it’s often too late to get ahead of it. Evidence is gone, witnesses have moved on and memories have faded. Public entities would benefit from assessing these situations more carefully at the outset. Identifying serious problems that need early attention sooner and taking proactive steps would save a lot of trouble later on.
How do you suggest agencies be more proactive?
GS: It comes down to risk managers and human resource professionals being willing to flag potential problems earlier. For example, if a construction project isn’t going well, or if a contractor is known for bringing lawsuits, bring the lawyers in sooner rather than later.
When I was at the San Francisco City Attorney’s Office, I headed the construction litigation division, and I always told the project managers, “If you see something coming, call us right away.” We could go out to the job site, review documents and get ahead of the issue before it spiraled. That kind of early involvement makes a huge difference.
The challenge is that managers are busy and have plenty of other responsibilities. They don’t want to think about litigation until it’s unavoidable, but catching potential disputes early is almost always cheaper and easier than trying to clean them up after the fact.
RPLG practices throughout California, advising and advocating for public agencies and nonprofits, providing forward-thinking, responsive and creative legal solutions.