President's Message Inside President's Message - Association of ...

Inside
2Q2010
2...Strategic Planning for Law Departments
4...This Year’s ACC MI Golf Outing Will Be Better Than Ever!
4...Welcome to the Chapter’s Newest Members!
5...Leader Spotlight: Bernie Lourim
5...Looking for ways to get involved?
6...Scholarship Foundation Recognizes 2010 Awardees
6...Upcoming Events
7...Get Active In ACC Michigan
President’s Message
Tim Guerriero
Acc MIcHIGAN WANTs You!!
(and I can guarantee that
YOU will want ACC)
Welcome to the inaugural issue of the
Association of Corporate Counsel
Michigan Chapter newsletter. This
represents our latest effort to reach out
to, communicate with and create an
active community of ACC members in
Michigan.
You are receiving this newsletter
because you are a member of ACC and
ACC Michigan. This fact shows that
you have recognized and appreciate
the value of ACC as the premier
professional association for in-house
counsel. No doubt you have taken
advantage of the many member services
offered by ACC, including the Annual
Meeting, the InfoPAK SM resources,
the member to member networking,
the ACC Online Library, In-house
Jobline SM and other outstanding
resources available to all ACC members
nationwide. We hope you will now take
a closer look at the opportunities and
resources offered by ACC Michigan
as your local connection to the ACC
membership experience.
ACC Michigan has almost 400
members working as in house counsel
in business, industry, government,
non-profit and other organizations
located throughout the
State of Michigan. This
makes ours a mid-size
chapter by national
standards, and provides
the chapter with a robust
membership base to
carry on the work of
ACC in Michigan.
focus
ACC Michigan is
governed by a 16 person Board of
Directors, all of whom give freely and
generously of their valuable time to
serve the mission and goals of the
ACC Michigan Chapter. The chapter’s
mission is to involve the membership
in substantive legal seminars aimed
at the specific needs of in house
counsel, sponsor social activities and
other events, to provide networking
opportunities where in house counsel
can commiserate and share ideas,
challenges and solutions, and sponsor
charitable activities designed to give
back to the state and communities
which support the businesses and
organizations we serve.
To do this effectively, and to maximize
the invaluable benefits that active
membership in ACC can bring to your
in house practice, it is vitally important
that you, as a member, participate and
become involved in these activities.
Ultimately, our chapter
is only as strong and as
effective as our member
participation allows.
This is my invitation to
you to join in, sign up,
attend, and participate
in what I can assure you
will be time and effort
well spent, personally
and professionally.
How can you get involved?? Let me
count the ways:
1.
2.
3.
4.
5.
Attend our legal seminar programs
throughout the year.
Attend our “Spring Social” in June
and get to know your fellow ACC
members in Michigan.
Sign up for and participate on a
Board Committee (Programs, Membership,
Communications, Golf
Outing, Pro Bono, Social) and be a
part of the process.
Attend the Annual Golf Outing
each September, bring in-house
colleagues and friends, and have
a great time with your fellow in
house counsel and contribute to the
Chapter’s Scholarship Foundation at
the same time;
Attend our Annual Meeting in
December for our year closing social
event.
Continued on page

strategic Planning for Law Departments:
Top Ten Nuggets from the Knowledgeable
Frederick J. Krebs, President of ACC, Deborah M. House, former Vice President &
Deputy General Counsel, ACC
In these days of extreme competition and
corporate belt cinching, chief legal officers,
like other heads of corporate business
units, are increasingly being asked to
engage in the corporation’s strategic planning
process. The corporation’s business
goals, and the internal departmental goal
of providing the best and most economical
legal services possible drive this process.
We recently interviewed nine current or
former chief legal officers based in Europe,
Canada and the US, from a wide variety of
industries to gain their insight into the law
department strategic planning process. We
gleaned the following nuggets of wisdom
from their planning experiences.
1. one size does not fit all.
Your strategic planning process should
take into account that the needs of companies/organizations
(clients) will differ
significantly and will constantly be subject
to change. As a result, what they need and
what you do will vary greatly. For example,
if a company is in an aggressive acquisition
mode, or implementing a new brand, or
downsizing—all of those needs will drive
the legal department’s plan. The strategic
plan for the legal department should also
take into consideration the history/status/
structure of the department (what it is and
what it should be) and how that will affect
the delivery of legal services.
Creation of the strategic plan also provides
a valuable opportunity for in-house counsel
to not only respond to their clients’
needs, but to be pro-active as well. Moreover,
client input can help determine how
in-house counsel respond to client needs
(e.g., how important legal news should
be communicated). It can also be used to
manage client expectations.
. There is no substitute for
careful thinking and planning.
Although approaches may vary, traditional
strategic planning contemplates a progressive
analysis and undertaking that typically
starts with the creation of clear mission and
Michigan Chapter FOCUS 2Q10
value statements, identifies strategic issues,
progresses to the development of strategic
goals and objectives, and finally to the creation
and implementation of an action plan
to meet the identified objectives. While
the process should not be tortuous or any
element belabored—it does require some
important work that should not be avoided.
Perhaps most importantly, you should
understand the end goal and what you
need to achieve. As one CLO put it: “plan
from the future backward” and another
said simply: “think before you plan!”
3. Align with and participate in
the company’s (client’s) strategic
planning.
While the level of sophistication of strategic
planning may vary from company to
company, as a general matter our business
partners are ahead of us in the strategic
planning department. This fact can be used
to the distinct advantage of the legal department
because aligning with the corporate
goals facilitates the creation of the strategic
plan for the legal department (to say nothing
of enhancing counsel-client relationships).
For example, if the client determines
that one of its goals is to invest in a new
foreign market, that goal will direct the
legal department’s plan as it determines
how it will support that endeavor.
It is important to stress, however, that
the legal department’s strategic planning
should not be simply a reactive endeavor.
Rather, it is vital that the legal department
secure a chair at the table of the corporate
planning process and contribute to
that process. For example, if the client’s
strategic goal is to move into a new foreign
market that is subject to a legal and
regulatory framework that makes outside
investment very difficult—that fact needs
to be brought to the attention of the client
during the strategic planning process- not
afterwards. That will not happen unless
counsel is at the table. On a more mundane
note, several CLOs noted that the
department’s plan should be written in the
same style and format as the company plan
to facilitate communication and alignment.
And make sure you have the right people at
the table when you do your internal department
planning. You should involve appropriate
staff in your planning process. And
once you develop the goals, objectives and
action plans make sure that all staff generally
understand the where, why, how, what,
and when that underlie those plans, and
align their goals and activities appropriately.
Note too that outside counsel may be appropriate
participants in this process especially
if you anticipate they will be important
participants in achieving your goals.
4. The right horse for your
course.
While we hesitate to compare in-house
counsel (as one of our interviewees did) to
equines, the underlying analysis attached
to this phrase makes a good point. Your
best attorney may not be the best attorney
for the jobs required by your strategic
planning. It does not mean existing staff is
not competent. Rather, consider this--even
a Kentucky Derby winner is not going
to perform well in the Grand National
Steeplechase or as a performing Lipizzaner
Stallion. As corporate goals and legal
department goals change, you must constantly
reassess your department. Do you
have access to the right skills sets to get
the job done and if not, how will you get
them? Perhaps you need more generalists
and fewer specialists or vice versa given
new corporate needs. And do not limit
this evaluation just to in-house counsel; it
applies to outside counsel as well.
5. understand your client’s
business.
This cannot be said often enough as it
applies to everything that you do. If you
do not understand how the business works
then you cannot help your client go where
it needs to go; you cannot be a true business
partner. And this applies from start
to finish, including how your client makes
money, the business climate in which it
Continued on page

Continued from page 2
operates, and the legal and business risks
that it faces.
For example, say your client engages in a
particular type of transaction that by sheer
numbers is profitable for the company, but
on an individual basis runs on tight margins.
In your strategic planning you will
need to provide legal services that match
those characteristics (e.g., by securing one
outside law firm to do all of the transactions,
but at a below market fixed price
that would not be profitable for several
firms splitting the business.) If you did
not understand how the business operates
your analysis about how to provide legal
services may be faulty.
6. The bottom-line counts.
As a general matter, lawyers have a bad
reputation as budget planners who traditionally
argue that you cannot predict or
control legal costs, especially litigation. In
today’s business environment many (if not
most) clients do not tolerate this position.
Good legal department strategic planning
requires good budget planning. Part of this
process requires understanding how you
spend your legal dollars and determining
whether you spend them in the right
places. For example, you may find that
others may handle the work done by your
lawyers more cheaply and more effectively,
such as paralegals or even clients with the
right training and support. In other cases
you might pinpoint areas of high risk and
greater need for legal services.
Data from past activities will be useful in
making this analysis. One CLO said he
intended to develop a metric based on “the
cost of failure” with failure being defined
as anytime the company gets into a dispute
where the company paid more than
originally obligated including for legal
services, settlements or because of contract
disputes, or even to address employee
disgruntlement. Lawyers do not like to
project and adhere to proposed expenditures—but
it can be done.
7. You are what you track; get
the data, analyze, and apply it.
The importance of securing and applying
the appropriate metrics cannot be
underestimated. One of our interviewees
noted he works off a pyramid structure
to demonstrate this. At the bottom of the
pyramid is data, the next layer up is facts,
the next ascending layer is knowledge, and
the pinnacle component is wisdom. Data
may come in many forms—crunching of
numbers from outside counsel, numbers
relating to transactions provided by clients,
estimated hours to accomplish projects,
timelines, client surveys, legal spend inside
and out as well as the number and types of
lawsuits. Collect the data and then use it in
the strategic planning process.
8. culture matters.
Strategic planning cannot be conducted
in a vacuum. The existing culture of the
company—or perhaps the absence of an
appropriate culture—must be taken into
consideration. For example, if the culture
of the company is to marginalize lawyers
or to view them as obstacles—that fact
should be taken into consideration in strategic
planning. In fact, part of the strategic
planning in such an instance may be to
establish an action plan to turn this culture
around since the ability of the legal department
to be effective is going to be directly
affected by such a culture. Similarly, if the
culture of the company is that business
units work in competitive silos, and the
goals of the company contemplate maintenance
of the status quo, that also must be
taken into consideration in planning and
providing legal services.
9. Do not overanalyze.
The traditional strategic planning process
contemplates a certain analysis. However
beware of getting bogged down in
the details. For example, do not torture
yourself over whether something is an
objective or a goal or whether your mission
or values statement is perfect. Avoid
a never-ending search for the appropriate
data that may not exist or overspend your
energies on compiling it. Dive in and get
started with your planning and recognize
your first time through the process may
not be perfect. You can always start creating
the data you now know you need; do
not spend time bemoaning the fact that it
doesn’t exist currently. Moreover, the strategic
planning process is not stagnant. You
will have plenty of time to correct course
as you move forward, and in fact should
do so regularly.
10. strategic planning can be
more than strategic planning.
Use the planning process to achieve other
goals. For example, one CLO saw it as a
great tool for team building. It might also
present a chance for an attorney to step out
of his/her comfort zone and act as a leader
where they otherwise might not have such
an opportunity. Finally, it can be a way to
direct and implement change in a manner
that allows staff to understand the reasons,
and gives them an opportunity to climb
aboard or remain behind.
Additional Resources
Strategic Planning for In-house Counsel
(ACC InfoPAK)
http://www.acc.com/resource/v681
Law Department Management (ACC
InfoPAK)
http://www.acc.com/resource/v6014
Leadership Training for Attorney Managers:
If You Lead, Will They Follow? (ACC
Docket Article)
http://www.acc.com/resource/v8492
Triple Time: Three Hot Ideas for Improving
In-House Law Departments (ACC
Docket Article)
http://www.acc.com/resource/v 1 2
Metrics to Creating & Fostering a Successful
Law Department
(Program Material)
http://www.acc.com/resource/v8441
A View from the Top: CEOs Forecast Their
Vision & Plans for In-house Counsel (Program
Material)
http://www.acc.com/resource/v5586
In-house Counsel Legal Department
Ethical and Professional Conduct Manual:
Chapter One: Legal Department Mission/
Vision/Value/Roles/Goals
(Quick Reference)
http://www.acc.com/resource/v841
Performance Improvement Plan
(Sample Policy)
http://www.acc.com/resource/v 196
Managing to Motivate and Maximize Productivity
in the Law Department (Webcast
Transcript)
http://www.acc.com/resource/v 606
3

This Year’s Acc MI Golf outing Will Be Better Than Ever!
Make your plans now to join us for the
13th Annual ACC MI Golf Outing, set for
Tuesday, September 14
Fox Hills Golf Course
Plymouth, Michigan
As in years past, the 2010 Outing promises
to be a day full of fun and networking,
all for a good cause. Where else can you
enjoy 18 holes of golf on a championship
course — followed by mini-massages, an
open bar, dinner and prizes — all while
supporting scholarships for some of Michigan’s
best and brightest law students? This
year, the ACC MI Scholarship Foundation
has expanded its scholarship opportunities
to include all Michigan law schools.
This event is a great opportunity to network
with your in-house colleagues, and to
support a good cause. More details of the
outing, including sponsorship opportunities
will be forthcoming in the next few
weeks, but for now mark your calendars.
We hope to see you there!
Welcome to the chapter’s Newest Members!
Patrice L. Baker, Oakwood
Healthcare, Inc.
craig A. Baldwin, Guardian Industries
Corp.
Pamela J. Burbott, Penske
Automotive Group, Inc.
susan M. Diehl, LST Advisors LLC
Jeanne D. Dodd, Dow Corning
Corporation
steffany J. Dunker, Spectrum Health
System
Brett M. Godush, Four Winds Casino
Resort
4 Michigan Chapter FOCUS 2Q10
Among those in attendance at the 009 Acc MI Golf outing were (left to
right): Brian smith, Holcim Inc.; Mike costello, Meadowbrook Insurance
Group; Deanna Dixon, clark Hill PLc; Tim Guerriero, TI Automotive
Ltd.; Ellen Padesky Maturen, Pulte Homes; Matthew case, Blue cross
Blue shield of Michigan; christine Viegas, The Auto club Group
cortney Goldberg, Dow Corning
Corporation
Jonathan Hinkemeyer, Dow Corning
Corporation
Judson Hoffman, AOL Inc.
Kyle Krywko, Guardian Industries
Corp.
Michelle LeVeque, Alticor, Inc.
Kathy Lochmann, AlixPartners LLP
Elizabeth A. Logan, Fanuc Robotics
America, Inc.
David L. McKee, Comau, Inc.
David c. Nelson, Penske Automotive
Group, Inc.
Jason c. Pfeffer, GSM Association
carol Ruth shepherd, NSK
Corporation
Peter N. Tassie, Ford Motor Company
Tina M. Wertheimer, Continental
Automotive Systems US, Inc.
Warren J. White, ER-One, Inc.
Lawrence H. Wilhite, Sparrow Health
System
Melanie M. Winslow, Downriver
Refrigeration Supply
Gregory D. Wittrock, Masco
Corporation

Leader spotlight: Bernie Lourim
General Counsel, FANUC Robotics America, Inc. Rochester Hills, MI
FANUC is the leading supplier of robotic automation for a great variety of industries.
What has been your involvement with
ACC?
I have been a member for about ten years,
since 2000. I have been a member of the
Michigan Chapter board of directors since
2001. I am currently also Chairman of the
Pro Bono Committee and Treasurer of the
Michigan Chapter.
What value do you get from ACC?
I get great value from meeting other inhouse
counsel. I like to be able to talk with
them about what is going on in their lives,
both personal and professional. It gives
me the opportunity to discuss common
problems and best practices. I like to learn
how they handle things.
Do you get value from serving on the board?
I get extra value from serving on the board
because the meetings and other contacts
give me more opportunities to interact
with in-house counsel. The same is true
in regard to the committee involvement.
Being active in ACC increases my exposure
to like-minded and similarly situated
professionals. And there is satisfaction in
serving the profession.
What do you enjoy outside of work?
My family (wife and three children) are my
first priority. After that probably my biggest
activity is running in and training for
Triathlons and marathons. I have entered
and finished the Detroit Free Press Marathon
four times and in 2009 I completed
a half-Ironman in Monroe Michigan. My
times are not noteworthy (I run for the
health and social benefits), but one day I
would like to qualify for the
Boston Marathon and I am
getting closer. I also enjoy
golf, playing the piano,
chess, music, reading, and
friends.
I noticed that you ran for
the Troy School Board,…
Yes, I have a strong passion
for education and
especially the schools that
my children attend. I lost
to the incumbents, but I
learned a great deal about
politics and myself.
What books are you currently reading?
In keeping with my interest in running,
I am reading Born to Run by Christopher
McDougall. I am also reading Tim
Russert’s Wisdom of Our Fathers.
Where did you go to school and why?
I attended University of Michigan as an
undergrad, mostly because I received an
Evans (full ride) scholarship. I attended
the University of Michigan Law School
because I thought it was and still is a great
school and I loved Ann Arbor.
Why did you go into law?
At first I was just interested in law as
an area of study. Closer to law school I
became more interested in public interest
law. In the natural course of events, after
law school I first went to work for a Detroit
law firm, Hill Lewis.
How did you end up at
FANUC?
It was really coincidental.
A friend suggested the lead
to me. I had a background
in both litigation and
corporate matters, which
uniquely qualified me for
an in-house position.
What type of matters do
you handle in your practice?
What’s your biggest
challenge?
As General Counsel,
I handle a broad variety of
matters, but the most significant areas are
IP, commercial transactions, both domestic
and foreign, corporate governance, and
legal and ethical compliance. Interestingly,
the IP concerns both controllers (computers
and electrical) and robots (more
mechanical). My biggest challenge right
now, in these difficult economic times, is
to minimize or eliminate costs related to
legal issues.
What do you enjoy most about your
present job?
More than anything, I enjoy working with
the geniuses who can design, build, and
operate our robots and robot systems.
Every day, I see something new that they
have accomplished and it amazes me how
they did it and how beneficial it is to a
manufacturing economy.
Looking for ways to get involved in the Michigan chapter of Acc?
Our chapter has several working
committees and all would welcome
your help. Please contact our Chapter
Administrator, Mitzy Sharp Futro, at
msharpfutro@detroitlawyer.org if you
are interested in serving on one of the
following committees:
• Membership: Brett Pynnonen, Federal
Mogul Corporation
Email: brett.pynnonen@federalmogul.com
•
•
•
Program: LaTrina Edwards, The Auto
Club Group
Email: lmedwards@aaamichigan.com
Pro Bono: Bernie Lourim, FANUC
Robotics America, Inc
Email: bernie.lourim@fanucrobotics.com
Annual Golf Outing: Brian Smith,
Holcim (USA) Inc.
Email: brian.smith@holcim.com
•
•
Social: Andrean Horton, The Bartech
Group
Email: ahorton@bartechgroup.com
Communications: Kelly Freeman,
Meadowbrook Insurance Group
Email: kfreeman@meadowbrook.com
5

Michigan AccA scholarship foundation Recognizes 010 Awardees
Each year, the Michigan ACCA Scholarship
Foundation awards the “Scholarship
for Academic Excellence in Corporate and
Business Classes” to one student at each
of four Michigan law schools: Michigan
State University College of Law, Thomas
M. Cooley Law School, University of
Detroit Mercy School of Law and Wayne
State University Law School. In each case,
recipients have demonstrated excellence in
designated corporate-related courses.
The 2010 Scholarship Awards reception
was held March 31 at the Auburn
Hills Campus of Thomas M. Cooley Law
School. ACC Michigan members, as well
as faculty and staff from each participating
school, joined friends and family in
recognizing the 2010 recipients:
•
•
•
•
Daniel Rak, Michigan State University
College of Law
Ida Marie Worden, Thomas M. Cooley
Law School
Samantha Borden, University of Detroit
Mercy School of Law
David Ludington, Wayne State University
Law School
upcoming Events
2010 ACC MI Spring Social
Thursday, June 10, 2010
Fleming’s Steakhouse (Birmingham)
Enjoy an Evening Out with ACC MI
The annual Spring Social is fast approaching!
Each year the Social provides an
opportunity to step out of the office, enjoy
great food and wine, and get to know your
fellow ACC members. This year’s event
will be held on Thursday, June 10 from
5-8 PM at Fleming’s Steakhouse in
Birmingham.
6 Michigan Chapter FOCUS 2Q10
The Michigan AccA scholarship foundation hosted its annual scholarship
Reception on Wednesday, March 31, at Thomas M. cooley Law school
in Auburn Hills. Among those enjoying the evening were (front row, left
to right) samantha Borden; Kelly freeman, Meadowbrook Insurance
Group; Dan Rak; LaTrina Edwards The Auto club Group; Marie Worden;
Ellen Maturen, Pulte Homes Inc; chris Viegas, The Auto club Group;
and Michigan AccA scholarship foundation President Mike costello,
Meadowbrook Insurance Group; joined by (back row, left to right) cooley
Law school Auburn Hills campus Associate Dean John Nussbaumer; David
Ludington; Lance Lis, Inteva Products LLc; Brett Pynnonen, federal-
Mogul corporation; Bernie Lourim of fANuc Robotics America Inc; Tim
Guerriero, TI Automotive Ltd.; Matthew case, Blue cross Blue shield of
Michigan; and Wendell Russell.
Admission is just $15 if you register before
June 7 ($20 after). This special event is
open to both current and not-yet members,
so bring a colleague and introduce
them to the ACC!
13th Annual ACC MI Golf Outing
Tuesday, September 14, 2010
Fox Hills Golf and Country Club
(Plymouth)
2010 ACC MI Annual Meeting
Tuesday, December 7, 2010
Yes, You Can Pay with a Credit Card…
You spoke, we listened! You can now register
for ACC MI social events and
education programs with a credit card.
Simply visit the Chapter homepage at
www.acc.com/chapters/mich and use the
drop-down menu to choose the event
you’d like to attend. Click the “Add to
Cart” button, and you’re on your way!
Questions? Contact Mitzy at
msharpfutro@detroitlawyer.org

Board Members and contacts
President
Timothy Guerriero
TI Automotive Ltd.
Vice President &
General Counsel
586.755.8066
tguerriero@us.tiauto.com
first Vice President
Brian smith
Holcim (US) Inc.
Corporate Counsel
734.529.4315
Brian.smith@holcim.com
secretary
Wendell Russell
Attorney
616.916.4656
wendellrussell23@yahoo.
com
Treasurer
Bernard Lourim
FANUC Robotics America
Inc
Corporate Counsel
248.377.7348
Bernie.lourim@
fanucrobotics.com
Immediate Past
President
Ellen Padesky Maturen
Pulte Homes, Inc.
Associate General Counsel
248.433.4611
Ellen.maturen@pulte.com
christine Bernhard
Viegas
The Auto Club Group
Vice President Office of
General Counsel
313.336.1795
Cbernhard-viegas@
aaamichigan.com
Matthew case
Blue Cross Blue Shield of
Michigan
Senior Attorney
313.225.9524
mcase@bcbsm.com
LaTrina Edwards
The Auto Club Group
Assistant General Counsel
313.336.1968
Lmedwards@aaamichigan.
com
Kelly freeman
Meadowbrook Insurance
Group Inc
Assistant General Counsel
248.204.8281
kfreeman@meadowbrook.
com
Andrean Horton
The Bartech Group
General Counsel &
Corporate Secretary
734.953.5050 x33
ahorton@bartechgroup.
com
Lance Lis
Inteva Products, LLC
General Counsel
248.655.8900
llis@intevaproducts.com
Lawrence Paulson
ThyssenKrupp USA, Inc.
Assistant General Counsel
248.643.3755
Larry.paulson@
thyssenkrupp.com
shane Pranger
Learning Care Group, Inc.
Attorney-Compliance
sppranger@gmail.com
Brett Pynnonen
Federal-Mogul Corporation
Associate General Counsel
248.354.1748
Brett.pynnonen@
federalmogul.com
Jeffrey Rumley
Blue Cross Blue Shield of
Michigan
Vice President & General
Counsel
313.225.9601
jrumley@bcbsm.com
Continued from page 1
6. Write an update/article for the newsletter on a topic of current
interest
Your participation, ideas, enthusiasm, suggestions and support are
what make ACC and ACC Michigan the valuable resources that they
are. I hope you will join us this year and in the future as we work to
help the in house profession grow and prosper in Michigan.
TMG
Get Active In Acc Michigan
Get more value from your ACC membership. By participating in an
ACC Committee, or serving on the Board of Directors, you will meet
other Michigan in-house counsel, work on areas of interest, and create a
wonderful network of colleagues and friends. Committee meetings are
generally by telephone and take only a small amount of time and effort.
Please join us!
____ Educational Programs
____ Social Programs
____ Golf Outing
____ Scholarship Program
____ Membership
____ Pro Bono
____ I am interested in serving on ACC’s Board of Directors
Name: ___________________________________________________
Company: ___________________________________________________
Address: ___________________________________________________
___________________________________________________
Phone: ___________________________________________________
Fax: ___________________________________________________
Email: ___________________________________________________
Please Complete This Form and Return To Mitzy Sharp Futro:
FAX: 313.965.0842
EMAIL: msharpfutro@detroitlawyer.org
7