Singleton Reynolds made a specialist bet in 1982: learn how projects break, then help clients stop the breakage earlier. Four decades later, that narrow opening has become a national practice spanning contracts, risk, arbitration and the courtroom.
Goodmans has no globe-spanning office map to sell. Its bet is more interesting: put 200-plus lawyers in one Toronto tower, give partners the hard files, and make concentration feel like reach.
For more than a century, Cassels barely moved from Toronto’s financial core. Its route to becoming a three-office national business firm offers a practical lesson: let client demand choose the map, then redesign the institution around the work.