Andrew Smith joined Vogel Law Firm in 2015 as a young attorney learning the pace and pressure of transactional work. Ten years later, he is advising businesses on decisions that define their future and helping lead the firm itself. 

Over time, Smith’s work has evolved and his responsibilities have changed. What has remained constant is the standard he holds himself to, rooted in integrity. 

“When new within an organization, strive to be excellent, helpful and display high character consistently,” says Smith. “It is not enough to be highly skilled; character is critical to developing credibility and unlocking opportunities.” 

Over time, that credibility opened doors. As Smith’s experience grew, so did the scope of his work. He moved beyond individual transactions into more complex matters involving mergers and acquisitions, energy projects and long-term advisory relationships with regional companies. The work required a broader view, one that accounted for long-term business strategy and risk. 

That broader view became especially important as technology began reshaping the legal profession in real time. 

“Rapidly developing technological changes and the advent of artificial intelligence in legal services,” Smith says, describing one of the most significant shifts he has faced. 

Leadership in this environment requires discernment. Technology can improve efficiency and service when implemented with intention, and decisions around modernization affect workflow, confidentiality and client trust. Those considerations now sit squarely within Smith’s leadership responsibilities.  

As managing partner, Smith also spends significant time thinking about how leaders develop inside organizations. Advancement, in his view, depends on reputation built over time. 

The pace of technological change is consistently underestimated, at least in the legal field.

“Key factors include overall reputation, level of experience and success, level of stakeholder trust, work ethic, strategic thinking and communication skills,” Smith says. 

Leadership progression also depends on how teams work across generations. Trust and respect shape how experience and new ideas come together. Strong leaders know when to listen, when to ask questions and when to bring others into the decision-making process. 

Risk assessment has become a defining part of Smith’s role. Artificial intelligence has accelerated expectations across industries while raising new questions around implementation and oversight. For Smith, staying informed is an essential part of leadership. 

“I am fortunate to work with a number of experienced leaders in their fields on compliance matters, including employment and labor laws,” he says. “I also spend significant time attending industry panels, conferences and webinars, as well as participating in events hosted by business thought leaders, such as The Chamber.” 

That awareness shapes how Smith approaches leadership when external pressures move from theoretical to immediate. 

The weight of leadership becomes most visible when external pressures converge, including rising costs, rapid changes in technology and competitive markets. 

“The external pressure that’s taken the most leadership attention is staying competitively exceptional for clients while modernizing the firm’s infrastructure and culture at the same time,” Smith says. 

Rather than addressing challenges in isolation, Smith has focused on alignment by defining clear priorities, setting standards for accountability and elevating communication around why changes are happening and how they will unfold. Phased implementation, paired with attention to retention and support systems, has helped maintain stability during periods of change.