Latitude Legal Names Alex Su President as Flexible Counsel Demand Accelerates

Latitude Legal has named Alex Su president as the flexible legal talent company expands its office network and reports a sharp increase in new clients. Su, who joined the business as chief revenue officer in 2024, will take responsibility for commercial and talent operations across Latitude’s 20-office footprint. The appointment places revenue growth, attorney supply and local market expansion under a single executive mandate.

The move reflects a broader shift in how corporate legal departments and law firms manage fluctuating workloads. Latitude places former Big Law attorneys and in-house counsel into short- and long-term assignments, including complex litigation and interim legal leadership roles. Its growth comes as legal AI and automation change the mix of work reaching legal teams: routine matters may require less manual effort, while higher-stakes and less predictable matters can create a stronger need for lawyers who can be deployed quickly. That dynamic puts pressure on legal operations leaders to balance permanent headcount with flexible access to experienced counsel.

Latitude said Su’s tenure as chief revenue officer coincided with the addition of nine offices and 243 corporate legal department clients, along with 120 law firm clients. The company said its client base and office footprint have nearly doubled, while new-client acquisition during the first half of 2026 rose 52% from the same period a year earlier. The past 12 months produced more new clients than any year in the company’s history, according to Latitude. The new relationships span healthcare, financial services, energy, retail, life sciences and technology. In his expanded role, Su will oversee business development, marketing, talent, revenue operations and enablement. The company’s latest office opened in Denver in August under David Hamm, a former public-company general counsel, as managing partner.

Industry Implications

Su’s promotion signals that flexible legal talent is becoming a core commercial category rather than a narrow response to temporary staffing gaps. The operating model links client acquisition with the ability to recruit and match attorneys who can assume responsibility for complex assignments, making talent coverage a competitive factor alongside price and speed. For enterprise legal departments, the relevant question is increasingly how quickly a vendor can supply counsel with the judgment to operate independently, not simply how many lawyers it can list. Legal operations teams will also need clearer processes for deciding when work belongs with internal staff, outside firms, flexible counsel or technology such as contract management and legal AI tools.

DreamLegal Perspective

Legal technology vendors and legal operations professionals should watch whether flexible-lawyer platforms can convert AI-driven changes in workload into repeatable, measurable service models. Latitude’s numbers point to demand for rapid access to experienced attorneys, but sustained growth will depend on maintaining quality as office coverage and client volume rise. Buyers should test attorney fit, ownership of outcomes, geographic reach and handoff procedures before treating flexible talent as a simple capacity solution. Vendors, meanwhile, should make the relationship between technology, attorney judgment and client accountability explicit.