There are stars in the field, and then again, there are SuperStars.
Huascar Matos belongs in the SuperStar category, without a doubt. As one of the very few Paralegal Directors in an executive position in an AmLaw firm, Huascar is also the President of IPMA, the International Practice Management Association, a high-profile association for Practice and Paralegal Managers. Here is gives some sage advice.
If you want to move up the ladder, be sure to listen to what he says.
This is an excerpt from Chere Estrin’s new book Power Plays for Legal Professionals – a must read resource for anyone determined to thrive in today’s competitive legal landscape. (soon to be released)
Huascar Matos is the Director of Paralegals at Foley & Lardner LLP, (an AM Law Firm) with over a decade of experience across multiple legal functions and practice areas.
As a legal management professional, he leads initiatives to optimize paralegal utilization, consistently apply best practices, and deliver high-value services to clients. His focus is on enhancing efficiency and consistency firm-wide.
In addition to his role at Foley, Huascar serves as the president-elect of the International Practice Management Association, collaborating with industry leaders to shape the future of legal practice.
What did you do prior to becoming a Paralegal?
Before I became a paralegal, I worked in collections at a small firm in NYC.
How did you work your way up to becoming a manager and now one of the few Paralegal Directors in the country?
I believe my journey to the Director level is a testament to my ability to seize every opportunity that came my way and to build on each experience continuously. It all began in 2002 when I accepted my first paralegal role as a contract assignment with Paul Weiss. That experience opened the door to another contract role at Sullivan & Cromwell’s New York office, where I quickly demonstrated my ability to produce high-quality work. My knack for technology and efficiency didn’t go unnoticed, and a fast-rising Senior Attorney, impressed by my work ethic and skills, offered me a full-time paralegal position at S&C.
I advanced swiftly within the firm, rising to the Senior Paralegal level. In this role, I began to take on leadership responsibilities, including interviewing potential candidates, mentoring new hires, presenting on behalf of the department, and covering managerial duties in my supervisor’s absence. These experiences broadened my skill set and deepened my understanding of department operations, laying a solid foundation for my future.
In 2014, I was presented with an exciting challenge: to build a paralegal program from the ground up at a mid-sized boutique firm in New York City. This opportunity allowed me to exercise my leadership and organizational development skills in a dynamic, entrepreneurial environment. Then, in 2018, I returned to Big Law when I was offered the position of Firmwide Paralegal Manager at Nelson Mullins. This role was pivotal in my career, as it gave me the chance to hone my skills on the business side of paralegal management—overseeing budgets, staffing strategies, and operational efficiencies across the firm.
While at Nelson Mullins, I’m proud to say that I consistently exceeded performance goals each year I led the department. I refined my approach to leadership and ensured the paralegal team was a vital asset to the firm’s success.
In 2024, all of my prior experiences culminated in my current role as Director at Foley & Lardner. The collective lessons, skills, and leadership strategies I’ve developed over the years have prepared me to excel in this role, where I continue leveraging my knowledge to drive meaningful change and growth in legal operations.
What would that look like if you were to restructure how paralegals work today?
If I had the opportunity to revamp the structure and start from scratch completely, I would build a team of paralegals who are not only highly skilled but also cross-trained across all practice areas. One of the most frequent complaints I hear is that paralegals often feel bored or burned out from repeatedly doing the same tasks within a narrow focus. Paralegals are natural problem solvers, and their ability to adapt and think critically is one of their greatest strengths. By restricting them to a single practice area or routine work, we’re not only limiting their potential but also missing out on the value they can bring to the broader needs of a firm.
A versatile team—where paralegals are empowered to engage in diverse areas of law—would increase job satisfaction and reduce burnout while also making the team more agile and better equipped to meet the firm’s evolving demands. This would foster a more dynamic, stimulating work environment where paralegals could thrive and contribute meaningfully across multiple disciplines, ultimately improving productivity and the quality of support provided to attorneys. It’s about giving them the opportunity to harness their full range of skills and maximize their contributions to the firm’s success.
Do you believe in the pay-for-performance salary structure instead of years of experience? In other words, if a 10-year paralegal is performing at the 1st level (i.e., Bates stamping, summarizing depositions), would you pay them at the 1st year level?
I firmly believe that the number of years someone has spent in a role is not an accurate measure of their skill level or capabilities. Experience, while valuable, doesn’t always equate to growth or mastery. That’s why in every program I’ve led, I’ve implemented comprehensive skill set evaluations and accountability metrics that measure both qualitative and quantitative performance. These assessments ensure that promotions and career advancements are based on actual demonstrated abilities, contributions, and results rather than just tenure.
In my view, compensation should be directly tied to the value an individual brings to their role. This value is reflected not in how long they’ve been doing the job but, in their effectiveness, problem-solving abilities, adaptability, and contributions to the firm’s overall success. Focusing on measurable skills and impact can foster a more dynamic, merit-based culture where talent and hard work are truly rewarded. This approach encourages continuous learning and growth while ensuring everyone has a clear path to success based on merit rather than simply time served.
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About the Author
Chere Estrin has over 20 years of experience in the staffing arena, including executive positions in law firms, litigation support companies, and the legal staffing divisions of a $5billion publicly held corporation. She is CEO of Estrin Legal Staffing, a nationwide staffing organization. Ms. Estrin was founder of the Paralegal Knowledge Institute, an online CLE organization. She publishes the prestigious digital magazine, KNOW, the Magazine for Paralegals, and is the former Editor-in-Chief of Sue, the Magazine for Women Litigators. She is also the author of 10 books about legal careers for attorneys and legal professionals.
Ms. Estrin’s contributions to the legal industry have been significant, and she continues to play an active role in shaping the future of legal staffing and training. She writes the popular,
award-winning blog, The Estrin Report, and has been interviewed by CBS News along with many top publications, such as The Wall Street Journal, Fortune Magazine, Forbes.com, Los Angeles Times, Entrepreneur Magazine, Newsweek, The Chicago Tribune, The Daily Journal, ABA Journal, Above the Law, ALM, Law360 and many others. She has also been a speaker for many prestigious organizations and written hundreds of articles.
As the Co-Founding Member and President of the Organization of Legal Professionals (OLP), Ms. Estrin has guided the association’s development and implementation of the eDiscovery and Litigation Support certification exams (first in the country) along with Pearson Publications, a $7 billion corporation specializing in certification exams and educational publishing. She was also the Education Director designing, creating and executing online, live training programs with an on-call roster of over 500 instructors throughout the world. Currently, she provides webinars on legal career matters for LawPractice and Lawline, two of the largest attorney CLE online training organizations.
Ms. Estrin is a co-founding member of the International Practice Management Association (IPMA) and the Organization of Legal Professionals, composed of a prestigious Board of Governors inclusive of judges, an ABA President, and well-known attorneys. She is the recipient of the Los Angeles/Century City “Women of Achievement” award and recognized as One of the Top 50 Women in Los Angeles. Ms. Estrin has been writing The Estrin Report since 2005 and most recently launched her podcast, “Lawfully Employed”.
Reach out at: chere@estrinlegalstaffing.com or visit her website at EstrinLegalStaffing.com.