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Ansell.Law Welcomes New Information Technology Manager Ryan Hurley

Ansell Grimm October 30, 2025

Ansell.Law is pleased to welcome Ryan Hurley to the Firm. Joining as information technology manager, Hurley brings expertise in network operations, server management, system administration, and leadership to improve IT infrastructure.

“Ryan has made an immediate positive impact on the Firm,” said President and Managing Shareholder Michael V. Benedetto. “Technology plays a vital role in how we serve our clients and support our attorneys. Ryan’s deep technical expertise and forward-thinking approach will help strengthen our Firm’s infrastructure and ensure that we continue delivering secure, efficient, and innovative solutions for our clients and team.“

As IT manager, Hurley will enhance and improve firmwide systems and services, ensuring seamless integration and execution. He brings significant experience in troubleshooting hardware and software issues, as well as providing help desk service. Hurley will also oversee all technology-related vendor relationships.

Before joining Ansell.Law, Hurley was the IT manager for a leading provider of innovative IT solutions and services in New Jersey.

Specific Performance: How a Real Estate Purchaser Can Force a Seller To Complete the Deal if They Try To Back Out

Ansell Grimm October 22, 2025

By Lawrence H. Shapiro

For a real estate purchaser, it can be disappointing, frustrating, and even deeply problematic when a seller tries to back out of their signed sales agreement and breaks their promise to convey the property according to the contract’s terms. Sometimes, monetary damages are enough for a buyer to move on and seek another property. In other situations, however, completing the agreed-upon transaction is the only way the buyer can make themselves whole.

In New Jersey, courts have the power to order “specific performance” of a real estate contract. Specific performance is an equitable remedy that compels a party to perform their contractual obligations rather than paying damages for breach. In the context of a real estate contract, that typically means a court orders the breaching party to convey (or accept) the property as promised.

Because each parcel of real estate is unique and a buyer may have already taken irreversible steps in reliance on the seller’s promises, New Jersey courts often consider specific performance an appropriate and equitable remedy when a seller wrongfully refuses to close. But that potent remedy isn’t always available. For a judge to force a putative seller to complete a deal against their will, a buyer seeking enforcement must prove, among other things, that equity and fairness favor enforcing the contract as written. 

When New Jersey Courts Will Grant Specific Performance

New Jersey courts have long recognized that real property is not fungible and no two parcels are alike, and that an award of money damages may not adequately substitute for the loss of a particular property interest. That fact alone, however, is usually insufficient to support specific performance. Instead, a buyer needs to demonstrate the following if their claim is to succeed:

  • A valid and enforceable contract to sell the property exists, supported by consideration, executed by both parties, and containing all essential terms (e.g., sales price, property description, closing date).
  • The buyer has performed or is ready, willing, and able to perform all their obligations under the contract, such as tendering the earnest money or securing financing if required. 
  • The seller breached the contract by refusing or failing to perform their obligations without legal justification.
  • There is no adequate remedy at law (i.e., money damages are not sufficient).
  • Equity favors enforcement.

As specific performance is a discretionary, equitable remedy, New Jersey judges evaluating a request for specific performance will consider fairness, hardship, delay, and whether the contract was formed or performed in good faith. In practice, buyers are more likely to obtain specific performance than sellers. That makes some inherent sense. A buyer won’t be able to find an identical property, while the seller will reap the proceeds of the transaction, no matter who the buyer is. 

How to Seek and Obtain Specific Performance of a Real Estate Contract

In New Jersey, lawsuits seeking specific performance are typically brought in the Chancery Division of the Superior Court, which has jurisdiction over equitable remedies. Usually, a buyer seeking specific performance will also record a notice of lis pendens against the property’s title. As a lis pendens is a cloud on title, it usually has the effect of hobbling the owner’s ability to sell the property to another party while the lawsuit remains pending. Lawsuits can also be brought via an emergent application seeking to prevent a seller from selling the property to a third party.

If the court ultimately grants specific performance, it may issue an order directing the seller to execute a deed and closing documents. It can even appoint a court officer to do so if they refuse.

Specific performance remains one of the most powerful remedies in New Jersey real estate law when a deal goes south, but it is also one of the most nuanced and one where judges have broad discretion. The numerous factors at play, along with the sometimes nebulous concepts of fairness and equity, can make it a challenge for a buyer to succeed in their efforts to acquire the desired property. That is why any purchaser dealing with a seller who tries to walk away from their agreement should work with an experienced real estate litigation lawyer. Your lawyer can be the determinative factor between salvaging the transaction and losing a much-desired property. 

If you have questions or concerns about specific performance or disputes involving real estate transactions generally, please contact Lawrence Shapiro at Ansell.Law.  

Understanding and Minimizing the Likelihood of Costly and Damaging Housing Discrimination Claims in New Jersey

Ansell Grimm October 15, 2025

By Seth M. Rosenstein

Owning rental property or selling a home can be lucrative endeavors, with the former promising a steady cash flow and the latter allowing the seller to realize gains from their earlier investment. But those upsides are not without potential risks. If a property owner discriminates against a prospective renter, tenant, or buyer on bases prohibited by federal and state law, the claims, consequences, and costs that follow can easily eclipse any anticipated benefits.

These risks are especially acute in New Jersey, where the state’s Law Against Discrimination (LAD) provides some of the nation’s strongest protections against housing discrimination. Accordingly, New Jersey landlords, property managers, co-op boards, sellers, and other real estate professionals should be acutely aware of how and why these claims arise, the potential legal and financial fallout, the need for experienced counsel, and practical steps that can reduce risk while still allowing for a profitable rental business.

Federal and State Housing Discrimination Laws

Two overlapping legal regimes govern housing discrimination claims in New Jersey. The federal Fair Housing Act (FHA) prohibits landlords, lenders, and other housing providers from discriminating against individuals based on their membership in a protected class when selling, renting, or financing a home. Under the FHA, those classes include race, color, national origin, religion, sex, familial status, and disability. New Jersey’s LAD reaches at least as far, and in many cases farther, by prohibiting discrimination on those bases plus additional protected characteristics (for example, sexual orientation, gender identity or expression, and others recognized under state law). The state’s Division on Civil Rights (DCR) enforces LAD claims and provides guidance specific to housing providers.

Housing discrimination claims can arise from many alleged transgressions, not just refusing to rent or sell based on protected characteristics. This includes:

  • Advertising that implies a preference for (or against) certain groups.
  • Refusing to rent to families with children or to applicants who receive housing vouchers.
  • Applying different screening standards to tenants of a certain race or national origin.
  • Denying a reasonable accommodation to a tenant with a disability (for example, refusing a request for a live-in aide or an assistance animal).
  • Retaliating against a tenant who complains about discriminatory conduct.
  • Differences in how rules are enforced between tenants if they fall along protected characteristics.

The Lifecycle of a NJ Housing Discrimination Claim 

Aggrieved persons can bring complaints against property owners and other parties at both the state and federal levels. When pursuing allegations arising from alleged violations of LAD, they can file a claim through either the New Jersey DCR or in state court.

The process typically begins with filing a verified complaint with the DCR, which must occur within 180 days of the alleged discriminatory act. The complaint outlines the facts of the case and identifies the parties involved. Once filed, the DCR reviews the submission to determine whether it falls within its jurisdiction. If accepted, the complaint is formally served on the respondent, who must then file a written answer. During this initial stage, the DCR may offer the parties an opportunity to resolve the dispute through mediation, which can result in a voluntary settlement.

If mediation is unsuccessful or declined, the DCR investigates the complaint. Investigators gather evidence, interview witnesses, and review documents to determine whether there is probable cause to believe that discrimination occurred. This process can take several months, depending on the case’s complexity and the availability of evidence. If the DCR finds probable cause, the case moves forward to a hearing before an administrative law judge in the New Jersey Office of Administrative Law (OAL). Both sides can present evidence, call witnesses, and make legal arguments.

Following the hearing, the administrative law judge issues a recommended decision to the Director of the DCR, who then makes the final determination. If the judge concludes discrimination occurred, remedies may include monetary damages for emotional distress, reimbursement of out-of-pocket losses, civil penalties, and orders requiring the respondent to cease discriminatory practices or provide housing. Either party may appeal the decision to the Superior Court of New Jersey, Appellate Division.

Alternatively, complainants may bypass the DCR process and file a lawsuit directly in state court within two years of the alleged violation.

Potential Consequences of Housing Discrimination Claims

A successful housing discrimination claim can result in significant exposure for defendants, including:  

  • Compensatory and punitive damages, including actual damages for losses (moving costs, higher rent elsewhere, emotional distress) and, in some circumstances, punitive damages. New Jersey’s LAD has historically allowed for robust remedies.
  • Civil penalties, orders to cease and desist from discriminatory conduct, and orders to adopt corrective policies. 
  • Attorney’s fees and costs.
  • Injunctive and compliance obligations, such as orders to provide reasonable accommodations, revise advertising or screening practices, or submit to monitoring and training.
  • Reputational harm and business loss from public complaints, settled claims, or press coverage that can reduce demand for units, complicate financing and insurance renewals, and make future transactions more costly or conditional.

Practical Steps To Minimize the Risk of Housing Discrimination Claims

Given these consequences, proactive and holistic compliance strategies designed to minimize the risk of housing discrimination claims should be part of every rental property owner’s repertoire. In consultation with experienced counsel, consider the following steps or actions:  

  • Develop and implement clear, consistent written rental policies for advertising, screening, rent collection, maintenance responses, guest rules, and accommodations for pets and assistance animals. Apply them uniformly and ensure those interacting with tenants know when discretion is allowed and when they must escalate issues to management.
  • Use neutral language in advertising, listings, and communications. Avoid wording that suggests preferences (e.g., “perfect for young couples,” or “no kids”) and stick to objective descriptions of the unit and building amenities. Keep templates for emails and text messages to reduce off-the-cuff statements that could be read as discriminatory.
  • Standardize and document screening criteria that use objective, measurable requirements such as credit score thresholds, income-to-rent ratios, and verifiable rental histories. Apply those criteria consistently to every applicant. Keep records of how each applicant met or failed to meet criteria and the documents used to evaluate them. 
  • Understand and honor requests for reasonable accommodations by persons with disabilities (including assistance animals or modified payment schedules). Under the FHA and NJ law, providers must grant reasonable accommodations unless doing so would impose an undue financial or administrative burden or fundamentally alter the nature of the housing service. 
  • Train staff and vendors regularly on fair-housing basics, accommodation protocols, harassment, and retaliation to help prevent mistakes. 
  • Keep meticulous records and be prepared to present them, including application packages, emails, text messages, maintenance logs, and written explanations for adverse decisions.
  • Provide tenants with clear instructions for how to request accommodations, report harassment, or raise concerns — and respond promptly. A fair, diligent internal process can prevent escalation to regulators or courts.

Consult With Counsel Immediately After a Claim Arises

Given the scope of state and federal protections and the remedies available, property owners should make prevention an operational priority. If a claim arises or even if a tenant informally alleges discriminatory treatment, contacting experienced housing discrimination counsel as soon as possible is the most important step that the target of such claims or complaints can take. Your attorney can help assess risk, preserve privilege, prepare records, and mount the strongest possible defense.

If you have questions or concerns about housing discrimination claims, please contact Ansell.Law Partner Seth M. Rosenstein.

National Non-Compete Ban May Be Dead, but Challenges to Their Validity and Enforceability Remain Very Much Alive

Ansell Grimm October 13, 2025

By Barry M. Capp

For decades, non-competition agreements that limit a former employee’s ability to work in his or her chosen field have been met with skepticism by judges and legislators in New Jersey, New York, and across the country. Courts have routinely declared void and unenforceable non-compete provisions they have deemed overly broad, while more and more states and local governments have enacted laws and ordinances that either limit the scope and use of such agreements or prohibit them outright. 

Until a few years ago, the battle over non-compete agreements was waged almost exclusively at the state and local levels. But that changed under the Biden administration, which injected the federal government into the fight. Both the Federal Trade Commission (FTC) and the National Labor Relations Board (NLRB) took the position that almost all existing and future non-competition agreements were void and unenforceable. Most notably, the FTC issued a Final Rule in April 2024 that putatively established a nationwide ban on most non-competes, declaring them an “unfair method of competition” prohibited by Section 5 of the FTC Act. 

Unsurprisingly, the FTC’s ban was immediately challenged in court, with litigation resulting in dueling district court rulings as to its validity. Injunctions were entered against the Final Rule’s enforcement in some cases, while other courts held that the FTC acted within its authority when issuing the ban. The FTC subsequently appealed federal court rulings in Texas and Florida that invalidated or enjoined, respectively, the FTC’s non-compete ban.

New Administration Pulls the Plug on National Non-Compete Ban

However, after Election Day 2024 and the arrival of a new administration perceived as more friendly to businesses and hostile to regulation, the federal government’s efforts to ban non-competes nationally were soon put on life support. Now, recent moves by the newly comprised FTC have made it clear: a nationwide non-compete ban is dead.

Specifically, the FTC moved in September 2025 to dismiss its appeals of two district court decisions invalidating the Final Rule. Simultaneously, the commission took steps towards acceding to the vacatur of the non-compete ban.

Despite abandoning a nationwide non-compete ban, the FTC has also indicated, through recent enforcement actions and warning letters, that it will continue to pursue remedies against employers on a case-by-case basis for the unlawful use of post-employment non-competes that violate the FTC Act.

Such FTC efforts are nothing new; therefore, the non-compete landscape has effectively returned to its pre-ban status quo. This means employers will continue to look to applicable state legislation and jurisprudence to determine how to draft, defend, and enforce these agreements, while remaining aware of anti-competitive overreach that could attract unwanted scrutiny from the FTC.

Currently, over 30 states and numerous local jurisdictions have laws or ordinances on the books that limit the enforceability of non-compete agreements or ban them entirely. At the moment, neither New Jersey nor New York is among those jurisdictions, though the latest in a series of unsuccessful bills seeking to ban most non-competes in both states remains pending in their respective legislatures.

With the nationwide non-compete ban now dead and buried, but restrictions on and litigation about the enforceability of such agreements very much alive, this is an opportune time for employers to consult with experienced employment counsel who can review and revise any existing or contemplated non-compete provisions as necessary.

If you have questions regarding the current non-compete state-of-play or have specific concerns regarding your company’s use of non-competition agreements, please contact Barry M. Capp at Ansell.Law.

Nicole Miller Expands Capabilities Following Florida Bar Admission

Ansell Grimm October 10, 2025

Ansell.Law is pleased to announce that Nicole D. Miller, a partner with more than a decade of experience, has added an impressive new credential to her resume. Ms. Miller is officially admitted to practice in the state of Florida. Additionally licensed in New Jersey, New York, and Pennsylvania, she expands her practice to serve clients in four states.

A seasoned and savvy litigator, Ms. Miller focuses on community association law, representing condominium and homeowner associations. Clients turn to Ms. Miller for her litigation prowess, as well as counsel concerning daily operations, drafting service contracts, rules and regulations, fair housing compliance, governance, and board members’ fiduciary duties. She also handles complex commercial and civil disputes for Firm clients. 

Passing the Florida Bar, one of the most challenging in the nation, demonstrates Ms. Miller’s exceptional dedication, discipline, and commitment to professional excellence. It is an outstanding achievement and milestone in her legal career. The Firm can now better serve its clients, as Florida continues to see rapid development and increasing demand for in-state representation.

Ms. Miller has earned recognition as a New Jersey Super Lawyers Rising Star since 2019.* She devotes significant time to the Community Associations Institute and served on the New Jersey Chapter Future All-Star Team Committee for several years.

*No aspect of this advertisement has been approved by the Supreme Court of New Jersey or the American Bar Association.

Ansell.Law Land Use and Zoning Department Secures Unanimous Planning Board Approval for Their Client

Ansell Grimm October 1, 2025

Following multiple public hearings with feedback from area residents and Board members, Shareholder Jennifer S. Krimko successfully secured unanimous approval from the Township of Holmdel Planning Board for a new synagogue and rabbi’s residence on Holmdel Road in Monmouth County.

Chabad Jewish Center of BCC, Inc. owns a 9.37-acre property and first came before the Planning Board in December 2024 to present their development plans. The site plan features a single-story, 15,053 square foot religious center with a 300-seat sanctuary, multipurpose room, youth lounge, Hebrew school, library, and space for community outreach programs. A separate residence for the rabbi, a 5,129-square-foot single-family home, is also included in the site plan.

The new Chabad Center, moving from its current Spring Valley Road location, will serve residents in Holmdel, Colts Neck, Middletown, Hazlet, and Aberdeen.

The Two River Times covered this victory for the Firm’s client in an article, quoting Krimko extensively. Click here to read the article.

Krimko co-chairs the Firm’s Land Use and Zoning Department. Focusing on all areas relating to real estate, she represents a wide variety of clients, including individuals and large developers, in all phases of governmental approvals before municipal, county, and state agencies.

Ansell.Law’s 2025 Summer Associates Reflect on Their Experiences

Ansell Grimm September 12, 2025

As Ansell.Law’s summer program concludes, Summer Associates Olivia Benedetto and Frank Illiano are preparing to return to Seton Hall University School of Law for their third year. Before they left, we sat down to discuss their time at the Firm and hear insights from their experiences. 

What were your favorite parts of the summer program?

FI: Working closely and learning from the talented attorneys was my favorite part of the summer program. The Firm hosted several events that created opportunities for us to connect with people from all the offices. I also enjoyed working and collaborating with Olivia, a friend and classmate from Seton Hall Law. 

OB: Working closely with many attorneys across different practice areas was fantastic. I also had so much fun at the summer associate events because it allowed me to get to know my coworkers outside the workplace. TopGolf was my favorite!

Was there a special moment or experience that significantly impacted you?

OB: Traveling to the Monmouth County Courthouse to watch Al Caso’s cross-examination and closing argument for a domestic violence matter was stirring. Al’s confidence, preparedness, and ability to advocate for his client were impressive and inspiring to watch.

FI: Working with clients as a summer associate was very rewarding. My first time interacting with clients, I learned so much. I also had the opportunity to attend court with Al Caso and interact with clients, who expressed gratitude and complimented us. Their appreciation was fulfilling and one of the many reasons I want to be a lawyer. That moment motivates me to be a client-focused attorney. 

Did a particular practice area pique your interest? Which one and why?

FI: I was interested in family law before participating in Ansell.Law’s Summer Associate program. Working closely with the Matrimonial and Family Law Department provided me with unmatched mentorship, meaningful learning experiences, and an increased passion for this practice area. 

OB: Zoning law. I had the opportunity to work with Rick Brodsky on writing an argument for defending a proposed development seeking to house intellectually and developmentally disabled adults. 

What surprised you the most about experiencing life in a law firm?

OB: How tight-knit a community the Firm is. Working in a law firm can be very intimidating, but at AGA, adjusting to the work environment was easy because of how welcoming the attorneys and staff were!

FI: Working for a client, outside of the traditional theoretical law school scenario, showed me the weight of the responsibility as an attorney. 

What did you learn during the summer program that will benefit you during law school?

OB: During my time at Ansell.Law, I refined my legal writing and analysis skills, which will be an enormous benefit to my participation in my law school’s FINRA Investor Advocacy project. This project allows me to represent real clients in settlement conferences in Federal Court before the District of New Jersey and the Southern/Eastern Districts of New York.

FI: I’m participating in the Family Law Clinic at Seton Hall Law this year, and exposure to family law matters this summer allows me to jump in with less hesitation. My time with the attorneys improved my legal research, writing, and analysis skills. My summer program experience gave me a strong foundation to conduct myself as a diligent and successful attorney. I am excited to continue working as a law clerk at the Firm during the fall semester.

Ansell.Law Welcomes Joseph Carusone

Ansell Grimm September 9, 2025

Ansell.Law is pleased to announce that Joseph M. Carusone has joined the Firm’s Litigation Department as an associate. Based in the Firm’s Woodland Park office, Carusone handles a broad range of business and civil litigation matters. He joined the Firm following the conclusion of his New Jersey Superior Court clerkships.

“Joe is an excellent addition to the Firm,” said President and Managing Shareholder Michael V. Benedetto. “He is a bright and talented young attorney with tremendous enthusiasm for the law. As we look forward to celebrating our 100th anniversary in a few years, bringing emerging talent like Joe aboard is critical to our strategic plan.“

Carusone earned his Juris Doctor, cum laude, at Rutgers Law School and his Bachelor of Arts, summa cum laude, from St. John’s University. He is licensed in New Jersey.

Help Them Help You: Five Things Business Owners Can Do To Aid Their Attorneys – and Themselves – When Litigation Arises

Ansell Grimm September 4, 2025

By Gabriel R. Blum

Whether the aggrieved party or on the receiving end of another party’s litigious wrath, business owners are rarely enthused by the prospect of a lengthy, costly, and disruptive lawsuit. Add in the risk and uncertain outcome inherent in even seemingly straightforward disputes – there is no such thing as a “slam dunk” case – and the ordeal becomes even less palatable. Sometimes, however, a trip to the courthouse is inevitable if the parties – competitors, customers, suppliers, or others – cannot otherwise bridge their differences or if quick action is necessary to protect a party’s rights.

When litigation is imminent or if a summons and complaint arrive on a business owner’s doorstep, the attorney retained by the company to handle the case can play a determinative role in whether the conflict is resolved favorably and quickly or becomes a protracted and potentially catastrophic thorn in the company’s side.

However, your company’s lawyer will require more than their own talent, experience, and zealous advocacy to obtain a positive outcome. They’ll need your cooperation and trust. They’ll need you to facilitate the involvement of relevant personnel and the gathering of information and documents. And while your attorney can develop and implement a litigation strategy best suited to achieving your objectives, you’ll have to determine and convey to them precisely what those objectives are.

In sum, your attorney will need your cooperation and involvement to ensure there are no surprises which could derail the case or alter the overall case strategy. Strong collaboration not only improves the chances of a favorable resolution but also helps control costs and minimize disruption to business operations. Here are five ways to arm your attorney with the ammunition they’ll need to win your business litigation battle.

Honesty

If there is one thing litigators hate, other than losing, it is a surprise, especially if it comes from the other side. Unfortunately, one of the most common mistakes business owners make is withholding information from their attorney, especially information they think will hurt their case. But every relevant fact will come out during the discovery phase of the lawsuit. If it is something you didn’t previously share with your attorney, they could wind up with egg on their face, or worse, a case strategy that collapses because it was based on an incorrect or incomplete story of events.

Remember that anything you say, as well as anything your employees say, to your company’s attorney is protected by the attorney-client privilege. The rationale behind that cloak of confidentiality is to encourage complete and total honesty between clients and their lawyers. Exercise that privilege to the fullest extent possible by:

  • Disclosing all relevant facts, even if unfavorable. Attorneys are trained to manage weaknesses, but they cannot prepare for what they don’t know.
  • Providing full access to records. Contracts, emails, meeting notes, text messages, and financial data may all be relevant.
  • Sharing prior legal history. Previous disputes or settlements may impact the current case.

Establish Clear Goals and Priorities

As noted, your attorney’s approach to your case should be laser-focused on achieving your goals. While your lawyer can provide you with counsel as to anticipated risks and chances of success, the potential costs – financial, operational, and reputational – of ongoing litigation, and the broader impact of the case on broader strategic business concerns, only you can determine and tell them what your ultimate objectives are.

Before reflexively standing on principle or asking your attorney to go scorched earth on the other party, ask yourself these questions:

  • What are the costs of pursuing litigation compared to settlement?
  • Is avoiding negative publicity more important than winning outright?
  • Can your business afford lengthy distractions, operational disruptions, and a loss of productivity from key relevant employees, or is a quicker resolution preferable?
  • If the dispute is with partners, vendors, customers, or employees, is there value in attempting to preserve or repair the long-term relationship with the other party?
  • How much risk and expense can your company afford in this case?

Maintain Organized Documentation

As in any type of lawsuit, business litigation often turns on the quality and availability of evidence. Business owners can significantly assist their attorneys by maintaining well-organized records so they can easily gather and share those documents with their lawyer.

Following your attorney’s guidance:

  • Gather contracts, correspondence, meeting minutes, and invoices into accessible files.
  • Preserve electronic data by implementing a litigation hold to prevent deletion of emails or digital files that may become evidence.
  • Inform employees involved in the dispute to retain relevant documents.
  • Never destroy or alter potential evidence; doing so may result in a “spoliation” of evidence accusation, sanctions, or other negative consequences.

Regular Communication 

Litigation can stretch over months or even years. Consistent communication ensures alignment and reduces misunderstandings. Business owners should schedule regular updates in a mutually agreed-upon mode, whether by email, phone or video calls, in-person meetings, or client portals. You should expect your attorney to respond promptly to your emails or calls, but you should also do the same when they contact you to ask for information or advise you of any developments in your case.

Trusting Your Attorney

While you may know your business and industry “inside out,” your business is not litigation. Conversely, your lawyer spends all day, every day, immersed in litigation. You hired them for their expertise, experience, skills, and judgment, so it behooves you to trust in all those qualities they bring to the table.

This does not necessarily mean you should remain a passive, silent observer of your own case. In fact, the attorney-client relationship is inherently collaborative, and you should feel free to ask your lawyer questions, seek clarification, and ensure you understand the upsides and risks of all available options. However, once a course of action is chosen, supporting your attorney’s strategic execution helps avoid mixed signals that could weaken your case.

If you are involved in or anticipate a business dispute, please contact Ansell Grimm & Aaron Litigation Associate Gabriel Blum.

Ansell.Law Welcomes Sierra Chandler

Ansell Grimm September 3, 2025

Ansell.Law is pleased to announce that Sierra K. Chandler has joined the Firm’s Matrimonial & Family Law Department as an associate. Chandler guides clients through every stage of the marital lifecycle and domestic violence matters. Her work encompasses mid-marriage agreements, prenuptial agreements, divorce and separation proceedings, custody and support issues, and post-judgment modifications.

“We are excited to welcome Sierra to the Firm,” said President and Managing Shareholder Michael V. Benedetto. “Sierra has amassed excellent skills handling the full suite of matrimonial matters – from pre-nuptial agreements through divorce and custody challenges. Her firm but understanding demeanor makes Sierra an immediate asset to our busy family law practice.“

Chandler earned her law degree at Rutgers Law School and her undergraduate degree, magna cum laude, from Pace University. She is licensed in New Jersey. 

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