That’s where the idea of firms formulating midyear or annual reviews and check-ins comes to fruition, allowing founders and partners to determine whether their employees have successfully executed their feats. These evaluations also particularly aid employees so that they aren’t maintaining an overwhelming workload at law firms. The regular assessments give legal executives a greater sense of understanding what they’re exactly seeking in an employee or job candidate. And it works the other way too — employees’ assessments of upper management should be a factor in the review process.
“There’s never a perfect person,” Demesmin and Dover Law Firm managing partner and founder Jeremy Dover mentions. “There’s always ways to improve on what you’re doing, including myself. I don’t like to grade people as perfect because there are certain times I give it to certain people in certain categories. But we all want to keep on growing and keep improving in some way.”
Dover emerged in the legal field as an attorney in the Miami-Fort Lauderdale area. By November of 2019, Dover made the decision to leave his lead counsel position and start a personal injury firm with business partner and fellow attorney Victor Demesmin Jr.
There’s always ways to improve on what you’re doing, including myself. I don’t like to grade people as perfect because there are certain times I give it to certain people in certain categories.
After forming connections with doctors, patients and clients, the duo subsequently opened an office the following January. Despite enduring the socioeconomic obstacle of the COVID-19 pandemic, Dover and Demesmin viewed that affliction as an advantage to seek and hire employees for their firm. As of 2026, they have hired nearly 90 staff members from 10 locations nationwide, with six based in Florida and the other four in Illinois.
Dover and Demesmin conduct 20-25 reviews throughout the year of the firm’s executive management and attorneys by communicating with them regularly and determining who is eligible for yearly bonuses. The two typically hold biweekly meetings with their employees. Dover delivers his findings between the months of February and March to give the firm crucial time to consider salary adjustments. He also allows the senior management to examine annual reviews of other staff members with whom they constantly interact.
“If you value the people, they will stay with you,” Dover says. “And honestly, they will help you grow if you have the right people along beside you. The more you value them, the more they will be invested in and be dedicated to their roles.”
