Chad Essick was named managing partner of Poyner Spruill on April 1, 2026. He succeeded Dan Cahill, who remains with the firm as a litigator and assistant general counsel.
Essick began working in the firm’s messenger center as a college student 25 years ago. He joined the firm after graduating from Campbell University School of Law. His practice focuses on all aspects of real estate acquisition and development, namely on matters involving land use, zoning, and entitlements.
Poyner Spruill has 90-plus lawyers across offices in Raleigh, Charlotte, Rocky Mount, and Southern Pines.
Essick spoke with Attorney at Law Magazine Publisher Robert Friedman about his plans for the firm.
AALM: What is your strategic plan moving forward?
CE: It’s focused on intentional and purposeful growth across our practice areas. It’s not growth for growth’s sake. We have a strong platform in North Carolina, and while we regularly represent clients with interests and operations beyond the state, we don’t necessarily see the need to expand our office footprint outside of North Carolina. Our focus is on continuing to grow strategically, invest in our people, and provide exceptional service to our clients.
We are also embracing the advancements of AI and technology. It’s evolving so rapidly, and we want to make sure our attorneys have the tools they need to serve clients in the most effective and efficient ways possible.
AALM: What are Poyner Spruill’s biggest practice areas you are looking to grow?
CE: I think we have some of the best financial services and banking attorneys in the state on both the front-end lending side and the back-end creditor’s rights portion. Our litigation group, including our construction law team, is thriving and handling matters of significant importance across the state.
My area of land use, zoning, and real estate development certainly has growth opportunities given all the development and investment happening in our region and the state overall.
Another area for our continued expansion is our representation of local governments, educational institutions, and healthcare practices. Our employment lawyers are working around the country handling employment litigation and employee benefit matters, and I certainly see us expanding in that practice area as well as our corporate group that includes our tax and trust and estates practice.
AALM: Do you anticipate adding more attorneys?
CE: In 2025, we added 11 new attorneys. We’ve added six in the first half of this year, and several additional opportunities that I think will happen before the end of the year. Our growth spans the full spectrum from our robust summer associate program to associate- and partner-level lateral hires that make sense in the areas that we’re looking to grow.
AALM: What are the firm’s values and what is the culture you want to continue?
CE: Our people and our culture are our greatest strengths. It’s what allows us to recruit and retain really good lawyers that stay here a long time. We have attorneys and staff that have been here 20, 30, 40, even 50 years. We try to value people holistically, not just as attorneys or legal professionals. We want people to have successful careers here, but we also want them to have time for their families and interests outside of work. We want to be engaged members of the communities we serve. We don’t want growth to dilute the intentional culture we have built.
AALM: How would you describe your leadership style?
CE: My goal is to empower folks to run their practices the way they see fit and treat them as professionals.
I’d like to think I’m good at being an active listener and responding very quickly to folks who need help or have concerns. And secondly, leading by example, and not asking anyone to do anything that you’re not willing to do yourself. One of the things I think our firm members value the most is communication. People want to know what’s going on. They want transparency. I aim to continue to communicate effectively and frequently with folks within the firm and with our clients.
