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Wilkinson Law LLC

Trustworthy – Reliable – Available – Caring – Knowledgeable

We improve engagements agreements for professional service providers so they
don't lose sleep worrying about
their accounts receivable.

Request a Free Consultation to Review Your Standard Engagement Agreement

Michael's Story:

Will I Ever Get Paid?

Michael was always good with numbers.  Even now, he still remembers the first time he counted to one hundred!  Some people in this world help others by bringing comfort through their empathy, while others bring joy to those they meet through their laughter.  As strange as it may seem to some, Michael had learned that he could help others by bringing clarity through numbers. Numbers have an uncanny way of revealing the right thing to do. Yet now, as he sat in this meeting with his colleagues and thought about his own “numbers,” Michael felt like a complete hypocrite!

Don, the President of the firm where Michael worked, was speaking.  Michael refocused and listened as Don dropped a bombshell.  “After much thought and planning, I’ve decided that I am retiring from our accounting firm next year.”  He continued, “Val and Michael, I am absolutely confident that the two of you will continue to accelerate the firm toward the objectives we have collectively set over the past few years.  When I resign as President, the firm will need a new leader.” Michael’s heart was racing. Was Don going to choose him? Michael longed to be the head of the firm, just as Michael’s father had been chairperson of his own accounting firm.


Don continued, “I am going to consider a number of important factors, and I will make my decision about three months before my departure.”  Val interrupted, “Wait, Don. I don’t want to compete with Michael.  We have a great professional relationship and, more importantly, we are friends who have been through thick and thin together.” “I feel the same way Don,” said Michael.  Don explained, “Guys, don’t worry. It won’t be like that at all. I have chosen five key performance indicators that will serve as the basis for my decision.  I promise to choose the person who has the best numbers.  I am going to consider two metrics that are team-based:  gross revenue and profit margin.  As well as three factors based on the individual: accounts receivable, client satisfaction score, and staff satisfaction score.”  Val said, “That’s certainly fair and reasonable Don.” Michael added, “Yes, it is a sound approach, and I appreciate you sharing the clarity and transparency of your plan.”  Don’s expression turned a bit more serious as he took a deep breath and continued, “Michael, I’m glad you value transparency, because there is one more element of this process that I think you and Val should know.” Michael held his breath and tried to maintain a stoic expression, although he was sure he knew exactly what the next bombshell would be based on their past meetings.


“At the time I announce my decision to you and the staff about who will be the next President of the firm, I intend to explain exactly how I made my decision. I will share with the team your results in each of the five metrics that formed the basis of my decision. These numbers should not be a secret to the staff, and it is critical that the junior accountants understand the factors that are instrumental to our firm’s success.  One or more of them will likely become partners one day, and it’s never too early to let them see how partners think.” As Michael reflected on his current performance in each of the five areas, he felt a pit in his stomach.  This was his worst nightmare coming true.


As soon as Michael got back to his office, he called his wife Susan. He explained what had just happened, and asked if they could set aside some time that evening to talk after they had dinner with their daughter Beth. Susan agreed. They met together in his home office, sitting next to one another on their leather couch. While Don and Val were good friends, Michael’s best friend was Susan, and he sure was glad she was here for him at this critical juncture. “It’s going to come down to the accounts receivable. I’m pretty even with Val on everything else. I feel like such a hypocrite telling my clients to stay on top of their accounts receivable when mine are so bad! Sure Don and Val know the difficulties I’ve had, but the junior accountants don’t.  It will be so embarrassing for my numbers to be shared out in the open.” “Michael, with all the time you’ve spent with that collections attorney, I thought things were better now,” Susan said. “That’s exactly the reason I’ve been staying at the office so late recently, Susan – all of my other work still has to get done, and done on time.  Tomorrow I have to provide answers to a long list of questions that are part of discovery in one of the cases, but these lawsuits are only making matters worse.  The clients are complaining, and I have to respond in writing because Don wants to be sure that we are maintaining our high professional standards.  Of course Don knows my side of the story, but I can’t control what these delinquent clients are saying to their own friends and colleagues about our firm.  I have tried everything to get them to pay. I’ve already made ten phone calls and sent out eight letters this week alone. It’s just not fair!  I do all of the work – and great work at that. They get the outcome they want, and then they stiff me!  How can they sleep at night? Don’t they understand how much this affects me both financially and professionally?”  “Well Michael, have you ever tried just being honest with them?” Susan said.  “Of course!  I don’t even know how many times I’ve explained this all to Sal, but he continues to make empty promises.”  “Isn’t he your biggest client?” Susan asked. “Yes, unfortunately he is.  And not just in terms of revenue, but also in terms of my accounts receivable.  He regularly pays his invoices four to six months after they’re due!”  Michael slumped into the cushions of the couch and put his head in his hands.  He exhaled and added, “And now, even some of my newer clients are letting their invoices lag beyond 90 days.”  He paused and stared out into space.  “I just don’t know what else I can do. I have a meeting with Sal next week, and I need a plan.”


Ruined Client


Lost Hours Being A Debt Collector Instead of Developing business

No one wants to be
in Michael's shoes

You’ve done the work. And now you are supposed to get paid. That’s the way it’s supposed to work.  Your spouse expects you to be paid for your work.  Your children expect you to be paid for your work.  Your employees expect you to be paid for your work. Your partners expect you to be paid for your work. But you’re not being paid for your work, and it’s too embarrassing to discuss with anyone.  So you call and call, and send letter after letter, and email upon email as you slowly destroy your client relationship with a thousand pricks of a needle.  You hate to think about all the time you could have spent actually providing services or developing new business! You could always sue, but there is no guarantee and no way to avoid the troubling accusations the delinquent client may make against you in court or to their friends and family.  No matter what you do, the mountain just keeps getting bigger!

What Makes An Engagement Agreement Better?

How do we help you answer this important question?


How much does it cost?

It's free!!!

How do I start?

Click the button above or below to receive an invitation to make an appointment for the initial Exploration Meeting.

When do I start?

We offer a limited number of Exploration Meetings each week on our calendar.  Please sign up for the earliest available date and time that is convenient for you.  If all of the slots are taken, then we will email you as soon as a new set of meeting dates become available.

How long does it take?

It could take as little as two weeks! You will make your appointment for the second meeting, the Client Success Meeting, during the initial Issue Identification Meeting. The second meeting can be as early as two weeks after the first meeting. We will deliver your Five Star Report one week after the initial Issue Identification Meeting.

What Is The Bottom Line?

How much does it cost?

How do I start?

Click the button above or below to receive an invitation to make an appointment for the Issue Identification Meeting.
Click Here to Begin

When do I start?

We offer a limited number of Exploration Meetings each week on our calendar.  Please sign up for the earliest available date and time that is convenient for you.  If all of the slots are taken, then we will email you as soon as a new set of meeting dates become available.
Click Here to Begin

How long does it take?

It could take as little as two weeks! You will make your appointment for the second meeting, the Client Success Meeting, during the initial Issue Identification Meeting. The second meeting can be as early as two weeks after the first meeting. We will deliver your Five Star Report one week after the initial Issue Identification Meeting.
Click Here to Begin

Request a Free Consultation to Review Your Standard Engagement Agreement

DanGER!!! avoid unscrupulous attorneys!

Unexpected Expensive Invoices. Unreturned Calls. Unmet Promises.

Unexpected Expensive Invoices

We all know how foolish it feels to receive an invoice for more than we ever expected to pay.

Unreturned Calls

We all know the frustration of trying to communicate with attorneys and other professionals who don’t respond promptly to phone calls and emails. Do they even care?

Unmet Promises

We all know the disappointment of making plans that are dependent upon a professional doing what they said they would do and when they said they would do it. When they don't keep their promises we wind up wasting resources, sacrificing time, and losing money.

What kind of attorney do you want?

Did your attorney graduate from a top law school?

Does your attorney have decades of experience?

Ask Anthony Wilkinson and every answer will be YES!!!

Is your attorney recognized as an authority on business law issues?

Does your attorney have a policy of returning calls and emails within one business day?

Does your attorney keep their promises?

Anthony’s Story

Who am I? Why do I do what I do?

Recently, I went to the doctor and found out that I have a hole in my right eye.  It’s at the center of my retina.  If I focus on a stop sign with that eye, the big red octagon just disappears.  I can see all around it, but the sign itself… it’s just not there. I’m afraid of losing sight in my eye.  My doctor says it can only get worse.  He says it’s like having a hole in your jeans.  You never get to the end of day after wearing them and, to your surprise, the hole is smaller than it was in the morning.  He said it’s just not going to happen. There’s nothing I can do on my own to remedy this.

I need help. The problem is that the help is risky, expensive, and time consuming. And to top it all off, there are no guarantees. The doctor told me I need the surgery. The recovery time is about a month, and for the first week I basically can’t do anything.  He explained how he could “fix” my right eye, but the procedure is quite complex. He said he is successful most of the time, but not always. And of course there could be complications. The greatest risk is the chance that I could lose sight in my eye altogether.

As you can imagine (but you probably wouldn’t want to), this is not a good situation to be in.  But it may be easier to think about in terms of a business, since it’s possible a part of your business might currently be broken.  You know how it is supposed to work, but you just have not been able to see it happen in reality.  You’re afraid of what might happen if you do nothing… but what can you do? 

Some business owners know about the problem, but – for whatever reason – they choose to do nothing about it. Perhaps there are other priorities, and it’s just not that big of a deal at that point in time.  Maybe they believe that the chance of an unfavorable outcome actually happening is so low that it’s not worth fixing the problem.

Other business owners know about the problem, they want to solve it, but they just don’t know how.  “Where do I start?  Can I do it on my own? Who can I turn to for help?”  These common questions cause paralysis, and the problem lingers and festers.

Finally, there’s another group of business owners who know about the problem, want to solve it, AND they also know how to solve it.  Their problem is that they are just not ready to take action at the current time.  They may need more money.  Or perhaps they need a large block of “free time” to initiate the project that will finally solve the issue. It could also be that there are other stakeholders that need to be convinced first in order to garner the support required for the project to succeed.  This leads to more procrastination and delays as the problem only becomes worse.

I became a business attorney to help business owners like you. I attended Yale Law School, and during my studies, my focus was always corporate and commercial law. I even took a couple financial management courses in their business school while I was there.  But why business law instead of family law, immigration law, real estate law, or some other are of practice? Well, it’s because I have been an entrepreneur since I was about seven years old, when I made snowflakes out of paper and sold them door-to-door in my neighborhood. Not long after that, I ran the quintessential lemonade stand.  Then there were the mail order greeting cards that I also sold door-to-door.  And all of that was just in elementary school!  In middle school, I was making potholders to sell to friends and family, and learning how to invest in stocks.  After graduating college, I started small businesses in a number of areas, but none have been as successful – or as fulfilling – as running my own law firm. Since I have always had an entrepreneurial mindset, I chose an area of law where I could assist fellow entrepreneurs in achieving their dreams!

I am a teacher – albeit only occasionally as an adjunct professor at a local college, and as a volunteer at my church.  But nevertheless, I am a teacher at heart.  I teach entrepreneurs, founders, and executives how to get their businesses from point A to point B.  I want my clients to understand why they are in their current situation, why the destination is better than their current position, and the path to get to the destination.  Most importantly, I want them to know how to keep the situation from ever happening to them again.

I am also a tenacious problem solver.  That comes from my training as an electrical and computer engineer at the University of Michigan. I graduated summa cum laude at the top of my class, and then worked as a software engineer for a short stint before going to law school.  I truly enjoy untangling the complex business issues my clients present, and giving them clarity about the path to a better situation.

But that’s all about me on the outside.  What about me on the inside? Focusing on the inside is one of the elements that set me apart from other attorneys.  I spend time considering how my clients (and their counterparties) think and feel.  This significantly improves the rate of successful outcomes for deals and agreements.  The key here is to understand expectations and to craft an agreement that satisfies said expectations.  I love to read books, watch videos, and attend events centered around personal development, how people make decisions, and how people change.  I’ve been studying these areas for decades, and this has made me a much better business attorney.

I am a man of deep spiritual faith.  I have adopted a firm motto that describes the core values that I uphold not only personally with my friends and family, but also professionally with my clients: Trustworthy business advisors keeping your business on TRACK!  Trustworthy. Reliable. Available. Caring. Knowledgeable.  I exhibit these traits to please my God, and the inevitable result is that they also please my clients.  To be “trustworthy” means that I look not to my own interests, but to the interests of my clients. To be “reliable” means that my “yes” means “yes.”  I keep my word.  I keep my commitments – even when it hurts.  To be “available” means I make myself accessible to my clients on the same basis I make myself accessible to my closest friends.  To “care” means to feel and to express compassion for another’s adverse situation, and to be willing to take action to alleviate it.  To be “knowledgeable” means having the learning, understanding, and skill in the principles that are applicable to a given situation.  Trustworthy. Reliable. Available. Caring. Knowledgeable.  These are the five core precepts instilled in every team member at our firm.  These are the important values we demonstrate to our clients.  These are the key principals that make us who we are at Wilkinson Law.

Do you want an attorney you can trust?

Read these testimonials about Anthony’s trustworthy and reliable service.


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Anthony graduated summa cum laude at the top of his class from the University of Michigan with a Bachelor’s Degree in electrical engineering. He graduated from Yale Law School with a Juris Doctor degree.  He also took courses in financial management at the Yale School of Management.

Wilkinson Law has an office at:

80 Broad Street,
5th Floor #6796
New York, NY 10004

We are available at that location by appointment only.  We rarely meet with clients in person because of the popularity and convenience of video meetings.  Almost all closings today also occur remotely rather than on site. However, we do have access to over fifty office locations throughout the metropolitan New York/New Jersey area.

Anthony is licensed to practice law in the States of New York and New Jersey.

Anthony Wilkinson demonstrates his knowledge, experience, skills and competency by regularly sharing what he has learned with others.


  • Article: “Convertible Note and SAFE Financing for High-Growth Startups” by Anthony Wilkinson, New Jersey Lawyer Magazine, No. 331, August 2021


  • Panel Presentation: “Representing the Startup and Emerging Growth Technology Company: Convertible Note and SAFE Seed Stage Financing for High Growth Startups,” New Jersey Institute for Continuing Legal Education and the Venture Capital, Emerging Growth Technology Companies and Angel Investors Committee of the New Jersey State Bar Association’s Business Law Section, September 2020


  • Panel Presentation: “Crucial Technology Issues in Modern Law Practice – Handling and Protecting Documents, Communications and Client Data,” New Jersey Institute for Continuing Legal Education, July 2017


  • Panel Presentation: “The Paperless Office,” 2017 Solo and Small Firm North Jersey Conference for the New Jersey State Bar Association and New Jersey Institute for Continuing Legal Education, March 2017


  • Article: “Licensing a Trademark While Minimizing Exposure to Liability Arising from the Business Relationship with the Licensee” by Anthony Wilkinson and Lisa Gora, New Jersey State Bar Association Business Law Section Newsletter, Vol. 37, No. 3, January 2014


  • Panel Presentation: “Being a Better Steward with Ten Steps on Spending Less on Legal Professionals,” Star 99.1 Business Networking Seminar, November 2013


  • Panel Presentation: “The Doctors are in the House,” Program for Acceleration in Careers of Engineering, September 15, 2012


  • Article: “Exiting an LLC in New Jersey” by Anthony Wilkinson, WGS Newsletter, September 2012


  • Panel Presentation, “What are You going to do with Your Science or Engineering Degree?”, Program for Acceleration in Careers of Engineering, March 24, 2012


  • Article: “Don’t Let The Sun Set on Your Opportunity to Obtain a Grant for a Solar Installation” by Hesser McBride, Jr. and Anthony Wilkinson, WGS Real Property Newsletter, September 2011


  • Article: “Healthcare Reform – Impact on Employers” by Maureen Binetti and Anthony Wilkinson, Edison Chamber of Commerce, October 15, 2010


  • Panel Presentation: “Venture Capital Term Sheets” by Jeffrey Neu, Kevin Kuzas, Anthony Wilkinson, NJ Institute for Continuing Legal Education Seminar at Business Law Symposium, April 8, 2011


  • Article: “Protected Health Information and HITECH: How to Annihilate So as Not to Violate” by Anthony Wilkinson, New Jersey State Bar Association Health and Hospital Law Section Newsletter, March 2010


  • Article: “Piercing the Registrant’s Veil: Trademark Infringement on the Internet, Identifying and Pursuing Infringers, and the Pros and Cons of Proxy Domain Name Registration” by Brett Harris, Amanda Shechter and Anthony Wilkinson, New Jersey Lawyer Magazine, June 2009


  • Article: “Sale of a Distressed Healthcare Organization” by David Stein and Anthony Wilkinson, Volume 1 of materials for American Health Lawyers Association Annual Meeting, July 30 – July 2, 2008, San Francisco, California

You may speak live with an actual person by clicking the chat element in the bottom right corner of our website. You may also call the firm at (732) 410-7595 or email the firm at

Request a Free Consultation to Review Your Standard Engagement Agreement

Request a Free Consultation to Review Your Standard Engagement Agreement