In a perfect world, when an employee is injured on the job, the employee files for workers compensation, benefits are determined, and the employee returns to work when they are cleared to do so. But sometimes, employers view the risk of increased premiums as an unjust burden and terminate their injured worker for filing a claim. What, then, is an employee to do?

In Ohio, the law prohibits employers from discharging, demoting, reassigning, or otherwise punishing employees because they filed a claim for workers’ compensation. But employees have very little time to act on this claim, because the law requires an employee to deliver written notice of a claimed violation to the employer within 90 days of the retaliation. If the employee fails to perform this act, they forfeit the right to sue the employer for workers compensation retaliation.

Further, the employee must also file suit within 180 days of the date of the retaliatory act. This is one of the shortest statutes of limitations in the field of employment law.

Because of these very short time periods, employees who believe they have been fired or retaliated against for seeking workers’ compensation benefits should consider contacting qualified legal counsel as soon as possible to assess their case and protect their rights.

Contact Matt Okiishi (513.943.6659) if you may have such a claim.

Recently, the Cincinnati Business Courier was nice enough to run a photo spread of our new law firm offices and we have had hundreds of clients drive by or visit our new City-home of Finney Law Firm.  The project was more than $2 million invested in our offices and two apartments in the core of downtown Cincinnati, taking about three years to complete.

We undertook this project to invest in the City that has given so much to us, but also to deeply learn things our investor clients already know about real estate investing, financing and development, so we can share those lessons with other clients.  Here are a few things we learned:

  1. Patience is a virtue.  Things (plans, regulatory approvals, material orders and contractor work) are not going to happen overnight.
  2. Further, every project is a trade-off of three things: a) time, b) money and c) quality.  You can get two out of three, but it’s hard to get all three.
  3. You have to trust and respect your designers, architect, construction manager, contractors, materialmen, and laborers.  They know more about this business than you do.  And although I help clients address failed contractor relationships, I found the vast majority of the people I dealt with to be honest, qualified and quality-minded and very hard-working.  Indeed, they had to repeatedly push back on me (on time or money) to insist on high quality in the project execution.
  4. A lender pulled me aside as I was planning the financing of the project, and told me to avoid construction financing if at all possible.  Do it with cash.  Otherwise, the bank will be looking over your shoulder and slowing you down every step of the way.  He was right.  Avoiding that headache was key in the project’s success.  Obviously, this is not always possible, but great and unsolicited advice.
  5. The City was great to work with.  The Building Department (especially), the Historic Conservation Department, the Water Works, the Police.  At every juncture, I was awed at the cooperation and enthusiasm I received from City officials.
  6. Key incentives.  For this project, we employed key incentive packages which were incredibly valuable.
    • Cost segregation.  Again, an accountant friend told me to explore cost segregation on the project.  This is where an engineer’s study allows you to significantly accelerate deprecation on project components.  Over the years, I had heard of cost segregation studies, but I literally had no idea how incredibly valuable this approach can be, resulting in hundreds of thousands of additional early depreciation deductions.
    • Federal and State Historic tax credits.  Again, after I had purchased the building, a friend told me of state and federal historic tax credits (not deductions!).  These can pay for up to 45% of an historic project.  20% federal is more or less automatic, but the additional state credits (essentially a grant) are a competition and Cincinnati gets more than it’s fair share, so it is competitive.  We won both!
    •  City tax abatements, residential and commercial.  I had to jump thru a few hoops (cutting the building into condos and applying separately), but the City has generous (although slightly complicated) residential and commercial property tax abatement programs that every developer should get to know about.  They are readily attainable.
    • Port/Sales tax avoidance.  Our project was too small for the strategy to be effective, but another turn-key, money-saving program for County projects is to partner with the Port Authority to avoid sales taxes on all of your building components and materials.  For larger projects, it is a “must do.”

If you are embarking on a development project of your own, I am glad to share my contractor and materialmen list, the short-cuts and procedures I learned for each of project components.

 

Always topical, always timely, the Volokh Conspiracy today writes of Finney Law Firm and attorney Curt Hart’s win at a jury trial (pretty amazing thing for a First Amendment case) in Colorado Springs, Colorado.  Volokh covers it thoroughly here:  Jury Concludes Policy Banning Written Signs at School Board Meetings Was Unreasonable, Implemented in a Viewpoint-Based Way

Sincere congratulations to Curt Hartman on the big win, and for including us as co-counsel in the case.

On Friday, July 18, 2025, the Sixth Circuit issued a ruling reversing a trial court’s dismissal of our client Matthew Warman’s Fourth Amendment unlawful seizure claim against Mount St. Joseph University and its individual police officers. Attorney Matthew S. Okiishi has served as local and co-counsel to Ron Berutti of Murray-Nolan Berutti LLC (licensed in New York, New Jersey, and Kentucky) in this matter.

Mr. Warman ‘s lawsuit alleges that, while a student at MSJU, he was invited the campus police station to discuss his refusal to take the Covid-19 vaccine on religious and medical grounds. This “meeting” quickly turned sour. Over the course of an hour, Mr. Warman was taken to a back room and told, among other things, that he was not free to leave, that he was an “[expletive] idiot,”  “should get a new religion,” that his “beliefs were wrong,” and should “grow the [expletive] up and get the shot.”

Based on these facts, the Court of Appeals held that this conduct plausibly established a violation of his Fourth Amendment rights. The Court further held that MSJU and the individual officers involved could be subject to liability as “state actors” under 29 U.S.C. §1983, and that the university and officers were not entitled to qualified immunity at this stage of the proceedings. The Court further cast doubt on whether privately employed campus police officers can avail themselves of qualified immunity. The matter has been remanded to the trial court for continued litigation.

A copy of the decision in the case styled Warman v. Mount St. Joseph Univ., et al., is linked here. The opinion has been recommended for full publication, signifying its importance and significance.

On June 12, Judge Donald E. Oda II of the Warren County Court of Common Pleas ruled in favor of the sellers of a home, represented by attorneys Andrew Gray and Christopher Finney, dismissing claims for breach of contract and fraud made by their realtor. The sellers, a couple moving from their home in Warren County, had terminated their contract with the original realtor and eventually successfully sold their home with a new realtor. The original realtor was not paid a commission by the brokers in the transaction, and filed suit against his employer and the sellers.

Under Ohio Revised Code 4735.21, only a licensed real estate broker may file a lawsuit to collect commission or other compensation in connection with a real estate transaction, and a real estate sales person can only collect money in the name of their broker. In the lawsuit, however, the realtor, who was only a licensed real estate salesperson, only alleged his status as a realtor in the complaint.

After the Finney Law Firm and the attorneys for the broker both filed motions to dismiss the plaintiff realtor’s claims, the Court – only three days after the motion was fully briefed – dismissed the complaint in its entirety. First, all claims for breach of contract against the sellers were dismissed because seller’s contracts were with the broker alone, who brought no claims against the seller; additionally, the plaintiff realtor had no claims against sellers under R.C. 4735.21. Finally, all claims for fraud were dismissed because they were duplicates of the contractual claims.

This brings up several important points:

  • Being a “realtor” is not a status of licensure under Ohio law – it is only membership in the National Association of Realtors, or one of its local branches.
  • Licensure as a “real estate salesperson” or “real estate broker” is entirely separate from status as a realtor.
  • Any contracts that a consumer may have with a realtor or real estate salesperson are actually with the real estate broker; the real estate salesperson or realtor is only the “agent” of the broker.

The result may seem unfair at first but, upon reflection, the policy reasons for R.C. 4735.21 are relatively simple. Real estate brokers have a variety of salespersons in the field, showing, selling, leasing real estate. However, all of those funds are ultimately the responsibility of the broker themselves. In a real estate transaction, all funds are transmitted through the brokers; so, when a real estate salesperson is entitled to a commission, the payment of that commission is truly a matter between the broker and the salesperson, not between the salesperson and the parties to the transaction. R.C. 4735.21 is intended to prevent the employment compensation disputes between the brokers and salespersons from involving the parties to the transactions, which can range from large companies to individuals buying, selling, or renting a home.

Regardless of the reasoning, the case represents another victory and successful result for our clients.

 

This week, Governor Mike DeWine signed Ohio’s state operating budget into law—marking a major win for Ohio taxpayers and small businesses, thanks to the dedicated efforts of Finney Law Firm and our client, the Ohio Deputy Registrar’s Association (ODRA).

Many Ohioans may not realize that local Bureau of Motor Vehicles (BMV) offices are not run by the state, but by privately owned small businesses known as Deputy Registrars. This innovative, privatized model saves Ohio taxpayers more than $215 million annually, while keeping service costs low and customer satisfaction high. For example, registering a 2024 Chevy Blazer in Ohio costs just $36 to $66—compared to $300 in Kentucky and over $400 in Indiana.

But this successful model has been under strain. The fees Deputy Registrars earn per transaction are set by state statute and have not kept pace with rising labor and operating costs. As a result, some local BMV offices have been forced to close, leading to longer drives and wait times for Ohio residents.

On behalf of ODRA, Finney Law Firm led a months-long, statewide advocacy campaign to secure a $3 fee adjustment for Deputy Registrars. Our approach combined direct legislative advocacy with strategic grassroots and grasstops mobilization, training Deputy Registrars across Ohio to engage their communities and legislators.

The result: a bipartisan policy solution that stabilizes the Deputy Registrar system, preserves a cost-effective service model, protects access for Ohioans, and continues to save the state millions.

I had the privilege of serving as Finney Law Firm’s lead on this initiative, working closely with ODRA and dozens of small business owners across the state. This victory reaffirms what we believe is the most effective model for state and local policy change: a combination of expert legal and policy strategy, direct advocacy, and strategic grassroots and grasstops advocacy.

Rebecca Simpson is an attorney and seasoned government and public affairs strategist at Finney Law Firm. If you need support with community engagement, coalition building, or advocacy at the state or local level, you can reach her at [email protected].

 

Judge Patrick Dinkelacker this week issued a ruling in a case that has been simmering since December of 2024 in favor of our client, Lee Robinson, recognizing our client’s right to what Ohio law references as a “prescriptive easement” over portions of property on which a developer had planned to place retail shops, a boutique hotel, apartments and an underground parking garage.

The decision establishes our client’s right — acquired by usage and by operation of law (see below) — to have vehicular ingress and egress over portions of the developer’s property, meaning his accessway must be maintained as it is, and the grade of the entrance to our client’s parking lot must stay the same.  Since the developer’s plan were to engage in construction activity blocking the easement area, and it planned to place buildings in the easement area and change the grade of the easement relative to our client’s parking lot, the developer is effectively prevented from moving forward with currently-planned development.

It is generally a surprise to lay persons (and some attorneys), but one can gain ownership of another’s property in most states (if not all), including Ohio and Kentucky, by continued occupancy and use of the property for a protracted period of time — in Ohio 21 years and in Kentucky 15 years.  In law school we learn the five required elements to achieve this end as O.C.E.A.N.: Open, Continuous, Exclusive, Adverse and Notorious use and occupancy of the property.  If proved, in Ohio by “clear and convincing evidence,” then the adverse possessor has full legal ownership of and title to the property.

A stranger to title can also acquire the lesser right of “easement” over another’s property by eliminating the “exclusive” part of the adverse possession requirements, so O.C.A.N, for the same 21-year period in Ohio, to establish what is known as a prescriptive easement.  This easement is every bit as good or better than an easement given by express grant, and (for example) passes with title  to the property benefitted by the easement.

It was precisely this type of “prescriptive easement” benefiting Finney Law Firm’s client’s property on Hyde Park Square that Judge Dinkelacker recognized by his decision this week.

The team that prepared and tried this case (the preliminary injunction hearing) were Christopher Finney, Julie Gugino, J. Andrew Gray, Mickey McClannahan, and Emma Friedhoff, among others, greatly aided by Steve Griffith of Taft Law.  Our expert witness at trial was noted Clermont County attorney and title insurance agent Doug Thomson.

You may read the whole decision here: Robinson Decision

A “business divorce” refers to the change in ownership or dissolution of a closely held business, which can be as complex and contentious as a marital divorce. This term encompasses a range of scenarios, from one partner buying out another to the complete unwinding of a company’s operations. 

Before undertaking such a drastic action, owners must consider several critical factors to ensure the business divorce process is handled with minimal disruption to the company and its assets. Here is an overview:

  • Take stock of the reasons and goals — The reasons could range from personal conflicts between owners to divergent visions for the company’s future. It’s also important for all parties to articulate their goals for the divorce, whether it’s a desire for independent operation, financial settlement or strategic realignment of the business.
  • Assess legal and financial implications — Owners should review any existing partnership agreements, bylaws or shareholder agreements that dictate the process for resolving disputes and exiting the business. These documents often outline buy-sell agreements, valuation processes and other critical procedures. Absent such agreements, state laws will govern the dissolution process, which might not align with the owners’ personal or business interests.
  • Undertake a valuation of the business — Determining the value of the business is a contentious aspect of many business divorces. Accurate valuation is essential for fair asset distribution. Owners should consider hiring independent appraisers to provide a valuation that all parties can agree on. This avoids further disputes and assure partners they are receiving their rightful share.
  • Measure the impact on stakeholders — A business divorce can affect a wide range of stakeholders, including employees, customers, suppliers and creditors. Owners should consider how the divorce will impact these groups and plan accordingly. Maintaining transparency with stakeholders during the divorce can mitigate negative impacts and maintain business continuity.
  • Consider negotiation and conflict resolution — Ideally, a business divorce should be resolved through negotiation rather than litigation. This can save time, reduce costs and preserve relationships to the extent possible. However, it requires compromise and understanding from all parties involved. Where negotiation fails, mediation or arbitration might be viable alternatives, offering a non-adversarial approach to settlement of key issues.

Given the complexities involved, it is advisable for each party to seek counsel from a business divorce attorney who can offer comprehensive services, making sure that valuations are done fairly, that all assets and liabilities are accounted for and that all governmental rules are complied with.

About Finney Law Firm, LLC

Founded in 2014, FLF has grown to 15 attorneys located in offices in Eastgate and downtown Cincinnati with five major practice areas: Corporate Law, Real Estate Law, Employment Law, Commercial Litigation and Public Interest and Constitutional Litigation.  FLF has the unique claim to three 9-0 victories at the United States Supreme Court for its public interest practice along with breakthrough class action work.

FLF also has an affiliated title insurance company, Ivy Pointe Title, LLC, that closes and insures nearly a thousand commercial and residential real estate transactions annually.

For more information about Finney Law Firm, visit finneylawfirm.com.

Media Contact: Mickey McClanahan; [email protected]; 513.797.2850.

 

Prior to June 5, 2025, an employee suing for discrimination in this Circuit was required present a prima facie case showing  that: 1) they belong to a protected class; 2) they were qualified for the job; 3) they experienced an adverse employment action; and 4) the employer treated similarly situated employees outside their protected class more favorably. But members of a “majority-group” (think: White, male, heteronormative, and/or Christian) suing in the Sixth Circuit was required to show an additional element, namely that there were “background circumstances” that his was the “unusual” employer that discriminated against the majority. 

Now, however, the Supreme Court of the United States has reversed this longstanding requirement. Writing for a unanimous court in in Ames v. Ohio Dept. of Youth Services, No. 23-1039, Justice Ketanji Brown Jackson found that this rule “cannot be squared with the text of Title VII or prior precedent.” The Court reasoned that because Title VII bars discrimination against any individual on the basis of protected characteristics and does not distinguish between minority or majority groups, there is no room under the statute for a special pleading or proof standard to be imposed on majority-group plaintiffs. 

Without the heightened “background circumstances” requirement, majority-group employees who believe that they were discriminated against on the basis of their race, gender, national origin, or religion only have to prove the same prima facie case as minority employees.

Whether juries will need to be “sold” on the idea that “reverse discrimination” is possible remains to be seen. But for now, the path for majority-group employees to reach a jury trial has been made easier.

Legal malpractice is generally defined as failing to adhere to the professional duty of care that an attorney owes to clients. Usually, a malpractice claim is lodged after the client received a disappointing result in an underlying court case. But does the client have the right to sue if the case below settled?

The short answer is yes. You can sue for malpractice even if your underlying case never saw the inside of a courtroom. However, proving malpractice in a settlement scenario presents unique challenges. Courts generally presume that settlements are entered into voluntarily, which can make it difficult to argue that the settlement was the result of attorney negligence or misconduct.

The attorney’s duty of care requires him or her to act with the diligence and promptness expected of an attorney of similar ability and training under the circumstances. This includes adequately preparing for and researching the case, effectively communicating with the client and acting in the client’s best interest at all times. When the attorney fails to adhere to this duty in any respect, it could lead to an unfair or inadequate settlement

Here are specific types of conduct that can justify a legal malpractice claim:

  • Misrepresentation or fraud — If an attorney misleads a client about the strength of their case or pressures them into settling under false pretenses, this could constitute malpractice. For example, if an attorney assures the client that their case is weak when it is not, to coerce them into accepting a low settlement offer.
  • Failure to investigate or prepare — An attorney’s failure to properly research or prepare a case can leave the client in a weaker bargaining position and lead to a less favorable settlement. This might include failing to gather key evidence or neglecting to consult with necessary experts.
  • Conflict of interest — If an attorney has a personal or financial interest that conflicts with the client’s interest, such as a desire to settle quickly to move on to other cases or personal relationships with the opposing party, this could compromise the attorney’s ability to advocate effectively for the client.
  • Failure to communicate — Attorneys must keep their clients informed about significant developments in their case, including settlement offers. Failure to communicate such offers, or to adequately explain the implications of accepting or rejecting them, can be grounds for a malpractice claim.
  • Failure to negotiate effectively — If an attorney accepts an unreasonably low settlement without attempting to negotiate more favorable terms, this might also be seen as a breach of their duty of care.

To succeed in a legal malpractice lawsuit based on a settlement, the client must prove that but for the attorney’s negligence, a better settlement or verdict would have been likely. This often requires expert testimony from other legal professionals who can attest to the average recoveries for similar cases in the same geographic area. Since settlements are typically confidential, comparing the settlement to verdict sizes in similar cases can be a useful way to gauge whether the attorney made a substandard effort. A professional malpractice attorney can build the strongest case possible in this regard.

About Finney Law Firm, LLC

Founded in 2014, FLF has grown to 15 attorneys located in offices in Eastgate and downtown Cincinnati with five major practice areas: Corporate Law, Real Estate Law, Employment Law, Commercial Litigation and Public Interest and Constitutional Litigation.  FLF has the unique claim to three 9-0 victories at the United States Supreme Court for its public interest practice along with breakthrough class action work.

FLF also has an affiliated title insurance company, Ivy Pointe Title, LLC, that closes and insures nearly a thousand commercial and residential real estate transactions annually.

For more information about Finney Law Firm, visit finneylawfirm.com.

Media Contact: Mickey McClanahan; [email protected]; 513.797.2850.