{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Care, Code, and Capital","title":"The Art of Calculated Risk and Intentional Scaling with Abe Gutnicki","html":"","width":"100%","height":180,"duration":2685,"description":"‍What does it take to build a 30-lawyer boutique firm from scratch, starting with three clients and a handshake? In this episode of Care Code Capital, host Dan Brody sits down with Abe Gutnicki, founding partner of Gutnicki LLP, to trace one of the more quietly remarkable careers in healthcare law. Abe's story isn't a straight line — it winds through big law layoffs, a pivot to bankruptcy work he never wanted, a calculated leap into solo practice, and a slow but deliberate expansion into one of the most specialized corners of the healthcare industry: skilled nursing facility transactions.\nWhat makes Abe's perspective worth an hour of your time isn't just the resume. It's the philosophy underneath it. He's thought carefully about risk, optionality, relationships, and what it actually means to build something that lasts. And he's unusually willing to say the quiet parts out loud.‍From LA Law to Long-Term CareAbe Gutnicki didn't grow up dreaming of nursing home transactions. He grew up dreaming of courtrooms — the suits, the closing arguments, the drama. LA Law was the inspiration, which he'll tell you with a straight face before breaking into a grin. He went to Washington University School of Law in St. Louis, won moot court competitions, and set his sights on litigation.\nReality, as it tends to do, had other plans. His first job out of law school landed him in a conference room the size of a closet, surrounded floor-to-ceiling with documents, searching for a proverbial needle in a haystack. That's litigation in the real world. Meanwhile, the corporate associates down the hall were negotiating deals for dot-com startups flush with VC money. Abe asked to switch. They let him.\nWithin six months he was closing deals. Within fifteen months, the dot-com bust had arrived — and with it, his layoff notice, alongside ten other first-year associates. The firm, in its own way, was trying to do him a favor: they told him that because he was already building a client base, he'd...","thumbnail_url":"https://img.transistorcdn.com/whNnoJXQHohk8JJ9r7g9Szvqjzq7CVaCz_kRxJOE1cU/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS82MmMx/ZmVjNzZiZmQ2NjI4/M2IyMTE4NGJkY2Rk/MTI4NS5qcGc.webp","thumbnail_width":300,"thumbnail_height":300}