Insights

The panel will navigate the full CMMC life cycle, starting with applicability and organizational fit. They will then dive into technical strategy and governance, the nuances of outsourcing to MSPs, what C3PAO auditors specifically look for, and the legal risks for your organization to consider throughout the process.

Foley partner Judy Waltz, chair of the firm’s Health Care Practice Group, is speaking on the panel “Operationalizing Legal Advice: The Role of Attorneys in “Getting Things Done”” during the California Society for Healthcare Attorneys’ (CSHA) 2026 Annual Meeting & Spring Seminar.

Share on Twitter Share by Email Share Back to top  Foley again proudly continues its longstanding sponsorship of the American Telemedicine Association and ATA Nexus. ATA Nexus 2026 unites leaders from across the digital health ecosystem to explore the future of care delivery while offering deep industry insights, with the theme of Flip The Switch: Igniting Scaled Digital Health.

On March 26, 2026, the President issued Executive Order 14398 titled “Addressing DEI Discrimination by Federal Contractors.” The Order…

1. Statutory Mandates: The Foundation of SB 6 Senate Bill 6, which was enacted in June 2025 (89th Legislature), requires the PUCT to…

The Trump Administration has introduced the National Policy Framework for Artificial Intelligence, which calls on Congress to create a uniform federal standard that would preempt the current patchwork of state laws.

Joe is a litigator and the managing partner of Foley’s Raleigh office. He reflects on growing up on farm in Powells Point, NC, attending the University of North Carolina at Chapel Hill for undergrad and the University of North Carolina School of Law.

This episode features a conversation with Casey, a partner in Foley’s executive compensation and employee benefits group.

In this special edition of The Path & The Practice, Alexis is joined by Dan Sharpe, DEI Manager at Foley & Lardner, for a conversation focused on advice to new associates. Based on their years of legal practice and their experience working in law firm talent development and DEI, they cover a variety of topics including time entry, meeting deadlines, responsiveness, and office presence.

Pricing disputes are an unavoidable feature of modern supply chains, particularly in industries subject to significant market volatility. While companies often focus on resolving immediate pricing conflicts, long-term success depends on implementing contractual frameworks that reduce the likelihood of future disputes.

Pricing disputes remain a recurring reality across manufacturing and automotive supply chains. Volatility in commodity pricing, labor markets, logistics, and customer demand frequently forces suppliers and OEMs to revisit previously negotiated pricing structures. For companies on both sides of the supply relationship, the central challenge is determining how to assert commercial leverage effectively while preserving critical business relationships and avoiding litigation.

In today’s manufacturing and automotive supply chains, pricing disputes are not unusual — they are inevitable. Volatile commodities, labor pressures, logistics instability, and customer pricing constraints all create real strain. When a supplier’s margins erode or an original equipment manufacturer (OEM) faces unplanned cost increases, a request for pricing relief is a near certainty.