A partner in Venable’s Nonprofit Organizations Practice, Andrew Steinberg has built his career by helping mission-driven organizations navigate change and advance their mission. In this new Q&A series featuring members of Venable’s esteemed nonprofit team, Andrew reflects on his path into nonprofit law, the unique challenges and opportunities facing the sector today, and how Venable’s one-stop-shop approach benefits our clients.
Q: What drew you to this area of law?
Andrew: I fell into nonprofit law. When I started my legal career, I wasn’t sure what area of law I wanted to focus on. One of the great things about nonprofit law is that it’s a multidisciplinary, generalist practice covering a diverse range of areas, including governance, tax, mergers and acquisitions, contracts, intellectual property, employment, data privacy and cybersecurity, internal investigations, and more. Advising our clients on any number of different matters has been an enriching experience. The dynamic nature of the practice means I never know what complex issues are going to show up in my inbox. It keeps the work exciting and engaging.
Q: Venable has one of the largest nonprofit practices in the country, with a team of dedicated attorneys. What do you think makes the practice stand apart from other law firms in this space?
Andrew: At a time when specialization in large law firms reigns supreme, our practice stands out for the comprehensive service we provide. We often are a one-stop shop for nonprofits of all types and sizes, including public charities, private foundations, membership associations, social clubs, and advocacy organizations, wherever they are located and for whatever issues they face. Being part of a larger national law firm enables us to draw upon a depth of expertise and produce well-rounded advice for a broad range of nonprofits. Our contextual experience enables us to offer value-added advice about norms and best practices to keep the organization on track with its mission, instead of just providing the legal answer.
Q: A lot of nonprofits rely on you as a go-to resource for their organization. What kind of issues are you typically dealing with?
Andrew: Every day is different. I work on everything from the most routine tasks for outside counsel, to highly sensitive issues, and even critical matters affecting a client’s ability to continue operating. What I enjoy most is building long-term, team-based relationships where we’re seen as trusted advisors brought in at the outset of an idea and integrated into the thought process. Our clients are led and supported by deeply committed individuals who care about the mission and the constituencies they serve. Whether we’re advising an entertainment industry association or a charity focused on curing cancer, playing a supporting role in helping our clients better achieve their mission while managing legal risk is what makes the work so rewarding.
Q: To what extent does the nonprofit’s mission impact the types of legal issues they have to contend with?
Andrew: The legal issues that come up depend on where the organization is based, who’s doing the work, and what they want to accomplish. The way we approach an issue for an arts and cultural center may be very different from how we’d handle the same issue for an industry association, a professional society, a public charity, or a private foundation established by a family or a company. The way we calibrate our advice is always about meeting the client where they are and learning what’s important to them to provide guidance that’s useful in the context of their specific structure, mission, and constituency.
Q: Nonprofits have to operate in a dynamic landscape. What kinds of trends are you seeing in this sector in 2025?
Andrew: The only constant in the nonprofit sector, as in life, is change. One trend we’re seeing a lot of is increased oversight and enforcement by state attorneys general, who are taking a much more active role in regulating nonprofits formed or operating within their borders. Another is workforce transition. Many long-serving executives are approaching retirement, and organizations are tackling succession planning at the top while also working to attract and retain talent at the entry level. A third trend is heightened public and media scrutiny of the nonprofit sector. Watchdog groups are paying close attention to what nonprofits do, so it’s important to be sensible, strategic, and well informed in decision making. We help clients develop effective risk management systems that track not just legal developments but also best practices for nonprofit operations—something every executive and board should focus on as part of their strategic oversight.
Q: And finally, as an advisor in this space, how do you keep on top of the novel issues that arise because of all this change?
Andrew: When advising clients, we try to draw on our experience with many different types of organizations to share lessons learned: what works, what to avoid, and what warning signs to watch for. In the context of funding, for example, nonprofits that have prudently established and maintained a rainy-day fund are better able to weather changes and uncertainties. We advise clients on the preventive steps they can take to create long-term sustainability and flexibility when unexpected challenges arise. While we can’t solve a funding gap, we can help ensure structures and systems are in place so that, if financial challenges arise, there’s a thoughtful, deliberate process for deciding on next steps. It’s not our role to tell an organization what they must do—that’s their decision, but we aim to provide pragmatic advice from a systemic, long-term institutional perspective.
Learn more about Andrew Steinberg and Venable’s Nonprofit Organizations Practice, explore other interviews in this series, or visit our subscription center to join our mailing list.