David Shotlander – Haug Partners

As a partner in the antitrust group at Haug Partners, David Shotlander has spent the past decade navigating some of the most complex litigations in the country. But even as he battles reverse payment allegations and monopolization claims, one of his most rewarding roles is off the record—mentoring the next generation of legal talent.

David Shotlander | Haug Partners | Partner, Antitrust

Working out of Washington, D.C., and New York City, Shotlander has contributed to a lean but potent antitrust team that punches far above its weight. With about a half-dozen dedicated antitrust attorneys and the ability to scale to more than twice that size for larger cases, the team handles high-stakes litigation and government investigations with a flexibility and cohesion rarely found in larger firms. Shotlander says that’s by design.

“At Haug, we’re doing Big Law cases in a more flexible setting,” he explains. “The demands, the complexity, the strategic maneuvering—that part is the same. But our structure lets us work in a more agile, personalized way.”

A lean, focused firm with big ambitions

The mission of Haug Partners, spanning over 25 years, has been to provide multidisciplinary legal services to life-science and technology businesses. With roughly 50 attorneys—primarily based in New York—the firm’s historic focus is on patent preparation, procurement, and litigation, but Haug has grown to include antitrust litigation and counseling; FDA compliance; M&A due diligence; international trade commission (ITC) actions; commercial investigations, compliance, risk mitigation, and litigation; licensing and transactions; and trademark.

Shotlander, who joined the firm in 2014 and became a partner in 2019, was drawn to Haug after stints at Howrey LLP and Baker Botts. By then, he had built an impressive resume, representing multiple companies in complex merger challenges and defending a major class action antitrust case in the grocery industry. He worked on a few pharma matters but was looking to focus on litigation in the life sciences industry. He was also looking for something more personal.

“I didn’t want to compromise on the work—I still wanted the big, interesting cases,” he says. “But I also wanted an environment where I could build solid relationships and have a voice in the practice.”

That shift has shaped his leadership style at Haug, where knowing your colleagues is not only possible but expected. Shotlander calls it a “night-and-day” difference from his experience at larger firms.

“Here, I know every lawyer at the firm. If I need someone outside my group, I pick up the phone or knock on a door and speak to a colleague I’ve worked with – patent, regulatory, whatever the need. That connection makes us more effective, and it cuts both ways, integrating antitrust analysis into patent, trademark and regulatory matters.”

Fast-tracked experience & real mentorship

Because of Haug’s leaner size, junior attorneys get more than just exposure—they get ownership. Shotlander quickly points out how closely his team works together, with younger associates demonstrating skill getting immediate access to partners, deeper involvement in client work, and accelerated growth.

“We don’t have multiple layers. Our associates are right there with us— managing processes and learning by doing,” he says. “They’re not getting lost in the background, they’re getting fast-tracked experience.”

This hands-on approach isn’t just efficient; it’s also strategic. Clients increasingly demand lean teams to deliver without inflating costs, and Haug’s structure fits that bill.

“Clients realize that using more lawyers than you need often just means paying people to get up to speed. We don’t have that constant churn. I have cases that have gone on for years with the same hardworking and committed associates growing in responsibility.”

That continuity helps create deeper institutional knowledge on each case, allowing teams to move faster and more strategically. It also helps retain talent in a competitive industry.

“We’re mindful that as associates gain experience, they become attractive to other firms. So, we focus on giving associates who have proven themselves real responsibilities and meaningful opportunities,” he explains. “That’s how we build a strong pipeline.”

“There’s a realistic partnership track for those who do well. We want our people to see that the path is real, and that we’re invested in them.”

The challenge of antitrust—and the advantage of agility

Antitrust law remains one of the most dynamic and complex fields in legal practice. From reverse payment, unilateral conduct, and collusion cases in the pharmaceutical sector to navigating government investigations, compliance and counseling issues across various industries, the terrain is both technical and high stakes.

Shotlander thrives in this space because of his dual background in economics and law, skills he developed at Dickinson College before earning his JD from George Mason University’s Antonin Scalia Law School. He regularly works with economists and data analysts to support clients across industries, bringing a blend of legal and economic insight crucial in antitrust matters.

But while his legal acumen is sharp, he’s also focused on the operational aspects of practicing at a small firm. One key area: electronic discovery.

“E-discovery is a key aspect of antitrust litigation,” Shotlander says. “At a big firm, you might have a full e-discovery department. But here, we must be smarter, leaning more on vendor relationships and managing the process ourselves.”

That means associates are learning not just law, but logistics skills essential for modern litigation.

“We’re all involved in making sure things run efficiently. It’s part of the job,” he says.

Shotlander views this hands-on, team-oriented approach as a competitive advantage. In his words, the firm is used to accomplishing more with less.

Finding the next legal All-Star

When hiring, Shotlander applies a careful, methodical lens—part baseball scout, part mentor. A passionate baseball fan, he compares evaluating legal talent to assessing a pitching prospect.

“Everyone we consider had success in law school, which is analogous to a live arm. But I’m also looking at coachability, attitude, response to pressure,” he says. “Litigation is a team sport. We need team players who perform well under pressure.”

In a lean team, every hire matters. Shotlander doesn’t expect perfection on day one, but expects growth.

“You can never form an opinion too quickly. The real test comes when someone gets frustrated or overwhelmed—do they stay motivated and find a way to succeed, or shut down? That tells me a lot.”

That mindset helps explain the success of Haug’s antitrust group, where attorneys are developed, not just deployed. Shotlander has a clear vision: build a team of professionals who can lead cases, support clients, and mentor others.

“We’re always looking for those all-stars,” he says. “In a firm like ours, getting your picks right is everything.”

Shotlander’s role as an antitrust partner at Haug Partners is about much more than legal analysis. It’s about building a high-performing team in a lean, agile environment—and doing it without compromising quality, complexity, or opportunity. Shotlander is helping redefine what elite antitrust practice can look like outside of traditional Big Law by offering real mentorship, meaningful work, and a clear path to partnership.

For those looking to grow as lawyers and leaders, that might be the biggest win of all.