The unconventional approaches Silicon Valley Bank adopted in the early years challenged banking culture. SVB transformed into one of the largest fifteen banks in the United States by serving exclusively tech companies in innovation centers across the nation.1 SVB was the startup, cheerleader, and connector to and for its clients in the tech sector.

This chapter illuminates a key characteristic of lay society in the Carolingian period: it was built on personal relationships, such as those between lords and their followers, vassals, or unfree, between patrons and clients, between friends – in short, between those who could offer help and those who needed it. The importance of these relationships is revealed above all in formulas for letters, in which clients asked patrons for help or asked them to intercede with other powerful people to help them solve problems, or in which people with power wrote to an equal or superior on behalf of a supplicant. These letters reach very far down the social scale. Some deal with unfree who have gotten into difficulties and have asked a patron for help. Quite a few tell of unfree who have gotten in trouble with their own lord and run to another powerful person – such as the Carolingian courtier and lay abbot Einhard – to beg his intercession. They show us a society in which power appears to have flowed through these personal relationships as or perhaps more strongly than it did through lines that we might describe as connecting governing and governed, or ruling and ruled.

Chapter 4 focuses on magicians’ clients. Adopting a similar format to Chapter 3, it begins with a summary of the way clients were portrayed in didactic texts, isolating some key characteristics that were persistently applied. Again, these are unflattering, and the rest of the chapter is dedicated to establishing the extent to which they were accurate. We see that popular portrayals of clients are often more sympathetic, and that, if the court records are anything to go by, the range of people who visited magicians was very diverse. We also find that clients were aware of the negative reputations they might garner, and as such tried either to hide or justify their activities. Finally, we see that clients, especially in the late medieval period, were very aware that they were indeed clients. As such, they carried certain expectations about what they would receive from a magician and were even prepared to seek redress when disappointed. This assertive stance may have become more aggressive as the period progressed and fear crept in over the potential link between witchcraft and other forms of magic. Simultaneously, new legislation outlawing various types of practical magic probably led to a drop in clients seeking formal redress.

How is legal expertise deployed in an institution such as the Westminster Parliament? The sociology of the legal profession suggests that the client plays a major role in how legal expertise is understood and used. In the case of Westminster, this is somewhat problematic because Parliament as a ‘client’ is not easily pinned down: it is multicentred-institution and parliamentarians; and it is an intensely political arena. The result is that there is a wide variety of sources of legal expertise (this chapter prefers the term ‘legal support’) for Parliament and parliamentarians, and no one source has a monopoly over legal support, save where the issue relates to institutional matters. The ultimate argument of the chapter is that the processes of seeking and making use of legal support is not that different from the way that legal support is sought and made use of in society more broadly. The client determines when they will seek legal support, and what use they make of it. In practice, then, parliamentarians make use of known sources first to understand legal issues (which may come from inside or outside Parliament); only rarely will they seek or need to seek formal ‘legal advice’.

Treat to the traits with Supports for clients of all ages to manage anorexia nervosa symptoms.

Entry into and exit out of TBT-S programs are similar to other transfers from one treatment level of care to another, with additional recommended phone sessions scheduled for questions and answers with clients and Supports. The more detailed the planning and passing of the baton, from a TBT-S program to ongoing ED treatment settings, the more seamless the care reducing vulnerabilities for relapse. The Behavioral Agreement, Trait Profile Checklist, and Toolbox are examples of TBT-S documents sent to ongoing treatment settings to ensure continuity of care and adult clients’ goals of who does what, when, and how for the following weeks and months.

Lawyers wear many hats and engage in a range of diverse, specialised work. However, regardless of the hat they wear or area of law they practice, a lawyer’s basic role is almost always the same: to provide legal services to a client. Whether appearing as an advocate in court, providing advice, preparing documents or any of the other countless services a lawyer may provide, the lawyer–client relationship is the jumping-off point.