Financial advisory for law firms and partnerships
Most firms know their billings. Far fewer know which matters, which practice areas and which staffing models actually create profit for the partners.
Start an advisory reviewPartner economics deserve real numbers, not year-end guesses.
The drivers that decide the outcome.
What owners in law firms actually describe.
Revenue up, distributions flat
More billings with the same take-home usually means realization or leverage is leaking. We isolate which one.
Matters that consume more than they return
Fixed-fee and contingency work can quietly absorb the firm's best hours. We measure profitability by matter type before the next engagement letter.
Compensation conversations without a model
Partner draws should follow economics, not seniority folklore. We build the model the partners can actually agree on.
Billed vs. collected, by timekeeper and matter.
Capacity actually deployed against target.
Days outstanding, tracked as a decision — not a report.
Utilization and realization by timekeeper, aged WIP and AR, collections trend.
Matter profitability, practice-area mix, staffing leverage and hiring capacity.
Partner compensation modeling and proactive tax planning for the partnership and its owners.
Questions we hear first.
Do you work with the firm's existing practice-management software?
Yes. We read from the systems you already use for time, billing and accounting. Nothing needs replacing to start.
Can you help us evaluate alternative fee arrangements?
We model fixed-fee, blended and contingency structures against the hours they realistically consume, so pricing decisions are made with numbers attached.
Is this useful for a small firm?
Firms with two to twenty timekeepers often gain the most, because a single realization or leverage problem is a large share of profit.