I hire lawyers, not law firms

Imagine a professional practice group (or firm) that focuses its attention on serving the needs of clients with frontier problems. How would you run such a practice? True to the professions traditional self-image of being elite practitioners, the staffing requirements of this “expertise-based” practice would be such that the firm would need to seek out … Read more

Gray Hairs and Brain Surgeons

In any professional service there are three key benefits that clients seek: expertise, experience, and efficiency. However, even within the same practice area, the relative priority that a given client places on these elements can vary dramatically. A client with a large, complex, high-risk, and unusual problem will appropriately seek out the most creative, talented, … Read more

Leverage and Profitability

A professional service firm’s leverage is also central to its economics. The “rewards of partnership” (the high levels of compensation attained by senior partners) come only in part from the high hourly (or daily) rates that the top professionals can charge for their own time. Profits also come, in large part, from the firm’s ability, … Read more

Finders, Minders and Grinders

The professional service firm may be viewed as the modern embodiment of the medieval craftsman’s shop, with its apprentices, journey men, and master craftsmen. The early years of an individual’s association with a professional service firm are, indeed, usually viewed as an apprenticeship, and the relation between juniors and seniors the same: The senior craftsmen … Read more