A Survival Guide for Legal Practice Managers

A Survival Guide for Legal Practice Managers

Creativity is the key to adapting and innovating in the changing legal landscape

Tuesday, September 19, 2017

By John Ahern, CEO, InfoTrack

There’s no denying the increase in the push for technology adoption in the workplace (and outside of it) since the turn of the century. Almost two decades in and this push has evolved into a necessity, leaving late adopters at risk of falling behind. According to not-for-profit organisation P21, the key skills of the 21st-century are communication, collaboration, critical thinking and creativity – the 4 C’s. In anticipation of this year’s ALPMA summit, ‘Sailing the 4 C’s’, ALPMA and InfoTrack surveyed over 100 firms in Australia and New Zealand to gain insight into how well Australasian law firms were embracing the key 21st century skills of communication, collaboration, critical thinking and creativity.

According to the research results, lawyers and law firm leaders are better at critical thinking than they are communicating and collaborating, while most are ineffective when it came to finding creative solutions. These results are not surprising, but they indicate that the legal industry as a whole still needs to modernise its mindset.

Creativity is not ‘arts and crafts’; it’s the starting point for innovation and the key to not just surviving but thriving in the new legal landscape. You should be thinking creatively when it comes to the other C’s as well – how can you differentiate yourself when it comes to communication, collaboration and critical thinking? What new things can you bring to your firm as a business to provide a better service to your clients?

The survey results indicate firms are all at different stages of the journey and looking for ways to improve these skills. As an innovative technology company, we live and breathe the 4 C’s and understand how each component impacts your success. Bearing this in mind, I’d like to share with you some tips on how you can further embrace the 4 C’s in your legal practice.

Communication

How do you open communication while maintaining focus and minimising noise?

  • Create an inclusive culture where staff feel safe sharing ideas. When you make an effort to understand your staff, their working style and what motivates them, you create an environment for open communication. At InfoTrack we’ve conducted employee profiling workshops which have helped our employees not only better understand their own working style, but how they can enhance communication with their colleagues.
  • Create clear outlines for afterhours communications to minimise noise. Ensure your employees know when and why to use certain channels. I’ve worked with many firms who have policies around what certain communications mean at certain times. For example, if you send an email afterhours, know that it won’t be read until the next day. If you text afterhours, know that you’re interrupting someone. If you call afterhours, know it will be treated as an emergency. Set these boundaries to avoid entering a never-ending loop that can cause burnout.
  • Set aside specific time for staff to talk to partners. This is a common strategy I’ve come across that is a great way to encourage more efficient and effective communications. I’ve known some principals who set aside specific hours each week to open the floor to questions from anyone, either via conference call, open door policy or simply being available on their phone during their commute to or from work.

Collaboration

As we become more digitally dispersed around the world, the need for effective collaboration increases. Clients are used to doing almost everything online and that includes legal services now. The younger generation of employees at your firm expects collaborative software and online tools.

How do you maximise collaboration in the digital age?

  • Use platforms that enable you to provide your clients with transparent and mobile service. Many firms are beginning to use portals which enable clients to view all documents and searches related to their matter online.
  • Move processes online to allow for document sharing and better integration across your firm. A lot of firms are beginning to implement Office 365 and other platforms that enable online collaboration across teams.

Critical Thinking

As lawyers, you are pros at critical thinking when it comes to legal projects, but you often forget to use that same critical eye when it comes to business decisions.

How can you implement critical thinking from a business perspective?

  • View technology as an enabler and figure out how you can make it work for you. I’ve been travelling across Australia to educate the market on e-Conveyancing and it’s a classic example of scalable technology that firms of any size can adopt. There’s a way for every single firm to make it work for them, it’s just about giving it a try and working with suppliers to find the solutions that fits your firm.
  • Approach new opportunities with solutions not problems. I’ve been in a number of boardrooms with major law firms while they’re deciding if they should invest in new technology. Firms generally fall in one of two camps; they come to the table with 100 reasons why not to implement it, or they come in determined to find a way to take advantage of a new tool and differentiate their business.

Creativity

Of the four key 21st century skills, creativity was the least strongly-valued skill. Effectively adopting creativity in your law firm gives you a competitive advantage in the overcrowded sea of competitors.

How can you foster creativity in your firm?

  • Turn everyone into a thought leader, don’t just rely on partners to lead the way. Empower your employees to suggest process changes, to research new tools, to get their voices out there and to always be looking for ways to improve the business.
  • Differentiate your firm and develop new ways to drive more business. I’ve seen firms who’ve implemented iPads at reception that can show clients their matter and a list of all related documents. Others have created bespoke client portals and others are digitising processes to provide a more modern experience for their clients. When you can provide clients with a quality, modern, streamlined experience, they’ll recommend you to their friends.

In an industry that’s constantly being disrupted, the 4C’s are pivotal to your success because they underpin innovation and allow you to be adapt to the changing market. The survey revealed that many firms are focusing all their efforts internally and failing to rely on partners and suppliers in this journey; remember that you’re not it in alone. Lean on your suppliers and demand more from them. Invest in vendors who are investing in their technology and providing you with new solutions that are innovative, flexible and make your life easier. The right vendors will help you develop the 4C’s.

When you’re looking at new suppliers, thinking about new projects or implementing new processes, make sure you ask yourself:

Is this going to help me differentiate my business?

Is this going to enhance the way I interact with my clients?

Is this going to enable me to innovate?

Is this going to help me problem-solve more effectively?

Editor's Note

research front coverThe ALPMA/InfoTrack 21st Century Thinking at Australasian Law Firms research measures how well Australasian law firms are embracing the key 21st century learning skills of creativity, critical-thinking, communication and collaboration, as defined by the influential P21 organisation. You can download your copy of the results here


About our Guest Blogger

John AhernJohn Ahern is CEO of InfoTrack, proud principal partner of the 2017 ALPMA Summit.

John joined InfoTrack in 2015 as the Chief Technology Officer taking charge for establishing the company’s technical vision and leading on all aspects of InfoTrack’s technology development. John was appointed to the role of Chief Executive Officer in May of 2015 where he is now responsible for maintaining the extensive growth of InfoTrack in the Australian market.

John has over 20 years' experience in the Information Sector, having worked in a number of engineering, sales and executive positions. With a strong technical background, he has vast experience in designing and developing products and has delivered platforms from inception to production.

Effective communication, the key differentiator in a competitive marketplace

Tuesday, August 29, 2017

By Rebecca Nunan, Marketing Communications Specialist, LEAP Legal Software


Client communication is one business area which can highlight your practice’s reputation and presence in the legal industry. Both internal and external communication processes factor into how businesses and law firms can successfully share ideas and information, and in doing so can leverage the efficiency of the entire business. 

Client communication rates as the second highest cause of complaints received by the Office of the Legal Services Commissioner for 2015-2016. According to the OLCS, consumer matters complaints have increased by 7 per cent, with family law now making up 17.8 per cent of all complaints lodged. Conveyancing and corporate matters are ranked in the top six areas of law to receive complaints. Document handling is a common grievance for clients and, not surprisingly, the solicitor is the highest ranked practitioner named in the inquiry line. 

With complaints and client misunderstandings rising, it is not surprising that Lawcover’s annual review notes an increase in the number of insured law practices and solicitors and an increase in reported circumstances. Conveyancing matters attributed to the highest number of claim notifications for 2015.

With this in mind, let’s break apart the communication matrix!

Technology


Technology is an integral part of business operations across all law firms regardless of size or area of expertise. Today’s working offices are adapting and scaling up their technology to reflect the changes in the industry, and the demands of changing governmental processes and legislation. It can be hard to keep up while providing an efficient service to your clients – taking into consideration ongoing operational costs. According to PwC’s 2017 Global Digital IQ® Survey, “the human experience is a critical dimension of Digital IQ; to be successful in the digital economy, organisations must create agile, collaborative cultures that…focus adequately on customer and employee experiences”. The results highlight the desire for Australian businesses to improve customer service.

Information sharing is one segment of communication which is crucial to efficient matter management, and unfortunately this area is often the largest contributor to client dissatisfaction. Some causes for failing in clear communication processes are:

  • Large volumes of documentation which is delivered and retrieved from information systems and clients and not organised efficiently
  • Duplicate records for clients or matters which result in errors
  • Inefficient document sharing via email where documents are not secure, not attached, are excessively large, or get delivered to spam folders
  • Previous versions of documents are inadvertently shared.

The result is clients who continually call you to clarify next steps, and how you intend to assist in the process. Before we consider how to improve this situation, let’s delve into the everyday working of a matter.

Process-driven communication


Streamlined processes with supporting IT systems make all the difference to the efficiency of client work. Paperless or paper-light offices are becoming the norm for many law firms and some government departments, and sharing this concept with your clients is an important part of the step.

The first step a lawyer may take is to open an initiation template and draft the accompanying email, and then what follows is a streamlined cadence of emails, documents, telephone calls and invoices.

Online services and automation are revolutionising the way in which law firms operate; from matter management through to customer service surveys and protocols. The amount of data generated by lawyers is growing; consider all the completed forms, file notes, precedents, court rulings, emails and documents.

With the volume of data being collected increasing, failing to engage in process-driven communication can result in costly errors, such as incorrect documents stored, shared or emailed to the client.

Even for law firms who have established systems in place, there can be disharmony in the business when client communication break downs.

Communication and technology in harmony


Law firms can build trust with their clients by partnering with them to provide a superior service in addition to providing legal knowledge and advice. Providing superior service encapsulates a 360-degree viewpoint of client care; from legal knowledge, consultation, obtaining client data, priorities of the matter, exceptions, schedules, filing, outcomes and billing. These access points are crucial to providing superior client service - with technology spaning across these points, lawyers can be in control and be more active in processing a matter, not just responding to roadblocks.

Effective communication and competitive edge in one practice management platform


A centralised system that hosts your matter details and information in one, single location, with precedent automation and the ability to seamlessly save correspondence, is essential. The system should update matter cards immediately and the two-way sharing of data should be accessible from mobile devices. This will in turn enable you and your fee earners to respond to client queries expediently in real time.

In a competitive market where law firms now actively seek out clients, it is essential to be recognised as a leading firm that adopts cutting edge technology. Firms who differentiate by providing exceptional client service through effective communication will benefit from long-standing business relationships and increased profitability.


Editor's Note

2017 ALPMA SummitLEAP Legal Software are proud to be the Digital Partner for the 2017 ALPMA Summit, held from 13-15 September at the Brisbane Convention and Exhibition Centre. This year’s Summit focuses on developing the key 21st century skills of collaboration, communication, critical-thinking and creativity at law firms. Join more than 300 law firm leaders and managers for an action-packed three days of professional development, networking and fun. Register now!

About our Guest Blogger


Rebecca NunanRebecca Nunan is a marketing communications specialist at LEAP Legal Software in Sydney.

Rebecca is a marketing executive with more than seven years’ experience working in the legal industry. Her experience working for local and international law firms has provided insights into best practices for running a successful firm – with a competitive approach to delivering exceptional client service. 






Sailing the 4C's to Innovation: Communication, collaboration, critical thinking & creativity

Tuesday, July 25, 2017

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By John Ahern, CEO, InfoTrack

As principal partner of the 2017 ALPMA Summit, InfoTrack is proud to be supporting firms to drive innovation in the transforming legal landscape. This year, we’re working with ALPMA to gather insights from the industry on how firms are applying the four key 21st century learning skills: communication, collaboration, creativity and critical thinking. If you haven’t had a chance to complete our survey yet, please participate now.

As a technology company, innovation is central to our culture and processes so we're always thinking of how we can use the 4C's to adapt and evolve. Here are some of the things we focus on that can easily translate to your firm.

Communication


1. Be transparent about your firm’s strategy

When you’re clear about short and long term goals it promotes strategic alignment across your firm. Whether you work with yearly, quarterly or monthly strategies, make sure to start each new cycle with a meeting where you lay your strategy out for everyone in the firm and give the opportunity for discussion and questions. Working towards a common vision creates a cohesive and determined team. Track progress of your goals on any online collaboration platforms or even on your office wall to remind everyone of what you’re working toward.

2. Learn how to adapt your communication style

Take the time to understand your colleagues and how to best communicate with them. Different working styles respond better to different types of communication. Often, the younger generation prefers constant updates and feedback because they’ve grown up with instant messaging and social media. Some people work better with detailed instructions whereas others just want to know the end-goal. Being aware of your colleagues’ communication styles and how they work best creates better working relationships and increase productivity.

Collaboration


1. Promote knowledge sharing

Don’t let people hold back knowledge out of fear of succession-planning themselves out of a job. Make sure your employees understand that the more they help each other, the further they’ll get as a team and individuals. The more you share, the more you learn; especially in a digital world where change is constant.

2. Encourage mentorship

This goes both ways; senior staff can help the younger generation by providing guidance and imparting knowledge. Junior staff can help introduce new ideas and new technology to the firm. Take advantage of the diversity that different mindsets and backgrounds bring to your firm by encouraging reciprocal mentoring.

Creativity


1. Set aside specific time for brainstorming

In today’s society, we’re all time-poor and that goes even further in the legal industry. You’ll never have time for blue-sky thinking if you don’t make a conscious effort to block it out in your calendar. It’s easy to get caught up in the daily grind and your never-ending to do lists, but you’ll never evolve if you’re stuck with your head in the books 24/7. Today’s market is more competitive than ever and you need to adapt in order to keep a competitive edge.

2. Have a dedicated innovation budget

Everyone says they’re working on innovation, but there’s rarely follow through to show for it. Have an actual plan around innovation and invest in it – whether that’s an innovation team, quarterly innovation days, training or something else – make sure it’s part of your strategy.

Critical thinking


1. Use time-saving technology

There are a lot of technologies available to you now that cut down on the time you need to spend on administrative tasks and sifting through data. Take advantage of these so that you have more time to work on critical analysis and profit-generating activities.

2. Be open to new ways of working

Recognise that disruption is now a constant in the legal industry; new technology, new business models and a new generation are constantly shifting the way things are done. Learning to embrace some of that change and take it on in a way that works for your firm is critical to continued success. You don’t have to change everything all at once, but take time to consider which new concepts and processes will benefit your firm most and trial them out.

The above advice applies to all businesses – no matter your firm size or area of law - these are simple initiatives you can put in place today to drive innovation and build upon the 4C’s.

We look forward to seeing you at the 2017 ALPLMA Summit in Brisbane.


Editor's Note

The ALPMA/InfoTrack 2017 Research: 21st Thinking at Australasian Law Firms is available for participation by Australasian law firms until Friday 28 July.  Complete the survey by Friday 28 July to go into the draw to win a delegate pass to the 2017 ALPMA Summit, from 13 - 15 September at the Brisbane Convention and Exhibition Centre. Please note, you must be eligible to join ALPMA to win the pass and the prize does not include travel or accommodation.

The results will be presented at the 2017 ALPMA Summit.  Participants who complete the survey will receive a complimentary copy of the research report, which sheds light on collaboration, communication, critical-thinking and creativity at law firms.

About our Guest Blogger


John AhernJohn Ahern is CEO of InfoTrack, proud principal partner of the 2017 ALPMA Summit.

John joined InfoTrack in 2015 as the Chief Technology Officer taking charge for establishing the company’s technical vision and leading on all aspects of InfoTrack’s technology development. John was appointed to the role of Chief Executive Officer in May of 2015 where he is now responsible for maintaining the extensive growth of InfoTrack in the Australian market.

John has over 20 years' experience in the Information Sector, having worked in a number of engineering, sales and executive positions. With a strong technical background, he has vast experience in designing and developing products and has delivered platforms from inception to production.

5 Five Year Predictions

Tuesday, July 18, 2017

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By Joel Barolsky, Founder and MD of Barolsky Advisors and Senior Fellow of the University of Melbourne Law School


The two questions that every small and boutique firm needs to ask are:

1. Where is the legal market headed over the next five years; and

2. What should we do about it?

This blog post attempts to address the first question. The second will be covered during my 2017 ALPMA Summit presentation.


Before launching into my five-year predictions, it important to stress that I’m focusing on the market for legal services for individuals, families, and the smaller-end of SMEs.

Prediction #1: The market will be bigger than it is today


One of the major benefits of growth of online legal providers, is that it’s made the law far more accessible and affordable. Everyone can now access simple legal agreements, forms and advice for relatively a low cost. The experience of fast-expanding legal enterprises in the USA, like LegalZoom, Rocket Lawyer and AVVO, points to market growth coming from new clients seeking legal advice for the first time. Technology and scalable delivery models are unearthing the latent demand for legal services. I’d expect a similar trend here in Australia.

The rise in Australian property value is also likely to expand the market over the next five years. This means the stakes, complexities and risks are much higher for the majority of family law, probate/estate and property matters, as well as many commercial transactions. The role and involvement of lawyers is only likely increase when interested parties have more to gain, or lose.

Prediction #2: Strong retail brands will emerge


Over a lifetime, a typical family may need legal advice for property purchases, employment issues, insurance claims, marital disputes, estate planning and settlements. In Australia, there are no trusted ‘lawyer-agnostic’ retail legal brands offering a lifetime service relationship. By lawyer-agnostic, I mean clients buying a brand rather than an individual. To me, this is a major gap in the market that someone is likely to fill.


Slater & Gordon was on this path prior to their UK troubles. The other leading personal injury firms seem to be sticking to their knitting for the moment. The onliners, like Lawpath and LegalVision, are still relatively small and appear to be undercapitalised for a major brand assault.

This opportunity may be pursued by major service providers like the banks, insurers or super funds. It could also emerge as an adjacent strategy from leading accounting and financial planning firms.

Prediction #3: Costs will decline (for the innovators)


One of my clients, a 12-partner corporate and commercial firm, recently outsourced their entire IT function and moved almost everything to the cloud. The managing partner stated that this approach has more than halved the costs of IT and eliminated most of the headaches. They are now exploring other outsourcing solutions across their firm.

Another client has shifted one-quarter of her permanent workforce onto contract and now engages these lawyers as and when she needs them. By ‘chasing demand’ with a flexible talent pool she has shifted demand risk and lowered her costs significantly.

Stanford Law School’s TechIndex lists 716 technology companies currently developing solutions for law firms to become more efficient and effective. I predict a 5 to 10% per annum productivity gain for those firms open to innovation and willing to experiment with some of these new tools.

A simple example is the new proof-reading and document drafting application, jEugene. For a low monthly subscription fee, jEugene can potentially save hours in preparing and reviewing legal documents. As a SAAS solution, it has few entry and exit barriers and is perfect for small and boutique firms.

Prediction #4: Disputes won’t be disrupted


While technology can improve case prediction, discovery, research and other process elements of disputes, there is a very human role to play in handling the strategic and emotional nuances of legal conflicts and litigation. Not only is there a strong human element, it’s an area where lawyers have a natural advantage given the structural constraints of the judicial system and regulators. This advantage is likely to be sustained for many years to come.

Prediction #5: Invisible competition will grow


Thomson Reuters data suggests that the larger firms in Australia have reduced their overall headcount by around 7% over the past three years. Many of those leaving have continued to practice as freelancers.

At the other end of the career spectrum, this year, Australia’s 39 law schools will produce over 7,500 law graduates. A significant proportion of these graduates will enter the legal market in some form as freelancers or contingent workers.

The growth of the legal freelancer is the greatest threat to small and boutique firms. These freelancers operate with low overheads and maximum flexibility. They use the same powerful personal branding and social networking tools as everyone else. They can also access sophisticated practice management, legal research and CPD services for minimal cost online. The advantages of firm over freelancer seem to be less significant by the day.

In conclusion


With so much change and progress predicted, those firms that just stand still will go backwards. The market will reward the innovators and punish the laggards. Which one do you want to be?

PS. See you in Brisbane on Friday 15 September 2017 at ALPMA Summit for Part 2.

Editor's Note

ALPMA SummitJoel Barolsky will be speaking about the "State of the Australasian Legal Market and strategic implications for small, focus and boutique firms" at the 2017 ALPMA Summit, held from 13-15 September at the Brisbane Convention and Exhibition Centre. Registration is now open for the 2017 ALPMA Summit, and there are great savings for those who register early! Register now!


About our Guest Blogger


Joel BarolskyFor the past 28 years, Joel has helped law, accounting and other business advisory firms plan, innovate and grow.

In addition to heading up Barolsky Advisors, Joel is a Senior Fellow of the University of Melbourne and a former Principal of Beaton Research & Consulting. Joel has advised over 100 of Australia’s leading professional service organisations. Over 70% of his client are repeat clients or come directly from referrals from existing clients.

He is a recognised thought-leader evidenced by regular conference keynotes, press mentions and the global reach of his blog, Relationship Capital. Joel’s teaching roles at the University of Melbourne include delivery of an intensive subject on the Melbourne Law Masters program called, ‘Management for Professionals’.

He has in-depth expertise in the fields of strategy, culture, change, organisation design and business development.


Managing Brand Integration

Tuesday, June 13, 2017

By Tineke Mann, eBusiness Manager, TIMG 


Mergers and acquisitions are common in the legal sector – but as many who have embarked down this path know, getting the post-acquisition integration right is not always easy! In this post, we share some of the key learnings from our acquisition of LitSupport in the hope that this will help you on your journey.

The Information Management Group (TIMG) embarked upon the challenge of successfully acquiring a complementary brand to enhance their service offering in early 2014. TIMG solve information management problems daily for thousands of businesses, large and small, in every major industry, across Australia and New Zealand. Our offering is simple; help clients store, manage, integrate and access important information securely, compliantly and effortlessly.

By December 2014, TIMG successfully acquired LitSupport; a leading organisation that specialises in providing secure and confidential information management services to law firms and corporate legal departments. The brainchild of Val Pitt some 20 years ago, LitSupport grew from a home-based business to a national organisation with over 130 employees and a service network spanning Perth, Melbourne, Sydney and Brisbane.

Why integrate?


Why would LitSupport embrace being absorbed into TIMG you may ask? 

“Times were changing. The legal industry was and is facing increasing pressure to improve performance and manage costs across all areas of operations” Val Pitt, Communications Manager, LitSupport said. “A union with TIMG enables us to deliver greater efficiencies and innovative solutions for our clients.”

TIMG similarly identified the need for innovation in the managed services and information management space. 

Chris Cotterrell, General Manager TIMG Australia recognised the need to provide a complete service offering to clients, ensuring they continued to grow and revolutionise the space.

“Investigations were completed by Ernst & Young, our parent company Freightways and TIMG management and it was decided that LitSupport offered the services we needed to compete in our industry, as well as offering an excellent cultural fit for both teams”.

The combined expertise in both companies has seen a positive outcome with TIMG now offering a full suite of services with greater capabilities to their clients. 

The integration challenges


The transition, however, has not been easy and has had opposing challenges for both parties in different ways.

Val acknowledges the positives and negatives that have accompanied the journey and acquisition of LitSupport within TIMG. 

“The hardest part for me has been letting go of decision making after twenty-one years of being the key decision maker. In contrast, the most rewarding part of the integration has been being part of a much larger organisation where accountability is shared and you are surrounded by many levels of support and expertise”.

The journey for TIMG has been focused on driving the acquisition from a strategic perspective, ensuring goals in the immediate future and in years to come are achieved. 

“There were areas we needed to tackle head on, areas that required a longer strategy to ensure a smooth transition, and areas we had little control over,” Chris said.

Mr Cotterrell explains how an earn-out period is still in place until 1 July 2017 and resulted in TIMG having limited authority for the first two and a half years of the acquisition which came with its own set of challenges.

Consideration factors in brand acquisition extend far beyond the immediate strategic vision. Chris Cotterrell explains: 

“Culturally, it’s difficult to integrate small owned business structures with a larger organisation that operate with a more corporate structure and related governance”.

“TIMG managers and those involved with LitSupport have been very excited about the service offering and the value this service will have for TIMG clients. TIMG has successfully signed an agreement with Ringtail to resell it as LitReview in line with the TIMG branding. This is an exciting development as legal and corporate clients will now have access to the most advanced eDiscovery tools” he continues.

Advice for others


With every acquisition, ensuring clear communication to clients is vital. 

“Branding and synergies will be the main focus in our immediate plans, with a five-year aim to triple the digitisation and processing revenue” Chris states.

As with all business changes, learnings will be had and will be different depending on the side of the table you sit at. 

Val recalls the experience: “I would not have changed a thing. I never look back – the future is way too bright. If I could offer advice to an organisation exploring the same avenue, I would encourage them to choose carefully, be prepared for change and commit to a successful merger”.

For TIMG the acquisition and integration challenges continue as the company continues to grow. 

At the start of the acquisition, integrating finance and payroll was prioritised; swiftly followed by the integration of CRM and job management to ensure client workflow remained unaffected.

“We should have taken a much more active role in cost control at that point of the journey. Costs blew out and bringing these back in line has been a painful process” Chris recalls. 

Internal considerations should also be allowed for, he said.

“More time should have been spent earlier with LitSupport staff to help them adjust to our wider vision. It’s taken almost three years to adjust the view that we are not two separate businesses, but one; TIMG.” 

As Chris highlights, people and their behaviours play an important role in any acquisition, and the management of these behaviours is time-consuming but necessary to provide clear vision and to set realistic expectations.

“If I could advise a business who were about to take on a similar journey, I would advise them to manage expectations, review systems and processes and don’t assume they will be compliant just because of certifications. 

Above all, make sure the cultures of the two businesses will work well together” Chis advises.

About our Guest Blogger


Tineke MannTineke Mann is the eBusiness Manager for TIMG, the information management service provider. Tineke is passionate about helping lawyers simplify their work-life through more efficient management of records and top data security. In addition to working closely with a range of clients tailoring solutions, she manages teams of eDiscovery experts, Online Backup specialists and in-house developers.









Embedding 21st Century Skills in Your Firm

Tuesday, May 02, 2017

By Ann-Maree David, 2017 ALPMA Summit Chair



By now, we all know that the legal industry is in the midst of unprecedented disruption. Successive ALPMA Summits have focused on all that is new and evolving - modes of working; technology; systems; understanding clients as customers; NewLaw. The focus has been on helping firms understand what is coming.

In 2017, our focus as legal industry leaders needs to go deeper and become reflective, examining how to effect change, to innovate, to participate in and ultimately thrive amidst constant and rapid-fire of a changing legal landscape.

We need to ask ourselves – ‘how well is my firm prepared to weather this storm?’

‘Have we set ourselves on a pathway for success or are we just paying lip service to the idea of change – while continuing on with business as it has always been?'

And we need to accept that this requires fundamental changes to everyone’s mindset, to the firm’s culture and to the very way that it does business.

The ALPMA Summit Committee too has been reflecting on these issues. And to this end, our 2017 program centres on four core 21st century skills:

creativity, communication, collaboration and critical thinking, as defined by the influential P21 organisation.

If you think we’ve swapped the annual Summit for a HR forum on soft skills, think again!

While these are each core interpersonal skills and competencies essential for succeeding in the ‘Gig economy’, they also speak directly to an organisation’s systems and processes, its strategy and value proposition and, most importantly, the management style of every successful organisation’s leadership team.


Let me explain further.

Creativity


In the “old” world of work, professionals built mastery in specific skills – for example, law; finance and accounting; economics. Obviously, those skill sets remain valid and valued. However, when a problem falls outside a specific skill set, creativity and innovation are required to build pragmatic solutions.

Creativity is more than coming up with new ideas; that is merely imagination at play. Creativity requires grunt, a willingness to take risks, and a commercial appetite for investing in ideas to allow them to become reality, perhaps after many iterations. In what has become a truly commoditised world, creativity is what distinguishes one organisation from all the rest.

Creativity is most often seen as a feature of culture. Take a look at some of the innovative giants of our time – Google, Apple, Tesla. Or closer to home, the Big 4 accounting firms and NewLaw firms which are now evolving into our strongest competitors and in some cases led by your former partners or employees. Creative problem solvers are drawn to organisations that promote autonomy and an innovative mindset and encourage and reward thinking and doing things differently.


Creativity also goes to the core of strategy: changing the conservative way of doing business, opening the corporate mind to new drivers and new behaviours to proactively participate in disruption rather than simply be disrupted or, worse still, be left behind as collateral damage. And while often perceived as “freewheeling” and without bounds, creativity should be viewed for what it can generate if resourced appropriately in terms of time, money and training.

Collaboration


Many law firms are still structured to leverage individual skill for the firm’s benefit and to measure and reward solo efforts in terms of productivity, billability and performance. Yet today, collaboration in and between cross-functional teams, workplaces, companies, sectors and countries is the norm.


Thanks to heightened connectivity, there is a very real expectation that individuals may work flexibly and/or virtually. They need to be capable of self-direction but at the same time equipped with strong team-building and participation skills. And while the ability to work together evidences successful work practices and processes, it is the end result of that collaborative effort that affects the bottom line. Collaboration across diverse networks both internally and externally featuring unique expertise and perspectives will give rise to a greater variety of ideas, solutions and innovation than can be generated alone.


Adding clients and even competitors to the collaborative mix is gaining traction in some areas of laws, as firms scramble to retain clients demanding better value and deeper understanding of their business from law firms.

Critical Thinking


Critical thinking is part of a suite of higher-order thinking skills which also includes problem solving. Critical thinking can be described as the systematic process of identifying, analyzing and solving problems. It entails reflection and independent thought rather than reliance on intuition or instinct. It can be distinguished from the traditional experience of learning or accumulating facts or knowledge, the aim of which is simply retention. Critical thinking encompasses making sense of what has been learned and then applying it to new situations.

Critical thinking as a skill is becoming ever more valuable as the rapidly changing and complex world throws up more and more novel situations and problems which cannot be resolved using a traditional mindset. Critical thinking is also essential to cut through the masses of information and data that are so readily available online.

But critical-thinking doesn’t just happen spontaneously! It is a learned skill that needs to be nurtured and encouraged, embedded within the firm DNA. It has to be ok for your most junior staff to question your Managing Partner on why things are done in a particular way – and then supported in creating and implementing a better way.

Ask yourself – ‘when was the last time that this happened at my firm?’

Communication


Oral and written communication sits at the very core of any legal practice. However, in the 21st century, the framework of business and interpersonal communication has fundamentally changed. Once considered effective if there had been a simple transmission of information from one source to another, today communication involves a complex system of synchronous and asynchronous messaging often between a myriad of parties from all over the world, across multiple technology platforms operating 24 x 7, 365 days per year (and not just when your firm is open!) This is an evolving feast – and achieving cut through in this clutter requires new skills and a completely different approach from simply sending out a newsletter once per quarter and banging up a website.

21st Century Leadership


Most importantly, each of the 4C's speak to leadership. Law firm leaders and management teams are having to respond to unprecedented threats and opportunities. They have two choices: assume a defensive posture or adapt and thrive. Modelling traditional leadership qualities such as confidence and courage and optimism – and embracing collaboration, creativity, critical thinking and communication - sends messages which reach far beyond internal stakeholders to influence corporate brand and, ultimately, the market for your services.

Is it time for you firm to embrace 21st Century skills?

Editor’s Note



2017 ALPMA SummitWant to learn how to help your firm embed 21st learning skills into its operational DNA? Then take advantage of early bird savings, and register now for the 2017 ALPMA Summit ‘Sailing the 4’C’s’ to be held from 13 – 15 September at the Brisbane Convention & Exhibition Centre. Check out the website to learn more about the fantastic line-up of speakers, exhibiting at Summit, the social program and much more!

Register now.

About our Guest Blogger



Ann-Maree DavidAnn-Maree David is an Executive Director of The College of Law, the largest provider of practice-focused legal education in Australasia. She has worked in the legal profession for over 30 years, in public and corporate sector roles and in private practice as a solicitor.

Ann-Maree has held a career-long passion for developing and delivering education and training programs to enable all involved in the delivery of legal services to thrive both personally and professionally. She is a longstanding member of ALPMA, and a regular contributor to both the Queensland Branch’s monthly seminar program and the annual ALPMA Summit Program Committee which she chairs.

In addition to leading the College of Law’s Queensland campus, Ann-Maree is President of Australian Women Lawyers and chairs the Queensland Law Society’s Equalising Opportunities in the Law Committee.



Innovative payment technologies and how your business can benefit

Tuesday, April 25, 2017

Compu-stor ad

By Bessie Hassan, Money Expert, finder.com.au


New payment innovations have created a cashless society where customers can now make payments using their wallets or mobile devices. As these modern payment methods become the norm, it’s essential that businesses adapt quickly in order to remain competitive.

Whether it’s contactless payments, mobile wallets, or providing the infrastructure for in-store finance, there are now multiple ways customers can make transactions to suit their needs and it’s up to businesses to make these readily available.

While these payment technologies provide greater convenience for the customer, they also provide businesses with higher conversion rates and rich insights related to customer behaviour. Combined with this, the payment methods also allow businesses to provide a higher level of customer service with greater security.

Here are a few new ways to pay, and how your business can benefit.

1) Higher conversion with interest-free payments & in-store finance


Providing interest-free payments means your customer can make purchases either online or in-store that they pay back interest-free. Both Afterpay and Openpay have partnered with countless retailers, so it’s worth jumping on board if you haven’t already done so.

With in-store finance, you can partner with credit providers or you can offer your own finance in-store. For instance, you can promote credit offers such as CreditLine from Latitude Finance that’s currently available at several retailers.

Having the option of interest-free payments and in-store finance could see your sales volume grow as customers may be more likely to convert. It removes friction of a complicated and lengthy checkout process and providers customers with the resources to complete a transaction.

2) Value-add with ‘tap and go’ mobile payments 

Updating your payment technology to accept contactless and mobile payments is a good way to appeal to customers’ changing spending habits.

This is how it works: for purchases valued under $100, customers can ‘tap and go’ using their debit or credit card, and if they have Apple Pay or Samsung Pay, they can pay using their mobile phone.

There are some features of mobile payment systems that provide you with valuable information, such as WAP billing. Online purchases made through WAP billing can provide richer media to customers such as games and apps, and it can provide additional features including previews and delivery details. Providers such as Bango and Netsize are the most common players in this space.

3) Tailored marketing with digital wallets


As you can access consumer’s credit card information, shipping address, and other payment data, supporting mobile payments will give you greater consumer behaviour insights.

What’s their preferred payment method? How much are they spending, on average? Where do they live? This information can help you target your marketing communications at a higher level which allow for a more efficient allocation of resources.

In the next few years, new payment methods will only become more advanced so it’s important that you’re across new developments in this area. Whether it’s providing in-store finance options through instalment plans or providing the technology to facilitate mobile phone payments, there are many ways you can embrace new payment methods to provide a superior customer experience and reap the financial benefits.

About our Guest Blogger


Bessie HassanBessie Hassan is the Head of PR Australia and Money Expert at finder.com.au - Australia's most visited comparison site - and often features on national radio, TV, and throughout online publications sharing her best money-saving hacks and property advice. Bessie is passionate about helping Australians find better, whatever it is they're looking for.








Marketing for the modern firm

Tuesday, April 18, 2017

Compu-stor advert


By Rafe Berding, Manager of Brand and Communications, GlobalX


Many traditional law firms continue to rest on their laurels and well earned goodwill when it comes to generating new business. However, more than ever firm growth and new client acquisition can be attributed to having a sound digital marketing strategy. Whether you work in a top-tier or boutique firm, these strategies are integral to assist in driving continuous business development and growth.

In saying this, digital strategies are not autonomous in their application, and must be collaboratively combined with traditional marketing elements to achieve true multi-channel marketing communications.

Indeed, the Australian legal landscape is continuing to evolve faster than ever, with innovation in the sector delivering challenges and opportunities at every corner. The emergence of new technology and integration capabilities is presenting disruption as we adopt and change. Technology is also changing the way we offer legal services, creating new forms of competition and changing client expectations on how we do business.

That said, law firms must also stay on top of the latest ways to reach clients and showcase their unique value proposition.

Multi-channel marketing to the modern-day consumer


Both traditional and digital marketing must be implemented as a unified strategy.

Multi-channel marketing and communication establishes a broad presence across a myriad of platforms to reach prospective clientele. With Australians consuming more information than ever across multiple platforms in shorter cycles, it is essential we have targeted and diverse marketing and advertising activities.

5 tips to boost your multi-channel marketing communications


1. Be Present – Have an online presence


If you haven’t already built an online presence for your business, it’s time to start. Having an online presence is critical for your business - no matter how large or small. It is imperative you have a modern website that reflects your brand, it is up-to-date with your services, contact details and overall unique value proposition.

2. Be reached – Invest in Search Engine Optimisation (SEO)


There is no point in having the best website and social media platforms in town when you have no traffic being directed to your brand. To put it in perspective Google processes over 40,000 search queries every second, which translates to over 3.5 billion searches per day and 1.2 trillion searches per year.

Approximately 90% of consumers use search engines to research a product or business. Here is a breakdown of the search engines used.

Australian Search engine usage snapshot:

Google: 94.4%

The rest: 5.6%

To ensure you are ranking on page 1 of Google or any other search engine for that matter you need to invest in Search Engine Optimisation (SEO).

What is SEO?

Search Engine Optimization (SEO) is the process of influencing the visibility of your website in a web search engine's unpaid results — often referred to as "natural," "organic," or "earned" results. In layman's terms this means being higher up the search results listing, preferably at the top of page 1!

Find out more by visiting Google’s free Search Engine Optimisation Starter Guide.

3. Be Social – Implement Social Media


With over 65.8% of the Australian population actively using Facebook each month it is important your business is set up on the social media platforms your clients use.

*Australian Social Media usage:

  1. Facebook – 16,000,000 active users

  2.  Instagram – 5,000,000 active users

  3. LinkedIn – 3,600,000 active users

  4. Twitter – 2,800,000 active users

Setting up social media accounts for your business are free and easy to do.
Learn how you can set up a free Facebook business Page in a matter of minutes, from a mobile device or a computer.

*All figures represent the number of Unique Australian Visitors [UAVs] to that website over the monthly period – unless otherwise stated above. Source – SocialMediaNews.com.au

4. Be consistent with your message - Have a Communication Strategy


Having a web and social presence is one thing, but consistent and palatable content via these platforms is the kicker. A mix of thought and industry leadership, product and service announcements and telling your business story is essential across all platforms.

Planning and measurability of this regular content ensures consistency and that you understand the mix, message and value. Communication is constant through technology. Because of this, information should never be delayed in getting to its intended recipient. Providing consistent and current communication means your clients will stay informed and educated. In return, your business will earn their respect, trust and opportunity to win their business.

5. Be agile with paid promotion – boost your digital presence as required


AdWords
Once you have established your web and social media presence and have your content strategy in place you have the option to boost your visibility with paid promotion or advertising.

AdWords is an advertising service by Google for organisations wanting to display ads based on key words to get to the top of search results on Google. The Adwords program enables you to set a budget, with users only paying when people click on the respective ads.


LinkedIn
LinkedIn offers the ability for you to promote or “sponsor” posts.

These campaigns are on a Pay Per Click (PPC) basis and can be easily targeted or displayed based by several demographics:

  • Location
  • Age
  • Company – by name or category (industry or size)
  • Job Title
  • Education
  • Skills
  • Group – all or a particular group, or exclude
  • Gender

Facebook

Facebook offers businesses “Promoted Posts,” these are an advertising option enabling the promotion of selected posts.

A Promoted Post is like any other regular post made on your Facebook business Page. From there you set a budget on a Pay Per Click (PPC) model. The post will then be shared and promoted to a set number of Facebook members.

Embrace digital tools to your advantage


Australia’s legal services market continues to change with the advent of modern-day technology. Today’s technology is indelibly changing the way we do business - from the services we offer, our pricing structure, all the way to how we communicate and prospect for new business.

Equally, our customers’ behaviour is dramatically changing from the way they appoint us, to the way in which the relationship communicates. By leveraging the latest digital tools and strategies in conjunction with traditional marketing and business development activities you can ensure your business is in the best position to be present, reachable and relevant.


About our Guest Blogger



Rafe BerdingRafe Berding is Manager of Brand and Communications at GlobalX. GlobalX is one of Australia’s leading technology and legal support services companies - developing and supporting workflow software solutions for conveyancers and lawyers including Matter Centre and Open Practice.

GlobalX’s online, software and legal support services are used by thousands of law firms across the nation each day. Rafe is part of a team of 250 dedicated professionals driving technological and industry change to empower the daily productivity of Australia’s leading legal professionals.







How do you financially rate your firm?

Tuesday, April 04, 2017

ICON visual marketing ad


By Andrew Chen, Partner - Business Advisory, Crowe Horwath


“On a scale of 1 to 10 how would you rate the financial performance of your firm?” 

It is interesting the variety of responses that I receive when I ask partners and firm management this question and then ask them “why?”.

Typically, the responses are given in the context of the current economic conditions the firm is facing, internal issues or a partner’s objectives.

How would the partners of your firm rate the financial performance of the firm? Do some of the following responses sound familiar?

  • We grew revenue by 10% again
  • Partner profits exceeded expectations at $600,000 per partner
  • The firm was valued at $5 million
  • Staff productivity is at 85%
  • Profit per point is on budget
  • Cashflow is great our firm lock-up is now 60 days.
  • We just hired a new a partner and opened a new office in Brisbane

In contrast, for a firm not travelling financially well, the responses typically centred around the firm not meeting budgeted fees, the reasons why and the level of partner profit draws not being quite where they should be.

Understanding how your firm rates financially is important so that you know the true financial picture. This can be achieved by using a composite of measures that highlight the strengths and weaknesses of the firm, but also provides the firm with actionable insight to change its future direction.

Most firms produce monthly and annual financial statements including a Profit and Loss Statement and a Balance Sheet in order to comply with tax and other record keeping requirements. But we tend to analyse them in isolation, and track measures specific to particular balances or reports. While there is nothing wrong with that in itself, it does not show the true picture of a firm’s performance.

It is important to analyse the financial relationship between a profit and loss and balance sheet together to truly know how your firm financially rates.

I have come across a number of similar instances where a partner has said: “The profit per partner was $350,000 and we had a great year, but each partner had provided effectively $800,000 of equity funding to the firm”. In my book, that’s not a particularly good outcome.

Create a firm scorecard



Create a firm scorecard with your firm’s key KPI’s with targets and compare them to benchmarks from the recent ALPMA/Crowe Horwath Financial Performance Benchmarking Study ‘Financially propelling innovation & growth’. From the results summary,you can rate the performance of your firm, and assess if it is above expectations or performs poorly.

1) Gross Profit Margin % (GP)



I was quite surprised at the number of firms that do not budget or report their gross profit margins. This may have something to with how a firm’s accounting system and payroll systems are initially set up, and an acceptance of the reporting produced by these systems.

It is an ideal measure to see how profitable the firms legal service are produced, which then should direct you to whether you can afford those pay rises, increase productivity or change staff mix or simply need to grow fees.

The recent ALPMA/Crowe Horwath Benchmarking study results indicate that the average GP in June 2016 was 57.8% and it has hovered around this percentage for the prior 3 years.

2) Profitability % (before interest and tax)



Everyone looks at the bottom line, but not always before interest and tax. This measures the operating performance of the firm as a return on revenue. It enables your firm to be compared to the performance of other firms regardless of how the firm is funded.

3) Return on the funding capital %



This measure is also commonly known as the return on capital employed. [Profit before Interest & Tax / (Working capital + Non-Current Assets)]

Is the profitability percentage an adequate return for the amount the partners have invested in the firm and the firm has borrowed from the bank? If the answer to this question is no, then this could be a reflection of large work in progress and debtor balances, low gross profit or excessive overhead costs.

This measure provides your firm visibility on whether the partners are leaving excessive profits in the firm; bank debt is growing due to poor working capital management of WIP and debtors; or whether there is a committed investment for growth.

4) Revenue generated on funding capital % (Financial Resilience Index)



We see this measure as an indicator of a firm’s financial resilience and how effectively the firm is able to grow fee revenue off the back of the funding from the bank and the partners. That is the firm’s ability to support fee growth with no extra funds from the bank or profits left in the firm by the partners. On average, firms in the ALPMA/Crowe Horwath study generated for $2.7 of fee revenue for every $1 of funding.

Increasing the value of the firm

 

If these four key measures are moving in the right direction year on year, the value of the firm increased which is a reflection that the firm’s strategic plans are working!

Other measures and indicators improved such as lock-up days, partner draws increased, bank debt reduced and overheads were contained.

For participants in the ALPMA/Crowe Horwath study that rated highly in the above four measures relative to their peers, it was no surprise that the results also showed they were being innovative and were also investing in marketing campaigns and new technology.

How does your firm financially rate on these measures?

Editor's Note


2016 Financial Performance Benchmarking Study Results
For further insights, download the results summary from 2016 ALPMA/Crowe Horwath Financial Performance Benchmarking Study of Australian Law Firms, "Financially Propelling Innovation & Growth".













About our Guest Blogger


Andrew ChenAndrew Chen is a Partner of Crowe Horwath’s Business Advisory team and has provided business advisory, taxation and accounting services to a broad range of clients for 25 years.

Andrew helps business owners identify key financial issues affecting their businesses and then develops tailored solutions to make their businesses more profitable and sustainable.

Andrew’s significant experience in advisory and tax accounting services comes from working with businesses of all sizes. He specialises in advising legal and professional service firms on establishing business structures; financial management in areas of internal accounting functions and tax administration; financial reporting and KPI performance measurement; budget and cash flow forecasting; tax planning; salary packaging; and tax return preparation.

Andrew is a regular speaker on financial management and taxation issues at industry events. He was a key speaker for Macquarie Bank’s National Legal Firm roundtables. Andrew lectures at the College of Law and also contributes to industry publications including those for the Australian Legal Practice Management Association and Australian Dental Association.


Four steps to creating a culture of service excellence

Tuesday, March 28, 2017

By Carl White, Director, CXINLAW


Law firms’ websites all promise client service excellence. Yet their perceptions of client service and how that might manifest at every client touchpoint at their firm is rarely objectively assessed or addressed.

So, how does your law firm look and sound to prospects and clients? Findings revealed by a joint ALPMA/CXINLAW survey, No Second Chances, found that ”78% of firms failed the ‘first impression test’ ie only one in five firms gained an instruction or recommendation from their new enquiries.

Is it any wonder that firms find their enquiry conversion rate languishing below 10%? This low rate highlights that there are serious opportunities for growth slipping away at first contact. Even more concerning, many firms don’t even measure their new enquiry conversion rates, yet continue to spend significant amounts monthly to generate new leads.

ALPMA president Andrew Barnes said “We exist in very competitive times. Law firm differentiators are not easy to identify, let alone leverage. Firms who rely on the personal element of relationships will do well to introduce client experience excellence into their thinking.”

Successful firms treat new enquiries as the start of the relationship and an opportunity to ‘be there’ for someone who has made the time to call them. A good client experience continues through every interaction to build rapport and gain an understanding of your client’s needs. Get it wrong and the result is the unnecessary loss of new opportunities and ‘promotors’ of your firm.

In a world of competing priorities, the commercial imperative to invest in client service excellence can seem elusive. The reality is that for those investing in a strong service culture (as part of their marketing spend, not in addition to) have seen month on month gains in new matters between 20% to 135% with boosts to revenue of between 20% to 35%.

Developing a culture of client service excellence requires a F.I.I.Tness program:

1. Focus



Compare your firm to the world of service providers, not just other law firms. Every one of us has experienced great, mediocre and bad customer service, and so have your clients. Their experience of great service is the benchmark they will hold you to.

Don’t rely on your own view of the firm’s service levels or on end of matter client surveys.

Invest in an objective assessment and evidence of your firm’s client experience before embarking on any change program. This evidence should cover:

  • first impressions (will we work together?);
  • heart of the matter (how are we working together?); as well as
  • end of the matter (will we work together again?)

The assessment should analyse not only your team’s people skills but also look at your processes, systems and documentation. For example, how often is the language used too familiar or too technical.

2. Inspire



Next, share these results with your team in a way that engages and inspires them so that change is driven from within teams rather than from above. Identify leaders of client service excellence and empower them to activate and inspire their colleagues. A well-developed, proven change program will see individual staff members’ be drawn to take on distinct roles in the change program.

These staff become the firm’s champions of client service and potentially, future leaders. A change program that engages the team, rather than be driven from the top, is one that will endure.

3. Innovate



Client service excellence isn’t just about how to greet clients at your reception, nor your fee earners’ tone and manner. It extends to every touchpoint, including correspondence (formal, informal and regulatory) and processes and then assessing if these touchpoints show ease, empathy and effectiveness.

Everyone has a role to play in identifying how to improve your firm’s client service as staff are often very aware of ‘nuisances’ to client interactions. These nuisances can range from how clients ‘find’ the office once in the building to the length of and delays in client correspondence. Staff tend to ‘work around’ these rather than raise ideas for change for any number of reasons eg too busy, prefer not to rock the status quo, is it not their role etc.


Empowering staff to identify areas for improved client service delivers innovation to differentiate your firm as well as productivity improvements to your staff.

4. Train



Client experience excellence requires new skills and smarts, so train your teams to boost and sustain performance. The starting point is often being clear about the clients you want to work with.

Training should be part of a program rather than a one off training session and include team lead templates and documented service standards to improve client interactions. These become part of your new staff induction program.

But don’t let dust settle on these documents. Allow your internal champions to review and revise them in line with changing client expectations and improved insight into client service experience.

Client expectations change over time as do your staff, so to stay F.I.I.T. test your firm’s client service experience annually.



About our Guest Blogger 


Carl WhitePassionate about the impact of Client Experience Excellence in professional services, Carl White entered the legal sector with Ashurst (UK and Europe) in 2002. He co-authored the highly-regarded ‘Customer Experience in Law’ report in 2012 and led the market-leading Australian research in 2015 that examines the Client Experience Advantage for law firms, in association with ALPMA.

In 2015 Carl was invited to become a Faculty Member of the Queensland Law Society tutoring client service. He has also taught and presented at Leo Cussen Centre for Law, New South Wales Law Society, LIV, NZLS, the 2015 ALPMA Summit and regional forums.

In 2017, Carl was elected as Vice President of the Continuing Legal Education Association of Australasia for CPD Professionals.

As a founding director of CXINLAW in the UK and Australasia, Carl has a background in employee engagement, customer experience management, organisational development and training within law and 15 years’ experience in retail operations.

To find out more about client experience training programs or our free monthly webinars on Client Experience Excellence, contact Carl White at carl.white@cxinlaw.com


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