All references
Revenue has stalled
Personal injury law
IllustrativeComposite scenario. Not an actual client.Where it started
- Pipeline
- Referral only
- Case profitability
- Unmeasured
- Associate authority
- Undefined
- Owner in every file
- Always
Where it landed
- Pipeline
- Documented and diversified
- Case profitability
- Tracked by type
- Associate authority
- Clear by stage
- Owner in every file
- Selectively
Personal injury firm · four attorneys
Every case that matters still comes to me.
Marcus built the firm on referrals. Case volume is steady, but intake is inconsistent and the associates cannot move a file past a certain point without him. He has no view of which case types actually produce return relative to the hours they consume.
What the North Star surfaced
- 1Referral dependency. The pipeline is relationships rather than a repeatable system, which caps growth and suppresses enterprise value.
- 2No case profitability view. Hours and settlements are not measured against each other by case type.
- 3Intake is inconsistent. The first contact varies by whoever answers, and good cases are lost at the front door.
- 01 · Destination
The number they were building toward
Valued the firm against practices with documented systems, and quantified what the referral dependency was costing in enterprise value.
- 02 · Roadmap
What had to change, in order
Standardized intake, defined the authority associates hold at each case stage, and set the criteria for which cases the firm takes.
- 03 · Rocketship
The systems the team now runs
Built the intake and case management platform with profitability by case type, plus the pipeline reporting the partners review monthly.