Independent technology guidance for plaintiff firms navigating operational challenges, technology decisions, and the complexity of running a modern practice.
Helping firms make sound technology decisions, including how to think about AI without buying into the hype or ignoring it entirely.
Where to invest, in what order, and why. A plan the firm can actually execute rather than a wish list.
Structured assessment of tools, platforms, and vendors against the firm's specific situation. Applies equally to traditional software and AI tools.
Evaluating which AI investments are worth making now versus later, based on data quality and process maturity rather than vendor demos.
Helping firm leadership understand what AI can and can't do right now, so technology decisions are made from a realistic baseline.
Custom build, commercial product, configure what you have, or wait. A framework for making that decision with confidence rather than gut feel.
Helping firms allocate limited technology budget to the highest-impact areas first.
Diagnosis first. Working through specific challenges to find the root cause before recommending anything.
End-to-end review of the intake funnel: where leads enter, how clients are qualified, what data is captured, and where cases fall out.
Identifying where and why cases are lost between intake and settlement. Often more addressable than firms expect once the data is visible.
Finding where data breaks down across systems. What's duplicated, what's missing, and what disagrees between platforms.
Mapping where manual work is filling gaps that technology should handle, and where automation is creating problems instead of solving them.
Evaluating whether current tools can support the firm's growth trajectory or are already at their ceiling.
Assessing what's working with existing vendors, what isn't, and what the contract terms actually say about exit options and data portability.
Getting things to work. Selection is one problem. Successful implementation is a different one.
Managing the process from evaluation through adoption, not just handing off a recommendation.
Connecting tools that need to share data. Intake to case management, case management to billing, CRM to marketing, wherever the handoffs are breaking.
Purpose-built applications for problems the market doesn't address well. 25 years of building software for legal operations informs this work at every level.
Moving data between systems without losing integrity or creating problems downstream.
A structured approach to testing a new tool before committing to full deployment. Especially relevant for AI tools where vendor claims need real-world validation.
Assessing whether a recently deployed system is actually delivering what it was supposed to.
For firms that want continuity rather than episodic project work. Periodic access to strategic guidance without the overhead of a full-time hire.
Regular engagement with strategic continuity. Available when decisions come up, with a running understanding of the firm's technology landscape and history.
Decision-making frameworks, approval processes, and accountability structures for technology investments.
Supporting vendor relationships on the firm's behalf. Renewals, escalations, contract negotiations, and performance reviews.
Evaluating internal technology staff, identifying gaps, and advising on hiring for technology roles.
Keeping the firm current on legal tech developments, AI tools, and what peer firms are adopting without requiring internal capacity to track the market.
No pitch, no deck. Tell us what's on your mind and we'll figure out if we can help.
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