HOW I WORK

I support Law Firms' use of IT and technology for maximum benefit

On a flexible and cost effective basis

Process is key to the success of what I do

Not as a dull, formulaic, prescriptive way of working but as a clear guide to doing things in the right order. It’s easy to jump ahead to look at new systems and ultimately end up non the wiser, but definitely time poorer, about the direction to take. The answer might lay in your existing technology, or you may indeed need a new system, but by working with an experienced guiding hand it means that no technology investment will be wasted.

I believe expertise + accountability = results

How do I work

Understanding your strategy, direction, and bottlenecks

I will develop a plan. From running a project to coaching someone within the firm, there are many options to suit your individual circumstances. A successful project always starts correctly; understand the strategy and direction of the firm, talk to key stakeholders, and spend time at the coal-face. Speaking with end-users helps build a complete picture of the practice or departmental issues. This is a critical part of the change management process which is often forgotten. Staff are given time to explain their frustrations and then to hear how I will work to fix these issues – it’s crucial whether looking for people to adopt changes to existing systems or deploy new technology, it’s all about being able to develop a more efficient way of working.

Requirements first - no beauty parades!

The investigatory stage allows me to build a comprehensive and robust list of requirements. Then and only then do I look to review your existing IT and alternative potential solutions. It is only my time, not yours, that is invested in the initial search and selection. Valuable practice time is not frittered away on beauty parades, because that adds no value. When I do invite you to review a software shortlist, you can rest assured that it has earned its place and merits consideration.

A structured process is key

Keeping practice involvement to the ‘sharp end’ of the selection process avoids stakeholders being distracted and drained by wave after wave of vendor pitches that don’t necessarily give you the answers or certainty you’re looking for. Bringing a level of discipline to the review also prevents a common miss-step, which is feeling like you have to do something rather than nothing. A rushed choice based on slick sales demonstrations do not often deliver. 

Sometimes it’s not even a case of having to buy ‘new’ but utilising what you already have more effectively. I can unpick the bottlenecks and frustrations within current processes, review the options to fix them, starting with what you have in place today. Transforming a poor investment into one that delivers consistent returns, engages users, and increases productivity and profitability.

Making it happen

I will follow through and continue to work with any new or existing supplier to make those identified business benefits a reality. Recommended actions can falter without this continued focus and extra resource at this key stage. All too often I hear of worthy projects, which everyone is ‘fully supportive of’ discussed at Partner meetings, yet unfortunately never seem to happen.

This is the benefit of bringing in a Freelance IT Projects and Technology Director. Access to someone who can operate as an extension of your senior management team with the focus and knowledge where you need it.

Many leaders of law firms need someone with the experience and ability to “take care” of the Technology aspects of their business. My clients can focus on their clients, strategy, and generating fees, whilst I take care of their IT and Technology.

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