Unlocking barriers to profitable growth
Enabling a specialist or niche practice to reach the next level
The progressive firm
When I am called in, it’s not always a distress purchase where we’re fixing something that is broken. Just as often things are ticking along okay, are good even – but there are ambitious, progressive firms who want more.
There are three typical catalysts for our engagement;
- Committing to modernisation and technology optimisation
- Thinking about expanding offices or work types
- Adopting a new strategy and targets
My role is simply to help design and make a success of your plans. Sometimes it’s about reviewing departments from a people, process and technology perspective with the aim of identifying and then making incremental gains. In other words working out how to take you from good to great.
Sometimes it’s a longer engagement where I need to bring in more resource and expertise to fix more complex business and operational challenges. It could be a complete system refresh, some significant process reengineering or major operational change – agile, paper-lite, a switch of Practice Management System (PMS) or a move into case or document management.
Whatever it is, I always take ownership, to remove the burden from time-pressured leadership. So I ask, assess, plan; develop strategies, roadmaps drive procurement and oversee implementations; providing the resource and expertise required to move a firm forward successfully.
It’s why clients invite me in, to pick up that load and ensure plans and actions are predicated on what is optimal for the firm, not what suits certain people best.