Legal Operations

Orion's ePrebill Manager allows corrections to prebills to be tracked and applied in real time, with a one-click acceptance and approval process. Further, by distributing prebills electronically, attorneys can see the edits made by others, the overall net effect of write-downs, and how these affect the realization of both the working timekeepers and the client overall, in real time.

"You have to spend money to make money." Or, so holds the well-worn cliché. For those firms struggling to find meaningful growth in today's market, where do they find the funds they need to spend in order to spur growth?

Many talented lawyers shortchange themselves and their law firms by failing to implement a strategic business development plan. Some claim that they don't have time to market while others lament that marketing doesn't work — for them. While these and a variety of other excuses are common, it may be productive to dig a little deeper to determine whether other factors are at play.

Collaborative cultures soar in profitability, talent acquisition and retention, client retention and client service.

What does it take to be a successful attorney in today's legal environment? For one thing, it takes a little help, which more and more often comes in the form of a business development coach.

AI solves real challenges and answers real questions that lawyers face every day. It can accomplish or facilitate these tasks more quickly, accurately and efficiently than even the most capable human experts — with the goal of augmenting their skills rather than replacing them.

Growing the top line requires a systematic approach that maximizes your available time and focuses you on the best opportunities. With greater clarity, you can be assertive in the pursuit of your financial objectives. With sustained focus on financial metrics, you stay in control of your book of business.

How the Recent Heller Ehrman Case Impacts Lawyer Mobility and Clients Choice of Counsel

The law of unfinished business, as applied to cases billed on an hourly basis, has been the subject of much commentary and case law. In Heller Ehrman, the high California court, like the New York Court of Appeals, found that a dissolved law firm did not have a property interest in hourly matters for work performed after dissolution. The case is worth exploring as it impacts, among other things, lawyer mobility and clients choice of counsel.