Who We Serve: By Firm Size and By Role
By firm size
What we take off your plate changes considerably depending on how many people are already on it.
1 attorney, no staff
Solo practitioner
You are the attorney, the receptionist, the biller and the marketing department. Every call that arrives while you are in court, in a deposition or with a client is a call that goes unanswered, and the person on the other end is dialling the next name on their list before you have finished your hearing.
What we take over: the phone, all of it, including evenings and weekends. Calls are answered as your firm, qualified against criteria you set, and consultations go straight into your calendar. You receive a complete file and a booked appointment rather than a voicemail notification.
What changes: you stop losing matters to firms that were not better than you, only quicker.
1 attorney with support staff
Solo plus staff
You have one or two people, and they are excellent, and they are also doing five jobs each. Intake happens between everything else, which means it happens well on a quiet Tuesday and badly on a busy Thursday, and nobody can tell you which callers were lost.
What we take over: overflow and after-hours as a minimum, so your own people are never the reason a call is missed. Often the full intake function, which frees your staff to do the case work only they can do.
What changes: your existing team stops being the bottleneck, and intake quality stops depending on how busy the office happened to be.
2 to 10 attorneys
Small firm
Big enough to have a real marketing spend, not big enough to have anyone whose actual job is making that spend work. Intake is split across several people who each do it slightly differently. Leads arrive from three sources into two systems, and the answer to how many became clients is an estimate.
What we take over: intake as a defined, staffed function with one standard, plus the advertising that feeds it, run against the same numbers rather than by a separate vendor.
What changes: intake becomes consistent and measurable, and for the first time the marketing spend and the signed matters appear in the same report.
11 to 50 attorneys
Mid-size firm
Multiple practice groups, competing internal priorities, and real money going into client acquisition. The problems are now structural: no single definition of a qualified lead, marketing and intake reporting to different people, and nobody able to say what a signed matter costs by practice area.
What we take over: a staffed intake operation with practice-specific qualification, advertising managed to case value per practice group, and one reporting line that runs from spend to signed matters.
What changes: partners stop arguing about whose leads are better and start looking at the same numbers.
50+ attorneys, multi-office
Large and multi-office firms
Several markets, several verified listings, several intake teams with different habits, and an advertising footprint that nobody has audited end to end in years. Small percentage problems here are large absolute numbers.
What we take over: centralised intake standards with local coverage, account structure by office and jurisdiction, verification and credential tracking across every attorney and location, and consolidated reporting that still breaks down by office.
What changes: the firm can finally compare its markets against each other on a like-for-like basis, which is usually where the uncomfortable discoveries are.
Growing quickly
Firms in a growth phase
You are adding attorneys, opening a location, or taking on a marketing spend that has outgrown the process built around it. Growth exposes every informal arrangement at once, usually in the same quarter.
What we take over: the operational load that scales badly, so that adding volume means adding capacity rather than adding fires. This is also where a fractional COO often makes sense alongside the intake work.
What changes: the firm can absorb more work without the owner personally absorbing it.
By role
The same engagement looks different depending on where you sit. Here is the honest version for each seat.
Managing partners and firm owners
What keeps you up: not knowing what a signed matter actually costs, suspecting the marketing spend is not working but being unable to prove it, and the fact that every operational problem eventually lands on your desk.
What you get: one accountable partner across intake and paid acquisition, reporting that ends at signed matters and fee value, and a straight answer when something is not working, including when the something is us.
Attorneys
What keeps you up: consultations with people who were never going to be clients, files that arrive as a name and a phone number, and the phone ringing while you are with someone who is paying for your attention.
What you get: fewer, better consultations, a complete file at handoff so you start on the matter rather than the intake, and a phone that stops being your problem during the working day.
Paralegals and legal assistants
What keeps you up: being interrupted constantly, doing intake nobody trained you for, and spending billable-adjacent hours chasing the basics a caller could have given at first contact.
What you get: the interruptions stop, the files arrive complete, and the work you were actually hired for gets your attention. We are not here to replace you. We are here to stop you being the firm’s switchboard.
Office managers and administrators
What keeps you up: holiday cover, sickness, turnover, and the fact that intake quality quietly depends on which person happened to answer.
What you get: coverage that does not fluctuate, one standard applied consistently, reporting you can hand to the partners without caveats, and one vendor relationship instead of three.
Marketing directors and coordinators
What keeps you up: being held responsible for lead volume while having no control over what happens after the lead arrives, and defending a spend with numbers you cannot fully verify.
What you get: a partner who owns both sides of the handoff, honest attribution, and a report that separates measurement improvements from real growth so you never have to defend a number that will not survive scrutiny.
Firm administrators and COOs
What keeps you up: processes that live in people’s heads, systems that do not talk to each other, and the fact that nothing is documented until someone leaves.
What you get: documented intake standards, systems connected properly by an in-house development team, and an operating partner who thinks in processes rather than campaigns.
Where we are not the right answer
A short list, because a partner who claims to fit everyone fits nobody.
- Firms with very low call volume. If you take three enquiries a week and answer all of them, staffed intake is not your constraint. We will say so.
- Firms that have not defined what a good case looks like. No intake team, ours or yours, converts consistently against criteria that do not exist yet. That is a process conversation first, and often a fractional COO conversation rather than an intake one.
- Firms looking for the cheapest possible per-call rate. There are automated services that undercut us substantially. If price per call is the deciding factor, they will win, and we would rather you knew that now.
- Firms that want a website and a brand refresh. We are not a creative agency. We plug into yours.
Everywhere else, from one attorney working out of a spare room to a fifty-lawyer firm across four offices, the method is the same and it holds up.
Tell us the size of your firm and who currently answers the phone.
That is usually enough for us to tell you whether we can help and roughly what it would look like.