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Long Island Chapter
Association of Legal Administrators
Law Firm Profitability
Navigating The New Normal
Presented by:
Frederick J. Esposito, Jr., CLM
Director of Administration/Chief Financial Officer
Meyer, Suozzi, English & Klein, P.C.
JFE Boardroom
May 14, 2013
8:15am -10:00am
Profitability Quotes
• “Get your facts first, and then you can
distort them as much as you please.”
– Mark Twain
• “Fine art and pizza delivery, profitability
falls somewhere in between.”
– Fred Esposito
The Three R’s
Recession/Rhetoric/Reality
Many economists tell us the recession is “officially”
over and we are moving towards recovery
Fact or Fiction?
Impact of the recession on the legal industry
Past, Present, Future
Changed how law firms conduct business
Expense control
Revenue game
“Show me the money?”
“Deal me in!”
Where Are We in 2013????
• Roller Coaster Economy
• Law Firm Self-Examination
• Regrouping and Adapting to Change
• Expense Control
• Revenue Building
• “New Normal” “Paradigm Shift”
FIRST BIG QUESTION!
What exactly is the “New Normal?”
•Significant Paradigm Shift
•Economic Climate is Somber
•Take Action!
• Reduce Overhead
•New Focus!
• Increased Business Development
• We Have to Do More With Less
Change is In The Air
New Normal
Revenue Game
Reader’s Digest Condensed Version?
Economic Climate is Somber
• Clients are pushing back more on fees
• More Predictability
• Creative Pricing
• Alternative Fee Arrangements (AFAs)
• Pros and Cons
• Client Perceptions
Alternative Fee Arrangements
Just a fad?
• Widespread debate in the profession
• Answer lies between two extremes
• Pricing Evolution
• Clients are as conservative as Law Firms
• Long-term Client Frustrations with Pricing
• Sellers‘ market?
• Volume of work exceeded supply of quality
lawyers?
• Pricing changes came slowly
Alternative Fee Arrangements
Communication Gap?
• Client Perception
•Alternative Pricing = Lower Spend
• Law Firm Perception
Potential for Premium
• Challenge?
Balancing interests/needs
• Present Economy?
“Clients Influence Pricing!”
Alternative Fee Arrangements
It’s Not All About Price?
Clients only care about price?
Client Concerns About Pricing
• Lack of Predictability
• Perceived Value
• Overall Price
• Simplicity
Alternative Fee Arrangements
Lack of Predictability
• Weaknesses in Communication
• Shock and Awe
• Critically important – Budget!
Overall Price
• Total Legal Spend
• Critical Importance
• Repetitive, Predictable, High Volume
• Long Run Transactions/Litigation
• “High Up” Scrutiny of Legal Spend
Alternative Fee Arrangements
Perceived Value
• Poor Value
• Rapidly increasing billing rates and leveraging
• Client Perception –Widening gap!
• Rates, Value, Outcome
• Segmentation
• Value Assessments
• Performance Evaluations
• Panel Counsel
“Reconcile Value”
Alternative Fee Arrangements
Simplicity
•Complex Pricing Systems
• Difficult to administer/negotiate
• Clients lose interest!
•“K I S S”
• Keep it simple stupid!
Alternative Fee Arrangements
Primary Question For You!
• Do Alternative Fee Arrangements Make Sense for Your
Firm?
Common Questions to Consider
• Is the billable hour pricing model dead?
• What are the choices for AFAs?
• Can our firm make as much profit using AFAs as we have
with our historical hourly billing?
Alternative Fee Arrangements
Under The New Normal
“AFAs Have Turned The Tables!”
• Provide More Certainty
• Less Risk For Clients
• Law Firms Share More of the Risk!
• Client Expectations
• Focus on Delivery of Legal Services
– Efficiency
– Cost-effectiveness
– Profitability!
Alternative Fee Arrangements
Did you know……..
• CMS Cameron McKenna
– 13th largest UK firm with 800 lawyers
– Launched a marketing campaign around its unique fee
structure.
– Pay what you think it’s worth option
– Discounts for clients placing majority of work with the
firm
– Monthly retainers
– Fixed Fee agreements
• Law Firm Brochure “The Future of Fees”
Alternative Fee Arrangements
Four Broad Categories of Pricing Systems
• Hourly Rates with or without Discounts
• Hourly Rates with Discount or Premium based on Results
• Project or Fixed Fee pricing
• Full Contingent pricing
Profitability
Navigating Under The New Normal
“Deliver Legal Services in a Profitable Manner”
• Understanding Your Firm’s Economics
– How much does it cost the firm to produce a billable hour
for:
• Each Attorney?
• Each Task?
“If You Don’t Know…
You Better Get Right On It!”
SECOND BIG QUESTION!
“How Many Other Law Firms are Playing the Revenue Game
using AFAs to the Point of Achieving Profitability?”
Profitability
Navigating Under The New Normal
“How Many Other Law Firms are Playing the Revenue Game
using AFAs to the Point of Achieving Profitability?”
Survey Says………..
• Some Law Firms are Generating Profit
• Some Law Firms Continue to Make the Same Mistakes!
Profitability
Navigating Under The New Normal
• Many Law Firms are Engaged With AFA Pricing
– Profitably
– Making Costly Mistakes BUT Learning From Them!
• Law Firms With Successful AFA Pricing
– Understand the Economics
– Monitor the Mechanics of their Respective Practices
– Better Planning, Leveraging and Managing Engagements
Profitability
Navigating Under The New Normal
Law Firms Need To Buckle Down!
• Proper Attorney Leveraging
• Maximize Client Value
• Provide More Predictability
• Minimize Expense
Monitor.. Monitor.. Monitor..
Profitability Metrics!
Profitability
Navigating Under The New Normal
Profitability Metrics
• Fee Collections
• Accounts Receivable Fee Write Offs
• Attorney Time Write Downs/Write Offs
• Contemporaneous Timekeeping!!
Famous Attorney Timekeeping Quotes
“I’m too busy to enter my time.”
“I have to service my clients; that is what is important.”
“It doesn’t apply to my practice”
“Why does it even matter?”
“I can’t be bothered with administrative issues like time
entry and billing rates.”
Important!
Keeping Contemporaneous Time
Contemporaneous Time Statistics
Studies show that attorneys who reconstruct their time
weekly tend to lose 25% -30% of their time.
Attorneys who reconstruct their time on a monthly basis,
tend to lose 55% - 70% of their time.
Imagine the lost billable time?
Important!
Keeping Contemporaneous Time
Example:
 Attorney bills at $150/hr doesn’t capture 15 minutes a
day.
 The attorney loses $37.50/day, $187.50/week,
$750.00/month, $9000/year in lost billable time.
 Multiply by 25 attorneys?
 $225K per YEAR in lost billable time!
It’s a very real number!
Important!
Keeping Contemporaneous Time
Importance of Timekeeping
•Firm’s Inventory/Product to sell
•Powerful Planning Tool
•Critical Role in Profitability
Better Timekeeping Practices
•Improved Estimates for Legal Spend
•Better Handle on Firm Investment
•Generating Profit
Profitability
Navigating Under The New Normal
Considerations for Law Firm Profitability
• Create Value For Clients
• Efficient, Cost-Effective Legal Services
• Ability to Learn New Skills
• Improve Internal Behaviors
Profitability
Navigating Under The New Normal
“What Will Drive Law Firm Profitability?”
•Client Focus
•Client Value
•Law Firm Efficiency
“Who or What Will Be Doing the Driving?”
Profitability
Navigating Under The New Normal
PROJECT MANAGEMENT
•Fundamental Cornerstone of Change
•Critical to the Pricing Process
•Management Process
“If we can teach people to manage, we can make
more money”
Problem?
Many lawyers do not know how to manage!
Profitability
Navigating Under The New Normal
PROJECT MANAGEMENT
“Give Us The “Tools” and We’ll Finish the Job!”
Requirement for Implementing
Alternative Fee Arrangements
What AFA Successful Firms Need?
• System Tools
• Training
• Resources
• Personnel Management
Requirement for Implementing
Alternative Fee Arrangements
System Tools
• Historical Time Investment
– Time Required To Complete a Task?
– Task-Based Billing Codes
– Assessing Change Order Conditions
• Case Budgeting Tool
– Based on cost or on billable/time rate
– Project Management Tool
– Client/Matter Profitability Tool
Requirement for Implementing
Alternative Fee Arrangements
Training
• Attorney Training:
– Budgeting Tools
– Pricing Negotiations
– Pricing Re-Negotiations
– Managing Projects and Staffing to Budget
• Training all Attorneys to Review and live by a
Budget
Requirement for Implementing
Alternative Fee Arrangements
Resources
• Pricing Personnel:
– Non-lawyer Personnel?
• Project Managers
• Researchers
Requirement for Implementing
Alternative Fee Arrangements
Personnel Management
Help Attorneys to Understand Different Ways of
Approaching Projects
– Communication
• Internal & External
– Team Orientation
– Clear, Ongoing Oversight
– Accountability
– Learning
– Firm Approach
Profitability
Navigating Under The New Normal
“Gentlemen, my government has informed me that the
Klingons are expected to move against your planet,
with the objective of making it a base of operations
against the Federation. My mission, frankly, is to, uh…
keep them from doing that.”
– Capt. James T. Kirk
Now What?
Profitability
Navigating Under The New Normal
What To Expect?
Billable v. Non-Billable Hours
– Billable Hour is Here To Stay
• Serves Multipurpose
• Planning Tool
Law Firm Profitability
– Balancing Act
• Client Expectations
• Reduced Legal Fees
• Added Value
Profitability
Navigating Under The New Normal
What Will Drive the Revenue Game?
•Profitability
•Project Management
“Who’s On First!”
“What’s On Second!”
Profitability
Navigating Under The New Normal
Conclusion
•Learn the Rules of the Road
•Set Goals
•Develop Processes to Manage Engagements
•Understand the Economics
•Deliver more Client Value
•Minimize Cost
“Increase Profitability!”
Questions
Contact Information
Frederick J. Esposito, Jr., CLM
Director of Administration/Chief Financial Officer
Meyer, Suozzi, English & Klein, P.C.
990 Stewart Avenue, Suite 300
Garden City, NY 11530
Email Address: FJE@msek.com
Phone Number: 516-741-6565
www.msek.com

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Long Island, New York ALA Chapter Presentation on Law Firm Profitability: The New Normal

  • 1. Long Island Chapter Association of Legal Administrators Law Firm Profitability Navigating The New Normal Presented by: Frederick J. Esposito, Jr., CLM Director of Administration/Chief Financial Officer Meyer, Suozzi, English & Klein, P.C. JFE Boardroom May 14, 2013 8:15am -10:00am
  • 2. Profitability Quotes • “Get your facts first, and then you can distort them as much as you please.” – Mark Twain • “Fine art and pizza delivery, profitability falls somewhere in between.” – Fred Esposito
  • 3. The Three R’s Recession/Rhetoric/Reality Many economists tell us the recession is “officially” over and we are moving towards recovery Fact or Fiction? Impact of the recession on the legal industry Past, Present, Future Changed how law firms conduct business Expense control Revenue game “Show me the money?” “Deal me in!”
  • 4. Where Are We in 2013???? • Roller Coaster Economy • Law Firm Self-Examination • Regrouping and Adapting to Change • Expense Control • Revenue Building • “New Normal” “Paradigm Shift” FIRST BIG QUESTION!
  • 5. What exactly is the “New Normal?” •Significant Paradigm Shift •Economic Climate is Somber •Take Action! • Reduce Overhead •New Focus! • Increased Business Development • We Have to Do More With Less Change is In The Air
  • 6. New Normal Revenue Game Reader’s Digest Condensed Version?
  • 7. Economic Climate is Somber • Clients are pushing back more on fees • More Predictability • Creative Pricing • Alternative Fee Arrangements (AFAs) • Pros and Cons • Client Perceptions
  • 8. Alternative Fee Arrangements Just a fad? • Widespread debate in the profession • Answer lies between two extremes • Pricing Evolution • Clients are as conservative as Law Firms • Long-term Client Frustrations with Pricing • Sellers‘ market? • Volume of work exceeded supply of quality lawyers? • Pricing changes came slowly
  • 9. Alternative Fee Arrangements Communication Gap? • Client Perception •Alternative Pricing = Lower Spend • Law Firm Perception Potential for Premium • Challenge? Balancing interests/needs • Present Economy? “Clients Influence Pricing!”
  • 10. Alternative Fee Arrangements It’s Not All About Price? Clients only care about price? Client Concerns About Pricing • Lack of Predictability • Perceived Value • Overall Price • Simplicity
  • 11. Alternative Fee Arrangements Lack of Predictability • Weaknesses in Communication • Shock and Awe • Critically important – Budget! Overall Price • Total Legal Spend • Critical Importance • Repetitive, Predictable, High Volume • Long Run Transactions/Litigation • “High Up” Scrutiny of Legal Spend
  • 12. Alternative Fee Arrangements Perceived Value • Poor Value • Rapidly increasing billing rates and leveraging • Client Perception –Widening gap! • Rates, Value, Outcome • Segmentation • Value Assessments • Performance Evaluations • Panel Counsel “Reconcile Value”
  • 13. Alternative Fee Arrangements Simplicity •Complex Pricing Systems • Difficult to administer/negotiate • Clients lose interest! •“K I S S” • Keep it simple stupid!
  • 14. Alternative Fee Arrangements Primary Question For You! • Do Alternative Fee Arrangements Make Sense for Your Firm? Common Questions to Consider • Is the billable hour pricing model dead? • What are the choices for AFAs? • Can our firm make as much profit using AFAs as we have with our historical hourly billing?
  • 15. Alternative Fee Arrangements Under The New Normal “AFAs Have Turned The Tables!” • Provide More Certainty • Less Risk For Clients • Law Firms Share More of the Risk! • Client Expectations • Focus on Delivery of Legal Services – Efficiency – Cost-effectiveness – Profitability!
  • 16. Alternative Fee Arrangements Did you know…….. • CMS Cameron McKenna – 13th largest UK firm with 800 lawyers – Launched a marketing campaign around its unique fee structure. – Pay what you think it’s worth option – Discounts for clients placing majority of work with the firm – Monthly retainers – Fixed Fee agreements • Law Firm Brochure “The Future of Fees”
  • 17. Alternative Fee Arrangements Four Broad Categories of Pricing Systems • Hourly Rates with or without Discounts • Hourly Rates with Discount or Premium based on Results • Project or Fixed Fee pricing • Full Contingent pricing
  • 18. Profitability Navigating Under The New Normal “Deliver Legal Services in a Profitable Manner” • Understanding Your Firm’s Economics – How much does it cost the firm to produce a billable hour for: • Each Attorney? • Each Task? “If You Don’t Know… You Better Get Right On It!”
  • 19. SECOND BIG QUESTION! “How Many Other Law Firms are Playing the Revenue Game using AFAs to the Point of Achieving Profitability?”
  • 20. Profitability Navigating Under The New Normal “How Many Other Law Firms are Playing the Revenue Game using AFAs to the Point of Achieving Profitability?” Survey Says……….. • Some Law Firms are Generating Profit • Some Law Firms Continue to Make the Same Mistakes!
  • 21. Profitability Navigating Under The New Normal • Many Law Firms are Engaged With AFA Pricing – Profitably – Making Costly Mistakes BUT Learning From Them! • Law Firms With Successful AFA Pricing – Understand the Economics – Monitor the Mechanics of their Respective Practices – Better Planning, Leveraging and Managing Engagements
  • 22. Profitability Navigating Under The New Normal Law Firms Need To Buckle Down! • Proper Attorney Leveraging • Maximize Client Value • Provide More Predictability • Minimize Expense Monitor.. Monitor.. Monitor.. Profitability Metrics!
  • 23. Profitability Navigating Under The New Normal Profitability Metrics • Fee Collections • Accounts Receivable Fee Write Offs • Attorney Time Write Downs/Write Offs • Contemporaneous Timekeeping!!
  • 24. Famous Attorney Timekeeping Quotes “I’m too busy to enter my time.” “I have to service my clients; that is what is important.” “It doesn’t apply to my practice” “Why does it even matter?” “I can’t be bothered with administrative issues like time entry and billing rates.”
  • 25. Important! Keeping Contemporaneous Time Contemporaneous Time Statistics Studies show that attorneys who reconstruct their time weekly tend to lose 25% -30% of their time. Attorneys who reconstruct their time on a monthly basis, tend to lose 55% - 70% of their time. Imagine the lost billable time?
  • 26. Important! Keeping Contemporaneous Time Example:  Attorney bills at $150/hr doesn’t capture 15 minutes a day.  The attorney loses $37.50/day, $187.50/week, $750.00/month, $9000/year in lost billable time.  Multiply by 25 attorneys?  $225K per YEAR in lost billable time! It’s a very real number!
  • 27. Important! Keeping Contemporaneous Time Importance of Timekeeping •Firm’s Inventory/Product to sell •Powerful Planning Tool •Critical Role in Profitability Better Timekeeping Practices •Improved Estimates for Legal Spend •Better Handle on Firm Investment •Generating Profit
  • 28. Profitability Navigating Under The New Normal Considerations for Law Firm Profitability • Create Value For Clients • Efficient, Cost-Effective Legal Services • Ability to Learn New Skills • Improve Internal Behaviors
  • 29. Profitability Navigating Under The New Normal “What Will Drive Law Firm Profitability?” •Client Focus •Client Value •Law Firm Efficiency “Who or What Will Be Doing the Driving?”
  • 30. Profitability Navigating Under The New Normal PROJECT MANAGEMENT •Fundamental Cornerstone of Change •Critical to the Pricing Process •Management Process “If we can teach people to manage, we can make more money” Problem? Many lawyers do not know how to manage!
  • 31. Profitability Navigating Under The New Normal PROJECT MANAGEMENT “Give Us The “Tools” and We’ll Finish the Job!”
  • 32. Requirement for Implementing Alternative Fee Arrangements What AFA Successful Firms Need? • System Tools • Training • Resources • Personnel Management
  • 33. Requirement for Implementing Alternative Fee Arrangements System Tools • Historical Time Investment – Time Required To Complete a Task? – Task-Based Billing Codes – Assessing Change Order Conditions • Case Budgeting Tool – Based on cost or on billable/time rate – Project Management Tool – Client/Matter Profitability Tool
  • 34. Requirement for Implementing Alternative Fee Arrangements Training • Attorney Training: – Budgeting Tools – Pricing Negotiations – Pricing Re-Negotiations – Managing Projects and Staffing to Budget • Training all Attorneys to Review and live by a Budget
  • 35. Requirement for Implementing Alternative Fee Arrangements Resources • Pricing Personnel: – Non-lawyer Personnel? • Project Managers • Researchers
  • 36. Requirement for Implementing Alternative Fee Arrangements Personnel Management Help Attorneys to Understand Different Ways of Approaching Projects – Communication • Internal & External – Team Orientation – Clear, Ongoing Oversight – Accountability – Learning – Firm Approach
  • 37. Profitability Navigating Under The New Normal “Gentlemen, my government has informed me that the Klingons are expected to move against your planet, with the objective of making it a base of operations against the Federation. My mission, frankly, is to, uh… keep them from doing that.” – Capt. James T. Kirk Now What?
  • 38. Profitability Navigating Under The New Normal What To Expect? Billable v. Non-Billable Hours – Billable Hour is Here To Stay • Serves Multipurpose • Planning Tool Law Firm Profitability – Balancing Act • Client Expectations • Reduced Legal Fees • Added Value
  • 39. Profitability Navigating Under The New Normal What Will Drive the Revenue Game? •Profitability •Project Management “Who’s On First!” “What’s On Second!”
  • 40. Profitability Navigating Under The New Normal Conclusion •Learn the Rules of the Road •Set Goals •Develop Processes to Manage Engagements •Understand the Economics •Deliver more Client Value •Minimize Cost “Increase Profitability!”
  • 42. Contact Information Frederick J. Esposito, Jr., CLM Director of Administration/Chief Financial Officer Meyer, Suozzi, English & Klein, P.C. 990 Stewart Avenue, Suite 300 Garden City, NY 11530 Email Address: FJE@msek.com Phone Number: 516-741-6565 www.msek.com