Case Studies

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  1. A firm was concerned about opportunities for upward mobility and career development for its rising mid-level professionals. Audrey worked with the firm to create bespoke roles and responsibilities, organizational guidelines, and valuable evaluation tools, resulting in increased productivity and personnel growth and satisfaction.
  2. A successful national law firm was trying to determine whether and how to grow. Audrey consulted with leadership to assess options, including: whether to grow in size; if so, which areas of the country and what practice areas it should target; and the pros and cons of merger with another firm or acquisition of a practice group. Based on this consultation, the firm decided to grow slowly with laterals.
  3. A law firm was interested in bringing on some laterals. Audrey was brought in to analyze whether the laterals made financial and business sense for the firm and what on-boarding would be needed to ensure success.
  4. Law firms and corporate law departments have found some of their its high potential talent need help with oral communications. This includes executive presence. A couple of associates can freeze when talking to clients. Some are too quiet and many use distracting or unhelpful slides. Audrey developed a curriculum and is a coach for improving oral presentations, public speaking, giving clients difficult news, and exuding confidence. The program was so successful that it continues to grow and is now offered to professional firms and in-house law departments.
  5. A professional services firm realized that its juniors could be more successful and productive if they truly understood their firm’s business. Audrey developed and provided invaluable training on critical business skills such as effective delegation, giving and receiving feedback, successful management, and what the client really wants.
  6. A professional services firm wanted its non-partners to possess an “owners” mentality, such as assuming responsibility for training, setting profitable rates, and conducting clear reviews. Audrey worked with the firm’s leaders to provide education and guidance in these areas. She also provided an education of how the firm’s finances really work, allowing these participants to feel more engaged and take on more responsibility.
  7. A large international firm wanted its lawyers who may be interested in moving to in-house law department positions to be prepared. Audrey delivered a course with a number of modules on key business analytics and financials, strategic plans, reporting and power relationships, and becoming the “department of yes”. This resulted in the law firm’s lawyers being better at comprehending the motivations and objectives of their clients. It also had the effect of supporting its lawyers who may one day become the firm’s clients.

  8. A public corporation General Counsel wanted to realign the Law Department’s lawyers to better reflect business line changes.  Audrey analyzed the roles and responsibilities of the Law Department’s team.  She also conducted a one-day workshop with the Law Department in which colleagues considered changing company structure and examined their skills.  By the end of the day, there was agreed-upon realignment of some Law Department roles and a determination of some overlaps and gaps in services.

  9. A General Counsel of a U.S. company wanted to examine and explain to the parent company the increase of his litigation and associated costs. The GC wanted to be sure that internal processes were improved and expenses lowered. Audrey conducted an audit of the litigation portfolio, procedures, causes and expense.  Her report to the parent pointed out ways to expedite the cases and reduce cost. 

  10. Contracts were taking long to be drafted, negotiated and signed, so the company’s business leaders were frustrated.  Audrey worked with the General Counsel to track  contracting processes, prepare templates for routine agreements, and set up lower cost locations to handle some contracts. As a result, contracts were negotiated and signed more quickly, time zone coverage was provided, and the mid-level lawyers were able to manage junior colleagues and put their time to better use. Days to contract were reduced by 25%, resulting in faster revenue for the company.  Costs were cut by 40%.  The General Counsel was lauded by the business.

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