How law firms are missing out on revenue (and how to fix it)

Time is the most valuable resource a law firm has — so every minute spent on non-billable work is a missed opportunity for law firms to earn revenue, writes Oliver Tromp, regional VP of sales, UK, at Actionstep

Oliver Tromp, regional VP of sales, UK|Actionstep|
While law firms often view client loss as the primary revenue risk, Actionstep’s 2025 UK Midsize Law Firm Priorities Report, produced in partnership with LPM, indicates that internal inefficiencies and outdated processes are equally detrimental. The report reveals that 74% of firms are actively seeking new technologies to enhance efficiency, yet many still grapple with time constraints and inconsistent processes. The good news is this problem is solvable. By using a practice management platform like Actionstep, law firms can reduce waste, capture every dollar earned, and make smarter decisions.In this article, I’ll show you how inefficiencies impact your bottom line — and how the right technology can turn things around.

The real cost of inefficiency

Time is the most valuable resource a law firm has. Yet, for many firms, time is slipping through the cracks. A paralegal spends an hour searching for a missing document. A lawyer loses track of a billable call because it wasn’t logged right away.

Without integrated systems, tracking every interaction becomes challenging. The report highlights that 70% of law firm leaders identify time constraints as a significant barrier to delivering better client experiences. It’s also easy to forget to log time, even for experienced professionals. These moments may seem small. However, over weeks, months and years, missed billable hours compound into a serious revenue loss.

Imagine this: a solicitor sends ten emails in a day to clients but forgets to bill for them. Each email takes about six minutes to draft. That’s an hour of work lost. At a billing rate of £300 per hour, that’s £300 in missed revenue — just for one solicitor, on one day. Over a year, that number grows to over £70,000.

Now multiply that by an entire firm. Missed emails, forgotten calls, untracked hours — it all adds up. Firms without proper technology to capture billable time are essentially giving away free work.

Unfortunately, that’s not all. When your team spends hours on admin tasks like filing or chasing unpaid invoices, this takes time away from higher-value work. If a paralegal earning £35,000 a year spends 10 hours a week on non-billable tasks, that’s over £8,750 a year in wasted salary costs.

These inefficiencies are costly, but they don’t have to be permanent. Practice management software like Actionstep automates time tracking and streamlines admin, ensuring every hour worked contributes to your firm’s bottom line.

The ROI of practice management platforms

Every minute spent on non-billable work is a missed opportunity for law firms to earn revenue. Thankfully, this is where practice management platforms can help, minimising inefficiencies and freeing up valuable time for billable tasks.

These tools deliver both hard ROI (measurable, quantifiable benefits) and soft ROI (less tangible, but still incredibly valuable, results). Let’s explore each of these in closer detail.

Hard ROI: Quantifiable gains

Non-billable administrative tasks can take a significant toll on productivity. Actionstep estimates that solicitors spend an average of 15 minutes per day locating file information, appointments or case numbers — amounting to 1.25 hours per week, or 60 hours per year. At a billing rate of £300 per hour, that’s £18,000 lost annually per solicitor.

Paralegals, who also handle these tasks, lose even more time — 2.5 hours per week, or 120 hours per year. While their hourly rate may be lower (eg £17 per hour), the firm is still losing £2,210 annually per paralegal just on file searching.

Other repetitive tasks compound these inefficiencies.

Soft ROI: Intangible benefits

Beyond financial gains, Actionstep enhances employee satisfaction by streamlining workflows, reducing burnout and improving client interactions through efficient processes.

This boost in efficiency also improves employee satisfaction. When lawyers and staff can work smarter, not harder, they’re less likely to burn out. This leads to better retention rates and a happier workplace culture. Meanwhile, clients benefit from quicker responses and a more professional experience, boosting loyalty and referrals.

A smarter way forward

The cost of inefficiency is real — and for many law firms, it’s much higher than they realise. Lost billable time, wasted effort on repetitive tasks, and poor processes are revenue killers. The good news? These challenges aren’t inevitable.

Actionstep offers a ready-made solution, with features like automated workflows, centralised document management and real-time time tracking. By adopting Actionstep, your firm can reclaim lost revenue, create happier teams and deliver better client outcomes.

The time to act is now, because doing nothing costs far more.

 

Contact oliver.tromp@actionstep.com to receive an ROI analysis for your firm, or book a demo to get started.

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How intuitive automation is reshaping law firms

With an overwhelming number of technology options to choose from, Actionstep suggests prioritising solutions that offer intuitive automation to help you and your team enhance productivity — and elevate the client experience in the process

|Actionstep|

Technology is rapidly transforming the way law firms operate. The legal sector, often cited as resistant to change, is embracing the power of technology to improve the way firms operate. Our 2025 UK Midsize Law Firm Priorities Report in partnership with LPM confirms a shift — with 74% of midsize law firm leaders actively seeking new technologies to enhance operational efficiency, yet 73% still expressing a desire for more automation within their practices.

The overwhelming number of technology options on the market means narrowing your search to finding solutions that support your business goals and can be tailored to how you work can be challenging. Our key advice: look for a solution that offers intuitive automation (IA). Intuitive automation supports your ideal way of working and connects all your tools, processes and tasks at your firm so that the user can benefit from increased productivity.

In this article we’ll dive into the potential impact of IA is on law firms, explore its ability to simplify client delivery and firm management workflows, and explain how IA both enhances productivity and elevates the overall client experience.

What is intuitive automation?

Intuitive automation automates the connection between tasks and processes to make work more intuitive for the human user. Despite the availability of such technologies, adoption remains limited. Only 54% of firms have implemented process automation tools, and a mere 21% report widespread use. This gap highlights a need not just for automation, but for solutions that are easy to adopt, seamless to use, and directly aligned with legal work patterns: in other words, intuitive automation.

IA aims to simplify and streamline complex, time-consuming cross-functional processes by leveraging law firm best practices and supporting the user’s intentions to complete any number of repetitive tasks. This should feel like a system that anticipates user needs, adapts to preferences and changes, and makes intelligent decisions without requiring constant programming or guidance. IA essentially integrates the activities within all the tools and workflows at your law firm to support your ideal way of working. With time, firms using systems built with IA can learn from user interactions to improve their performance and accuracy. Ultimately this increases productivity, reduces errors and enhances user experience.

How do IA and AI work together?

Intuitive automation focuses on automating tasks and processes to make them easier to follow, more consistent and thorough, but most importantly understands the user intent, while artificial intelligence (AI) encompasses the development of intelligent systems that could potentially perform some of those tasks. Simply put, in a law firm context, IA provides law firm professionals with the right steps and actions to take based on your firm’s ideal way of working and what you need to accomplish, whereas AI can help you complete more content and knowledge-focused tasks.

What is IA’s role in a law firm’s technology ecosystem?

Intuitive automation plays a crucial role in a law firm’s technology ecosystem. Your technology ecosystem is how all the tools in your tech stack communicate and work together to get multiple jobs done. IA’s role in your technology ecosystem is to provide streamlined automation throughout those tools to enhance efficiency and optimise legal outputs. It acts as the connecting bridge between point solutions (that may or may not use AI) and your complete, fully functioning tech ecosystem. Here are some ways IA contributes to a law firms tech ecosystem:

Optimises workflow

Intuitive automation helps law firms optimise their workflow by automating repetitive and routine tasks. It helps identify what tasks can be automated, like client intake, document review and matter management, so that legal professionals have time to focus on other priorities and higher-value responsibilities focused on client outcomes.

Integrates with other systems

For intuitive automation to support workflows, it needs to be able to integrate with existing technology systems and tools within your law firm’s tech ecosystem. A solution incorporating IA can connect case management, document management and billing systems, to ensure data is being exchanged back and forth to complete an automated task with no errors.

Fulfils document management and analysis tasks

Law firms handle large volumes of legal documents as part of their matters and cases — contacts, court filings and so on. Leveraging intuitive automation alongside other tools can help firms automate the document management process such as extracting and merging information, creating and populating document templates, requesting internal or client review, managing versioning and filing documents appropriately based on the context of the document. This accelerates the entire document management process for a more streamlined client and firm experience.

Provides client interaction and support

There’s a notable gap in client-facing automation. Only 19% of firms offer automatic updates to clients, and just 12% facilitate online appointment-setting. These are prime examples of low-hanging fruit where intuitive automation can transform client experience quickly and affordably. ​

Speaking of client experience, IA helps firms enhance the interactions between your firm and clients. Some examples of how intuitive automation provides this type of support is by providing more prompt responses to enquiries, consistency with interactions and quality of work, automatic matter and case updates at milestone moments, and asking for the right information at the right time so your team doesn’t have to ask for the same information over and over. Ultimately these tools will enable law firms to help clients feel more informed and in control of their business.

Scales and adapts

Most importantly, intuitive automation solutions are designed to scale and adapt to the changing needs and ambitions of law firms. As a firm grows and evolves, intuitive automation can lighten increased workloads, changing processes and new requirements. It can also adapt to new practice areas a firm may expand into, handle diverse case and document types, as well as support evolving research needs so that a law firm’s tech ecosystem remains agile and aligned with their goals and objectives.

Why is this beneficial to law firms?

Incorporating intuitive automation can benefit law firms significantly when properly implemented into their technology ecosystem. Our report found that 70% of law firm leaders identify time constraints, and 59% point to service inconsistencies as primary obstacles to delivering better client experiences.

Intuitive automation addresses these challenges by streamlining processes and ensuring consistency. ​Firms can streamline their operations and workflows, improve accuracy and be assured they are delivering high-quality legal services to their clients regardless of the advisor or the matter type.

Adopting automation technologies like those found in modern legal practice management platforms can unlock new levels of productivity, enhance client satisfaction, reduce costs, and gain a competitive edge in the legal industry. The momentum is already building — three-quarters of UK midsize firms actively seek new technology to work more efficiently. As AI adoption remains cautious, intuitive automation is emerging as the trusted, scalable path forward — bridging the gap between tech ambition and day-to-day reality.

Interested in learning more about how solutions using intuitive automation like Actionstep can support your firm? Book a demo here.

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A three-step guide to convincing internal stakeholders to consider new PMS options

Getting buy-in for a PMS upgrade is a strategic process that requires clear, data-backed arguments to demonstrate it is a worthwhile investment. Tessaract explains how you can demonstrate that an upgraded PMS not only addresses today’s challenges but also strengthens your firm’s foundation for future growth

|Tessaract|

Upgrading your law firm’s practice management system (PMS) can enhance efficiency, reduce costs (and increase profitability), improve client satisfaction and optimise data integrity. However, getting internal stakeholders to consider new PMS options requires a well-researched, thoughtful approach that demonstrates the benefits to the firm’s operations, finances, clients and business model.

Here’s a guide to making a compelling case for exploring new PMS options.

1. Assess your current technology

A comprehensive analysis of your existing PMS setup is essential to highlight its strengths, weaknesses, opportunities and threats (SWOT). This assessment provides context: helping stakeholders understand what’s working, what’s not, and where improvements could yield significant benefits.

Key areas to assess include:

  • Data connectivity: Determine whether your current PMS offers a single source of truth for client, case and financial data, or if fragmented systems are causing inefficiencies.
  • Manual vs automated processes: Identify areas where manual, repetitive tasks could be automated to save time, reduce errors and improve productivity.
  • Duplicate data entries: Are there any processes which lead to the same data being entered into different systems? Not only is this inefficient, it’s also massively risky: these processes need to be eliminated.
  • Cybersecurity: Analyse the security posture of your current system. Outdated technology can pose serious risks of data breaches and ransomware attacks.
  • User acceptance: Gauge the user satisfaction of the current PMS. High frustration or low adoption rates are indicators that a more intuitive solution could benefit the firm.
  • Standardisation of processes: Assess whether the current PMS supports standardised workflows across different practice groups or if it hinders consistency and collaboration.
  • Total cost of ownership (TCO): Evaluate the real cost of your current tech stack, accounting for licence fees, supporting infrastructure (such as servers, remote desktops and VPNs), maintenance costs and time required for troubleshooting. This will give stakeholders a clearer picture of ongoing expenses associated with the current system.
  • ‘Emotional response’: Do your people love or hate using your existing system?

2. Assess the potential return on investment (ROI) of upgrading

To persuade stakeholders, try to quantify the potential ROI of a PMS upgrade. Here’s how:

  • Efficiency gains: Research PMS upgrades that offer robust data search capabilities, streamlined workflows and automation. Estimate a 10-15% efficiency gain based on reduced time spent searching for data, improved document and billing workflows, and faster approvals.
  • Cost shifts from capital expenditures (CapEx) to operational expenditures (OpEx): Moving from an on-premises solution to a cloud-based PMS reduces the financial burden of maintaining servers, as cloud providers handle infrastructure updates and maintenance.
  • Reduced risk: Modern PMS systems typically have lower vulnerability to malware and ransomware, reducing the risk from cyber threats.
  • Connectivity to emerging technology: Open-API systems will integrate with emerging technology like generative AI (genAI).
  • Enhanced client experience: Demonstrate how a new PMS can strengthen your firm’s value proposition by improving response times, data accuracy and ease of access to case information.
  • Employee experience and retention: Improved technology enhances employee satisfaction by reducing frustration, automating tedious tasks and minimising reliance on siloed knowledge and how to find it. This reduces turnover, reduces employee onboarding and makes the firm less vulnerable to gaps in experience or expertise.
  • Future-proofing your firm: Even if you gauge that your existing systems pass muster this time, how confident are you that they have a long life- span? A properly selected upgrade can future-proof your firm for 10 years or more.

3. Present a detailed report and findings to key stakeholders

Once you’ve gathered and organised your analysis, present your findings in a structured report that speaks to your stakeholders’ concerns. Here’s how to shape your presentation:

  • Highlight key challenges: Start by summarising the limitations of the current PMS, backed by data and findings from your SWOT analysis. This frames the need for change and aligns your presentation with the firm’s strategic goals.
  • Provide comparative PMS options: Outline two to three new PMS options that address the identified issues. Include feature summaries, anticipated efficiency improvements, and projected ROI to showcase the value each option brings.
  • Break down ROI: Present a straightforward calculation of potential ROI, demonstrating tangible benefits in terms of time savings, improved efficiency and risk reduction. Including a timeline for when the firm could expect to see these returns will make your case even more persuasive (a well-run implementation should be achievable in around six months).
  • Address risk management: Emphasise the long-term cybersecurity benefits of a new PMS, particularly if moving to a cloud-native solution. Highlight the potential for reduced downtime, enhanced data security and compliance with regulations like GDPR.
  • Incorporate real-world examples: Wherever possible, include case studies or testimonials from other firms that have successfully upgraded their PMS. Social proof builds trust and demonstrates that similar firms have benefited from modernising their technology.

By laying out these elements clearly, you’ll provide stakeholders with the information they need to make an informed decision, as well as a roadmap to realising the strategic and financial benefits of a new PMS.

If in doubt, and you have the budget available, it can help to engage external help. Legal technology consultants bring industry insights, expertise, and an unbiased perspective; which can be invaluable in evaluating your current system’s performance, understanding market options, and addressing your law firm’s unique needs. Consultants can provide:

  • Objective analysis of your current system’s effectiveness.
  • Market insight into PMS solutions suitable for law firms of your size and specialisation.
  • Support for change management, ensuring that the transition is as smooth as possible if a new PMS is chosen.

Bringing in an objective external consultant can help you manage the workload of the project and lend credibility to your proposal. External consultants also help bridge the knowledge gap for stakeholders who may be less familiar with the intricacies of practice management technology.

Conclusion

Getting internal stakeholders on board with a PMS upgrade is a strategic process that requires clear, data-backed arguments. By conducting a thorough analysis of the current system, calculating potential ROI and presenting detailed findings (and engaging consultants if you can), you can create a compelling case that positions a new PMS as a worthwhile investment. With the right approach, you’ll demonstrate that an upgraded PMS not only addresses today’s challenges but also strengthens your firm’s foundation for future growth.

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How are midsize law firms positioning themselves for growth and efficiency in 2025?

Actionstep provides a clear snapshot of what law firm leaders at midsize firms are prioritising as they explore new technologies, refine processes, and drive transformation to secure a competitive edge

|Actionstep|

Midsize law firms in the UK are at a pivotal moment. Economic and competitive pressures mount pressuring law firm leaders to re-evaluate their priorities and investment strategies to stay competitive.

In Actionstep’s inaugural 2025 UK Midsize Law Firm Priorities Report, conducted in partnership with LPM, we surveyed senior leaders from midsize law firms with 20–500 employees to understand how they are harnessing technology, refining processes, and driving transformation to secure a competitive edge.

This report is a benchmarking tool, helping law firm leaders compare their approach with peers and empower them to make informed decisions with confidence.

Here’s a glimpse into what was uncovered.

Talent and client growth: The top priorities for 2025

Law firm leaders are laser-focused on securing top talent (78%) and winning new clients (60%) to drive revenue growth.

With recruitment and retention remaining the toughest challenge (69%), midsize firms are caught between rising salary expectations and the benefits smaller and larger firms can offer.

Despite client expectations evolving, only 33% of firms are prioritising client satisfaction as a key growth strategy —  highlighting a potential blind spot.

To remain competitive, firms must strike a balance between attracting top legal talent, investing in the right technology, and ensuring client service is consistent and efficient.

Client experience and digital transformation: The missed opportunity?

Client expectations are changing, but are firms keeping up?

While 35% of midsize law firm leaders feel their firms lack the right technology to fully support clients, a significant number still don’t offer key digital tools in their client service experience:

  • 38% provide client portals.
  • 31% enable document collaboration.
  • Just 12% offer online appointment booking.

At a time when firms need to differentiate themselves, seamless digital experiences can be the key to driving both efficiency and satisfaction.

Automation is seen as valuable, yet AI isn’t fully adopted

74% of law firm leaders actively seek new technology to boost efficiency, yet adoption remains slow.

  • 54% of firms have embraced process automation for managing workloads.
  • Only 26% are experimenting with legal-specific generative AI (genAI).
  • Cost is a major barrier to AI adoption for nearly half of midsize firms (46%).

While automation is widely used, genAI tools in legal work, such as those for document review and legal research, are still in their infancy. Leaders are weighing the benefits of efficiency against risks like compliance, data security, and the unpredictability of AI-generated outputs.

Risk and compliance: Are firms overconfident?

96% of law firm leaders are confident in their firm’s compliance with anti-money laundering (AML) regulations, yet key gaps remain.

  • 54% struggle to stay up to date with evolving compliance requirements.
  • 47% identify staff training as a major pain point.
  • 85% feel prepared for cybersecurity threats, yet 72% see human behaviour as the biggest risk to security.

Firms that proactively invest in compliance automation, training and risk mitigation will be the best positioned to manage regulatory complexity while maintaining client trust.

Actionstep’s top takeaways for midsize Firms

1. Technology can be a competitive advantage, but only if it enhances efficiency, supports varying needs of talent, and improves client service delivery.

2. Digital client experiences matter, and firms should consider online portals, process automation, and self-service tools to meet evolving client expectations.

3. AI and automation should be deployed strategically, explore balancing efficiency gains with maintaining human expertise and oversight.

4. Change resistance should be challenged, law firms that embrace innovation and continuously test new approaches will gain a stronger competitive edge.

5. Risk management must remain a priority, firms need to align technology, compliance processes, and staff training to stay ahead of security and regulatory challenges.

As 2025 unfolds, the most successful midsize firms will be those that strike the right balance between people, technology and operational resilience.

Read the 2025 UK Midsize Law Firm Priorities Report to explore the full data and insights: Download the report

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Embracing technology to enhance the client experience

Silas Miller, board director and head of marketing and business development at WSP Solicitors, discusses the importance of true innovation in the legal sector, recent changes they have embraced, and how technology can support business growth and enhance client experiences

Silas Miller|Board director and head of marketing and business development, WSP Solicitors|

In the legal sector, the term “innovation” is often bandied about, yet many firms still struggle to make it a core part of their DNA. While the need to innovate in order to grow, increase efficiency and stay competitive is widely recognised, many firms still confuse incremental change with true innovation.

The firms that do innovate well tend to be the non-traditional legal businesses. Recently established, corporate leaning in structure and client-focused, these firms see the value agility and innovation have to offer, not only for their business but for their clients too.

Our ongoing commitment to evolution is rooted in a deep understanding of our clients’ needs, which we have aligned to a strategic focus on growth. By prioritising a culture of innovation and exceptional service, we have positioned the firm as one that attracts new clients while deepening relationships with existing ones. Key to this transformation is our active approach to listening to clients, fostering new ideas and incorporating diverse perspectives from right across the firm. By listening to voices from areas like finance, IT, operations and marketing, and including them in the decision-making process, we are driving meaningful change and evolving our business model.

Technology’s role in innovation

At the heart of our strategy is the understanding that innovation is not solely about adopting new technology but about creating a process-oriented mindset that leads to solutions to problems.

Our use of technology is designed to enhance both the client experience and operational efficiency. For example, in residential conveyancing, the firm has developed app-based platforms to improve communication, while in estate administration, technology solutions have streamlined complex processes, such as compiling money from various assets, accounts, savings and pensions into estate accounts through automation.

These innovations address clients’ needs for better communication, which is a sector wide issue. Reports suggest 79% of law firm clients say communication is an important or vital factor. While they also free up valuable lawyer time, allowing them to focus more on client interaction, 84% of clients say same-day responses are important or vital.

In addition to our investment in new technology, our firm is also expanding our physical presence. Last month we opened our new office in Gloucester, not only increasing our footprint in the county but also providing us with new opportunities to deepen our local partnerships. This move is a strategic response to client needs in key markets, allowing us to better serve them overall.

Sustainability is also increasingly on the minds of consumers — 45% of legal clients now consider a firm’s commitment to sustainability a vital or important factor in their decision-making. We have ensured our new office reflects these values. Our new Elmbridge East office features an EPC A rating, solar panels and EV charging stations, demonstrating our commitment to reducing our impact on the environment.

Ultimately, at WSP Solicitors we are committed to building long-term relationships with clients, founded on trust, quality and performance. By combining strategic investments in technology and our working environment, with a local presence and a deeper understanding of client needs, we are well established to meet our growth targets, while delivering an innovative and personalised legal experience for all those we serve.

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Best practices for 2025: Insights from the Build Better Habits series

From navigating new technology and balancing compliance with client experience, to considering major strategic decisions like M&A, Osprey Approach sources top tips from legal industry experts to help firms stay competitive, agile and resilient in the year ahead

|Osprey Approach|

Law firms are faced with numerous opportunities and challenges this year — be it navigating new technology, balancing compliance with client experience, or considering major strategic decisions like mergers and acquisitions. In series 3 of our Build Better Habits webinar, expert panellists provided invaluable insights for law firms looking to thrive in the coming year.

Based on the discussions in our four-part series, here are the best practices for 2025 that law firms should embrace to stay competitive, agile and resilient.

1. The good, the bad and the ugly in investing in legal tech: Be strategic, not reactive

Best practice for 2025: Invest wisely in legal tech solutions that align with your firm’s long-term strategy.

Investing in legal tech is a significant decision, and it’s vital to approach it strategically. Rather than chasing the latest trends, firms should focus on solutions that bring long-term value, improve operational efficiency and enhance client services. Smart investments in legal technology will allow firms to scale and adapt to future demands.

“When investing in legal tech, focus on long-term solutions that solve specific challenges, rather than just adopting what’s trendy.” — Peter Ambrose, CEO at The Partnership

Actionable tip: Before investing in any technology, conduct a thorough needs analysis to ensure the solution fits your firm’s strategic goals and integrates with your existing systems.

2. How to balance compliance requirements and the client experience: Technology is key

Best practice for 2025: Leverage digital solutions to streamline compliance and improve client care.

In today’s regulatory environment, firms must balance the need to meet compliance standards with providing an exceptional client experience. Digital tools like client portals, secure document management and workflow automation can help you streamline compliance tasks while improving client communication and satisfaction.

“Technology isn’t just about ticking compliance boxes — it’s about making the client experience easier and more transparent while ensuring you meet all regulatory requirements.” — Eloise Butterworth, compliance manager at Lester Aldridge

Actionable tip: Use client portals to maintain clear communication, improve transparency and streamline document exchange, ensuring clients are kept informed while meeting compliance needs.

3. How to future-proof your firm’s culture and operations: Adaptability is crucial

Best practice for 2025: Cultivate a flexible and adaptable culture that embraces digital-first solutions.

In 2025, firms need to build a culture that can adapt to rapid changes in the market. Whether it’s integrating new technologies, handling regulatory shifts or adapting to client needs, firms that foster an adaptable culture will be best positioned for success. Encourage your team to be open to change, invest in continuous learning and embrace innovation at all levels of the firm.

“In order to future-proof your firm, it’s crucial to create a culture that is open to change, fosters innovation, and remains agile in the face of evolving challenges.” — Kirsty Pappin, owner of Aries Legal Practice Management

Actionable tip: Foster an adaptable firm culture by encouraging continuous professional development, and empowering staff to adopt new technologies and processes.

4. Should your firm be considering a merger or acquisition? Evaluate with purpose

Best practice for 2025: Approach mergers and acquisitions with a clear strategy, ensuring alignment with your firm’s values and goals.

Mergers and acquisitions can be transformative for firms, but they must be approached with purpose. It’s essential to ensure that any merger or acquisition aligns with your firm’s strategic goals and values. Carefully evaluate the potential for operational synergies, cultural compatibility and the benefits that will be gained for both clients and staff.

“A successful merger or acquisition comes down to alignment — ensuring that any deal fits with your firm’s long-term vision and adds value across operations, clients and culture.” — David Sparkes, CEO and founder of Millbourn Ross

Actionable tip: Before pursuing a merger or acquisition, assess cultural fit, leadership compatibility and operational synergies to ensure the partnership aligns with your strategic goals.

Looking ahead in the year and beyond

The legal landscape is evolving quickly, and law firms must embrace these best practices to stay competitive and agile. By making smart investments in legal technology, balancing compliance with client satisfaction, cultivating an adaptable culture, and strategically evaluating M&A opportunities, your firm will be positioned for success in 2025.

Start implementing these best practices today, and get ahead of the curve for the challenges and opportunities of the next year.

Prepare for a successful 2025

For additional resources and more in-depth insights, visit our Build Better Habits resource hub. You’ll find all four webinar episodes, guides, templates and much more to help you build a smarter, more adaptable law firm.

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How firms can meet their compliance requirements and deliver a great client experience

Osprey Approach gathers legal experts together to share their insights for creating a robust compliance strategy — with practical advice and guidance on managing these requirements while keeping client needs at the forefront of decision-making

|Osprey Approach|

In the second episode of Osprey Approach’s Build Better Habits series three, Amy Bruce, marketing director at Osprey, was joined by David Rawson, eCOS head of product at InfoTrack UK; Kate Burt, owner of HiveRisk; and Eloise Butterworth, compliance manager at Lester Aldridge.

Bruce asked the panel to share their views on how firms can achieve balancing their compliance requirements alongside providing a great client service in today’s legal landscape.

Best practices for effective client onboarding

Client onboarding is a critical phase that sets the tone for the entire client relationship. Burt emphasised the importance of understanding the client’s perspective and identified common client grievances, such as confusing paperwork and piecemeal information requests. She recommended clear paperwork, understanding the client and transaction before requesting information, and ensuring a friction-free process through the effective use of technology.

Butterworth echoed Burt’s views: “You need to make [the client] feel special in this process. They’re paying you for a service, and they want that service to be of a good standard.”

Rawson highlighted the role of consistency and structure in compliance. “Ensure compliance almost by design,” he suggested, advocating for robust, consistent processes that allow firms to focus on clients’ needs while maintaining compliance.

Avoiding SRA fines

Butterworth stressed that, “the number one key here is adequately resourcing your firm,” and suggested the creation of dedicated compliance functions or outsourcing to specialists.

Rawson commented on automating routine tasks and allowing human resources to focus on applying judgement to compliance issues. “A technological solution can get you a consistent set of information,” he explained.

Burt advised staying informed about the SRA’s enforcement strategies and learning from past fines and mistakes.

Setting the right tone: client care letters

Client care letters are a crucial part of the client experience but also come with strict SRA compliance requirements. Butterworth suggested simplifying these letters to ensure they are clear and concise. “If you’re sending a 10-page client care letter, your client is not going to read it,” she noted, recommending the focus should be on what the client needs to know and removing unnecessary information.

Rawson added that client care letters should be seen as an opportunity to set the tone for the client relationship. “It’s not a piece of admin: it’s the first time you get to show off your skills and ability to communicate something formal in a smart, clear, concise, effective way,” he said.

Burt pointed out that the requirement for a client care letter has been removed, but clients still need to be kept informed. She suggested using a scoping document to provide key information upfront and separating detailed terms of business. “What does the client really need to know? And then what’s the small print?”

Seven habits for forming an effective compliance strategy

Creating a robust compliance strategy is essential for law firms aiming to stay competitive and efficient in today’s regulatory landscape. The panellists shared their top seven business habits for forming an effective compliance strategy, which includes adopting a client-centric approach and early engagement with end-users.

Watch the webinar to hear all seven risk management habits >

Balancing compliance alongside the client experience for future success

Balancing compliance requirements alongside the delivery of exceptional client service is crucial for modern law firms. By understanding the needs of your clients, establishing clear compliance principles, and ensuring your team is well-supported, you can create a strategy that drives success. As the panellists highlighted, the key is to be proactive, stay informed, and always keep the client’s needs at the forefront of decision-making.

For more exclusive advice and first-hand stories on balancing compliance requirements and delivering a five-star client service, watch the full episode on-demand now to gain deeper insights and practical advice from our expert panel.

This comprehensive approach will help your firm navigate the complexities of compliance while maintaining a high standard of client service.

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Eight proven ways to improve client follow-up

Firms are losing out on potential clients by failing to return calls, research reveals. Turning this around can increase turnover, says Mike Leeman, managing partner at Bell Lamb & Joyson Solicitors, giving tips on improving client service overall

Mike Leeman |Managing partner at Bell Lamb &Joyson Solicitors|

The recent First4Lawyers research into how many potential clients law firms are losing by failing to return their calls is very alarming. It reveals that few firms consistently achieve the gold standard of returning calls within 15 minutes of the enquiry, and some take hours or days, if they return the calls at all. While this has a detrimental impact on the reputation of the law firm, the far-reaching consequences to the legal sector as a whole cannot be underestimated. It erodes the many decades of trust and goodwill that so many law firms have developed to improve the impression the general public has about the sector.

In our convenience-driven world, even delays of a few days can mean lost opportunities. If you put up barriers with a potential customer and provide a poor experience, then that customer will vote with their feet.  The shame, of course, is that it does not need to be the case. Turning this around presents a huge income boost for savvy firms that get the client journey and follow-up right. The key is optimising processes and communication at every stage, from the initial response to ongoing nurturing.

Here are my top tips that have helped us improve our follow-up with our clients:

1. Embrace online review sites

Many law firms don’t trust online reviews, but denying their influence only hurts your firm in the long term. We openly engage on Review Solicitors and Google, responding professionally to our reviews, even to negative feedback, and leveraging reviews for reputation building. Reviewing all elements of that feedback to continually look to find ways to improve.  Resting on laurels is never an option.

2. Use technology to enhance user experience

We are passionate advocates for digital transformation in the legal sector. We seamlessly integrate our digital platforms into client journeys pre- and post-enquiry, using apps, live chat, client portals, and more to optimise convenience and communication. This frees up our time to build strong and effective relationships with clients. Our passion for technology has earned us recognition in the first-ever Digital Maturity Index in the conveyancing sector, where we were ranked 3rd nationally as the most technologically advanced firm and 2nd for firms of up to 199 employees.

3. Instil customer service disciplines firm-wide

Inconsistency can have a negative impact on a law firm for both clients and staff. Lacklustre follow-up is normally the result of poor internal structures and culture. We have invested heavily in our processes and staff training, committing to consistency firm-wide with customer service values permeating all roles and this is reflected in our culture.

4. Return calls ASAP

Prompt enquiry response is crucial. As a firm, we do not use voicemail, ensuring calls are answered within 20 seconds. If the person is not available, we strive for a 15-minute call-back window, with two hours as the maximum. First impressions count, and unreturned calls signal that you don’t value potential clients.

5. Send follow-up digital communication

We have automation in place to ensure new contacts receive a communication immediately after an enquiry, recapping our discussion and next steps, within 15 minutes of the enquiry. Quick reassurance builds trust and keeps you top of mind. We also go a step further with scheduled follow-up calls.

6. Schedule follow-up calls

We don’t end an enquiry without agreeing on a callback date to continue the conversation. Scheduling shows commitment and provides a deadline for progressing things.

7. Record communications

We have detailed tracking of all interactions in our case management system, as this is essential for prompt and personalised follow-up. It also enables us to analyse communication performance.

8. Ask for feedback

We actively request feedback as this makes clients feel valued and provides us with further insights to improve. We use positive reviews to recognise the outstanding work of our team and to build our reputation.

At Bell Lamb & Joynson, we have worked hard over the years to develop processes and train our team to ensure we follow up on the enquiries we receive, whether through our website, chat, by phone, or in-person in our high-street offices. Even if it’s a matter that we can’t help the client with we aim to deal with the enquiry and signpost if we can.  It’s always been a massive bugbear of mine that if I reach out to a company as a consumer and then get ghosted it leaves a poor impression of that business. Every time you have a chance to engage with a client it’s an opportunity to leave a lasting positive impression, catch some data and have a potential opportunity to support that client in the future. While there is always room for further improvement, we have over 1000 exceptional reviews on Review Solicitors, with over 330 in the last 12 months alone. They consistently exceed expectations, demonstrating our passion for getting it right from the start.

This proactive approach means we establish trust with our clients very early in the relationship and set the scene for the service we intend to provide throughout the relationship. First impressions are key right? When we onboard our clients, they know they can trust us. We receive 15,000 inbound calls each month, and each call is answered by a real person within 20 seconds. We don’t use voicemail, eliminating any barrier to client communication. In addition, we have thousands of visitors to our website each month and use live chat, ensuring we treat inbound enquiries and that initial touchpoint as a priority. This dedication to prompt and personalised communication is reflected in our outstanding client feedback and is evidenced by our award-winning service.

It is unfortunate that so many firms fail to even return calls, but it gives those that implement structured follow-up an instant edge. In our digital age, maximising convenience and communication quality is only becoming more important. As the First4Lawyers report concludes, “the battle for clients is getting ever fiercer, and no law firm can afford to ignore it.”

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Finding the balance

Lisa Walsh, director of marketing and business development at Bundledocs, outlines how tech solutions can ease employee workloads.

Lisa Walsh, director of marketing and business development|Bundledocs|

Legal firms are undergoing a transformation, with traditional methods being substituted by new and emerging technologies. While these changes may seem radical to some, embracing new technology leads to a reduction in the heavy workloads that have affected employees’ work/life balance. A survey conducted by Bloomberg Law found that lawyers have experienced burnout 52% of the time they have been working.

Employees’ expectations have changed over time and, now more than ever, it’s important for firms to adapt their ways of working to facilitate an improved employee experience.

Increasing efficiency

Traditionally, law firms have conducted their work using large physical files housed on site. Employees would be required to painstakingly search through materials to source information wasting hours each working day. As new tools continue to emerge, firms can now implement solutions that transform the way in which employees work.

As part of our offering, the core Bundledocs solution and PDF editor provides employees with the opportunity to work from any location at any time, maximising a team’s ability to create compliant documents for court. Solutions such as ours have enabled a shift from traditional methods, leading to a reduction in their overall workload and the time they spend on time-consuming tasks.

Improving experience

Attitudes to work changed after the pandemic, with 41% of people in a recent study stating that they were attracted to their role due to the work-life balance compared to their salary. To attract and retain talent, firms must support the ongoing development of their employees. A firm that invests in its employees fosters an atmosphere where talent thrives. As a result, employees will feel valued within the workplace.

Adopting tech solutions within a firm can reduce the time employees spend on tasks such as communicating with clients and research, providing them with the opportunity to spend time on self-fulfilling tasks such as further study and gaining experience in different areas. With the flexibility to upskill within the workplace employees will experience an increase in job satisfaction which can lead to higher rates of attraction and retention.

A flexible approach

Increasing connectivity, improving communication and collaboration are some of the benefits of adopting new technologies. With employees having experienced remote work, there is now an expectation that work can be completed through a hybrid approach. With legal tech, employees can still experience a traditional approach to work in a way that supports them and the firm. Teams can operate on cases across time zones as they now can collaborate and communicate on tasks regardless of location.

Similarly, employees can create court documents from their own homes owing to the ability to access case files through case management systems and create court-compliant documents. Firms are no longer restricted when it comes to hiring based on location – a flexible approach that relies on tech opens new opportunities when it comes to talent.

The emergence of legal tech has led to requirements changing to facilitate a digital world. It is important for firms to understand the significant impact that solutions can have on employees in comparison to traditional methods. As we move forward it is important for firms to understand the significance of finding the balance when it comes to their workforce.

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The LPM annual conference is the market-leading event for management leaders in SME law firms

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Video marketing is the way forward

Video-based content and thought leadership can shorten the sales cycle and help build trust amongst new and prospective clients, says John Wallace, managing director at Ridgemont.

John Wallace, managing director|Ridgemont|

HubSpot’s 2022 report on the use of video in online marketing found that more than 80% of online traffic is video based and that number is increasing year on year. The time to start producing video is now.

Videos offer us the opportunity to provide clients and prospects with leveraged, valuable content, making us an authority on construction and real estate law.  Our content enables us to take a prospect through the sales journey so that they understand our expertise, how we will charge, how our services will be provided and what is expected of them as a ‘good client’.  These videos act as a self-qualification system to ensure that those picking up the phone to us are much further down the sales process funnel than they would otherwise be.

And before you say “we already do videos,”  the vast majority of law firm produces videos that I have seen involve a ‘grey lawyer’, wearing a grey suit, sitting in a grey room, talking about a complex legal issue in a way that nobody can understand and nobody is going to be interested in.  Those videos don’t count.

The key to successful video marketing in law is that the video must be engaging, provide substantial and pragmatic value and look, sound and feel great. That is the winning recipe.

To produce great video content, legal businesses need to:

  1. Identify a target demographic for their marketing efforts
  2. Understand what issues or obstacles they are looking to overcome
  3. Spend time staring out of the window thinking about how great video content can help that person
  4. Produce a script in as natural a voice as possible, avoiding complexity, and providing pragmatic tips that viewers can implement now
  5. Find a great location that will be an interesting backdrop to the video
  6. Set up sound and lighting so the video looks and sounds great
  7. Record the video numerous times to ensure there is sufficient ‘reel’ to create a short min edit of a couple of minutes
  8. Remember, no ‘sales’, ‘call to action’ at the end of the video – you are building trust by providing valuable content, do not lose credibility by selling your firm at this stage.

You can get away with recording the video on an iPhone, but invest in a tripod, lighting and microphones. Always film in landscape. HubSpot’s report found that 64% of people considered production quality important or very important, so record up to five takes of each video to get it just right. Ensure that the presenter is energised when talking to keep a viewer engaged. Don’t sit down at a desk and prohibit head/shoulder shots, you will look like the ‘grey lawyer’.

To take things to the next level, you can sub-contract the recording and/or editing to a professional videographer. The difference will be substantial, but you may lose some authenticity if the production is over polished. Ensure all your videos have commonality and a sense of your brand.  You can take the strain from creating new content by asking strategic partners to co-produce content with you.

Ridgemont is launching a video-based website that will teach prospective clients everything about the firm, to allow them to self-qualify before picking up the phone to us. Our ground-breaking continuous professional development (CPD) registered educational hub will educate our clients so they have a handle on the legal framework in which they work and better understand the advice we give.  The fact that our courses are CPD registered means that our clients’ teams can ensure their professional development obligations are met by watching videos when they are on the train or waiting for a bus.

Video dominates the internet and is, put simply, how people want to consume content. Resisting is futile.

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The LPM annual conference is the market-leading event for management leaders in SME law firms

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