Performance issues are often visible in the numbers, but their causes usually sit in how the firm is organised and run.

 

As firms grow and become more complex, financial performance increasingly depends on the strength of the underlying business model, not just demand for legal services. Cost pressure, pricing constraints and higher client expectations mean that inefficiencies in delivery, resourcing and decision-making quickly translate into margin squeeze.

 

Our work on business performance focuses on the practical levers that drive profitability and scalability. We help firms assess whether their business model, operating structure and level of professional support are fit for purpose. This includes how work is resourced and delegated, how partners, teams and business professionals are organised, how technology and knowledge are used, and how financial information supports timely decisions. We benchmark both the operating model and cost base against comparable firms to test assumptions and identify improvement opportunities. The emphasis is on changes that partners understand and support, strengthening transparency, accountability and consistent delivery.

 

Our work in this area typically includes:

 

• Reviewing the firm’s business model, including leverage, resourcing and delegation

• Assessing the scale, structure and effectiveness of professional support functions

• Benchmarking operating models and cost bases against comparable firms

• Improving efficiency and service delivery across practices and matter

• Applying technology, process improvement and project management to support delivery and margin

• Designing performance dashboards and financial reporting that support decision-making

• Ensuring the operating model supports the firm’s strategy and long-term profitability