[ For firms that sell expertise by the hour ]
Law firms, chartered accountants, consultancies and agencies. The recurring problems are the same everywhere: time that never gets recorded, matters without a clear owner, and documents nobody can find.
Law firms, chartered accountants, consultancies and agencies. The recurring problems are the same everywhere: time that never gets recorded, matters without a clear owner, and documents nobody can find.
Tell us how many fee earners and how you billTimers on the matter, quick entry from mobile, and a weekly nudge. Time reconstructed on Friday is time under-billed.
Every document, email, note, deadline and invoice attached to the engagement rather than scattered across drives and inboxes.
Statutory dates, hearings, filings and renewals with escalation before they pass, not a calendar entry someone hopes to see.
Status, documents and invoices in one place, which removes most of the "any update?" email traffic.
Matters, clients, teams, deadlines and documents in one system, so the firm stops running on shared drives and memory.
Time capture that people actually use, multiple fee arrangements, draft bill review, and reporting on realisation and WIP.
Matter status, shared documents, e-signature and invoices, which cuts status-chasing email substantially.
How work arrives, gets accepted, staffed, delivered, billed and closed — including the conflict and onboarding checks.
Client, matter, parties, fee arrangement, team and deadlines, defined so that everything else can attach to it.
One tap from the matter, mobile entry, sensible defaults. Every extra step costs recorded hours.
Versioned, permissioned, searchable and attached to the matter, with templates for the documents produced repeatedly.
Hourly, fixed, retainer or milestone, with draft bills reviewed before they go out and integration into your accounting.
Realisation, utilisation, work in progress, ageing receivables and profitability by matter and by client.
Professional services firms lose money in two predictable places. The first is unrecorded time — work done on Tuesday and written up on Friday is always less than what happened. The second is realisation, the gap between hours recorded and hours actually billed and collected, which most firms cannot see because nothing measures it.
Both are fixed by making capture trivial and reporting honest, not by adding process. Software that asks fee earners to do more administration reduces recorded time rather than increasing it, which is the opposite of what it was bought for.
One tap from the matter, on mobile, with sensible defaults. Every extra field costs the firm billable hours.
Hours recorded against hours billed against cash collected. Most firms have never seen this number and it is usually a surprise.
Documents, deadlines, notes and invoices attached to the engagement. Shared drives and inboxes are where matters go to be lost.
Clients increasingly want a price rather than an hourly rate, which makes tracking effort against fixed fee the number that decides profitability.
First drafts of routine documents arrive faster, which changes what an hour of a junior's time is worth and how work is priced.
Status and documents on demand rather than by email request. Firms without one now spend meaningful time answering questions a page could answer.
Only if it takes seconds. We build one-tap timers on the matter, mobile entry, sensible defaults and a light weekly nudge. Firms that move from spreadsheets to a system designed this way typically see recorded hours rise, which is generally a truer picture rather than more work.
Let’s talk about your professional services project. No obligation, just a conversation.
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