Fractional operations for legal services
Referral relationships are the business, and the rules on how you are allowed to describe them are not optional.
One engagement covering all three, with the staff and the systems behind it.
- For referral networks and practice groups
- Twenty years in luxury goods and precious metals
- Twelve companies operated, six of them mine
- One engagement covering operations, software and demand
What this looks like in legal services
The three-hire problem shows up the same way everywhere, but the shape of it changes by sector. In legal services it usually means coordination software with the statutory language kept out of every surface is the thing nobody has got to, because it needs an operator, an engineer and a demand person at the same time.
One engagement covers all three. My staff carry the day to day and I hold architecture, strategy and quality, which is why a ninety-day scope is realistic rather than optimistic.
Referral relationships are the business, and the rules on how you are allowed to describe them are not optional.
Why legal services specifically
I have operated in it
Twenty years in luxury goods and precious metals, and twelve companies across five industries including this one. This is not a vertical I read about before the call.
High ticket, trust-dependent
Every business I work with has the same underlying shape. The purchase is significant and the barrier is confidence, not awareness.
Compliance is designed in
I check the law before I build. Consent rules, statutory language, privacy and trademark exposure, handled before the thing ships rather than after.
You own the result
Code, accounts and documentation in your repositories under your credentials, with handoff notes written as I go.
Start with a diagnostic.
Two to four weeks, fixed price, scope agreed in writing. You get the plan and one working thing.
I take limited engagements.