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I often use the term “Silly Season” to describe the last three months of the law firm calendar year. I first heard the term from J.J. McCann, the managing partner of the now long-gone Donovan Leisure Newton & Irvine firm. Mr. McCann coined the phrase for that period of the year when the partners in his (and most other major law firms) began to pay attention to the need to collect long overdue invoices and call clients to discuss significant fee overruns on matters that remained undiscussed and unbilled.
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Financial Strategies that Improve Security and Optimize Your Technology Spend
By Mike Henderson, Whitney Jones, and Bill Pitcairn
Shifting large IT purchases over to a predictable monthly expense is a pricing model that has taken over most industries with the introduction of cloud services, and this can be a particularly useful model during challenging markets.
Legal Operations Success In an Uncertain Economy
By Ari Kaplan
In the uncertain economy that is characterizing the first quarter of the year, there remains a significant emphasis on demonstrating value to secure new resources.
Top 7 Reasons Firms Are Leveraging Experience Data
By Jason Noble
Looking forward, firms appear to be counting on rate increases to maintain profitability, but there are signs that clients are likely to be more resistant to further rate hikes as payments slow down and realization was in decline at the end of 2022.
Law Firm Profitability and Learning from the Past
By J. Mark Santiago
Future partners will be identified, developed, and elected from the associate ranks, so they truly represent the future of the firm. Reducing the number of associates from which to choose future partners is a risky undertaking.
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