Business Planning and Execution

Contrary to much of the type around AI -- the value of human capabilities is ACCELERATING alongside, AI, not declining. 

When law firm leaders ask for recommendations on how to grow their firm we start the discussion at a high level. Most firms adopt one or more of the same growth strategies: Markets, clients, services, location, economics and/or competitors. In many cases, you can apply well-known checklists to evaluate the strengths and weaknesses of each strategy.

Background and objectives :    Sherman & Howard (S&H) was a market-dominant mid-sized firm – the oldest and third-largest firm in Denver, and one of the few remaining larger, independent and foundational firms in the city.  Today’s market demands that firms in this position compete with an ever-growing list of national or super-regional firms setting up shop in their HQ city.  S&H needed to adapt and grow to meet this challenge.    The task was to (1) evolve S&H goals and ope

Background and Objectives :    Quarles & Brady is an approximately 600-lawyer Midwest-based firm.  The firm was at a tipping point in terms of its vision and strategy.  As it neared the end of its Chair’s term, it needed to reset, agree on strategy, and find execution paths to transition leadership successfully and continue to grow well.    The task was to (1) reset strategy in line with market demands; (2) manage governance to facilitate the reset while staging for leadershi

Background and Objectives :   The client firm was a 75-lawyer Denver firm with a sterling market reputation and growing profits.  The firm had been approached by several potential market entrants exploring a merger, and firm management wanted to develop a logical, culture-driven, and thorough approach to its strategic options.      Approach and Implementation :    In collaboration with market leaders, we analyzed the firm’s market position from both an external and internal p

Background and Objectives : Kneis, Helland & McPherson is a market-dominant niche Family Law firm in Colorado Springs, Colorado.  The firm reached out to EvolveLaw to help set and execute goals, manage talent, and consider succession plans.  The partners were overworked, there were some talent instabilities, and there was no clear vision and strategy to maintain the firm’s market position.    The tasks were to (1) build partner consensus around vision, strategy, and execution

Background and Objectives :  Coan, Payton & Payne is a leading business firm in Ft. Collins, Colorado, with an expanding practice along Colorado’s Front Range.  The firm wanted to reassess sustainability, with a particular focus on partnership structure and compensation.    The task was to review and advise on the firm’s existing Strategic Plan and help the firm execute its strategy into the firm’s partner compensation system.     Approach and Implementation :  EvolveLaw work

Roxanne Jensen, Founder and Managing Director of EvolveLaw, worked as a consultant for a mid-sized Rocky Mountain regional firm to help set, refine, and execute a comprehensive strategy in the New Normal legal marketplace.  Roxanne’s work was pivotal to the firm’s eventual merger of equals with an out-of-market western firm.