Solving the dilemma: controlling legal costs without compromising quality.
These days, it seems like large law firms are either merging with others – or else dying.
In Boston, venerable firms like Hill & Barlow have folded. Another old guard bastion, Ropes & Gray, acquired another major firm, and now has nearly 800 lawyers. Hale & Dorr merged with another huge shop, in the process becoming Wilmer Hale.
The
resulting behemoths unquestionably provide skillful, full-service
representation to businesses. Unfortunately, it is at a price that
usually only the largest and richest companies can afford.
Small
businesses and individuals must rely on smaller firms and solo
practitioners. Despite the many outstanding lawyers in this sector, the
quality is less predictable. Many small firms and solo lawyers are
behind the curve in terms of technology, and struggle to manage
information as effectively as larger firms.
Indeed, I
have taken over cases from solo practitioners where the file arrives in
a jumble, and where the client complains that their previous attorney
appeared stressed and overworked, and was slow in returning phone
calls.
Compare this scenario to major firm representation –
where every lawyer has a Blackberry on his or her belt – and it clear
that small businesses can be at a competitive disadvantage in terms of
representation.
And this, in a nutshell, is the problem. Large
firms offer ample talent and resources, but are far too expensive for
the small business. The average solo practitioner/small firm, on the
other hand, is affordable but is often overwhelmed, particularly in
disputes where they must go head-to-head with the mega-firms.
The
Hahn Law Group resolves this dilemma by providing legal counsel to
small businesses and individuals that is high-quality, tech-savvy, and
yet affordable. Here are some key elements of this strategy:
1. Technology.
With
technology exploding in the business and legal worlds, small firms have
a powerful new tool at their disposal. For the past five years, in
addition to constantly integrating new technologies as a practitioner,
I have been teaching a seminar called “Technology and the Paralegal” at
Boston University’s paralegal certification program. I teach new
paralegals the key technological building blocks of modern legal
practice – Excel, PowerPoint, advanced Internet research and others. I
also introduce them to specialized legal software programs like CaseMap
(case management software) and LiveNote (deposition transcript
management software).
These and other tools are now critical
in the practice of law. Many federal courts now require that legal
pleadings be filed electronically. Many courtrooms are wired for the
use of PowerPoint and other software. The Internet is an increasingly
potent tool for legal and factual research.
The lawyer or firm
that ignores these and other technological developments find themselves
at a major disadvantage. Unfortunately, a great many lawyers simply
don’t like to deal with technology. They feel like they are “too busy”
to take the time to learn a new program or tool.
At the large
firms, this isn’t as much of a problem, since there are information
technology professionals and paralegals to turn to. But at small firms,
where resources are limited, lawyers often fail to make use of
technology. The result? They fall farther and farther behind the curve.
Thus, we have another version of our core problem – large firms
have sufficient resources, but are too costly, while most small firms
and solo practitioners often lack a grasp on cutting-edge
technologies.
In my practice, I offer a “third way.”
I charge reasonable rates. But through my expertise in technology, I
can achieve a standard of information management that is on par with
mega-firms.
Not only do I utilize the tools that I teach to
paralegals at my Boston University seminar, but I use a customized
Microsoft Access module to track case information. This solution is the
result of years of observation of what works in terms of tracking the
flow of factual and legal information in business disputes.
2. Effective Delegation.
Many
lawyers are simply not good managers, and fail to effectively rely on
associate attorneys and paralegals. The result is higher bills for
clients, given that lawyers are charging anywhere between $150 and $400
per hour perform for tasks that should be handled by a paralegal.
Once
again, the small firm and solo practitioner face a lack of resources.
Often, these lawyers can’t afford a paralegal, and end up doing
their own administrative work.
I have solved this dilemma by
working with a paralegal with nearly 20 years of experience working for
lead partners at major Boston firms. At those firms, the Hahn Law
Group’s certified paralegal, Lauren M. Serreti, often found herself
explaining routine litigation tasks to junior associates (who are
rarely, if ever, taught such things in law school).
In short,
she can effectively perform, at a fraction of the cost, tasks that
lawyers are struggling through at the mega firms and which at smaller
firms are performed by lawyers at an excessive cost.
3. Sticking to Our Knitting.
The
Hahn Law Group’s expertise is in the efficient, effective resolution of
business disputes, and in particular contract matters. Drafting
contracts that will protect clients’ rights should a dispute ever arise
is also a focus.
If your dispute involves, for example, a
contract with a vendor; the collection of sums owed from another party;
a dispute within a closely held corporation; or an employment law
issue, I can offer years of experience in these areas.
Unlike
many lawyers, I don’t attempt to range far beyond my areas of
expertise. Instead, I maintain a strong network of attorneys in whom I
have confidence to refer appropriate matters.
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