A respected three-office firm where the work was excellent and the operation was held together by two paralegals who never took the same week off. Client intake meant re-keying the same details into four places. Conflict checks were thorough and slow. Month-end billing was a five-day crunch that everyone dreaded and nobody questioned, because that was how it had always been done. Moura had seen consultants before: a deck, an invoice, a shelf. What she wanted was different: someone to install a fix and then leave the firm genuinely able to run it. That condition, that it had to outlive the engagement, shaped everything that followed.
New matters were typed into four systems by hand. Every re-key was a chance for a conflict check to miss.
Billing compressed into five brutal days because time entry drifted all month with no rhythm.
For a firm, of all businesses, too much of who-decided-what lived in hallway conversations.
One form feeds every downstream system, with a person confirming conflicts before a matter opens.
A weekly rhythm replaced the five-day crunch. Time entry now happens while memories are fresh.
Decisions, deadlines, and delegation now leave a record the firm can stand behind under scrutiny.
I expected a consultant who'd talk and leave. Instead they installed something real and stayed until it ran on its own.
Moura C. · Senior Partner · Regional Law Firm
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