AMLAW Firm, Government Contacts Group
While this partner was an expert in government contracts, he was one of the only lawyers in the firm focusing in this area. This made it impossible for him to secure the large clients he was capable of servicing. We both saw the potential of this practice area, if he had the right team.
So, after coaching him individually for two years and solidifying his personal brand and marketing approach, we set about building a team. From within the firm we recruited a seasoned litigator, senior litigation associate, patent prosecutor, and another attorney in DC who was doing some government contracts work. This gave the group enough critical mass to attract a lateral who has extensive experience in this area.
We ran the team through our PracticeLaunch program, which started with a group retreat. During the retreat and the subsequent meetings, we developed the business model, strategic plan, and marketing plan for the team. We assisted each team member in identifying their best contacts and developing a personal marketing plan. Lastly, we passed the day-to-day coaching support off to the in-house business development manager.
- Within three months of the retreat, the group landed a bid protest case that generated over $500,000 in fees.
- Team members are fully billable.
- The team has a clear direction, value proposition, and is building its brand in the industry.
- The camaraderie and collaboration amongst the team members, is the some of the best we have ever seen.
- The team now has the capacity to pursue the large clients that had eluded the original partner.
Regional, Full-Service Firm, Sustainable Business Group
The corporate group of this 150-lawyer firm was not growing. The lawyers were operating as individual silos and did not have a group focus. While they had a large client base, the vast majority these clients were small and not delivering much revenue. In addition to growing overall revenue, they also needed to increase the size of their clients.
We began the project by analyzing their client base (revenues, growth rate, profitability, and industry). Next, we analyzed each lawyer’s strengths and challenges. Lastly, we analyzed the local market for opportunities. Back in 2005, when we began working with this group, the Cleantech or sustainable business movement was in infancy. During our analysis, we discovered that this firm was very socially conscious, on the forefront of recycling, and regularly won awards as one of the Best Places to Work. Further, climate change was increasingly in the news.
During a brainstorming meeting, we came up with the idea of exploring the nascent area of clean technologies. We conducted more research and determined if the market grew the way it could, it would be worth the firm investing in this area.
We created a new Sustainable industry group. In addition to the corporate lawyers, we included lawyers with backgrounds in socially conscious investing, organic food, high technology, and green building. At the time, there were no Cleantech associations or groups. Many people wanted to participate and capitalize on this movement, yet there was no place to meet, learn, and network. So, we created the Sustainable Business Leadership Forum. This became a monthly event where the industry players could learn and network each month. We also helped the group develop their website, brochure, and sponsorship activities. We worked with the individual lawyers to help them successfully convert leads generated from the Forum and their personal networks.
- The group developed a very clear and sustainable focus.
- This effort positioned the firm to be one of the leaders in the sustainable business movement.
- Originations grew and the size of their clients increased.