Managed technology and marketing services for law firms.
Your practice management system, your document management, your intake and your email were bought at different times by different people, and have never been made to work as one system.
The gaps between them are where matters get lost and where confidentiality quietly erodes.
Named response and resolution targets by priority, with a written escalation path.
Support scales with headcount, not guesswork. Four bands, custom above ninety seats.
Every platform, contract, cost, renewal and access path inventoried, with written findings.
Backups verified by periodic restore, because an untested backup is a hope.
Small and mid-sized firms where the technology decisions have been made one vendor at a time, and nobody owns the whole picture. Usually the managing partner is also the person approving software renewals they have never read.
Four managed layers, sold as one relationship.
Every client starts at the base layer. What sits above it depends on what you already have covered and what is currently on fire.
Base Operating Layer
One person who knows your firm and a real channel to reach them. A single register of every platform, login, contract, cost and renewal date. A monthly report written for a managing partner, not for an IT department.
Technology & Systems
Client confidentiality is a professional obligation, not a preference, which makes access control and email security load-bearing rather than optional. Quarterly permission and external-sharing reviews across the document management system, email hardened against the impersonation and wire-fraud attempts aimed at firms specifically, and matter files backed up with verified restores.
Demand & Growth
Intake is where firms lose the most money, usually to a voicemail box nobody checked. We run the CRM as an intake system and report on where signed matters actually came from, not where you assume they did. Local search is fought practice area by practice area, not on the firm name.
Advisory
Standing principal time for the decisions a firm cannot easily reverse: practice management platform selection, document automation, intake architecture, and the AI adoption question, which for a firm is a confidentiality question before it is a productivity one and needs a written policy rather than an informal understanding.
Setup & projects
One-time work that makes the managed work possible.
Questions firms actually ask.
It owns your operating systems rather than advising on them. One team responsible for the platforms, the vendor contracts, the renewals, the access controls, the backups and the integrations between them, with named response targets when something breaks. The alternative is what most firms run: a practice management vendor, an IT person who answers sometimes, and nobody accountable for the space between them.
Your practice management vendor supports their software. They do not cover email and identity, endpoints, your network, backups, the document management system, your website and intake forms, or the integrations between any of it. Most firms find the gap when a matter goes missing between two systems and each vendor points at the other.
A competent internal hire covering this scope is a senior salary plus benefits, and they take the knowledge with them when they leave. A managed engagement spreads that across a team with documented systems and a written register of your stack, so continuity survives turnover. It also scales down, which a salary does not.
With technical controls rather than promises. MFA and encryption enforced across the estate, quarterly permission and external-sharing reviews across the document management system, offboarding that actually removes matter access, and email hardened against the impersonation and wire-fraud attempts aimed at firms specifically. Your obligations under your rules of professional conduct remain yours; our job is to make the systems support them.
Because it is where firms lose the most money, usually to a voicemail box nobody checked or a form that stopped delivering months ago. We run the CRM as an intake system: capture from every source, response-time tracking, nurture for matters that are not ready yet, and reporting on where signed matters actually came from rather than where the firm assumes they did.
Yes, but it needs a written policy rather than an informal understanding, because for a firm AI adoption is a confidentiality question before it is a productivity one. That means deciding which tools are approved, what may never be pasted into them, whether inputs are used for training, and who reviews output. We help you write that policy and configure the tools to match it.
It stays yours, and so does the documentation. The onboarding audit produces a written register of every platform, contract, cost, renewal date and access path, and you keep that document whether or not you continue. There is no proprietary layer you have to keep paying for to retain access to your own systems.
Yes. The technology and marketing work is not jurisdiction-specific, and most of it is delivered remotely regardless of where the firm sits. Where advertising or solicitation rules differ by state bar, we build to the rules that apply to you and route anything genuinely borderline back to you for review rather than deciding it ourselves.
Start with your intake and your systems.
Share your stack and where things feel stuck. We follow up with next steps and, if it's a fit, a scoped quote.