A 20+ year law firm grew over 40% over the course of the last 5 years. In doing so, the individual practices within grew at disproportional rates. The volume of work being generated, driven primarily by their work with Private Equity and Buy-Side/Sell-Side transactions, led to resource fatigue and attrition of critical expertise roles.

As the senior partners look to the future, creating a succession plan that transfers the organization from first-generation founders to second-generation leaders was very top of mind. Ensuring the industry knowledge, brand recognition, and delivery of complex work is critical to the success of this eventual transition.

We conducted internal interviews, marketplace assessments, and strategic plan review. Role personas were created, focused on creating a leveraged service model that can better scale with the increased demand. Workshops were conducted to align each of the practice areas to an integrated business transaction law firm of the future. In addition to this, resources needs were identified to meet the future state firm.

An aligned and integrated firm strategic plan and roadmap has helped the firm prioritize recruiting efforts as well has better sell into their marketplace. Retention and performance have increased and organizational fatigue has decreased, all while serving a more focused and complex market.