The Impact
A selection of project work across data and analytics, knowledge and enablement, governance and compliance, and workflow and operating model.
Marketing Performance & Client Conversion
Challenge. Marketing results could not be assessed reliably because campaign activity, enquiries, case files, and revenue were not consistently linked. This limited confidence in what was working and where effort should be focused.
Approach. Data was identified at each stage of the client journey so marketing activity could be linked to work outcomes: marketing source → enquiry → case file → revenue. Gaps in marketing and referral information were identified, recording standards were established, intake forms updated so marketing source was recorded at first contact, and reporting was configured so conversion and ROI could be reviewed by channel and campaign.
Impact. The firm can now review marketing on consistent measures to inform spending, audience targeting, and marketing effort, and see the results of marketing activities as evidence. With enquiries, case files and revenue linked end-to-end, client conversion and return on marketing investment became a recorded, reliable and repeatable business insight.
Staff Performance Dashboard
Challenge. Performance reporting relied on manual monthly compilation, creating unnecessary workload and leaving leaders and solicitors without a timely, trustworthy view of performance.
Approach. Reporting was rebuilt as a self-serve dashboard designed around the questions used to manage performance. Manual reporting was replaced with a visual dashboard automatically connected to case file and staff performance systems, surfacing case file load, fees, debtors ageing, utilisation, and budget vs billed. The visual design reframed the dashboard from a monitoring tool into a personal growth tracker.
Impact. Monthly report preparation dropped from six hours to six minutes. Reporting is now consistent and repeatable. Leaders and solicitors catch issues earlier, and productivity rises as targets became visible and progress felt worth chasing.
Knowledge Sharing Platform & Private AI Assistant
Challenge. Staff struggled to quickly find reliable internal guidance, and day-to-day coordination suffered because it was hard to see who was away, where people were working, and how capacity was changing. In the absence of a fast way to get answers, many were turning to personal AI accounts — placing confidential information outside the firm's control.
Approach. An intranet-style platform was built as the firm's single source of guidance, with a private AI assistant layered on top so finding an answer became as fast as asking for one. Knowledge content was structured into clear, searchable pages so staff could self-serve answers, a staff movements dashboard showed leave and location information, and a curated useful-links area and a technology and tools register made commonly used resources easy to find. A private, self-hosted AI assistant was added to answer questions from the platform's own documentation — every response citing its source, with explicit decline rules and firm-controlled hosting keeping questions and content inside the firm.
Impact. Staff now find information without interrupting each other — searching the platform or simply asking the assistant — and coordination runs faster and more consistently. Clearer access to tools, resources, training, and information has strengthened organisational planning and onboarding, dramatically cutting down the firm's reliance on individual knowledge. Confidential information stays inside the firm — AI adopted on the firm's terms.
AI Governance & Tool Setup
Challenge. The firm wanted the benefits of various AI tools, but lacked a framework around use that would not create confidentiality risk, overreliance, or inconsistent quality standards.
Approach. A governance model was created to fit legal work habits and make safe AI use repeatable in day-to-day practice. An AI risk assessment approach with clear boundaries and escalation principles was developed, a practical workflow (P.A.C.E. — Plan, Assess, Create, Evaluate) was implemented for consistent usage, the governance material became instruction sets for AI tools to align organisational intent with tool behaviour, and governance was anchored in human accountability and review for any critical output.
Impact. AI adoption became structured, predictable, safer, and more consistent, with clearer expectations for how AI tools should be used and how work was to be drafted and checked. Leadership gained confidence that productivity gains could be realised without undermining professional obligations or auditability.
Staff Shoutout Noticeboard
Challenge. Good work and positive behaviours were often recognised, but only privately or briefly, limiting visibility across the firm and reinforcement of culture.
Approach. A lightweight recognition system was designed to make contribution visible across channels with minimal friction. A simple form-based automation was built to encourage consistent participation, shoutouts were deposited into Slack and email so recognition reached the whole firm, and a staff-facing display was created for shared spaces with rotating shoutouts.
Impact. Recognition became visible, consistent, and inclusive across teams while encouraging participation through an exciting and easy-to-use method. Over time, the noticeboard became a reusable library of examples to support onboarding, reinforce standards, and strengthen culture.
Enquiry Handling Visibility & Analysis
Challenge. Leaders could not easily see what was coming into the firm, what was being responded to, what was being missed, or where delays were occurring, creating avoidable risk and lost opportunities.
Approach. A management-friendly dashboard was implemented to provide a clear, shared view of enquiry workload, responsiveness, and outcomes. An enquiry management workflow was embedded into Slack so enquiries could be followed from first contact through to resolution, a visual dashboard showed volumes, trends, and where follow-up was required, the dashboard highlighted bottlenecks and backlog risk, and reporting was designed for regular operational review and continuous improvement conversations.
Impact. Enquiry handling became easier to manage day-to-day, with earlier visibility of workload, delays, and dropped handoffs. This created a practical basis for improving responsiveness and consistency, managing staff resources and call handling, and reducing opportunities lost to slow or unclear follow-up.
Staff Reimbursement & Approval Workflow
Challenge. Staff needed an efficient way to submit reimbursements with receipts, while the organisation needed approval and spending oversight so higher-value claims were visible to the board for approval before payment.
Approach. A form-led reimbursement workflow was implemented with automation to route approvals and streamline finance processing. A submission form was created with receipt upload and structured expense details, approval thresholds automatically escalated higher-value claims to the board, automation created the corresponding bill and line items in Xero, and finance visibility was improved through a centralised queue/status view from submission to payment.
Impact. Staff could submit claims quickly and consistently, dramatically reducing back-and-forth and improving the reimbursement experience. The organisation gained clearer governance over spend, with transparent approval for higher-value claims and cleaner Xero records for reconciliation and reporting.
Safe Custody Standardisation
Challenge. Safe custody records were difficult to locate and maintain at scale, creating avoidable risk and slowing retrieval when documents were needed, especially across offices.
Approach. An improvement strategy was developed focusing on workflow training, packet administration, and consistency across teams. Numbering and record taking were overhauled, creating consistency in record management across offices, and training was conducted in the safe custody software ensuring proper cardinality rules (one client, one packet, multiple case files).
Impact. A compliant and auditable approach to safe custody management was established, improving confidence in record keeping and file handling. Retrieval became substantially faster and more defensible, and reliance on institutional knowledge reduced through explicit, documented rules.
Practice Management Evaluation & Transition Strategy
Challenge. Frustration with the firm's practice management system was building pressure for a quick switch, while the true cost, risk and readiness implications of a migration remained unexamined — leaving a major commitment exposed to an emotional decision.
Approach. A structured evaluation was carried out so the decision could be made on evidence rather than sentiment. A master register of requirements was compiled across every practice area, giving each candidate system a consistent basis for comparison, vendor offerings were evaluated against the register, surfacing material licensing and integration costs that had been excluded from an initial quote before any commitment was made, a multi-year cost model was built comparing staying, switching and hybrid paths, and a readiness-first transition strategy was recommended, aligning any future migration with licence terms and the firm's capacity to absorb change.
Impact. The firm avoided committing to a migration whose full costs had not been visible, and the decision moved from sentiment to evidence. The requirements register and cost model remain reusable assets for any future systems decision, reducing reliance on vendor-led framing.
AML/CTF Compliance Readiness
Challenge. New anti-money-laundering and counter-terrorism financing obligations were approaching for law firms, and the firm needed to be ready without handing the entire program to external consultants — creating a risk that deadlines would arrive before capability did.
Approach. A complete compliance program was built in-house and embedded into day-to-day practice. A firm-wide risk assessment was completed and translated into policies and procedures staff could actually follow, the firm was registered with AUSTRAC and a compliance officer was appointed, intranet guidance, process flowcharts and a staff explainer series were created so obligations were understood at every level, not just documented, and training was delivered across offices to embed the new obligations into existing workflows.
Impact. The firm reached its obligations ready, registered and trained, without external consultants. Compliance became part of how case files are managed rather than a document on a shelf, with guidance staff can return to as obligations evolve.
Case File Automation
Challenge. Opening a new case file required manual setup of the document workspace, security and folder structure every time — repetitive work that invited inconsistency in exactly the places consistency matters most.
Approach. The setup was automated end to end, triggered from Slack as part of the firm's existing intake workflow. A standard template was implemented so folder structures and security settings are applied identically on every case file, automation was added to patch case file details in once the workspace exists, removing manual re-keying, and the trigger was embedded where new case files are already managed, so opening a case file correctly became the path of least resistance.
Impact. Case files now open with consistent structure and security applied by default rather than by memory. Staff time moved from repetitive setup to the work itself, and the firm gained confidence that every case file starts from the same foundation.
Conveyancing Process & Precedent Overhaul
Challenge. Conveyancing work across two brands had drifted into inconsistent workflows and duplicated, outdated precedents — so quality depended on who handled the case file rather than how the firm ran it.
Approach. Processes and precedents were standardised together, with controls to keep them that way. End-to-end workflows were mapped and standardised, with case file folder structures aligned across offices, every email template and precedent was reviewed, consolidated and brought up to date, a change-control process was introduced with clear approval roles, so precedents can evolve without drifting apart again, and checklists and an initial-call sheet were created, and training was delivered across offices.
Impact. Conveyancing case files now run the same way regardless of office or operator, and precedents are maintained through a controlled process rather than individual habit. Reliance on institutional knowledge reduced, replaced by documented workflows new staff can pick up quickly.