The Business of Law

Growth in a law firm rarely comes from a single rainmaker or a single campaign. It comes from the accumulated strength of client relationships, the ability to cross-serve work across practices, and the discipline to invest in markets before they mature.

The firms that grow most durably treat growth as a system rather than a personality trait — one that can be measured, taught, and supported by technology.

Business development in law is fundamentally about trust built over long periods. What has changed is the visibility: firms can now see how relationships form, where attention is being spent, and which opportunities are quietly going unattended.

Relationship intelligence is the practice of making a firm's collective network visible and usable. When relationships live only in individual inboxes and memories, they leave with the individual. When they become institutional, they compound.

This is much of what I work on day to day at the intersection of legal technology and firm growth.

Most technology failures in law firms are not technology failures. They are adoption failures — the result of tools that ignore how lawyers actually work, or rollouts that ask busy professionals to change behavior without an obvious return.

Adoption improves when the technology reduces effort rather than adding a new place to enter data.

Selling into the legal profession rewards patience, credibility, and genuine industry understanding. Companies that grow well in legal tend to build trust in the community first, and treat the market as a set of relationships rather than a funnel.

More about my background and this work is on the about page.