Law Practice Management Asked and Answered Blog
Jun 20, 2017
I’m a second generation attorney (about 5 years’ experience) at a small liability defense firm in Southern, California. My father is the managing partner and we have three total attorneys. My father and his partner probably have 5-7 years left practicing. We only do California workers’ compensation defense. I’m planning on taking over the practice but am concerned about trends in the industry that will affect profitability, such as more stringent billing guidelines/bill audits, cuts to travel time, etc. What are the characteristics of a successful liability defense firm that I should strive towards? (i.e., # of attorneys, leverage, overhead ratio, revenue per lawyer, etc.)
I appreciate your concerns. Both workers’ compensation defense and civil insurance defense firms have a real challenge with the performance pressures placed on them by their clients, billing guidelines and audits, and low billing rates. I have civil insurance defense firm clients across the country billing at rates averaging from $175 to $225 per hour and workers’ compensation defense firm clients billing at rates averaging from $140 to $175 per hour. Some firms are being required to take on more work on a flat fee basis.
Here are a few thoughts concerning characteristics of successful liability defense firms that you should strive towards:
- Number of attorneys will depend upon the amount of business that you can bring into the firm. If you are a sole owner you should have an additional four associates to achieve the level of leverage that you will need to be profitable. This assume that the work is there to keep them all busy.
- You should strive for a leverage ratio of four associates to every owner. Resist the temptation to make everyone a partner.
- Hold the line on expenses and remember that your largest expenses are salaries and office space. You do not need to hire lawyers from top tier law schools and pay the salaries that such lawyers are able to command. You also do not need to have your office in an A or B+ building. Look for B or C+ office space.
- Revenue per working lawyer should be in the $300,000 range.
- Profit margin (earnings available to owners) should be in the 35% to 45% range.
- Annual billable hours should be 2000 or greater for each attorney.
- Ensure that you tie lawyer compensation to performance. Pay your associates a salary but also have a variable performance bonus based upon billable hours collected or dollars collected. Keep the salary low enough that they are still hungry.
- Diversify the practice. Actively market to more companies and organizations that you can represent directly rather than representing strictly insurance companies. Consider big box companies as target clients. Get on their panels and bid lists. Consider expanding into civil liability defense work rather than doing just workers’ compensation. Many law firms in the Midwest do both.
- Some of our clients have found that a federal workers’ compensation practice is beneficial.
Here are links to two articles on defense firms that you might find interesting.
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Mar 14, 2017
I am a newly appointed managing partner for an eighteen attorney law firm in Dayton, Ohio. We are a employment law litigation firm that represents plaintiffs on a contingency fee basis. We have been in business for five years and we are facing severe cash flow and profitability challenges primarily due to lackluster contingency fee outcomes. Do you have any guidelines or suggestions as to what we should be aiming for?
In general I find that successful contingency fee law firms are:
- Sustainable over the long term
- Are disciplined, have order and common vision, and manage the firm like a business.
- Have long-term talented people that are passionate and team players.
- Organized and have structure.
- Have the right people on the bus and in the right seats.
- Meet on a structured basis.
- Have a long-range plan.
- Have a budget.
- Have fee goals for each producer.
- Have a marketing plan.
- Are consistently profitable.
- Have solid cash flow.
- Use metrics to manage the firm.
- Are financially stable.
- Have a succession plan.
- Are diversified – both practice areas and case portfolio.
I would use this as sort of an initial performance checklist. You may need to examine your case portfolio and your contingency fee case risk profile and look for ways to diversify your case mix.
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