More people, clients and capability.
WHAT CONSTRAINS GROWTH
Qualified people Your own capacity to supervise and win work Working capital Reputation in new areas
WHY SUPERVISION BINDS
Work must be reviewed, and reviewers are the same people who do the complex work.
WHAT TO ESTABLISH BEFORE HIRING
Whether there is sustained work for the person Who will supervise them What they cost fully loaded, against what they can bill
WHAT TO CALCULATE
Break-even chargeable hours for a new fee earner.
WHY
It tells you how long until they contribute.
WHAT TO IMPROVE FIRST
Utilisation Realisation and write-offs Rates Collection
WHY
They increase profit without adding people.
WHAT DELEGATION PROVIDES
Capacity at senior level for work only they can do.
WHAT IT REQUIRES
Trained juniors and documented methods.
WHAT TO DOCUMENT
Standard processes, templates and checklists.
WHY
They are what allow consistent work by less experienced people.
WHAT PRODUCTISING PROVIDES
Revenue not strictly tied to hours.
WHAT THAT LOOKS LIKE
Defined services at fixed fees Subscription advisory arrangements Training and materials Tools and templates
WHY IT MATTERS
It breaks the link between revenue and hours worked.
WHAT ADDING SERVICE LINES REQUIRES
Genuine competence Someone accountable Demand from existing clients, preferably
WHAT TO MEASURE
Revenue and profit per fee earner Utilisation and realisation Client concentration Referral sources
WHAT TO PROTECT
Quality and reputation, which is the entire asset.
