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| Fractional COO for Lawyers | Published Author | Fixing operational chaos, improving cash flow & building sustainable processes | Established or those planning to start their own law firm |

09/04/2026

Law firm owners: which task would you happily NEVER do again?

Not the thing you think you should delegate.

The thing you would genuinely celebrate never having to touch again.

Billing?
Scheduling?
Following up for documents?
Managing the inbox?
Intake?
Chasing people for time entries?
Something else entirely?

I'm curious because one of the first things I look at when helping a lawyer delegate is not just:

“What CAN someone else do?”

It's also:

“What should the lawyer stop doing?”

Those are not always the same question.

Tell me yours.

09/03/2026

Find ONE process in your law firm that regularly goes wrong.

Now ask:

Where does it actually break?
Not “Why isn't the team following the process?”
Where specifically does it break?

For example:

Client documents aren't being collected on time.

Look deeper.

Maybe:

→ Nobody tells the client exactly what is required.
→ Nobody owns the follow-up.
→ There is no follow-up schedule.
→ Nobody knows when to escalate it.

Now you have something useful to fix.

A process problem becomes much easier to solve when you stop describing the symptom and identify the actual breakdown.

Don't document a broken process. Fix it first.

09/02/2026

I never set out to become someone who speaks about running law firms.

I set out to make one work.

I wasn't the lawyer.

I was the person behind the scenes figuring out the people, processes, finances, workflows, and day-to-day problems that come with actually running the business.

Eventually, those lessons became something other people wanted to hear about.

I've now had opportunities to speak on webinars, podcasts, summits, and to groups of lawyers about what I learned and what I see working inside firms today.

And I still find that a little surreal.

Because none of this started with:

“I want to become a speaker.”

It started with being curious enough to keep asking:

There has to be a better way to do this. What is it?

Then testing it.
Then learning from it.
Then sharing it.

Sometimes expertise isn't something you deliberately set out to build.

It's what accumulates when you spend years solving the same kinds of problems.

09/01/2026

The lawyer should not be the firm's reminder system.

Remember to follow up with that lead.
Remember to send that invoice.
Remember to request those documents.
Remember to check whether the client responded.
Remember to remind the team.

That's not a system.

That's a very expensive human notification app.

A growing law firm needs somewhere for those responsibilities to live other than inside the owner's head.

Start with one recurring reminder you personally give every week.

Then ask:

Could a process, task, automation, or another person own this instead?

Do that repeatedly, and you start getting your time back.

08/31/2026

A prospective client should never have to wonder: “What happens next?”

Yet this is one of the easiest places for a law firm to lose a good lead.

Someone fills out the form.

Someone calls them back.

Maybe they book a consultation.

And somewhere between those steps, responsibility gets fuzzy.

Try this:

Pull up your last 10 inquiries and answer four questions:

How quickly did they receive a response?
Who owned the follow-up?
Was there a defined next step?
If they didn't respond, how many times did the firm follow up?

If the answers are different for every lead, there is your problem.

A good intake process shouldn't depend on who happens to see the email first.

Consistency builds trust before the lawyer ever speaks to the prospective client.

08/28/2026

Law firm owners: grab a piece of paper and draw 7 boxes.

Write:

Lead → Contact → Consultation → Hire → Legal Work → Billing → Close

Now underneath each box write:

Who owns this stage?
What moves the client to the next stage?
Where does the client receive communication?
Where can the process stall?

You have just created the beginning of a client journey map.

Now circle every place where:

• ownership is unclear
• there is no defined next step
• the lawyer has to personally intervene
• the client could be left wondering what is happening

Those circles are operational risks.

Sometimes you need a piece of paper and the right questions to understand the leaks within your firm.

08/27/2026

I’m becoming much more protective of what “success” means to me.

Not what LinkedIn says it should mean.
Not what another business owner has.
Not what I thought it was supposed to look like five years ago.
My version includes meaningful work.

But it also includes travel. Nature. Birdwatching. Time with people I care about. Random afternoons where I can decide I’m done working and go outside. And yes, ambition too.

I still want to build.
I still set goals.
I still want the business to grow.
I just don’t want to build something that requires giving up all the things I wanted the freedom to enjoy in the first place.

Maybe success isn’t choosing ambition OR life.

Maybe it is being intentional enough to build room for both.

08/26/2026

Not sure what to delegate first? Try the $10 / $100 / $1,000 test.

Look at what you did yesterday.

Put each task into one of three buckets:

$10 work
Scheduling, data entry, routine administrative tasks.

$100 work
Work requiring experience, coordination, or specialized support.

$1,000 work
Legal strategy, high-value client work, leadership, business development and decisions only you can make.

The dollar amounts are illustrative.

The point is to notice where your time is going.

If a law firm owner spends half the day doing work someone else could do, the solution is not better time management.

It is better role design and delegation.

The results can be eye-opening.

08/25/2026

More clients can make a law firm less profitable.

That sounds backwards.

But consider this:
10 more files come in.
There is no additional capacity.
Turnaround slows.
The lawyer works longer.
Billing gets delayed.
Staff make more mistakes.
Work gets redone.
Client communication suffers.

Revenue went up. But did profit? Did quality? Did the owner's quality of life?

Growth is not simply MORE.

More clients.
More staff.
More revenue.

Healthy growth means the business has the capacity and structure to support more.

Before asking, “How can we grow?”

Ask:

“What would break if we grew by 25% tomorrow?”

The answer is probably your next operational priority.

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Calgary, AB

Website

https://yourfcoo.com/, https://www.facebook.com/groups/lawfirmownercollective

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