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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 |

Here's one process every service business should document.Not onboarding.Not billing.Not sales.What happens when somethi...
10/21/2026

Here's one process every service business should document.
Not onboarding.
Not billing.
Not sales.

What happens when something goes wrong?

A client complains.
A deadline is missed.
Someone makes a mistake.
A deliverable is delayed.
An invoice is disputed.
Who needs to know?
Who communicates with the client?
Who can make the decision?
What gets documented?
When does the owner need to become involved?

Businesses spend a lot of time documenting what happens when everything goes correctly.

But the moments that test your client experience are usually the exceptions.

Build a process for those too.

Two years into running my own business, I think differently about progress.I used to think progress was easy to spot.Mor...
10/19/2026

Two years into running my own business, I think differently about progress.

I used to think progress was easy to spot.

More revenue.
More clients.
A bigger opportunity.
A new milestone.
Now I notice the quieter things too.

Being asked to speak because someone values what I know.
A past client referring someone.
A business owner telling me something I created made their work easier.
Having the freedom to structure my day differently.
Getting better at saying no to work that isn't the right fit.

Business doesn't always move forward in a straight line.

Sometimes you're building something before you can see what it's becoming.

I'm learning to appreciate that part too.

Give me 20 minutes with your client journey.Here's what I'd look for:5 minutes: Where does the client wait?5 minutes: Wh...
10/14/2026

Give me 20 minutes with your client journey.

Here's what I'd look for:

5 minutes: Where does the client wait?
5 minutes: Where does the team wait?
5 minutes: Where does the owner have to intervene?
5 minutes: Where does nobody clearly own the next step?

Don't fix everything.

Pick the ONE issue that appears most often.

Then decide:

Who should own it?
What should trigger the action?
What does “done” look like?
How will you know it happened?

That's your operational improvement for the week.

You don't always need a giant transformation.

Sometimes you need to fix the right 20 minutes.

One of the best signs that a process works?Nobody talks about it.The client gets the email.The task gets assigned.The do...
10/13/2026

One of the best signs that a process works?

Nobody talks about it.
The client gets the email.
The task gets assigned.
The document gets collected.
The invoice goes out.
The follow-up happens.

No fire.

No reminder.

No “Did anyone...?”

Just work moving.

Good operations can be incredibly boring.

That's kind of the point.

Try this before your next team meeting.Ask everyone to bring ONE example of:“Something I had to stop and ask someone abo...
10/09/2026

Try this before your next team meeting.

Ask everyone to bring ONE example of:

“Something I had to stop and ask someone about this week.”

Then look at the answers together.

You may uncover:

• a missing process
• an unclear responsibility
• a decision nobody knows they're allowed to make
• information that's difficult to find
• a training gap
• a software issue

Don't use the meeting to blame anyone for asking.

Use the questions as data.

Repeated questions are one of the easiest ways to identify where your firm needs more clarity.

10/08/2026

Not every recurring task needs an SOP.

There. I said it.

Sometimes a checklist is enough.
Sometimes a template is enough.
Sometimes three sentences explaining the standard are enough.

The goal isn't to create the biggest operations manual possible.

The goal is to make work easier to repeat correctly.

My rule?

Create the simplest tool that gives someone enough clarity to do the work without guessing.

If that's a one-page checklist, fantastic.

Nobody gets extra points for a 12-page SOP.

Your client should never have to chase you to find out what happens next.That applies whether you're a lawyer, consultan...
10/07/2026

Your client should never have to chase you to find out what happens next.

That applies whether you're a lawyer, consultant, accountant, engineer or other service professional.

Think about the moments when a client naturally wonders:

“Did they receive this?”
“What happens now?”
“When will I hear from them?”
“Am I supposed to do something?”

Those are opportunities to build communication into the process.

A simple automated email.

A scheduled update.

A clear timeline.

A confirmation.

A defined next step.

Great client service doesn't always require more communication.

Often, it requires better-timed communication.

10/06/2026

Before adding a new step to a process, ask 3 questions:

Does this step reduce risk?
Does this step improve the client experience?
Does this step help the work move forward?

If the answer is no to all three...

Why does the step exist?

Processes should make work easier to execute consistently.

Not turn simple work into bureaucracy.

Here's an exercise I wish more business owners did once a quarter.Write down everything that only you can currently do.N...
10/05/2026

Here's an exercise I wish more business owners did once a quarter.

Write down everything that only you can currently do.

Not everything you currently do.

Only the things that genuinely cannot happen without you.

Now challenge the list.

Does this actually require my expertise?
Does this require my authority?
Or does it require information that currently only exists in my head?

That third category is important.

Because something being dependent on you doesn't automatically mean it needs to be dependent on you.

Sometimes it simply hasn't been documented yet.

I'm saying YES to more opportunities to speak.And that still feels a little strange to write.Speaking wasn't the plan wh...
10/02/2026

I'm saying YES to more opportunities to speak.

And that still feels a little strange to write.

Speaking wasn't the plan when I started my business.

I wanted to help business owners fix the things happening behind the scenes.

But the more I've done this work, the more I've realized I also really enjoy teaching it.

Taking something like workflows, delegation, intake, or processes and making it practical.

Something someone can hear in a presentation and actually implement when they get back to the office.

I've had opportunities to speak to lawyers, business owners and professional groups, and I'd like to do more of it.

So I'm putting this out there.

If your organization, association, conference, or professional group is looking for someone to speak about operations, delegation, systems, or building a business that doesn't rely entirely on its owner, I'd love to have the conversation.

Sometimes you have to actually tell people what opportunities you're looking for.

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