Culture change project for top 100 law firm. Looking at culture in UK and overseas offices, how staff interacted, leadership behaviours, unwritten rules and their impact on operations and communications.
International business critical project investigating, analysing and recommending whether the business should reinvest, transfer or sell off a large part of it’s operations.
Job redesign and bench marking for attorneys, professional support lawyers and paralegals. This resulted in four new career pathways and allowed people to be more profitable and fulfilled in their roles.
Designed software to track time, streamline work flow and best match lawyers to matters, to achieve maximum efficiency, productivity and profitability.
Advised the board on IR35 and how it impacted consultants working at the firm. Renegotiated and standardised all consultant contracts to reduce risk to the firm.
Nominated for a Financial Times Legal Innovation Award for a practice group project which introduced a new way of budgeting, measuring ROI, expense control and reporting.
Audit of all suppliers, consultants and contractors to negotiate better rates and discontinue underperforming services reducing costs by nearly 10% in the first month.
Communications and awareness around neurodiversity and the legal profession. Set up training and mentoring programmes to improve awareness and devise and implement ways to leverage the advantages in decision making and strategic planning that diversity can bring.
Redesigned and streamlined US law firm Alumni programme by bringing in new features, database, recruitment and mentoring initiatives. Outcomes included increasing alumni event attendance, improving relationships with clients and supporting firm leavers looking for an in house career.