Qs & As
Who are you?
Hello, I’m Martin Gregory, a practising Solicitor with 12 years post qualification experience, 8 as Partner in a general high street law firm.
What do you do?
Over the years, I have dealt with all aspects of legal practice management from, at one extreme, being the firm’s nominated Anti-Money Laundering Reporting Officer, selecting, planning and implementing a Case Management System and ensuring regulatory compliance, right through to sourcing and ordering office supplies. Other examples are:
- IT/network installation and support
- Digital telecoms
- Website design, copy, hosting and management, including Search Engine Optimisation and Search Engine Marketing campaigns
- Email-domain registration, hosting and administration
- Advertising/Marketing in both old and new media
- Human Resources/Payroll, encompassing recruitment, Contracts, policies and procedures, training, wages and employer notifications and returns using HM Revenue & Customs’ Secure Government Gateway
- Accounts-postings, reconciliations, management accounts, month and year end reports and electronic payments
I’m keen to pass on such know-how to small to medium sized firms.
What are some of the challenges facing small and medium sized firms?
The Solicitors Regulation Authority's (SRA) new Handbook came into force on 6 October 2011 and introduced outcomes-focused and risk-based regulation or "OFR". The Handbook includes 10 mandatory Principles and a new Code of Conduct showing how the Principles apply in practice to conduct matters and clarifying the outcomes and protections expected. The contents of the Code include complaints (Chapter 1), introductions to third parties (Chapter 6), outsourcing (Chapter 7), referrals (Chapter 9) and separate businesses (Chapter 12).
Do you have effective compliance arrangements for all aspects of your firm, including your work, your governance and culture, your infastructure, your people, your policies and monitoring and reporting? Simply changing the prescribed wording on your letterhead, website and emails (Chapter 8) is only a start. What about your other systems and controls?
The approach to authorisation has also changed with the need to nominate Compliance Officers for legal practice (COLP) and finance and administration (COFA) by 31 March 2012 for most existing recognised bodies. Do the proposed Officers have the necessary skills and experience? Do they understand their role, responsibilities and accountabilities? Do they have sufficient resources and authority to do their job properly?
Alternative business structures (ABS), referral fees, e-conveyancing (PISCES and Land Registry), Anti-Money Laundering, remote working, virtual firms, outsourcing and cloud computing are just a few other examples of the challenges that we face. Some of these are completely out of your hands. The decisions have already been made; it is up to you to seize the opportunities and make them work. Are you ready to take advantage to cement/strengthen your position in the legal marketplace? Is your firm proactive or will it get left behind? Standing still is not an option. Whether we like it or not, change is inevitable and must be embraced before it is too late. A progressive attitude and forward planning is essential. I’m not trying to scaremonger and do not pretend to know all of the answers to all of the questions, but feel that, at the very least, I can help point you in the right direction.
Why choose you?
If you are anything like my previous firm, you are simply too busy fee earning to give your full attention to practice management. Instead, it is somewhat of a distraction, something that you fit in as and when required and, more often than not, only when it is absolutely essential. At the same time, you cannot afford to employ an Office/Practice Manager. This is where I come in. Together, we can prioritise and make sure that your “to do” list is actioned and not left to grow and gather dust on your desk. Remember, whilst the income stream of your business is absolutely vital, you can also make money by cutting costs and improving efficiency.
There are many providers of Solicitors’ services, but not all are run by a practising Solicitor with a current insight into the trials and tribulations of running a high street firm. Even if they are, some are located many miles away, with no knowledge of the local market. As they say, “better the devil you know, than the devil you don’t”! Finally, they tend to specialise in one particular area, which hardly promotes continuity.
How does it work?
Acting as a truly independent consultant, I can visit your office as much or as little as required. You may, for example, want help with your Accounts a couple of times a week or payroll once a month. You may be about to embark on a major IT project or need to update your Office Manual. Where necessary, I will liaise with suppliers etc., bridging the gap. I am not tied or connected to any supplier and never receive a commission/referral fee. I do not want to “tell Grandma how to suck eggs”, but my experience of dealing with these things will make life a little easier for you, easing the pressure and helping avoid common pitfalls, leaving you to concentrate on what you do best. Sometimes, just speaking to someone who has already gone through the process from a Solicitors’ (not software suppliers’) perspective can prove invaluable. I am not trying to claim that I know it all, but a contact may make all the difference and you will never know unless you try. Rates are flexible and there is no Income Tax or National Insurance Contributions to pay, not to mention Agents’ commission. In essence, my aim is to save you time and money.
So how much does it cost?
Well, for practices located in Warwickshire, Leicestershire and Northamptonshire, I can spend a half day (9am to 12 noon or 2pm to 5pm) with you for £145 or a full day (9am to 12 noon and 2pm to 5pm) at a discounted rate of £280. Travel and all other expenses are included, so there are no hidden extras.
For firms further a field, I charge travel expenses (not time) at cost, which, in the case of a motor car, are deemed to be £0.50 per mile plus car parking charges.
All other assignments are charged at the rate of £50 per hour. Subject to your systems, I may, for example, be able to work remotely. Web chats and conference calls are also utilised wherever possible. In other cases, a simple telephone call may be all that is required.
All prices are subject to VAT at the prevailing rate.
What do I do next?
Just call 0121 288 2877 for a free initial chat or email martin@thesolicitorspractice.co.uk. What have you got to lose?
Do you offer any other services?
Yes, I have a website dedicated to legal web design for law firms, www.solicitorswebsitedesign.com.
As I remain a practising Solicitor, I also act as a locum, dealing with family and matrimonial, civil and commercial litigation, employment, conveyancing and wills. You may need someone just to cover holiday absence/s or help out at busy times. Either way, as a Grade 1 fee earner, your firm’s mark up is considerable and you still enjoy all of the other advantages and benefits mentioned above. Please visit www.thelocumsolicitor.co.uk for more information.
I also run www.solicitorsreferrals.co.uk, a national referral network by Solicitors for Solicitors. There are no third party introducers, with all that that entails, and you only pay an annual registration fee, meaning that you keep 100% of the fees. The first 25 subscriptions to SearchLite are FREE.
Finally, I operate www.solicitor-jobs.com, a quick, cheap and easy way to post Solicitors jobs online. The fixed fee is £100 plus VAT, whatever the vacancy, and regardless of the advert’s size or duration. With no Agents’ commission to pay and introductory discount, what are you waiting for, especially as the first 25 registrations are FREE?
