Contract Management Services

Small and mid-sized firms benefit from contract management support. Small firms who cannot justify the expense of a fulltime COO or CFO utilize this more cost-effective contract management support approach. Firms who need specialized expertise in other areas including marketing, client service or major change (transformation) management also benefit from a contractual approach.

Our services are available on-demand at a fixed fee per call or on a more robust fixed price agreement. The scope and depth of our experience provide our clients with access to all levels of management resources at an affordable cost.

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Benefits

What can you gain from Contract Management Support and what can PerformLaw do for you?

The Process

How does a contract management services agreement work?

Resources

Where can I learn more about the topics I might want advice about?

Benefits

The confidence of knowing you will receive objective feedback. Clients who engage PerformLaw for contract management support get objective, experienced, and practical advice about how to best make managerial decisions.

The ability to more clearly understand your issues and opportunities and act on our recommendations.  Use of our tools, templates, processes, market awareness and creative solutions are included in a contract services agreement.

A solution for the long term. All our engagements are designed to raise the level of in-house competence, promote self-sufficiency and provide maximum long-term flexibility.

The ability to access wide-ranging advice and support in all the important law firm management areas. PerformLaw can advisors have significant experience in all levels of law firm management.

What PerformLaw can do for you:

  • We help clarify and communicate management challenges.
  • We provide easy to understand analysis and processes.
  • We help remove bias from the process.
  • We ensure that facilitate a faster and more confident decision-making process.
  • We are available when clients need us!

THE PROCESS

CHIEF OPERATING OFFICER (COO)

This individual assists in developing organizational and business goals including participation in meetings of the firm’s governing body. Participates in developing strategic business plans and administrative policies. Generally directs a supervisory staff responsible for carrying out the firm’s day-to-day operations. Reports to managing partner/management/executive/policy committee.

  • Design and implement business strategies, plans and procedures
  • Set comprehensive goals for performance and growth
  • Establish policies that promote firm culture and vision
  • Oversee daily operations of the firm and the work of executives (IT, Marketing, Finance etc.)
  • Evaluate performance by analyzing and interpreting data and metrics
  • Write and submit reports to the Managing Partner in all matters of importance

On Demand COO

Situational Advice (per call)

Contractual COO

Small Firm

  • Defined Scope and Responsibilities

Mid-sized Firm

  • Defined Scope and Responsibilities

CHIEF FINANCIAL OFFICER (CFO)

This individual is responsible for financial projections, reports and treasurer functions of the firm, including budgeting and trust account administration. Oversees all aspects of the firm’s financial, time, billing and collection systems.

  • Providing leadership, direction and management of the finance and accounting team
  • Providing strategic recommendations to the Managing Partner and members of the management team
  • Managing the processes for financial forecasting and budgets, and overseeing the preparation of all financial reporting
  • Advising on long-term business and financial planning
  • Establishing and developing relations with senior management, shareholders and external partners
  • Reviewing all formal finance, HR and IT related procedures

On Demand CFO

Situational Advice (per call)

Contractual CFO

Small Firm

  • Define Scope and Responsibilities

Mid-sized Firm

  • Define Scope and Responsibilities

CHIEF MARKETING OFFICER (CMO)

This individual is responsible for the marketing program and its related activities such as budgeting, idea generation, supervision of the marketing staff, etc. Develops individual and practice area marketing plans, creates new business proposals and RFP responses. Oversees: development of organizational communications and promotional materials; media relations; client service analysis; prospect development.

  • "Listen" to the trends of the market and direct the market research efforts of the company
  • Liaise with other departments to guide a unified approach to client service, distribution etc. that meets market demands
  • Define marketing strategies to support the firm’s overall strategies and objectives
  • Develop a feasible marketing plan for the firm and oversee its day-to-day implementation
  • Plan and organize marketing functions and operations and ensure they project the firm’s mission and brand

On Demand CMO

Situational Advice (per call)

Contractual CMO

Small Firm

  • Define Scope and Responsibilities

Mid-sized Firm

  • Define Scope and Responsibilities

CHIEF CLIENT SERVICE OFFICER (CCSO)

The CCO is responsible for the development of new programs and systems to improve the client experience. The goals of this position include solving lasting client problems, building a long-term competitive advantage, retaining loyal clients and creating a strategy to help increase profit from clients.

  • Definition and analysis of client service metrics
  • Influencing the firm's agreement on how to deliver the greatest value to clients
  • Driving accountability through firm-wide performance data and metrics
  • Establishes a common approach and process for driving the work across the organization

On Demand CCSO

Situational Advice (per call)

Contractual CCSO

Small Firm

  • Define Scope and Responsibilities

Mid-sized Firm

  • Define Scope and Responsibilities

CHIEF TRANSFORMATION OFFICER (CTO)

The CTO is an extension of the office of the CEO and operates to drive broad change across an entire firm and to deliver transformation programs. The role of Chief Transformation Officer typically comes into play when the desired scope of change, relative to a timeline, is dramatic and:

  • There are a significant number of initiatives across functions and/or business units
  • Achieving results may involve sustained effort to overcome entrenched or resistant interests
  • The Managing Partner is stretched and could use the focus of a centralized transformation office
  • The executive team might otherwise struggle to keep up with day-to-day responsibilities

On Demand CTO

Situational Advice (per call)

Contractual CTO

Small Firm

  • Defined Scope and Responsibilities

Mid-sized Firm

  • Defined Scope and Responsibilities

Resources

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