Your ceiling is not a hiring problem. It is an infrastructure problem.
The enquiry that arrived at ten past six on a Friday. The follow-up nobody remembered. The hours your fee earners spend on work no client pays for. The time on a file that never reached an invoice.
I build the infrastructure that closes all four, wired into the systems you already run, deployed into your firm and owned by you. AI-native in 90 days.
Nothing on this page waits on it. Everything in it is written out below. The questions underneath will tell you which of the three levels fits your firm, in about two minutes.
Eight minutes. No email required to watch it.
About two minutes. Most of it is one tap. No obligation, and you will get a straight answer either way.
An enquiry arrives at ten past six on a Friday, or while everyone is in court, and it waits. You paid to attract that enquiry. Whether you capture it depends on who happened to be at a desk.
Somebody meant to follow up. The ones that get chased are the ones somebody remembered, and nobody can tell you how many did not.
Opening the matter, chasing documents, writing the same update for the fourth time, re-typing what already exists in another system. None of it is legal work, and all of it is done by people you hire to do legal work.
Time recorded late or not at all, work in progress nobody is watching, an invoice raised a month after the work. The firm earned it. Whether it collects it is a separate question.
Most firms are offered a tool. A chatbot, a drafting assistant, a transcription service. Someone has to remember to open it, so on a busy Tuesday they do not, and within about a month it is a thing you paid for.
Infrastructure is different. The work arrives inside it, moves through it, and leaves a record behind it. Using it is the easiest path rather than an extra step.
So the product is not agents. Agents are components. What gets built is the infrastructure that makes them behave as one system inside your firm.
Capture, convert and operate are the core, and they are where most firms stop. Revenue and intelligence sit on top of them, and only make sense once the three underneath are actually running.
Every enquiry answered, qualified and routed, whoever is in and whatever the hour.
Follow-up, booking, preparation and client communication that do not depend on anyone remembering.
Matter opening, documents, client updates and the administrative load, off your fee earners.
Time recording, work in progress, billing and payment follow-up, so the firm bills what it has already earned instead of writing it off.
Where the work actually goes, where the bottlenecks are and what capacity you really have, from your own data rather than a partner's impression.
I will not quote you an industry statistic. Take one task your team repeats every week and price it. The figures below are an example until you change them.
Then a second one, which has no arithmetic in it. Count last month's enquiries, and estimate how many did not get a reply within the hour. Multiply by your average matter value. That is the number sitting at your front door, and most firms have never worked it out.
Not a build followed by a handover. You feel the first change inside the first month rather than waiting for one moment at the end.
I interview the people doing the work, not only you. I watch the work happen. I measure what it costs you today, and the week ends with what is being built agreed and signed off.
The front door is running. Enquiries answered, qualified and routed without anyone at a desk.
Follow-up and booking running, while capture is already in real use and being tuned on what your people actually do.
I re-run the week one measurements and hand you a written review against them, including anything that did not work.
That is the core rhythm. On a single-workflow build the same phasing applies to that one workflow. On the firm-wide build, revenue and intelligence are phased on top of the core three and the day-90 review covers all of it.
One workflow, the one costing you most, in whichever layer it turns out to sit. Made AI-native and permanently so. Not a trial and not a pilot.
The first three layers built and connected as one system, wired into what you already run. The core growth infrastructure.
All five layers, so revenue and management intelligence come too, with the governance and firm-wide adoption programme a rollout that size needs.
Every level includes the 90 days. One price list, no discounts and no negotiated rates, and you will hear the number on the call rather than guess at it from a page. If it is wrong for your firm, we change the scope rather than the price.
Fixed fee, fixed dates, agreed before anything starts. Anything outside the agreed scope is quoted and accepted by you before it is done. Nothing is added to your bill silently.
You are buying a level of transformation, not one named workflow. If the diagnostic shows the thing we discussed is not the thing costing you most, we swap it. The fee and the dates do not move.
I measure where you are before anything is built, and measure the same things the same way at day 90. You get your own before and after, including what did not work.
Pay once. It is deployed in your environment, on your accounts, with the source and documentation handed to you. No licence, no monthly bill to me, and no vendor who can raise your price next year.
And I will not write a case study about a client I have not had. What I will do instead is make the work checkable, in two documents that are both about your firm rather than someone else's.
A written analysis of how your practice actually works and what it costs you today, before a line of code is written. You sign off what gets built.
The same standard turned back on me: a review measured against the numbers we took at the start, including anything that did not work.
Because you are not buying a particular workflow, you are buying a level of transformation: a defined set of the five layers, connected, with your systems wired in. The diagnostic week decides which workflows inside them. If the thing we discussed turns out to be the wrong one, we build the right one and the fee and the dates stay exactly where they are.
For the two smaller levels, yes, and I will tell you why rather than dress it up. I am one person. If I start before payment clears, a firm that changes its mind costs me a month I cannot get back, and the firms that did pay are the ones who suffer for it. On the largest build I split it, half on signature and half when the first layer goes live at day 30.
Everything is deployed in your cloud, in your accounts, with your credentials, and you hold the source, the documentation and the handover pack. Any competent developer can maintain it. That is the practical difference between owning and renting.
Buy one where a product fits, and I will tell you when one does. Products are built for the average firm and your process is not average, which is why your staff are working around the last three tools you bought. The difference here is that the infrastructure is built to how your firm works and you own it afterwards.
The right question, and most firms have not asked it. Every output is prepared for professional review, a named human signs anything requiring a decision, and the record shows who decided what and when. On the firm-wide build, the written answer to that question is one of the things I hand over.
No. One price list, no discounts, no negotiated rates. A firm that got the price down would be a firm I had to take shortcuts on, and shortcuts in a regulated build become your problem. What I can change is the scope. If the level we discussed is the wrong size for you, we should be talking about the smaller one and doing one thing properly.
I would rather not, and you should want me not to. These programmes fail in week four, not week one. Something small gets in the way, one person goes back to the old method, and a month later it is a thing you paid for that nobody opens. I am staying until the thing you bought has actually happened.
Every engagement carries 90 days of my attention. That is roughly ten firms a year, and never more than eight live at once. When it is full you are given a real start date rather than a slot. There is no countdown on this page and there will not be one.