People and process
Operations
The specialists, the staff and the management layer your growth plan actually needs.
Every firm that scales hits the same wall: the work grows faster than the team, and the founders become the bottleneck on every hire, every process and every decision. We take that on as a department. We work out the roles the plan needs, find the specialists, hire and onboard the staff, and put the standard operating procedures, team structure and management rhythm in place so the operation runs day to day without you.
The problem
Hiring is reactive and slow, new starters take months to become productive, processes live in people's heads, and the owners are still signing off everything.
Who it's for
Firms growing faster than they can recruit, firms about to take on a large volume of new work, and firms where the founders want to step out of day-to-day operations without the quality dropping.
What you get
A team sized to the plan, with the right specialists in the right seats, processes that survive staff changes, and a management layer that lets the owners step back for real.
What the department does
Workforce planning from the volume model
Cases per handler, stages per week, response times and the marketing plan's forecast volume turned into a hiring schedule: which roles, when, at what cost, and what happens to margin as they land.
Sourcing specialists
Solicitors and fee earners, paralegals, case handlers, litigation executives, compliance and COLP/COFA support, finance, customer service and team leads, sourced against the specific requirements of your matters and your regulator.
Hiring end to end
Job design, advertising, screening, interviews, assessments, offers and references handled by us, with you involved only at the final decision if you want to be.
Onboarding and training
Structured onboarding, written SOPs, system training and a ramp plan with checkpoints, so new staff are handling live work in weeks rather than months.
Process design and SOPs
Every recurring task documented and owned, with the exceptions defined, so quality no longer depends on which handler picked the file up.
Management rhythm and performance
Team structure, daily and weekly management routines, KPIs per role, quality checks and performance management installed and run with your team leads until they run it themselves.
How it runs
Operations diagnostic
Who does what, how long each stage takes, where the founders are still in the loop, and how much volume the current team can carry before quality drops.
Hire and document
First roles sourced and hired against the plan. SOPs written with the team. Onboarding programme built and used on the first intake of new starters.
Run the rhythm
Management routines run, capacity reviewed monthly against marketing volume, hiring continued ahead of demand, and founders removed from decisions one at a time.
What you receive
- Workforce plan and hiring schedule tied to the growth plan
- Roles specified, sourced, interviewed and hired
- Onboarding programme and written SOPs for every recurring process
- Team structure, KPIs per role and management routines
- Capacity planning ahead of marketing volume, reviewed monthly
- A management layer that reports to you rather than needing you
What it looks like
A firm signs a contract that will triple its caseload over six months. The founders currently interview every hire and answer every process question. We build the volume model, hire case handlers and a team lead ahead of the ramp, write the SOPs with the existing team and run the management rhythm for the first quarter. By the time the volume lands, the operation is handling it and the founders are reviewing a weekly report rather than a queue of questions.
The other departments
Is operations where growth is blocked?
Book a two-week diagnostic. You'll get a written plan for this department, what it costs and what it should return.
Book a diagnostic