collections

AI’s impact on legal work – for now – is all good news!

The most recent Wells Fargo report on the state of the US market has just been published. While obviously US centric, I’m sure many of the trends are being reflected elsewhere, so worth a look.

๐—ฆ๐˜๐—ฟ๐—ผ๐—ป๐—ด ๐—ถ๐—ป๐—ฑ๐˜‚๐˜€๐˜๐—ฟ๐˜† ๐—ฝ๐—ฒ๐—ฟ๐—ณ๐—ผ๐—ฟ๐—บ๐—ฎ๐—ป๐—ฐ๐—ฒ ๐—ฑ๐—ฒ๐˜€๐—ฝ๐—ถ๐˜๐—ฒ ๐˜‚๐—ป๐—ฐ๐—ฒ๐—ฟ๐˜๐—ฎ๐—ถ๐—ป๐˜๐˜†

  • Global economic and geopolitical volatility has not slowed Big Law growth (so far)
  • Firms remain resilient with broad-based demand

๐—ฅ๐—ฒ๐˜ƒ๐—ฒ๐—ป๐˜‚๐—ฒ ๐—ฎ๐—ป๐—ฑ ๐—ฑ๐—ฒ๐—บ๐—ฎ๐—ป๐—ฑ ๐—ด๐—ฟ๐—ผ๐˜„๐˜๐—ต

  • Industry-wide revenue is up ๐Ÿญ๐Ÿฏ.๐Ÿญ% ๐—ถ๐—ป ๐—ค๐Ÿญ [Jan-Mar]
  • Demand increased ๐Ÿฐ.๐Ÿฑ%
  • Top-tier firms (AmLaw 50/100) outperforming mid-tier firms

๐—•๐—ถ๐—น๐—น๐—ถ๐—ป๐—ด ๐—ฟ๐—ฎ๐˜๐—ฒ๐˜€ ๐—ฑ๐—ฟ๐—ถ๐˜ƒ๐—ถ๐—ป๐—ด ๐—ด๐—ฟ๐—ผ๐˜„๐˜๐—ต

  • Rates increased ~๐Ÿญ๐Ÿญโ€“๐Ÿญ๐Ÿฎ%, the primary contributor to revenue growth
  • So far, minimal client pushback despite sustained increases

๐—–๐—ผ๐—น๐—น๐—ฒ๐—ฐ๐˜๐—ถ๐—ผ๐—ป๐˜€ ๐—ฎ๐—ป๐—ฑ ๐—ฐ๐—ฎ๐˜€๐—ต ๐—ณ๐—น๐—ผ๐˜„ ๐—ฒ๐—บ๐—ฒ๐—ฟ๐—ด๐—ถ๐—ป๐—ด ๐—ฎ๐˜€ ๐—ฎ ๐—ฟ๐—ถ๐˜€๐—ธ

  • Collection cycle have slowed (~6.5 days longer)
  • Inventory (unbilled/uncleared work) is rising faster than revenue
  • End-of-year performance will depend on converting work to cash

๐—ข๐—ฝ๐—ฒ๐—ฟ๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐—ฎ๐—น ๐˜๐—ฟ๐—ฒ๐—ป๐—ฑ๐˜€

  • Productivity is up modestly (+1.2%)
  • Headcount growth is steady (~3.3%)
  • Expenses are rising (especially in senior staff and technology)

๐— ๐˜† ๐˜๐—ต๐—ฟ๐—ฒ๐—ฒ ๐˜๐—ฎ๐—ธ๐—ฒ๐—ฎ๐˜„๐—ฎ๐˜†๐˜€

๐Ÿญ. The impact AI is having on demand is still minimal (actually, it is increasing work on the demand side!). On the productivity side, this may change, but increase demand is, so far, taking up any excess capacity. This (as well as the other indicators in the report) most likely means the Billable Hour will still be with us for some time to come.

๐Ÿฎ. Realisation rates and increased collections times should be a real concern. No point charging $1,000 an hour if you never get paid!

๐Ÿฏ. Amen to this!! – many firms have figured that rates are part of their branding, โ€œand itโ€™s very short-term thinking to try and manipulate rates downward to offset a decrease in demand.โ€

Get in touch if you need a Business Development or Pricing audit

rws_01

Key Takeaways from the 2025 Law Society Financial Benchmarking Survey

The latest Law Society (England and Wales) Financial Benchmarking Survey has sparked significant discussion on social media today. The findings highlight some critical financial challenges for mid-sized law firms, particularly in terms of profitability, chargeable hours and cash flow management.

๐Ÿ“Š Top 3 Key Findings:

1๏ธโƒฃ Fee Earnersโ€™ Costs vs. Fees Charged

  • The median hourly cost of a fee earner (based on 1,100 chargeable hours) was ยฃ123.40, while the median hourly fees per fee earner stood at ยฃ133.01.
  • ๐Ÿ”ด 93% of fees earned are being used to cover costs, leaving minimal margin for profitability.

2๏ธโƒฃ Shortfall in Chargeable Hours

  • The average recorded chargeable hours per fee earner increased slightly to 773 hours (up from 765 in 2023).
  • โš ๏ธ However, this is still well below the 1,100-hour targetโ€”a shortfall of over 300 hours per year per lawyer.

3๏ธโƒฃ Increase in Lock-Up Days

  • Year-end lock-up days (including work in progress and debtors) rose from 143 to 146 days.
  • This trend indicates longer cash flow cycles, which can put pressure on a firmโ€™s financial stability.

๐Ÿšจ What Should Law Firms Do?

These figures underscore the urgent need for better financial planning, sustainable profitability strategies, and operational efficiency. Some key focus areas include:

โœ”๏ธ Improving revenue streamsโ€”exploring retainer-based models for better income predictability.
โœ”๏ธ Enhancing productivityโ€”have a robust and actionable business development plan for all lawyers!
โœ”๏ธ Optimise cash flowโ€”reduce lock-up days by streamlining billing and collections processes.

๐Ÿ”— Full Report: Read the Law Society Financial Benchmarking Survey 2025

๐Ÿ“ข Looking to bridge the 300+ hour gap per lawyer? Or interested in strategies for growing a profitable legal practice sustainably? Letโ€™s talk! Get in touch today.

rws_01

richard@gsjconsulting.com.au