lock-up

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.

𝗦𝘁𝗿𝗼𝗻𝗴 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗱𝗲𝘀𝗽𝗶𝘁𝗲 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆

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

𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗮𝗻𝗱 𝗱𝗲𝗺𝗮𝗻𝗱 𝗴𝗿𝗼𝘄𝘁𝗵

  • Industry-wide revenue is up 𝟭𝟯.𝟭% 𝗶𝗻 𝗤𝟭 [Jan-Mar]
  • Demand increased 𝟰.𝟱%
  • Top-tier firms (AmLaw 50/100) outperforming mid-tier firms

𝗕𝗶𝗹𝗹𝗶𝗻𝗴 𝗿𝗮𝘁𝗲𝘀 𝗱𝗿𝗶𝘃𝗶𝗻𝗴 𝗴𝗿𝗼𝘄𝘁𝗵

  • Rates increased ~𝟭𝟭–𝟭𝟮%, the primary contributor to revenue growth
  • So far, minimal client pushback despite sustained increases

𝗖𝗼𝗹𝗹𝗲𝗰𝘁𝗶𝗼𝗻𝘀 𝗮𝗻𝗱 𝗰𝗮𝘀𝗵 𝗳𝗹𝗼𝘄 𝗲𝗺𝗲𝗿𝗴𝗶𝗻𝗴 𝗮𝘀 𝗮 𝗿𝗶𝘀𝗸

  • 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

𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗿𝗲𝗻𝗱𝘀

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

𝗠𝘆 𝘁𝗵𝗿𝗲𝗲 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀

𝟭. 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.

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

𝟯. Amen to this!! – many firms have figured that rates are part of their branding, “and it’s very short-term thinking to try and manipulate rates downward to offset a decrease in demand.”

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

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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.

📊 Top 3 Key Findings:

1️⃣ Fee Earners’ Costs vs. Fees Charged

  • The median hourly cost of a fee earner (based on 1,100 chargeable hours) was £123.40, while the median hourly fees per fee earner stood at £133.01.
  • 🔴 93% of fees earned are being used to cover costs, leaving minimal margin for profitability.

2️⃣ Shortfall in Chargeable Hours

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

3️⃣ 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 firm’s financial stability.

🚨 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:

✔️ Improving revenue streams—exploring retainer-based models for better income predictability.
✔️ Enhancing productivity—have a robust and actionable business development plan for all lawyers!
✔️ Optimise cash flow—reduce lock-up days by streamlining billing and collections processes.

🔗 Full Report: Read the Law Society Financial Benchmarking Survey 2025

📢 Looking to bridge the 300+ hour gap per lawyer? Or interested in strategies for growing a profitable legal practice sustainably? Let’s talk! Get in touch today.

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richard@gsjconsulting.com.au

What law firms can learn from Taylor Swift

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Unless you have been hiding under a rock, or living in a world of news blackout, you’ll of heard about Taylor Swift’s 21st June open letter (via Tumblr) to Apple (‘To Apple, Love Taylor‘).

As you will also undoubtedly known by now, the Tumblr post is Taylor’s way of explaining why she will be holding back her album – 1989 – from the new streaming service Apple Music (an album I understand she also doesn’t permit to be on another music streaming service, Spotify). And while I don’t particularly like Taylor Swift’s music (nor do I really participate in music streaming services), I have to applaud the reasons she outlines for her decision.

In particular, I like – and 100 per cent agree with – Taylor’s remark that:

“Three months is a long time to go unpaid, and it is unfair to ask anyone to work for nothing.”

Taylor’s right on the money there – so to speak, three months is a very long time to go unpaid.

But wait: what’s your law firm’s average lock-up days?

If you firm’s average lock-up days are anywhere near the industry average, then your firm’s lock-up is going to be somewhere between 100 and 120 days. Which means your firm typically gets paid 100 to 120 days after you have done the work for the client.

Aside from being a period of close to four (4) months to go unpaid for your work, you are also providing your client with an interest free working capital loan during this time – a period you will likely be paying interest to your bank on the working capital (overdraft) facility it has extended to you (otherwise known as a double-whammy)!

Simply put, that should be unacceptable and it is time law firms took a take a leaf out of Taylor’s book and started to tell clients (and some law firm partners I might add!) that four months is a long time to go unpaid!

Not possible? Will likely kill the client relationship?

Well, interestingly, in this case the giant corporate might of Apple has listened to Taylor’s complaint and has decided to back down. And I suspect your clients would be more than willing to listen to alternatives you could offer too – but you won’t know unless you have the conversation.