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<strong>Future</strong>-<strong>proofing</strong><br />

<strong>your</strong> <strong>law</strong> <strong>firm</strong><br />

An <strong>Advanced</strong> guide

When legal<br />

matters<br />

We’re in <strong>your</strong> corner.<br />

Practice and Case Management Software<br />

Software Powered Possibility<br />

oneadvanced.com<br />

T: 0330 404 6937<br />

@advanced-legal-technology<br />


<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Contents<br />

4 <strong>Advanced</strong>: Pushing forward<br />

through Adversity<br />

Featuring Doug Hargrove,<br />

Managing Director, Education<br />

and Legal, <strong>Advanced</strong><br />

8 Overcoming challenges<br />

through collaboration<br />

Featuring Kelly Rotheram, Chief<br />

Executive, Sternberg Reed<br />

12 DELTAS – an expanding initiative<br />

with a limitless horizon<br />

By Janet Day, Independent Consultant<br />

16 Case Study: Scott Moncreiff<br />

& Associates Ltd<br />

By Catherine Stewart, Product<br />

Marketing, <strong>Advanced</strong><br />

18 Case Study: How to tell if it’s<br />

time for <strong>your</strong> mid-sized <strong>law</strong> <strong>firm</strong><br />

to invest in a document<br />

management system?<br />

By Doug Hargrove, Managing Director<br />

Education and Legal, <strong>Advanced</strong><br />

22 Meeting the challenges and<br />

opportunities on our digital<br />

horizon head on<br />

By John D. Haskell, Senior Lecturer,<br />

Manchester University<br />

26 Cloud continuity: when business<br />

is disrupted, harnessing the<br />

opportunities offered by digital<br />

technology moves to the top<br />

of the agenda<br />

By Doug Hargrove, Managing Director,<br />

Education and Legal, <strong>Advanced</strong><br />

28 Preparing for the next generation<br />

of Legal Aid professionals<br />

By Rohini Teather, Head of<br />

Parliamentary Affairs at LAPG<br />

Welcome…<br />

To a very special Modern Law supplement<br />

– the result of an exciting collaboration<br />

with <strong>Advanced</strong> Legal that presents a<br />

detailed insight into how <strong>firm</strong>s can look<br />

to futureproof, as we head into 2021<br />

and beyond.<br />

<strong>Advanced</strong> are the third largest software and services company in<br />

the UK. They help organisations create the right digital foundations<br />

that drive productivity, insight and innovation – all while remaining<br />

safe, secure and compliant.<br />

<strong>Advanced</strong> enable their customers to achieve increased efficiencies,<br />

savings and growth opportunities through focused, right-first-time<br />

software solutions that evolve with the changing needs of their<br />

business and the markets they operate in.<br />

Their Cloud solutions are used by organisations across many<br />

varying sectors and delivers immediate value, positively impacting<br />

millions of people’s lives.<br />

This supplement contains an exciting mix of interviews and features<br />

with key members of <strong>Advanced</strong> and Sternberg Reed, as well as key<br />

clients reflecting on their work with <strong>Advanced</strong> and industry experts<br />

covering a plethora of topics that look to answer the all-important<br />

question – how can we survive and thrive after this pandemic?<br />

We kick off with an interview with Doug Hargrove, Managing<br />

Director, Education and Legal at <strong>Advanced</strong>. The aim was to find out<br />

a bit more about what exactly <strong>Advanced</strong> can do to help <strong>law</strong> <strong>firm</strong>s<br />

secure their future in this industry and how we can all make better<br />

use of the technology out there. And there’s much more.<br />

But don’t just take my word for it, read on…<br />

31 P4W’s adaptable technology<br />

supports innovative<br />

business models<br />

By Catherine Stewart, Product<br />

Marketing, <strong>Advanced</strong><br />

Modern Law Magazine<br />

is published by Charlton Grant Ltd ©2020<br />

All material is copyrighted both written and illustrated. Reproduction<br />

in part or whole is strictly forbidden without the written permission<br />

of the publisher. All images and information is collated from<br />

extensive research and along with advertisements is published in<br />

good faith. Although the author and publisher have made every<br />

effort to ensure that the information in this publication was correct<br />

at press time, the author and publisher do not assume and hereby<br />

disclaim any liability to any party for any loss, damage, or disruption<br />

caused by errors or omissions, whether such errors or omissions<br />

result from negligence, accident, or any other cause.<br />

Will Cotton<br />

is Editor of Modern Law Magazine<br />

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Interview<br />

4 | <strong>Advanced</strong> <strong>Supplement</strong>

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

<strong>Advanced</strong>: Pushing forward<br />

through adversity<br />

To kick off the supplement in style, Modern Law spoke to the ever-impressive<br />

Doug Hargrove, Managing Director, Education and Legal at <strong>Advanced</strong>. Using his<br />

expert knowledge, the aim of this interview was to discover what new technologies<br />

would enter and disrupt the market, how cloud and big data has changed practice<br />

management for the better, and where <strong>Advanced</strong> fits in with all of this as we look<br />

to 2021 and future<strong>proofing</strong> our <strong>firm</strong>s.<br />

Tell us a little bit about <strong>your</strong>self and <strong>your</strong><br />

role at <strong>Advanced</strong>?<br />

I joined the legal division at IRIS Legal back in<br />

2010. My role at IRIS and then into <strong>Advanced</strong><br />

which acquired IRIS 5 years ago, was to run<br />

the legal division. This involves everything<br />

from strategy, product investment, customer<br />

acquisition, customer retention and satisfaction,<br />

employees and obviously any acquisitions<br />

where we feel we can go faster. I suppose<br />

ultimately the key performance indicators<br />

that govern me are 1. Business growth 2.<br />

Customer retention and are our customers<br />

happy? 3. Are we delivering the incremental<br />

value our customers need and would invest in<br />

for the future? 4. Are we focusing on the right<br />

acquisition targets to complement our offer to<br />

the market – and will these acquisitions allow us<br />

to go faster as a business?<br />

How does <strong>Advanced</strong> drive market insight<br />

and industry expertise into innovative<br />

product solutions?<br />

All of our investment products have a commercial<br />

leader called a product manager. Importantly,<br />

the product manager is less concerned about<br />

the features and functions of a product (this<br />

role being undertaken by a product owner<br />

who spends significant time with the customer<br />

community), but more about the commercial<br />

success and strategy of their product.<br />

Where is the future of my product going?<br />

What are our competitors doing? What other<br />

technologies are out there? What’s happening<br />

with AI, and machine learning? The role of the<br />

product manager is to really lay out the vision of<br />

the product and one of the strongest voices in<br />

laying out that vision is the voice of the customer.<br />

Ultimately, we’re trying to deliver solutions,<br />

product capability and value - that will allow<br />

our <strong>law</strong> <strong>firm</strong> customers to deliver the change<br />

in behaviours and ways of working that they<br />

need. That might be through the way they<br />

engage with their customers, use technology<br />

to drive efficiencies, collect their cash or<br />

even the way their fee earners can operate<br />

seamlessly whilst mobile.<br />

In addition, we are always watching what’s going<br />

on outside the legal market, whilst simultaneously<br />

seeking to understand the real technology<br />

pressures within the legal market. From that we<br />

are then able to create a roadmap that clearly<br />

indicates how our customers will truly maximise<br />

value as they use our products.<br />

What new technologies do you think will<br />

enter and disrupt the market and how<br />

should the legal sector capitalise on that?<br />

I see three areas where technology is going<br />

to have an impact. Interestingly, whilst much<br />

of this technology is already well established<br />

in other industry verticals, the legal market is<br />

just a little bit more risk averse and therefore<br />

slightly slower in adopting technology.<br />

The first has got to be Artificial Intelligence<br />

and machine learning. Whilst there are, of<br />

course, projects underway in the legal market<br />

typically driven by larger <strong>law</strong> <strong>firm</strong>s, there is<br />

certainly scope for using Artificial Intelligence<br />

and machine learning to drive the delivery<br />

of repeat business, high volume/low value<br />

activities, processing large volumes of work,<br />

customer interaction and speeding up the<br />

court process. It is of particular interest at the<br />

current time, that with significant pressure on<br />

the judicial process and cases being heard in<br />

court as we have all dealt with the pandemic,<br />

technology can certainly assist with certain<br />

case outcomes in the future<br />

The second area is ‘Bots’. I see Bots playing<br />

an increasing role as they have done in other<br />

industries. Again, I must point out that I<br />

wouldn’t advocate them in all instances, but a<br />

level of customer interaction, case processing<br />

on line and even DIY <strong>law</strong> are all areas where<br />

BOTS could make a difference and speed up<br />

the delivery of legal services to customers.<br />

Across <strong>Advanced</strong><br />

and certainly<br />

within the<br />

legal division,<br />

absolutely<br />

committed to<br />

moving our<br />

products to<br />

the cloud<br />

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The final area is low-code/no-code solutions.<br />

These are tools in the marketplace that allow<br />

<strong>law</strong> <strong>firm</strong>s to take any process they have, for<br />

example a process of complaint management<br />

and allow <strong>law</strong>yers and support staff (without<br />

having a coding or technology expert) to build<br />

a portal, or build a process, that can deliver a<br />

capability internally to help with compliance,<br />

repeatability and a high value resource not<br />

getting caught up in low value activities.<br />

Increasingly the idea that <strong>law</strong>yers will become<br />

more aware of, and be more comfortable<br />

using, simple to use technology is likely to have<br />

an impact in the market.<br />

Again, I need to clarify that I’m not advocating<br />

that all fee-earners get their hands on this<br />

technology and build their own workflows and<br />

portals, but the idea that you can automate<br />

more with the <strong>law</strong>yer able to focus on the<br />

highest value tasks is definitely the direction<br />

<strong>law</strong> <strong>firm</strong>s should be taking in the future.<br />

How have cloud and big data changed<br />

practice management? How important<br />

really is Cloud-strategy to success? At<br />

<strong>Advanced</strong> are you seeing more and more<br />

<strong>firm</strong>s moving to this way of working?<br />

There are two different types of Cloud that I’m<br />

keen to talk about. <strong>Advanced</strong> has successfully<br />

delivered hosted/managed service solutions<br />

for many years. We host our own software<br />

applications for customers alongside many<br />

3 rd party solutions that a customer requires<br />

to run their practice in our own managed<br />

data centre. A customer wouldn’t have any<br />

onsite server infrastructure and <strong>Advanced</strong><br />

deliver the software experience to a desktop<br />

or a mobile device for the customer, and they<br />

would then consume the service as a per<br />

user, per month fee.<br />

If you roll back ten years ago, this was very<br />

much the first level of Cloud platform that<br />

we provided as a service. What has been<br />

very interesting during the pandemic is<br />

the number of customers that have taken<br />

the decision to host with <strong>Advanced</strong> as a<br />

direct consequence of the challenges of<br />

managing on premise infrastructure without<br />

the freedom of access to fully support that<br />

infrastructure. As you can imagine, the<br />

dynamic of <strong>law</strong> <strong>firm</strong>s being shut out of their<br />

office, not being able to get access to their<br />

servers if there was a problem, has meant<br />

that the principle of a hosted managed<br />

service which is outsourced to a company<br />

like <strong>Advanced</strong>, has increased. My view is that<br />

demand for this type of service will increase<br />

in the future as <strong>law</strong> <strong>firm</strong>s continue to seek<br />

greater levels of flexibility with the provision<br />

of their technology, office footprint and<br />

serving a user base that is likely to remain<br />

distributed in their working practices in<br />

the future.<br />

The next level of hosting is utilising the public<br />

Cloud. As a leading, forward thinking UK<br />

software group, <strong>Advanced</strong> are committed to<br />

embracing the public Cloud and both building<br />

new and migrating our well established,<br />

industry leading solutions to the Cloud. In<br />

the legal business we are no different and<br />

we already have a number of Cloud first<br />

solutions and Cloud first modules delivering<br />

significant value to our customers. These<br />

solutions are built to leverage the public<br />

Cloud, Amazon web services or Microsoft<br />

Azure for example the underlying technology<br />

and security they can offer.<br />

Do I think that’s important for <strong>law</strong> <strong>firm</strong>s?<br />

Absolutely. On the one hand, it answers the<br />

same question as hosted, which is <strong>law</strong> <strong>firm</strong>s<br />

want to consume software in a different way,<br />

(per user per month), but also it brings a<br />

heightened level of security through things like<br />

single sign-on and security of data.<br />

Big data is again very interesting although this<br />

is still new in the legal marketplace. I think<br />

there is an acceptance that there is a huge<br />

amount of data in <strong>law</strong> <strong>firm</strong>s and that data if<br />

serviced in the right way, could be extremely<br />

valuable and powerful. We’re doing a number<br />

of proof-of-concept projects at the moment<br />

around how we could service data resident in<br />

practice management solutions to <strong>law</strong> <strong>firm</strong>s<br />

to give them real insight into their business,<br />

their customers and the services they deliver. I<br />

feel that at the moment, the use of big data is<br />

better established in the top 100 <strong>firm</strong>s that are<br />

starting to employ people like data scientists<br />

to extract and manipulate the data into<br />

meaningful management information.<br />

However, where we’ve got a lot more<br />

customers in the mid-market, there’s still<br />

a period of time to go, more work to be<br />

done, and we’re trying to understand how<br />

we can package solutions to turn data<br />

into information. I do believe that real<br />

management information will be a key area of<br />

focus in the future leveraging of the underlying<br />

data already present in <strong>law</strong> <strong>firm</strong>s.<br />

2020 was a huge year for both <strong>Advanced</strong><br />

and Tikit. Put simply, why did <strong>Advanced</strong><br />

take the decision to acquire Tikit?<br />

We’d been interested in Tikit for a while.<br />

There’s three reasons I could probably give<br />

you now that sum up why we were attracted<br />

to Tikit.<br />

The first reason is that <strong>Advanced</strong> Legal<br />

(pre-Tikit) had a good position in the UK<br />

mid-market, but we felt it needed to be a<br />

larger scale. After speaking in depth with our<br />

customers, we felt that it was really important<br />

for us to have a stronger position in the midmarket.<br />

Some of the intellectual property in<br />

Tikit’s mid-market, such as Partner 4 Windows<br />

- and the community that comes with it – was<br />

very much something we were keen to have in<br />

the <strong>Advanced</strong> portfolio.<br />

We are always<br />

on the lookout<br />

for high-value<br />

assets that<br />

we would like<br />

to own and<br />

that would<br />

extend both<br />

our mid-market<br />

capability into<br />

higher value,<br />

and our large<br />

<strong>law</strong> capability<br />

across North<br />

America<br />

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<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Secondly, within <strong>Advanced</strong> (pre- Tikit), though<br />

we were a market leader with our ‘forms<br />

products’ that were used widely across the<br />

country’s top 200 <strong>law</strong> <strong>firm</strong>s - there wasn’t<br />

enough additional software solutions in our<br />

portfolio to larger <strong>law</strong> <strong>firm</strong>s. We saw that Tikit,<br />

and in particular their products like ‘Carpe<br />

Diem’, would give us a lot more opportunities<br />

to engage with the top 200 and alongside<br />

some of the other products in the <strong>Advanced</strong><br />

portfolio; Cloud HR products, appraisal<br />

products online etc. - the software would give<br />

us an even greater presence.<br />

Thirdly, our Group acquisition strategy over<br />

the past few years has started to include entry<br />

into the US market.Tikit had built a credible<br />

North American business with a strong client<br />

base of large <strong>law</strong> <strong>firm</strong>s using Carpe Diem.<br />

In addition, Tikit is a strategic partner of<br />

NetDocuments in both the Canadian and<br />

EMEA markets.<br />

How does <strong>Advanced</strong> see themselves<br />

becoming the number one supplier in<br />

the legal market?<br />

We have a very clear vision to be just that. A<br />

combination of growing organically, winning<br />

new business and offering our solutions to<br />

our existing customer base, will continue to be<br />

an absolute focus. It’s really important to us<br />

that the customers see value in having more<br />

solutions in our portfolio, thus allowing us to<br />

grow our customer community.<br />

In addition, we continue to look for high-value<br />

software companies that would extend both<br />

our mid-market capability, our proposition<br />

into larger <strong>law</strong> <strong>firm</strong>s across EMEA and<br />

increase our capability in North America. I<br />

believe a combination of continuing to win<br />

business, broadening of our customer base,<br />

continuing to provide more value to our<br />

customer community - particularly with some<br />

of the very exciting products we have within<br />

the <strong>Advanced</strong> Group alongside high-quality<br />

targeted acquisitions – will allow us to reach<br />

our goals. Today we have around 7000 <strong>law</strong><br />

<strong>firm</strong>s, principally in the UK, using solutions<br />

from <strong>Advanced</strong> and we are very keen to grow<br />

that number and to see our presence in North<br />

America expand.<br />

This supplement is aimed at providing key<br />

information to our readers about how<br />

they can future-proof their <strong>firm</strong>. What<br />

one piece of advice would you give to <strong>law</strong><br />

<strong>firm</strong>s reading this now?<br />

Don’t delay in <strong>your</strong> investment decisions.<br />

For every industry, Covid-19 has caused an<br />

impact. Within the legal market clearly, it’s<br />

been quite disruptive. It’s caused <strong>law</strong> <strong>firm</strong>s<br />

to have to move to remote-working, courts<br />

trying to deliver virtual hearings, case backlogs<br />

increasing. It’s been hugely disruptive, there’s<br />

no denying that, but the market is recovering<br />

and getting stronger.<br />

Whilst the pandemic has caused a reaction to get<br />

employees home working just to operate day to<br />

day, it’s important that <strong>law</strong> <strong>firm</strong>s should continue<br />

to think about the future as we have continued<br />

to do in <strong>Advanced</strong>. We have not slowed down in<br />

our own investment decisions because we know<br />

that mobility, digitisation, customer portals,<br />

Artificial Intelligence will all be just as important<br />

in the legal market as they were nine months<br />

ago and in some respects our expectation is that<br />

technology may well be consumed faster than it<br />

would have been previously.<br />

My advice to <strong>law</strong> <strong>firm</strong>s, as they may be sitting<br />

on older technology that isn’t supporting<br />

the new ways of working that have and are<br />

emerging during the pandemic, is don’t hold<br />

back on that investment decision. Think about<br />

having <strong>your</strong> workforce able to work remotely<br />

with ease and <strong>your</strong> customers able to log<br />

in via portals, quickly and efficiently. If the<br />

technology you’ve got today doesn’t support<br />

that, then you really need to be thinking about<br />

that investment, because that is very much<br />

what the future’s going to hold.<br />

Finally, what does the future hold for<br />

<strong>Advanced</strong>?<br />

I think it’s very exciting. We have lots of very<br />

exciting product plans across the Group and<br />

lots of plans to share some of that high value<br />

technology between different markets. For the<br />

legal market that means we will be delivering<br />

valuable new releases of our industry leading<br />

legal products alongside introducing other<br />

group products that we know will be of value<br />

to our customer community.<br />

We know that we cannot afford to sit back<br />

and that the technology we can offer today<br />

and are building for the future will enable <strong>law</strong><br />

<strong>firm</strong>s to embrace the new future, allowing<br />

the ultimate flexibility of their workforce,<br />

sensitively allowing efficiencies and engaging<br />

and delivering a customer experience that<br />

matches their clients’ needs.<br />

In addition, we have great people and ensuring<br />

they are developing to their maximum<br />

potential is something that is very important<br />

to us as a Group. The future in <strong>Advanced</strong> is<br />

always be challenging the status quo, getting<br />

better every day and importantly, continuing to<br />

listen to the customer’s needs and make sure<br />

the technology we deliver is easily assimilated<br />

within their business to deliver ultimate value. I<br />

believe the future for us is positive and indeed<br />

the future for the profession is also positive,<br />

as we get the virus under control and move<br />

forward together.<br />

Doug Hargrove,<br />

Managing Director, Education and Legal<br />

at <strong>Advanced</strong><br />

I see Bots<br />

playing an<br />

increasing<br />

role when<br />

considering their<br />

well-established<br />

role in other<br />

industries<br />

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<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Interview<br />

The key for<br />

growth in the<br />

sector is how<br />

we meet that<br />

challenge of<br />

user experience<br />

going forward<br />

and maximise<br />

the client’s<br />

experience<br />

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<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Overcoming challenges<br />

through collaboration<br />

In this interview, Modern Law sat down with the wonderful Kelly Rotheram, Chief<br />

Executive at Sternberg Reed. The aim was to discuss the value of User Groups,<br />

the benefits of collaboration and the importance of pulling together as a legal<br />

community to overcome the challenges of the pandemic.<br />

Tell us a little bit about <strong>your</strong>self and <strong>your</strong><br />

role at Sternberg Read?<br />

I’ve been at Sternberg Reed for about eight and<br />

a half years and my current role at the <strong>firm</strong><br />

is Chief Executive. I’m not a <strong>law</strong>yer by trade. I<br />

actually come from a finance background and<br />

I primarily work in project management, that’s<br />

always been my forte. I love getting involved in<br />

anything new and innovative. If a business can<br />

be helped to grow and achieve greater aims<br />

- that is something that I’m really passionate<br />

about. Since joining Sternberg Reed, I’ve been<br />

enjoying getting to grips with the Legal Aid side<br />

of the sector and all the wonderful challenges<br />

that it presents. It’s very different to the big<br />

corporate world of <strong>law</strong> <strong>firm</strong>s (which is where I<br />

first started with Russell Jones and Walker), but<br />

it’s something that I really love.<br />

Both inside and outside of work, you’re<br />

known to be a keen motivational speaker.<br />

So, what have you spoken about recently<br />

that you can share with us?<br />

Well, it’s been a bit dry recently! But yes, the<br />

last engagement I did was at a local high<br />

school where I spoke at a leadership awards<br />

ceremony to around 200 teenagers. It was part<br />

of a leadership program they’d been doing in<br />

the school and the aim of my talk was to show<br />

what it is to be a leader and generally to help<br />

inspire and motivate them going forward. They<br />

were all fantastic and I often wonder if they<br />

needed me at all!<br />

Now that we have entered 2021, what are<br />

the top challenges <strong>law</strong> <strong>firm</strong>s face? What<br />

challenges are present in terms of data and<br />

technology?<br />

I believe the biggest challenge for the <strong>law</strong><br />

sector is maximising the client experience. We<br />

have to look at <strong>law</strong> <strong>firm</strong>s in the context of the<br />

whole retail sector and look at what the retail<br />

sector has been doing over the last few years.<br />

To give an example - when buying Amazon<br />

purchases, you are notified when the order<br />

has been received, how quickly it was<br />

dispatched and when it’s going to arrive at<br />

one’s house. Law <strong>firm</strong>s need to move more<br />

towards that sort of client experience, where<br />

you’re constantly communicating with the<br />

customer and they’re never in the dark<br />

about anything.<br />

I believe we need to be telling them at every<br />

point in their case, exactly what’s going<br />

on and providing options for self-service<br />

wherever possible. The ability to provide<br />

information easily and electronically without<br />

the client having to come into the office to<br />

provide written documents, is something that<br />

everyone should be looking to achieve.<br />

If you don’t offer that level of customer<br />

experience, then it’s getting harder to keep<br />

up that repeat business because people shop<br />

around so much more now. If they have one<br />

bad experience, they’re not going to use you<br />

again, it’s as simple as that.<br />

The key for growth in the sector is how we<br />

meet that challenge of user experience going<br />

forward and maximise the client’s experience.<br />

That means right from the very beginning<br />

when obtaining a quote, all the way to the very<br />

end of the matter in hand.<br />

What impact has Covid-19 had on <strong>your</strong><br />

<strong>firm</strong>? What has changed within <strong>your</strong> <strong>firm</strong><br />

as a result of it?<br />

The biggest impact from the very beginning<br />

was what it did to the court process. There<br />

were so many court closures and very quickly<br />

the courts were having to completely change<br />

the way they worked.<br />

They suddenly had to invest in technology and<br />

try and catch up with active <strong>firm</strong>s as quickly as<br />

possible. To be frank with you, it’s been hugely<br />

beneficial in some ways for the industry. In<br />

particular, I refer to the family courts, which<br />

has become far more electronic now.<br />

Certainly, a lot of the time that we might<br />

have spent in the past preparing multiple<br />

copies of paper bundles, is now being<br />

invested in more important areas of a case.<br />

Everything is going electronic and it’s a more<br />

streamlined process now.<br />

I have to say,<br />

those events are<br />

by far the best<br />

events in my<br />

calendar every<br />

year! They’re<br />

fantastic for lots<br />

of reasons<br />

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Nevertheless, one of the challenges in this is<br />

how do you empower <strong>your</strong> advocates in a <strong>law</strong><br />

<strong>firm</strong> to be able to present their case properly,<br />

when they’re having to think about the vast<br />

array of technology at the same time?<br />

At Sternberg Reed, we spent a lot of time<br />

working with our advocates to come up with a<br />

solution that works well for them. To give just<br />

a couple of examples, we’ve invested in more<br />

hardware and also set up rooms for hearings<br />

that have video conferencing and software<br />

that allows our staff to engage with their notes<br />

around those cases electronically. There’s been<br />

a lot of training and investment that has gone<br />

into achieving that, but I think it’s something<br />

that’s really future-proofed the <strong>firm</strong> and made<br />

us better at what we aim to do going forward.<br />

How important is collaboration between <strong>law</strong><br />

<strong>firm</strong>s? In <strong>your</strong> opinion, has the pandemic<br />

helped push forward the need to collaborate<br />

and what strategies would you suggest to<br />

ensure success in the legal sector?<br />

Personally, I believe collaboration has<br />

always been important for <strong>law</strong> <strong>firm</strong>s. One<br />

of the things I found during the pandemic<br />

particularly, is actually collaboration has been<br />

extremely important when the environment<br />

around us, as in the courts and the Legal Aid<br />

Agency, has all been changing so much.<br />

It’s been great to be able to collaborate<br />

with other <strong>law</strong> <strong>firm</strong>s and have that shared<br />

information at our fingertips about what is<br />

working well for some people, how are people<br />

using technology and are there things that we<br />

can learn from one another?<br />

We’ve had some shared webinars with other<br />

<strong>law</strong> <strong>firm</strong>s where we’ve been able to share<br />

ideas between each other and come up<br />

with solutions that help everyone. I’ve had a<br />

number of phone calls from my counterparts<br />

in other <strong>law</strong> <strong>firm</strong>s where we’ve been able<br />

to talk through some of the problems<br />

and challenges.<br />

You want to be able to deal positively and<br />

professionally with <strong>firm</strong>s on the other side,<br />

even if you’re presenting a completely different<br />

argument because there’s still that sense<br />

of understanding about the challenges and<br />

where you can find common ground that<br />

consequently will be best for both of our clients.<br />

So yes, I’m very much in favour of collaboration<br />

going forwards and I believe there’s room for<br />

everyone to do well through it.<br />

An example of fantastic collaboration is<br />

the <strong>Advanced</strong> P4W National User Group<br />

which has been a brilliant opportunity for<br />

connecting legal professionals who are<br />

committed to using P4W to its full potential.<br />

Please tell us more about these events –<br />

why are they helpful? Who are they for?<br />

What you have gained from User Groups<br />

like these?<br />

I have to say, those events are by far the best<br />

events in my calendar every year! They’re<br />

fantastic for lots of reasons. Firstly, they are<br />

just so well attended and by such a diverse<br />

range of individuals, that you really do learn<br />

so much from them. You’ve got everyone from<br />

<strong>law</strong> <strong>firm</strong>s, CEOs, <strong>law</strong>yers, other suppliers etc. -<br />

all working together.<br />

I always go with a notepad in hand and I’m<br />

constantly writing things down because it’s such<br />

a flurry of ideas. Everyone has different ways of<br />

using the ‘Partners 4 Windows’ system to best<br />

effect and so it’s such a great environment to<br />

come to the User Group, and to hear and to<br />

see, through various presentations, how people<br />

are using the system.<br />

What’s more, as a group, we’re not generally<br />

precious about our intellectual property.<br />

Often you go to this event and people are<br />

more than happy to share things and say “I<br />

created this form to use, here, have a copy!”<br />

We all work together and we all keep in touch<br />

outside of the User Group, so it’s a very social<br />

environment, quite a family feel actually.<br />

I would say one of the other things that makes<br />

it brilliant is just the level of engagement that<br />

comes from the <strong>Advanced</strong> staff. They really want<br />

to be actively involved in the User Group and<br />

offer help and support as much as they can.<br />

It’s also a great opportunity for us as users to<br />

influence development going forward. We can<br />

visibly see things that we’ve suggested at the<br />

event go through development cycle, and then<br />

be available at the next User Group meeting.<br />

I can’t recommend it enough! It really is unlike<br />

any other conference that you can go to, just<br />

because the way it’s set up to be so incredibly<br />

innovative. As I mentioned earlier, there’s<br />

often lots of other suppliers there as well,<br />

showcasing their products and again, with a<br />

mentality of really delivering something that is<br />

useful to people.<br />

What will the industry’s biggest challenge<br />

be for the next generation of women?<br />

I believe the biggest challenge will be in<br />

providing truly flexible working. That said,<br />

we’ve definitely gone some way towards that<br />

for sure. I think the pandemic has certainly<br />

helped <strong>law</strong> <strong>firm</strong>s be more confident in allowing<br />

anyone, women or men, to work from home<br />

I’m very<br />

concerned<br />

about the level<br />

of cuts that the<br />

government<br />

continue to take<br />

in terms of legal<br />

aid, when it’s<br />

already having a<br />

very detrimental<br />

effect on<br />

the market<br />

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in a flexible way. There’s still an element of<br />

reluctance to allow <strong>law</strong>yers to work part-time.<br />

Often, we are concerned about the client<br />

experiences i.e. their <strong>law</strong>yer isn’t around as<br />

much. However, one of the things I’ve found<br />

is that part-time workers can be incredibly<br />

effective and efficient and still get everything<br />

done for their clients whilst managing their<br />

time really well.<br />

As an industry, we need to offer workable<br />

solutions so that women aren’t held back when<br />

they come to have children and don’t face having<br />

a stagnant period in their career. At the moment<br />

though, women are often having to choose<br />

between one or the other. I think you really<br />

can have both in this environment and I think<br />

it’s pleasing to see that men have been more<br />

actively involved in taking care of the family.<br />

I believe there should be a bit more of a<br />

family first approach to providing solutions<br />

in the workplace that work for everyone. Yes,<br />

mindsets are beginning to change a little bit<br />

towards that, but there’s still a lot more that<br />

we can do.<br />

What do you think is the most significant<br />

barrier to female leadership within the legal<br />

sector?<br />

I actually think the biggest barrier is other<br />

women, more often than not. I’m sure some<br />

people would disagree with me, but often<br />

there’s a strange competition between women,<br />

and we still feel that we need to compete with<br />

one another and we don’t always help one<br />

another to move up the ladder.<br />

The more that women in leadership roles can<br />

empower other women to progress and to<br />

provide opportunities whenever possible, the<br />

quicker we’ll get there.<br />

What do you think about the government’s<br />

continued Legal Aid cuts? Has the pandemic<br />

put even more pressure on <strong>law</strong> <strong>firm</strong>s to<br />

deliver a service?<br />

Certainly, the Legal Aid cuts have been brutal.<br />

From when I first started working in Legal Aid<br />

the difference is enormous, and I think it’s now<br />

very, very hard to be a sole Legal Aid practice,<br />

without compromising on the level of service<br />

you are able to deliver.<br />

I believe the cuts are quite dangerous for<br />

justice, or could prove to be dangerous going<br />

forward. The thing that concerns me most is<br />

the difficulty in recruiting at the lowest levels<br />

into criminal <strong>law</strong>. Trainees just don’t want to<br />

move into that area of qualification. It takes so<br />

much to qualify anyway, but then you’ve got<br />

to look at police station representation and<br />

getting all of those qualifications on top. It’s a<br />

very challenging area where you’re having to<br />

work 24/7 because police stations do not close.<br />

I believe it’s just an area of <strong>law</strong> that young<br />

people don’t really want to get involved in<br />

anymore, and that’s because it pays terribly in<br />

comparison to other areas and it’s immensely<br />

challenging for those reasons I just gave.<br />

So, yes, I’m very concerned about the level of<br />

cuts that the government continue to take in<br />

terms of Legal Aid, when it’s already having<br />

a very detrimental effect on the market.<br />

Certainly, since the pandemic hit we’ve seen<br />

massive increases in domestic violence cases<br />

in family <strong>law</strong>. At times, the level of work<br />

coming in has been four times the average<br />

than in previous comparable months.<br />

There’s no doubt that lockdown has created<br />

challenges for individuals, and it has<br />

undeniably driven an increase and created a<br />

huge amount of pressure for <strong>firm</strong>s to deliver.<br />

As a <strong>firm</strong> you won a Law Society Excellence<br />

award for <strong>your</strong> Associate and Partner<br />

development programme. How do you<br />

develop new Partners at Sternberg Reed?<br />

We were very excited to have won awards in<br />

2017. It was a keep fun night and it seems like<br />

a very long time ago now, given how much the<br />

world has changed!<br />

As a <strong>law</strong> <strong>firm</strong>, we developed a scheme<br />

whereby anyone in our <strong>firm</strong> can join onto the<br />

‘Associate and Partner Development Program’.<br />

What we aim to do, is to help them to succeed<br />

within the <strong>firm</strong> by offering them one-to-one<br />

mentoring meetings every six months and<br />

setting them achievable targets based on the<br />

development pathways that we have.<br />

So, for example it might be that they have a<br />

skill in marketing that they wish to pursue and<br />

we will pair them with a strong marketeer and<br />

help them develop their skills. Ultimately, we<br />

will do anything we believe might help them<br />

to progress their career and hopefully achieve<br />

that promotion as quickly as possible.<br />

It’s worked really well in the fact that we’ve<br />

had a number of very young solicitors able<br />

to be fast-tracked through that program.<br />

Furthermore, it is beneficial for the <strong>firm</strong> as well -<br />

in that we’re able to welcome new Partners and<br />

aid in succession planning. The program helps<br />

people feel a part of the Sternberg Reed family<br />

right from the very beginning of their career.<br />

Kelly Rotheram<br />

is Chief Executive at Sternberg Reed<br />

As an industry,<br />

we need to<br />

offer workable<br />

solutions so that<br />

women aren’t<br />

held back when<br />

they come to<br />

have children<br />

and don’t<br />

face having a<br />

stagnant period<br />

in their career<br />

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Feature<br />

DELTAS -<br />

an expanding initiative<br />

with a limitless horizon<br />

Frances Anderson of NetLaw Media has quite a bit to answer for<br />

and quite a bit to be proud of – because she’s a key catalyst in the<br />

establishment of the DELTAS.<br />

Firms have<br />

learned that<br />

they can<br />

manage without<br />

splendid events,<br />

without jumping<br />

on a ‘plane and<br />

without printing<br />

and throwing<br />

away in excess<br />

of 50% of the<br />

paper they used<br />

It started with an awareness that there<br />

were fewer women in senior roles in<br />

legal technology in, say, 2018 than there<br />

had been 10 years previously. Frances<br />

gathered a group of us (female legal tech<br />

people) together to think about the why<br />

behind that and the what does that mean<br />

and what can we do. She brought to that<br />

lunch a friend – Jacqueline de Rojas who is<br />

President of techUK, who broadened our<br />

background knowledge of the technology<br />

sector in general.<br />

The conversation expanded and as a group<br />

we focussed on other concerns. Not only<br />

were there not that many women, not just<br />

in senior roles but in a whole range of roles<br />

in technology – but there were a lot of other<br />

groups who were poorly represented –<br />

Ethnicity, gender, background and experience<br />

all seemingly having a part to play in what<br />

looked like an increasingly, inadvertently,<br />

exclusive club.<br />

The next time the group got together, it was<br />

not just the ladies who lunched it was a much<br />

wider range of individuals involved in legal tech<br />

– all with an interest in bringing more people<br />

from the widest possible range of backgrounds<br />

into legal technology.<br />

DELTAS operates with significant support<br />

from NetLaw Media and from a range of legal<br />

technology suppliers in the sector. It has its<br />

own website https://deltassociety.com/ - it<br />

has a representative board (ambassadors)<br />

drawn from the legal technology community<br />

in the United Kingdom. It gives the opportunity<br />

for individuals or organisations to join – not<br />

just making a financial contribution, but also<br />

getting involved. It has published objectives<br />

– and above all it has energy and enthusiasm<br />

and is committed to increasing the diversity of<br />

the working population in legal technology.<br />

It seems so unlikely that anyone should not<br />

be aware of the need for greater diversity<br />

in working teams – initially reports like<br />

the one generated by Lord Davies in 2011<br />

looked at simply the number of women on<br />

FTSE 250 boards. Those targets, like the<br />

30% club, have moved on and now with, for<br />

example, the Parker Review we see the UK<br />

government targeting FTSE 100 companies<br />

to have at least one board member from<br />

an ethnic minority by 2021. The report<br />

acknowledges that companies will find this<br />

hard, but it is a <strong>firm</strong> target.<br />

Now maybe the relationship between FTSE<br />

250 companies and <strong>law</strong> <strong>firm</strong>s technology<br />

departments does not immediately leap off the<br />

page – but most definitely it is there. If every<br />

discipline in every organisation established<br />

for itself a target to increase the diversity of its<br />

own group – not just at the leadership layer<br />

but also throughout the team – then we would<br />

eventually have an increasing pool of talent for<br />

more senior roles and a wider and therefore<br />

more effective set of offerings. All groups<br />

should be following these drivers, not just the<br />

board – the entire business.<br />

‘Eventually’ is however a very dangerous word.<br />

Eventually allows for delay, for setting long term<br />

aspirational horizons and plenty of room to fail<br />

on the way – without probably much blame.<br />

DELTAS was and is not about ‘eventually’ targets<br />

– it wants to drive change and it wants to do<br />

that now. But where to start? Well one obvious<br />

place is at the beginning.<br />

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The relationship between DELTAS and<br />

secondary schools in the London area started<br />

when various DELTAS ambassadors visited<br />

schools, spoke at careers conventions, spoke to<br />

staff, worked with the STEM teachers to think<br />

about how to increase an understanding of<br />

what working in a legal tech team means and<br />

what the career path looked like. The <strong>firm</strong>s<br />

from which the DELTAS members are drawn<br />

also got involved offering summer placements<br />

and work experience opportunities. Some <strong>firm</strong>s<br />

were able to offer a fully designed programme<br />

to ensure the students involved got to see a<br />

range of roles in the technology area.<br />

When the DELTAS ambassadors spoke at<br />

these events it was a new experience for<br />

each of them – most had spoken at legal tech<br />

conferences over the years – but a sea of 15<br />

and 16 year olds who might well not find this<br />

exciting is an extremely intimidating audience.<br />

Determination is however a great weapon – and<br />

those individuals with determination, humour<br />

and good planning engaged the group and<br />

generated an exciting range of questions. They<br />

bought legal technology alive to a group which<br />

had previously probably never heard of it.<br />

The feedback from this initiative was<br />

extraordinary – the pupils involved loved<br />

it – indeed it generated some long-term<br />

recruitment opportunities, the staff from<br />

the schools were delighted both by the<br />

students’ reactions, but also by the range<br />

of information and understanding the <strong>law</strong><br />

<strong>firm</strong>s were able to offer. This was, probably<br />

for the first time, an opportunity for a range<br />

of students to hear about roles which would<br />

otherwise pretty much never cross their<br />

experience path.<br />

That of course was 2018 and 2019 – but we<br />

all know that 2020 was a year of marked<br />

difference. So many of these plans have had to<br />

be severely modified for last year – or indeed<br />

even put off only until this year (hopefully).<br />

DELTAS did not stop because of the challenges<br />

COVID-19 created, it held a virtual conference<br />

in the Autumn of 2020 to bring members up<br />

to date with what had been done so far, to<br />

celebrate that success and to start planning for<br />

what is hoped will be a more predictable and<br />

manageable year coming.<br />

That conference also involved looking at pupils<br />

in tertiary education. Amongst others, leaders<br />

from The University of Law described their<br />

initiative in setting up and running a Legal<br />

Technology Master’s degree. There is also an<br />

interesting initiative at Oxford University’s<br />

Law & Computer Science programme where<br />

equal numbers of Law and Computer Science<br />

undergraduates are brought together with<br />

industry mentors to create solutions.<br />

The <strong>firm</strong>s from<br />

which the Deltas<br />

members are<br />

drawn also<br />

got involved<br />

offering summer<br />

placements<br />

and work<br />

experience style<br />

opportunities<br />

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The industry<br />

needs to move<br />

the narrative<br />

beyond how<br />

they enable<br />

diversity to how<br />

they maximise<br />

its benefits for<br />

their people,<br />

clients and<br />

businesses<br />

So now DELTAS is connected to both the<br />

secondary and the tertiary sector, and more<br />

activity will follow that. But what else is there,<br />

what else can be done, what else is being<br />

done, what else should we think about?<br />

Law <strong>firm</strong>s have had to publish the salary<br />

differentials between men and women for a<br />

few years now. It has not been the greatest<br />

experience for many of them – and many <strong>firm</strong>s<br />

have embarked on an exercise to remove<br />

the them with different timed targets for<br />

conclusion. Enter into that scenario the group<br />

with the greatest punching power – the clients.<br />

Clients are now dictating that <strong>firm</strong>s include<br />

their D&I statistics in tender responses.<br />

In the US and the UK clients are not just<br />

looking for D&I data, but also data around ESG<br />

initiatives. For some organisations, <strong>law</strong> <strong>firm</strong>s<br />

who have not got specific targets around D&I<br />

and ESG are not able to submit responses.<br />

Simply – to get work you have to be addressing<br />

these very human, environmental and<br />

organisational challenges – and that is not real<br />

grass roots initiatives to drive change in the<br />

way organisations conduct their businesses.<br />

The pandemic has acted in some way as a<br />

catalyst for change – maybe this is somewhat<br />

grasping success in the face of a crisis – but<br />

speedy changes have often been engendered<br />

by a crisis or war. Firms have learned that they<br />

can manage without splendid events, without<br />

jumping on a plane and without printing and<br />

throwing away in excess of 50% of the paper<br />

they used. We have learned to change – and<br />

change at high speed. Much of that change<br />

will be enshrined in the way we work going<br />

forward. We need greater imagination on<br />

the potential scope and scale of how we can<br />

operate – including entirely new business<br />

ideas, collaborations and expectations.<br />

What does this mean for DELTAS and for<br />

legal technology recruitment? Well, it creates<br />

opportunities and the clients are again<br />

helping drive that initiative for change. At<br />

a recent UK conference talking about the<br />

operation of <strong>law</strong> <strong>firm</strong>s post the current<br />

pandemic crisis, a number of General Counsel<br />

were on various panels. There was a clear<br />

sense of direction from them – they are<br />

looking for <strong>law</strong> <strong>firm</strong>s to offer diverse, multidisciplinary<br />

teams. Those teams should<br />

include not just <strong>law</strong>yers, but legal project<br />

managers and relevant technologists.<br />

As everyone reading this article knows –<br />

a single vote from a client is worth 100<br />

<strong>law</strong>yer votes. So diverse business support<br />

teams as well as diverse <strong>law</strong>yers are going<br />

to be the norm. Lockdown has seemingly<br />

helped this finally become acknowledged<br />

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as rational fact. The industry needs to move<br />

the narrative beyond how they embody<br />

diversity, to how they maximise its benefits<br />

for their people, clients and businesses.<br />

Those already at that next conceptual stage<br />

will have a competitive advantage.<br />

Increasingly technology teams in <strong>law</strong> <strong>firm</strong>s<br />

recruit from a wide range of experience –<br />

not just those who are embedded in deep<br />

technical understanding, but also those with a<br />

broader range of business experience. The allpervasive<br />

emphasis of technology throughout<br />

every element of working life has meant that<br />

the profile of technology and the technology<br />

team within the <strong>law</strong> <strong>firm</strong> has changed. The<br />

managing partner of a leading City <strong>law</strong> <strong>firm</strong><br />

said memorably at a recent conference that<br />

the resignation that would frighten him the<br />

most at present was that of his CIO – what a<br />

difference a crisis makes.<br />

What else can DELTAS do to improve this<br />

situation? Best practice guidance is important.<br />

Encouraging <strong>law</strong> <strong>firm</strong>s to look at unconscious<br />

bias training, actually using gender neutral<br />

language in advertisements, advertising in<br />

different areas – not just using LinkedIn, but<br />

looking at where various ethnic or religious<br />

communities might search for opportunities<br />

and working in that space.<br />

Continuing the partnerships with with the<br />

secondary school population and looking<br />

outside the London area partnerships.<br />

As location becomes a less important<br />

consideration – because if we continue with a<br />

‘working from home’ or hybrid working style<br />

location does become less important – we<br />

need to increase those links into other areas.<br />

Developing and enhancing the partnerships<br />

at the tertiary level – appearing at (probably<br />

virtually) university and technical college<br />

careers fairs. Each of these activities is<br />

important, and whilst no one activity will<br />

suddenly revolutionise the market and<br />

catalyse the change overnight, each will and<br />

does contribute to that change.<br />

Then of course there is looking at, being<br />

involved in and understanding, the various<br />

UK government initiatives so that we move<br />

hand in hand with these changes. Look at the<br />

McGregor Smith Review and the work the<br />

government is doing around that.<br />

Suppliers too, have a role to play – not only<br />

should supplier recruitment concentrate on<br />

encouraging diversity, but it should also work<br />

in conjunction with <strong>law</strong> <strong>firm</strong>s to look at what<br />

skills are necessary – maybe suppliers could<br />

get involved in these careers fairs – offering<br />

a taste of what it is like to be a software<br />

developer in the legal content market, or<br />

helping someone understand what the<br />

myriad of products within this sector are<br />

designed to support.<br />

Finally, this is as always about people. I doubt<br />

there is an IT team in the country who has<br />

not been run ragged for the last 10 months<br />

– and for most of those individuals there is<br />

no respite in sight. Yet, that does not mean<br />

we can park this concern, and come back to<br />

it when the going gets a bit easier. What has<br />

been a delight to see is the continued energy<br />

and enthusiasm not just from the DELTAS<br />

community, but from the wider community<br />

supporting it – <strong>law</strong> <strong>firm</strong>s, suppliers and<br />

publications – each are contributing by<br />

increasing awareness and focussing on what<br />

can be done. The world has always said ‘if you<br />

want something done ask a busy person’ well<br />

I doubt there are any busier than IT teams in<br />

every industry at present, but I also know that<br />

not a single member of that legal technology<br />

and wider technology community will shirk<br />

their responsibility for a second.<br />

We will, together, improve this – and we are on<br />

that journey now. If you want to get involved<br />

– go to the DELTAS website and see what you<br />

can do to help.<br />

Janet Day<br />

is an Independent Consultant and member<br />

of DELTAS<br />

The all-pervasive<br />

emphasis of<br />

technology<br />

throughout<br />

every element<br />

of working life<br />

has meant that<br />

the profile of<br />

technology and<br />

the technology<br />

team within the<br />

<strong>law</strong> <strong>firm</strong> has<br />

changed<br />

<strong>Advanced</strong> <strong>Supplement</strong> | 15

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Case<br />

Study<br />

Scott Moncreiff<br />

& Associates Ltd<br />

Are using hosted ALB to help deliver innovation. Flexible, scalable<br />

<strong>Advanced</strong> technology offers their <strong>law</strong>yers efficient remote<br />

working and helps them progress client matters smoothly.<br />

New joiners<br />

can see that we<br />

are a very wellrun<br />

<strong>firm</strong> with<br />

the right tools<br />

and resources<br />

available to<br />

help them get<br />

their work done<br />

and keep their<br />

clients happy<br />

In the 1980s, the UK’s legal landscape<br />

was very different from what it is today.<br />

Traditional <strong>law</strong> <strong>firm</strong>s had worked in the same<br />

manner for decades and work-life balance<br />

was rarely, if ever, considered a topic of<br />

interest. Working for a <strong>firm</strong> that didn’t offer<br />

flexibility was the trigger for Lucy Scott-<br />

Moncrieff to establish Scott-Moncrieff with<br />

two other partners.<br />

Following the birth of a son, and with childcare<br />

responsibilities now a consideration, she<br />

decided that a very different approach to the<br />

established working structure in <strong>law</strong> <strong>firm</strong>s was<br />

required. This led to Scott-Moncrieff being set<br />

up as one of the very first virtual <strong>law</strong> <strong>firm</strong>s, a<br />

brave and leading-edge concept at the time.<br />

In subsequent years, several other <strong>firm</strong>s have<br />

established successful practices by using the<br />

same business model.<br />

This spirit of innovation has continued,<br />

and today Scott-Moncrieff Associates Ltd<br />

is represented by 60 experienced legal<br />

professionals who work with clients throughout<br />

England and Wales. Each works independently<br />

from home, with access to meeting rooms<br />

when they are required. A centralised team<br />

manage all of the practice’s administration from<br />

their hub in Temple, London.<br />

Originally focused on Legal Aid work, the <strong>firm</strong><br />

has now expanded into private client and<br />

commercial areas of <strong>law</strong> and they continue<br />

to add new <strong>law</strong>yers and areas of expertise. In<br />

this case study, Roland Watt, Practice Director,<br />

speaks about the ways in which <strong>Advanced</strong><br />

has helped support Scott-Moncrieff’s growth<br />

by attracting new practitioners who can work<br />

easily and efficiently from remote locations.<br />

A growing practice<br />

We put a lot of effort into attracting the best<br />

<strong>law</strong>yers to work with us. We have learnt<br />

that they have to be very experienced, well<br />

established and disciplined to make remote<br />

working suitable for them and the <strong>firm</strong>.<br />

Having a supplier like <strong>Advanced</strong> has really<br />

helped us, as this software is something we<br />

can offer potential practitioners. Before they<br />

join, they invariably ask what tools they will<br />

have to work with. They are always concerned<br />

that remote working might have a negative<br />

impact on efficiency.<br />

The <strong>Advanced</strong> hosted desktop environment<br />

with Microsoft Office, Email and ALB for the<br />

case management system, helps alleviate their<br />

concerns. New joiners can see that we are<br />

a very well-run <strong>firm</strong> with the right tools and<br />

resources available to help them get their work<br />

done and keep their clients happy.<br />

A change for the better<br />

We adopted hosted ALB in 2012. We had<br />

been using a very basic web-based case<br />

management system but as the <strong>firm</strong><br />

expanded, it had become unwieldly. Document<br />

downloads were taking a long time and<br />

everything froze when we had several people<br />

working on the system at one time. The <strong>firm</strong><br />

had grown to the point where it was clear that<br />

we needed something better, a system that<br />

could easily scale with our business.<br />

We required a product that was future-Proof,<br />

rather than one that could only accommodate<br />

our current needs, and we had to be able to<br />

easily add new users very quickly. We also didn’t<br />

want the burden of having to run our own<br />

servers. The cost of upgrading servers, servicing<br />

them and paying for IT staff to take care of<br />

them is high. It’s an unnecessary expense.<br />

16 | <strong>Advanced</strong> <strong>Supplement</strong>

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Desktop efficiency<br />

What <strong>Advanced</strong> offered us was the hosted<br />

desktop. This provided us with the real flexibility<br />

we needed to be able to work efficiently from<br />

anywhere, at any time. Users connect to the<br />

secure <strong>Advanced</strong> hosted desktop via a simple<br />

click of an icon on their own PC. Instantly, their<br />

work computer is available on their own device<br />

and everything they need is in front of them. It’s<br />

exactly the same as if they had just walked into<br />

the office and turned their computer on.<br />

With hosted ALB, we can take on any number<br />

of people at any one time and it doesn’t impact<br />

the stability of the system. We simply place an<br />

order for any extra users and everything is up,<br />

running and available. Because we have been<br />

operating remotely for so long our systems,<br />

processes and procedures are very streamlined<br />

and they work exactly like we need them to.<br />

Tried and tested<br />

When the 2020 lockdown came into play, we<br />

were very fortunate to have our remote work<br />

systems in place because it meant that it was<br />

just business as usual for us. We were able to<br />

adapt really quickly and, as an added bonus,<br />

our stability has attracted new practitioners<br />

who were impressed by our ability to carry on<br />

normally. It’s the hosted desktop that really<br />

gets their attention. They find it very useful to<br />

have easy access to the full system, directly<br />

from their own device.<br />

Another benefit is security. Users can<br />

confidently store their client documents in<br />

our hosted environment knowing that all of<br />

their information is backed up regularly. They<br />

wouldn’t have this benefit if they were working<br />

from their normal home computer. They<br />

appreciate that a lot.<br />

<strong>Advanced</strong> provide our training. Due to the fact<br />

that the system is so user-friendly, intuitive<br />

and straight forward, it’s an easy transition for<br />

new users. As core tasks are the same across<br />

all systems, users don’t have any problems<br />

adapting. If users do have any issues, the<br />

<strong>Advanced</strong> support team are always friendly and<br />

happy to help.<br />

The functionality we need<br />

The <strong>Advanced</strong> hosted desktop and ALB solution<br />

provides a solid foundation for our business,<br />

offering stable and dependable IT and case<br />

management functionality. Opening and closing<br />

accounts is easy, and all of our management<br />

accounts requirements are met in a very<br />

productive way. Our <strong>law</strong>yers find features like<br />

time recording and document management<br />

work very well for them. I would absolutely<br />

recommend the <strong>Advanced</strong> hosted desktop and<br />

ALB solution to other legal practices.<br />

Catherine Stewart<br />

is Product Marketing at <strong>Advanced</strong><br />

Opening and<br />

closing accounts<br />

is easy, and<br />

all of our<br />

management<br />

accounts<br />

requirements<br />

are met in a very<br />

productive way<br />

<strong>Advanced</strong> <strong>Supplement</strong> | 17

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

How to tell if it’s time for <strong>your</strong><br />

mid-sized <strong>law</strong> <strong>firm</strong> to invest in a<br />

document management system?<br />

Most mid-sized <strong>law</strong> <strong>firm</strong>s rely on a practice and case management<br />

system to ensure that work flows smoothly, but such systems<br />

can have limitations for some types of practice. In this article,<br />

Doug Hargrove notes where case management systems can fall<br />

short, and identifies the point at which <strong>firm</strong>s ought to look at<br />

boosting performance with the addition of a dedicated document<br />

management system.<br />

If the <strong>firm</strong>’s<br />

commercial<br />

<strong>law</strong>yers<br />

habitually don’t<br />

use the case<br />

management<br />

system but use<br />

a local file store<br />

instead, you’d<br />

be well-advised<br />

to think about<br />

the impact<br />

that might<br />

also be having<br />

on the <strong>firm</strong>’s<br />

compliance risk<br />

For some time now, most mid-sized <strong>law</strong> <strong>firm</strong>s<br />

have used a practice and case management<br />

system to help run the <strong>firm</strong>. Such systems<br />

typically manage accounting and billing,<br />

look after case and client records, and<br />

almost invariably handle time recording and<br />

elements of business intelligence. Many, in<br />

addition, incorporate document management<br />

tasks that ensure compliance. As such, case<br />

management systems are like the Swiss Army<br />

Knife of legal technology. It follows that most<br />

<strong>firm</strong>s that have one probably can’t and don’t<br />

want to imagine life without it. Nor should<br />

they, because such systems enable the<br />

delivery of an efficient, integrated and highquality<br />

service to <strong>law</strong> <strong>firm</strong> clients.<br />

Boosting productivity<br />

That said, however, <strong>firm</strong>s that are ambitious<br />

to boost productivity might want to look at<br />

the areas where efficiency is being lost. They<br />

could well find that some <strong>law</strong>yers are working<br />

inefficiently simply because they’re only using<br />

the case management system some of the time.<br />

This happens because the typical case<br />

management system is designed to push<br />

documents through a sequential workflow. This<br />

is the case in transactional areas of <strong>law</strong> such as<br />

conveyancing, family <strong>law</strong> and personal injury.<br />

The case management system understands and<br />

structures the efficient progress of the work.<br />

This performs well in those areas of the <strong>law</strong><br />

where the workflow is predictable.<br />

However, the case management system<br />

document handling toolset is less useful<br />

in some other areas of practice, typically<br />

in commercial <strong>law</strong>. In areas like mergers<br />

and acquisitions, employment <strong>law</strong>, IP and<br />

contract <strong>law</strong>, the workflow isn’t predictable<br />

or sequential. Consequently, the document<br />

handling capability of the case management<br />

system is less helpful to <strong>law</strong>yers working in<br />

the commercial practice areas of the <strong>firm</strong>. As<br />

a result, there can be a tendency for those<br />

<strong>law</strong>yers to opt out of the case management<br />

system workflows, and to keep their documents<br />

to themselves, stored locally rather than fight<br />

their way through a case management system<br />

that simply isn’t designed to complement what<br />

they do, and the way in which they work.<br />

Now you might say, “That’s okay.” But actually,<br />

it’s not, because it leads to inefficiencies and<br />

more. For one thing, documents might be<br />

stored in places that make them hard to find –<br />

especially as time goes by. This results in a lot<br />

of time being wasted on merely searching for<br />

the right document.<br />

In addition, where documents are held locally<br />

and outside of the case management system,<br />

there’s often only the most rudimentary version<br />

control, which again can result in the wrong<br />

document being worked on for some time; and<br />

more time being wasted on searching, opening,<br />

checking and searching again.<br />

18 | <strong>Advanced</strong> <strong>Supplement</strong>

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

We also know that in today’s world, a very high<br />

proportion of work is conducted on email.<br />

Yet it’s a cumbersome and time-consuming<br />

process to copy an email and diligently save it<br />

in an electronic matter file.<br />

Finally, when <strong>law</strong>yers are working outside of<br />

the case management system, their capacity<br />

to collaborate efficiently with colleagues and<br />

clients is greatly hampered by the need to<br />

email documents back and forth; or post them<br />

to a web-based transfer site. It means that<br />

collaborative work on documents becomes<br />

very clunky and time consuming. It all adds<br />

up to a big potential hit on the efficiency and<br />

productivity of the <strong>firm</strong>’s commercial <strong>law</strong>yers.<br />

Reducing risk<br />

However, that could be the least of a <strong>firm</strong>’s<br />

worries. This is because when <strong>law</strong>yers are<br />

working outside of the case management<br />

system it not only introduces inefficiencies,<br />

but very importantly, it also brings increased<br />

risk. For example, posting important client<br />

documents on a file-sharing internet site to<br />

enable collaboration is clearly not best practice<br />

when it comes to data protection.<br />

If the <strong>firm</strong>’s commercial <strong>law</strong>yers habitually don’t<br />

use the case management system but use a<br />

local file store instead, you’d be well-advised<br />

to think about the impact that might also be<br />

having on the <strong>firm</strong>’s compliance risk. After all,<br />

when documents are held ‘off system’ their<br />

security and integrity cannot be controlled by<br />

the <strong>firm</strong>. In particular, when these ‘off system’<br />

documents contain personal data, it makes<br />

General Data Protection Regulation (GDPR)<br />

compliance extremely difficult.<br />

In addition, think about the risks to the <strong>firm</strong><br />

when commercial matter files are incomplete<br />

– something that’s not at all unlikely, because,<br />

as noted above, electronically filing emails is a<br />

hassle. So relevant emails aren’t systematically<br />

filed in the matter file. Things get forgotten,<br />

and can languish forever unseen in Outlook.<br />

There’s also a danger that documents are lost<br />

or misplaced in local files. This is compounded<br />

by the lack of version control and document<br />

audit trails. It all increases the chances of the<br />

wrong document being given to a client –<br />

introducing unacceptable risks to the probity<br />

of the <strong>firm</strong>’s legal service delivery.<br />

All told then, if <strong>your</strong> case management system<br />

isn’t meeting the needs of all <strong>your</strong> <strong>law</strong>yers,<br />

it could be that the <strong>firm</strong> is thereby exposed<br />

to unnecessary inefficiencies and risks. It<br />

then becomes wise to seek a complementary<br />

solution in the form of a dedicated document<br />

management system.<br />

How a document management system fits in<br />

A document management system is just that<br />

– it’s dedicated to managing documents as<br />

efficiently as possible. The good news is that it<br />

It’s the simplicity<br />

with which they<br />

can achieve<br />

full access and<br />

functionality<br />

on any device<br />

that increases<br />

people’s capacity<br />

to use their time<br />

efficiently<br />

<strong>Advanced</strong> <strong>Supplement</strong> | 19

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

If <strong>your</strong> case<br />

management<br />

system isn’t<br />

meeting the<br />

needs of all<br />

<strong>your</strong> <strong>law</strong>yers,<br />

it could be<br />

that the <strong>firm</strong> is<br />

thereby exposed<br />

to unnecessary<br />

inefficiencies<br />

and risks<br />

will work in conjunction with <strong>your</strong> existing case<br />

management system. The advantages are that it<br />

has the capacity to increase <strong>your</strong> <strong>firm</strong>’s efficiency<br />

and productivity; and decrease <strong>your</strong> exposure to<br />

risk. It’s also perfectly possible to configure <strong>your</strong><br />

document management system only for those<br />

practice areas that will benefit from it.<br />

Efficiency and productivity are increased<br />

in several ways. Firstly, you eliminate the<br />

inefficiencies of working independently in<br />

local storage files. But as well, a dedicated<br />

document management system makes<br />

document and email management more<br />

efficient. In particular, you should look for<br />

systems that automate predictive email filing.<br />

It’s also very valuable to introduce a Cloudbased<br />

document management system. This<br />

heightens efficiency because <strong>law</strong>yers, as well<br />

as paralegals and secretaries, are able to<br />

access documents using a simple login from<br />

any place where they have internet access to<br />

enable a more efficient use of their time.<br />

It’s also worth noting that a web-based<br />

document management system also lets you<br />

access files and documents on any device.<br />

So, in addition to remote working, it enables<br />

mobile working.<br />

If you are reading this in the middle of<br />

lockdown 3, the distrinction between remote<br />

and mobile should seem very important.<br />

Lawyers and support staff will welcome the<br />

ability to access files at court, on a train and so<br />

on – wherever they happen to be. Again, <strong>your</strong><br />

people may be able to access the <strong>firm</strong>’s case<br />

management system on any device, but the<br />

functionality and/or performance could well be<br />

compromised. So once more, it’s the simplicity<br />

with which they can achieve full access and<br />

functionality on any device that increases<br />

people’s capacity to use their time efficiently.<br />

Collaboration and security<br />

Importantly, a web-based document<br />

management system also enables slick and<br />

secure document collaboration between<br />

<strong>law</strong>yers and their colleagues, and between<br />

<strong>law</strong>yers and their clients. This has been hugely<br />

useful throughout the challenges that Covid-19<br />

brings and something that many clients<br />

greatly value. Document sharing is part of the<br />

document management system’s front-end<br />

functionality – so no middleware is needed; IT<br />

doesn’t need to get involved, and <strong>law</strong>yers can<br />

make it happen very quickly and efficiently.<br />

Finally, a web-based document management<br />

system will reduce the <strong>firm</strong>’s risk on several<br />

fronts. These days, data is very secure in<br />

the Cloud, because Cloud providers typically<br />

invest huge amounts of money in data<br />

protection measures.<br />

These should include military-grade data<br />

encryption, built-in data loss prevention,<br />

two-factor authentication, the use of<br />

blockchain technology and platform-wide<br />

security audits and certifications to the<br />

recognised international information security<br />

management standards and regimes, such as<br />

ISO/IEC 27001 and SOC 2.<br />

A document management system will also<br />

provide full document audits and version<br />

control and ensure that the <strong>firm</strong>’s data<br />

management remains compliant with data<br />

protection <strong>law</strong>s.<br />

Not every <strong>firm</strong> needs a document<br />

management system, because perhaps all its<br />

practice areas are fully catered for within the<br />

case management system. But for those <strong>firm</strong>s<br />

where mainly commercial <strong>law</strong>yers are going<br />

‘off piste’, there are clear advantages to adding<br />

a document management system.<br />

Doug Hargrove<br />

is Managing Director at <strong>Advanced</strong><br />

20 | <strong>Advanced</strong> <strong>Supplement</strong>

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T: 0330 404 6937<br />

@advanced-legal-technology<br />


<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Feature<br />

Meeting the challenges<br />

and opportunities on our<br />

digital horizon head on<br />

In this article, John D. Haskell, Senior Lecturer at Manchester<br />

University writes a series of answers to questions posed by<br />

Modern Law. The aim was to gain insight on what he felt the<br />

future of legal tech looked like, the importance of the next legal<br />

generation having technical skills, and how legal tech in North<br />

America was currently being embraced.<br />

Computer-based<br />

technologies<br />

are definitely an<br />

important part<br />

of our futures,<br />

but the actual<br />

content of the<br />

programmes<br />

and the<br />

design of their<br />

implementation<br />

will have a lot<br />

to do with their<br />

success<br />

Tell us more about <strong>your</strong> talent academy?<br />

Why do you think it’s so important to teach<br />

<strong>your</strong> <strong>law</strong> students technical skills?<br />

It seems to me that we live in deeply<br />

confusing times. We simultaneously feel that<br />

we are collectively undergoing significant<br />

transformations to the way we experience<br />

and organise our lives (e.g., ‘disruption’,<br />

whatever industry 2.0 or 3.0 or 4.0), and yet<br />

so much of the time, the way people speak<br />

about these transformations is predictable,<br />

almost scripted (e.g., being reminded that<br />

‘tech isn’t a solution in itself’, breakout<br />

creativity sessions with Lego blocks). We<br />

are told that digital technology is opening<br />

up new societal vistas and industry-wide<br />

opportunities, but it seems to also usher<br />

in a future where precarity seems the one<br />

constant norm across the ecologies of<br />

daily life.<br />

Digital technologies promise enhanced<br />

freedom, efficiency and democratic<br />

possibilities, but we find these exact realities<br />

under threat. And all-too-often, while we<br />

know that digital futures are upon us, it feels<br />

that many initiatives are just chasing the<br />

promise of revenue and trying to be ‘up’ on<br />

the most recent trend. So, it is an exciting<br />

time, but also ripe for miscommunication and<br />

costly mistakes.<br />

The aim of what we are trying to do here at the<br />

University of Manchester is to systematically<br />

rethink how we train the next generation<br />

workforce (and citizenry), to meet the<br />

challenges and opportunities on our digital<br />

horizon without falling into these traps. We talk<br />

about this as a talent academy because on the<br />

one hand, more than ever there is a need for<br />

new private sector and cross-disciplinary talent<br />

to be included in helping design and deliver<br />

on the curriculum, and on the other hand,<br />

our central purpose is to equip students with<br />

the literacy and skill sets needed to be ready<br />

when they graduate and to succeed in their<br />

future adventures and contribute wherever<br />

this leads. In some ways, these talents are<br />

traditional: critical thinking, detail-oriented<br />

composition, effective communication,<br />

familiarity with how to interpret the relevant<br />

<strong>law</strong>; in other respects, it means new territory:<br />

learning how to automate documents, design<br />

apps, read a balance sheet, know how to speak<br />

to a range of professionals, from bankers<br />

and computer scientists to c-suite executives<br />

running innovation teams and various clients<br />

and customers.<br />

We try to offer students a range of different<br />

learning environments and evaluation<br />

formats to really experiment with what it<br />

means to become a hybrid professional. One<br />

week students may be learning the basics<br />

of if-then reasoning through hands-on app<br />

building, the next week walking through case<br />

management systems, and the following week<br />

considering different fiscal and monetary<br />

theories at stake in cryptocurrency regulation.<br />

In other words, we focus in on technical skills,<br />

but in doing so, we are trying to work with a<br />

wide range of experts and organisations to<br />

reimagine what those competencies include<br />

and how to best nurture diverse student<br />

talents. We are learning from each other and<br />

it is serious work, but it is also a lot of fun.<br />

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What do you teach <strong>your</strong> students about the<br />

future of legal technology? Is it the Cloud?<br />

Do you discuss recent trends in the market<br />

with them?<br />

One of the central takeaways for participants<br />

in the programme is that market behaviour<br />

and money operations are not separate to<br />

politics. The private always operates in the<br />

shadow of background institutionalised rules.<br />

The <strong>law</strong> is there to formalise policy choices<br />

over the allocation of entitlements and<br />

liabilities and to offer a vocabulary for parties<br />

to make and avoid claims on one another.<br />

A lot of our discussions drill into these implicit<br />

infrastructures that shape market trends<br />

and experiment with how we might legally<br />

redesign market conditions and incentive<br />

structures to achieve different economic<br />

and social outcomes. Put simply, the future<br />

of legal technology is not simply natural or<br />

the outcome of irreducible complexity; it is<br />

something we can have a substantial amount<br />

of control over. What digital technologies teach<br />

us is that <strong>law</strong> is a form of engineering.<br />

Of course, life is radically uncertain and<br />

<strong>law</strong>, of all professions, is based on the<br />

indeterminacy of outcomes. Why else hire a<br />

<strong>law</strong>yer if not that contract terms are open to<br />

interpretation, if not that risk is not something<br />

you can eradicate but something to hedge<br />

and orchestrate around. Entropy is always<br />

lurking in the wings of our best practices and<br />

professional certainties.<br />

We also spend quite a bit of time thinking<br />

about how things can go in different directions<br />

depending on our frame of reference and<br />

we practice argumentative and conceptual<br />

moves to shift the terrain of debate. In doing<br />

so, we try to think about the distribution<br />

stakes and various policy consequences<br />

to the different ways we choose to think<br />

about digital technology. When we study<br />

blockchain technology, for instance, we not<br />

only look at the details of hashing, but situate<br />

this phenomenon in relation to contract<br />

and investment <strong>law</strong> regimes, different fiscal<br />

theories of state spending and banking<br />

operations, and hands-on experience setting<br />

up digital wallets, following crypto exchanges,<br />

participating in staking, and so forth.<br />

Cloud computing is a perfect illustration of<br />

these complexities that we try to grapple<br />

with. One would want to think about distinct<br />

national characteristics (Alibaba in China<br />

versus Amazon in the United States), the<br />

costs and benefits of business models within<br />

these new platform economies (the role of<br />

data at Google), the regulatory and security<br />

concerns involved in outsourcing servers (you<br />

can pass <strong>law</strong>s but how do you ensure that<br />

they are being followed when compliance<br />

is highly technical and geographically fluid).<br />

Also, the profound questions of freedom and<br />

democracy involved in technological advances<br />

(beyond but including the question of whether<br />

a person consents with a click to their privacy<br />

being distributed), the shifting political<br />

economy of global markets (services rather<br />

than ownership), how to make investment<br />

choices over ETFs specialising in Cloud<br />

industries (allocation in portfolio to Zoom<br />

versus Alphabet). Another consideration is<br />

there is a real<br />

role to be played<br />

by industry to<br />

take a longer<br />

term, holistic<br />

view of what<br />

sort of profit we<br />

are creating and<br />

for whom and<br />

what that world<br />

will look like for<br />

our children<br />

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Put simply, the<br />

future of legal<br />

technology is not<br />

simply natural<br />

or the outcome<br />

of irreducible<br />

complexity; it<br />

is something<br />

we can have<br />

a substantial<br />

amount of<br />

control over<br />

understanding the specific services provided,<br />

especially in relation to legal services and<br />

getting a sense of them in practice.<br />

And with all this, not losing sight of the fact<br />

that any Cloud services within a company are<br />

only as successful as they are meaningfully<br />

integrated into the professional culture, which<br />

turns us back into questions of managerial<br />

tactics, understanding business models,<br />

understanding organisational communication<br />

and how to establish ethical and effective<br />

feedback mechanisms to ensure the best<br />

outcomes. We could even contextualise<br />

this further, and think of Cloud computing<br />

in relation to broad governance questions<br />

about web 3.0, or sustainable development<br />

outcomes, or how it links to international trade<br />

and investment.<br />

What we are finding is that to really drill<br />

into these issues requires a detail oriented<br />

but eclectic mind set, which really cuts<br />

across generational barriers or professional<br />

experience: there is a lot to learn together<br />

whether you are an undergrad student in<br />

anthropology or a postgraduate <strong>law</strong> student, a<br />

paralegal or a <strong>law</strong> <strong>firm</strong> partner, a compliance<br />

officer in a bank or an accountant in policymaking.<br />

There is so much learning and work to<br />

be done, all of which can be scaled up or down<br />

depending on the specific interests of the<br />

student cohort. Higher education is uniquely<br />

equipped to sandbox all these learning needs<br />

and open the door for a very diverse crosssection<br />

of participants.<br />

After acquiring Tikit in March, <strong>Advanced</strong><br />

Legal now has a large presence in the US<br />

and Canada. As an American, where do<br />

you see the difference in legal technology<br />

between the two countries?<br />

I wish we had more space here to listen to<br />

<strong>your</strong> insights about how Tikit fits into North<br />

American markets. It might be useful to<br />

even expand this question, and think about<br />

differences throughout English speaking<br />

countries around the globe and recognise<br />

the need to create a taxonomy of different<br />

markets that cut through these geographies.<br />

A lot of my work when advising outside<br />

formal academia is making sense of these<br />

contexts, especially as it relates to higher<br />

education and how we are collaborating<br />

with non-academic stakeholders, developing<br />

research initiatives and (re)training people<br />

around new thinking and innovations at the<br />

interface of <strong>law</strong> and technology.<br />

I think there are at least two things we need<br />

to internalise. First, there are very real areas<br />

where the traditional ways we conceptualised<br />

how we deliver services has to change: for<br />

instance, in relation to billing, how we store<br />

and share documents, or – with the pandemic<br />

– the extent we demand people commute<br />

into offices with high overheads. But equally,<br />

established practices are not just bad or<br />

expendable because they are not new; often<br />

they are in place because they bring a lot of<br />

stability, legitimacy, demand, and competency<br />

to industry and societal needs.<br />

If you think about it, disruption is often a<br />

bad thing in our lives, and the same goes for<br />

industry sectors. Now, that doesn’t mean<br />

we should be wary to adapt and be ahead<br />

of the curve; but when it comes to digital<br />

technologies, a lot of times what is offered<br />

is not really new and ultimately feeds into<br />

existing trends and institutional constraints.<br />

There is a temptation to just chase existing<br />

trends, which ends up with a lot of group think<br />

and change for the sake of change. More often<br />

than not, this sentiment functions to hollow<br />

out institutions for accounting-led short term<br />

returns on equity.<br />

In some ways, this is the fault of policy makers<br />

who have a significant role in creating the<br />

climate for sustainable growth, but this is<br />

also where there is a real role to be played by<br />

industry to take a longer term, holistic view<br />

of what sort of profit we are creating and for<br />

whom and what that world will look like for our<br />

children, and then to help lobby those visions<br />

with legislators and regulators. So, established<br />

practices are not bad per se, and digital<br />

innovation can be part of the problem or part of<br />

the solution – and it is not a zero-sum game.<br />

Second, we are in this exciting moment where<br />

people are open to transformation and sense<br />

that our world is deeply interconnected.<br />

<strong>Advanced</strong> is a great example of this in action<br />

where it offers services ranging from consultancy<br />

and marketing to case management and<br />

security. We can imagine there will be increasing<br />

pressure at the top end of accounting, finance,<br />

legal and management industries to integrate<br />

these services in new ways, especially as we<br />

transition into Web 3.0, and these directions<br />

will trickle down to smaller actors across a<br />

range of service markets. How companies<br />

and governments are able to translate highend<br />

proprietary technologies for the general<br />

population is going to be especially interesting,<br />

and there is a lot of room for development in this<br />

direction – and maybe one place where higher<br />

education industries would become relevant.<br />

However, even with this new hybrid, onestop-shop<br />

approach to legal tech services,<br />

a lot of times the actual technologies and<br />

management strategies are reliant on out-ofdate<br />

but entrenched styles and theories of<br />

organisational change. For instance, you hear<br />

a lot about the need for ‘emotional intelligence’<br />

in the workplace, but it rarely translates into<br />

harnessing the cutting-edge insights from<br />

communication theory to rethink how we<br />

interact within the <strong>firm</strong> or with clients.<br />

We talk about are organisations being attentive<br />

to the mental health of employees, but rarely<br />

does it escape the box of outsourced CBT.<br />

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Computer-based technologies are definitely an<br />

important part of our futures, but the actual<br />

content of the programmes and the design of<br />

their implementation will have a lot to do with<br />

their success and this is often neglected.<br />

In a world of infinite possibility, it is amazing<br />

how often we fall back on the same solutions.<br />

So, meaningful diversity and new perspectives<br />

means actually thinking against the box, and<br />

this is not a turn-key operation.<br />

Is there anything particularly you have had<br />

to change in <strong>your</strong> teaching style for the<br />

talent academy due to Covid-19 restrictions<br />

on universities?<br />

We are running our sessions completely<br />

online to ensure the safety of staff and<br />

students. There are real costs attached to<br />

online learning and it is definitely not an<br />

ideal learning environment even if there<br />

are ways, we experiment with mitigating<br />

these challenges (e.g., breakout rooms).<br />

At universities across the UK, there is a<br />

temptation for the pandemic to accelerate<br />

calls for streamlining administrative staffing<br />

and to increase work allocations at the<br />

ground level of delivery while increasing<br />

management and audit/assessment<br />

processes, which I don’t think are necessarily<br />

helpful in the long term. This might be a<br />

conversation, I guess, for another day.<br />

I have been very lucky with the programmes<br />

I am developing at Manchester to have such<br />

a wonderful community to work with – not<br />

only within the school, but our stakeholders.<br />

Jay and JP at DWF, Vlad with Ethereum,<br />

Brian and Joanna at Jackson Lee, James<br />

at Addleshaw Goddard, Kieron at Clearly<br />

Gottlieb, Andrea and Nicky at Freshfields,<br />

Stuart at Weightmans, Alistair at Syke and Jo<br />

at Bryter, academics at other universities like<br />

Andrea Leiter, Delphine Dogot and Dimitri<br />

van den Meerssche, all these people and<br />

their organisations have just made a world<br />

of difference for what we can pull off on<br />

the curriculum and for making the whole<br />

experience exciting. I just am really grateful to<br />

everyone involved, especially when we all live<br />

on such constrained bandwidths these days.<br />

The final thing I might add about the<br />

pandemic, is that I think it really brings home<br />

our collective vulnerability. We learn from<br />

evolutionary biology that species adaptation<br />

and survival is based on its capacity to<br />

accommodate failure. As a society we often<br />

forget that experimentation and innovation<br />

works best when there are safety nets that<br />

minimise risk. A person is a lot less likely to<br />

leave that dead-end job to try that new idea if<br />

they have a lot of student debt hanging over<br />

their head. How many great companies are<br />

still-born because there is not the environment<br />

in place for people to feel they can afford to<br />

take a potential loss?<br />

For that matter, how many great musicians<br />

have been lost to the industry and consumers<br />

because we defunded music programmes<br />

and got rid of the dole? Our individual<br />

freedom is dependent on our collective<br />

security, and I think in our classes at<br />

Manchester we try to really prioritise listening<br />

skills as a first step in that direction. Paying<br />

attention to vulnerabilities in a spirit of open<br />

listening is a key to our future prosperity and<br />

well-being, as business owners, citizens, and<br />

professionals in the workplace.<br />

John D. Haskell<br />

is a Senior Lecturer at Manchester University<br />

specialising in Law-Money-Technology and<br />

International Law Interests<br />

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<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Blog<br />

Cloud continuity:<br />

when business is disrupted, harnessing the<br />

opportunities offered by digital technology<br />

moves to the top of the agenda<br />

As this is published, legal <strong>firm</strong>s throughout the UK are facing the huge<br />

operational challenges brought about by Covid-19 and the subsequent<br />

requirement for social isolation. The Law Society is continually monitoring<br />

the situation and providing regular updates to provide information and<br />

guidance. Many of the responses posted by the Law Society point to very real<br />

concerns about job retention, the delivery of services and remote working.<br />

Survey<br />

respondents<br />

told us that, on<br />

average, they<br />

review their IT<br />

software and<br />

services every<br />

17 months.<br />

Surprisingly,<br />

9% said they<br />

wait three years<br />

or more<br />

We’re providing this short summary of<br />

how Cloud technology can provide business<br />

continuity in order to support the many<br />

<strong>firm</strong>s who will be reviewing their options<br />

and working practices throughout the<br />

coming months.<br />

Indications of reluctance<br />

When our annual Trends Survey was published,<br />

it highlighted some interesting trends that<br />

have an even higher resonance just a few<br />

short months later.<br />

Survey respondents told us that, on average,<br />

they review their IT software and services<br />

every 17 months. Surprisingly, 9% said they<br />

wait three years or more. That’s a remarkable<br />

figure when you consider how quickly and<br />

significantly the landscape can change. What<br />

the results didn’t show us was whether, after<br />

identifying the challenges of their current IT<br />

software and services, businesses actually<br />

addressed them.<br />

When we asked respondents, what was<br />

holding them back from modernising key<br />

processes or systems, 52% cited either the<br />

potential disruption to staff productivity or<br />

managers remaining unconvinced about<br />

recommended investments in technology.<br />

Nearly half (48%) were also concerned about<br />

the monetary cost of change.<br />

It’s not business as usual<br />

Recent events have made it clear how critical<br />

easily accessible technology, is to business<br />

continuity. Organisations that were deterred<br />

from transforming to digital, have found<br />

themselves unprepared for what the future<br />

has delivered, often at great disruption and<br />

expense to themselves.<br />

Now standing centre stage is Cloud technology,<br />

the single most important factor in the sudden,<br />

unprecedented shift to remote workforces. For<br />

those who were ready, their investment is already<br />

paying the dividends of secure and consistent<br />

delivery channels for the services they provide.<br />

The good news<br />

It’s reassuring to know that planning for<br />

business continuity needn’t be complicated<br />

or expensive. Cloud technology enables the<br />

expedient delivery of the SaaS (Software as<br />

a Service) model. This means that business<br />

stability, with minimal business disruption to<br />

current operations, is within easy reach for<br />

many <strong>law</strong> <strong>firm</strong>s.<br />

One of the best ways for legal <strong>firm</strong>s to protect<br />

their intellectual assets, valuable data, workin-progress,<br />

and archived records, is to store<br />

and manage them from the Cloud so they can<br />

be securely accessed remotely by authorised<br />

users. This flexibility offers business agility and<br />

progression, regardless of where <strong>your</strong> staff or<br />

clients are located.<br />

26 | <strong>Advanced</strong> <strong>Supplement</strong>

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Cloud ready <strong>firm</strong>s have continued to deliver high<br />

levels of client satisfaction. When unable to meet<br />

clients face-to-face, many <strong>firm</strong>s are relying on<br />

Cloud platforms like Skype to hold video meetings<br />

or conferences, causing little interruption to<br />

normal working practices. Cloud solutions<br />

can also make it much easier to share matter<br />

information with clients, which consequently<br />

ends the requirement for time-consuming<br />

administration and information updates<br />

Although events have been challenging for<br />

many <strong>law</strong> <strong>firm</strong>s, perhaps being forced to<br />

reconsider a digital mind-set presents one of<br />

their greatest opportunities for future success.<br />

Moving to applications that are independent<br />

of user location can allow <strong>firm</strong>s to change and<br />

adapt quickly and to gain a competitive edge.<br />

Maximising the benefits<br />

The benefits of Cloud technology, beyond<br />

business continuity, are well documented<br />

and include:<br />

• Reduction of costs and resources associated<br />

with purchasing, and maintaining, a physical<br />

technical infrastructure<br />

• Convenience of a central repository for all<br />

data, communications and processing that<br />

can be accessed by all authorised users<br />

from any location<br />

• Scalability enables a <strong>firm</strong>’s technology platform<br />

to easily expand as the company grows<br />

• Automatic risk management as files are<br />

backed-up and stored digitally off-premises<br />

in secure data centres<br />

• Regulatory compliance for data with builtin<br />

record-keeping, audit trails and access<br />

permission control<br />

• Greater protection as cloud services are<br />

constantly upgrading their security measures<br />

to meet the latest standards<br />

• Less time spent on manual management of<br />

document retention and storage<br />

• Better client experience with provision of<br />

access to information and services 24/7<br />

• Efficient information sharing with both<br />

colleagues and clients<br />

• Wider functionality can be had by<br />

integrating multiple Cloud-based solutions<br />

seamlessly via APIs.<br />

• Improved corporate social responsibility<br />

performance by reduction in carbon footprint<br />

If you have found this of interest, you should<br />

read our whitepaper ‘The connected <strong>law</strong><br />

practice’ to discover the steps <strong>your</strong> <strong>firm</strong> can<br />

take to gain greater digital efficiency.<br />

Doug Hargrove<br />

is Managing Director of Legal at <strong>Advanced</strong><br />

For those who<br />

were ready, their<br />

investment is<br />

already paying<br />

the dividends<br />

of secure and<br />

consistent<br />

delivery channels<br />

for the services<br />

they provide<br />

<strong>Advanced</strong> <strong>Supplement</strong> | 27

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Industry<br />

Expert<br />

Preparing for the next generation<br />

of Legal Aid professionals<br />

An issue of huge and growing concern for anyone who cares<br />

about social justice is, where will the next generation of Legal<br />

Aid barristers and solicitors come from? It sits within the wider<br />

context of what the profession will look like and how the system<br />

will work in the years to come.<br />

Achieving<br />

diversity is a<br />

complex issue<br />

but one that<br />

must be tackled<br />

Note to the reader:<br />

The next Inquiry session<br />

on 28 January will focus<br />

on the experiences of<br />

those practsing at the<br />

publicly-funded Bar.<br />

Con<strong>firm</strong>ed speakers<br />

include Prof. Jo Delahunty<br />

QC, Marina Sergides,<br />

Michael Etienne, Dr S<br />

Chelvan and Natasha<br />

Shotunde. Free places can<br />

be booked here:<br />

https://www.eventbrite.<br />

co.uk/e/the-westminstercommission-on-legal-aidthe-publicly-funded-bartickets-128605653973<br />

These are just some of the questions that<br />

the Westminster Commission on Legal Aid is<br />

seeking to answer. Launched in October 2020,<br />

by the All-Party Parliamentary Group on Legal<br />

Aid 1 , the Inquiry panel is comprised of Karen<br />

Buck MP, James Daly MP (as Chair and Vice-<br />

Chair respectively), Baroness Helena Kennedy,<br />

Baroness Natalie Bennett, Lords Colin Low<br />

and Willy Bach, Gareth Bacon MP, Andy<br />

Slaughter MP, Daisy Cooper MP and Yvonne<br />

Fovargue MP. The Inquiry was conceived in<br />

response to an absence of concrete data<br />

about the Legal Aid workforce since LASPO 2<br />

came into force in April 2013. Before LASPO,<br />

much of the evidence about how the Legal<br />

Aid system operated in practice was collected<br />

by the now defunct Legal Services Research<br />

Centre. Cuts to the Legal Aid budget mean<br />

very little data is now collected or analysed,<br />

and despite a number of Commissions and<br />

research projects looking at Legal Aid and<br />

access to legal advice, there is an absence of<br />

centralised data about providers themselves.<br />

This was concerning before the pandemic but<br />

is alarming in the new economic climate.<br />

To counter this, the Commission is working with<br />

academics from UCL, Cardiff and Newcastle<br />

Universities to conduct research into the Legal<br />

Aid workforce. We will be launching the most<br />

ambitious survey of its kind in March 2021. The<br />

survey aims to reach students and would-be<br />

practitioners, practitioners in all areas of Legal<br />

Aid and, crucially, practitioners who have left<br />

Legal Aid in the last decade. Complementing<br />

this work is six oral evidence sessions with our<br />

Parliamentarian panel, members of the Ministry<br />

of Justice and the Shadow Justice team. These<br />

will highlight the key issues of the Inquiry’s<br />

focus: fees that don’t cover the cost of providing<br />

a service; hugely complex, demanding work for<br />

vulnerable clients; sticking plaster solutions that<br />

do nothing to address the systemic need for<br />

change. That was the intention, but somehow in<br />

the two sessions to date they have gone far so<br />

much further. There is power and pathos in the<br />

stories that we are hearing from those on the<br />

frontline, and in their own way they are a love<br />

letter to the profession itself.<br />

I am writing this on the cusp of our third<br />

session which will revolve around public <strong>law</strong><br />

and civil Legal Aid at a time when attacks on<br />

“lefty, activist <strong>law</strong>yers” by the Home Office and<br />

the popular press have become commonplace.<br />

This reflects the urgent need for an ideological<br />

change in society’s perception of the <strong>law</strong>.<br />

Despite attending court, rushing to police<br />

stations at 2am and answering the phone at all<br />

hours to victims of domestic abuse throughout<br />

the pandemic, and being recognised by the<br />

Government as key workers, <strong>law</strong>yers are rarely<br />

treated as such. We do this work to uphold<br />

the principle that all are equal before the <strong>law</strong><br />

and are entitled, without discrimination, to its<br />

protection. If that public perception could be<br />

shifted, could be more nuanced and informed,<br />

perhaps the system would receive the<br />

investment it so desperately needs.<br />

So, what have we been hearing to date? As<br />

you might expect, there has been a particular<br />

focus on remuneration, and the need for it<br />

to properly reflect the work carried out on a<br />

case; for fees to be lifted in line with inflation<br />

and to take account of the thousands of pages<br />

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that are read in preparation for a case. There<br />

is a certain taboo about speaking about rates,<br />

fuelled by the inaccurate portrayal of Legal<br />

Aid <strong>law</strong>yers as ‘fat cats’, but for any profession<br />

to survive, junior practitioners must see it as<br />

a viable and sustainable career and those<br />

running organisations must be able to recruit,<br />

retain, plan and invest. Currently, Legal Aid<br />

fees only enable this through heavy crosssubsidisation<br />

by other, more commercial area<br />

of legal practice.<br />

A large part of the Inquiry’s focus has also<br />

been on the barriers to practise, whether<br />

that’s ethnic, socio-economic, at an entry<br />

level or at a more senior stage of a career.<br />

We have heard from a number of witnesses<br />

from BAME backgrounds and also those from<br />

different economic backgrounds. Achieving<br />

diversity is a complex issue but one that must<br />

be tackled. Recruitment is highly competitive<br />

in some areas and highly problematic in<br />

others, and there are much wider, structural<br />

issues about who is actually able to access<br />

the profession. Students incur a great deal of<br />

debt and the odds are often stacked in favour<br />

of those who enjoy significant financial family<br />

backing, not just to qualify but to survive in<br />

the profession long enough to carve out a<br />

career. Given these obstacles, those from<br />

a BAME or poorer background may not<br />

have sufficient financial support. And the<br />

profession will be poorer for it.<br />

I mentioned a love letter however, and that<br />

is what we’ve seen over and over again. The<br />

evidence given by our witnesses has been<br />

detailed and often incredibly moving. Legal<br />

Aid work is generally complex, urgent and<br />

emotionally draining. Witness after witness<br />

has explained the hours they work, the<br />

sacrifices they make and the extra mile they<br />

go for client after client. They do so to ensure<br />

expert, professional advice and support can<br />

be provided to traumatised, disenfranchised,<br />

desperate clients. People who would have no<br />

ability to enforce their rights without access<br />

to a Legal Aid <strong>law</strong>yer, and who benefit from<br />

the support of professionals who do so much<br />

more than the limited services covered by the<br />

scope of Legal Aid or the fees on offer. This<br />

is alarming, given that low fees, long hours<br />

and heavy caseloads mean that organisations<br />

don’t have the resources to adequately<br />

support their staff and individual <strong>law</strong>yers are<br />

not able to sufficiently exercise self-care.<br />

What we are also hearing consistently is<br />

that Legal Aid is a vital service to society. It<br />

underpins the rule of <strong>law</strong> by making such a<br />

lofty ideal accessible to anyone subject to<br />

British <strong>law</strong>. But it is not something that society<br />

can have for free. It is a choice that we make<br />

as a society: either we decide to enshrine<br />

these values or we don’t. If we decide that<br />

we do, there is a cost. It is a comparatively<br />

small cost and it is a cost more than worth<br />

paying. And we have learned that we need<br />

compassionate people, willing to sacrifice<br />

lucrative legal careers for the common good,<br />

not just today but coming through the system<br />

to ensure there is a future. And we need to<br />

fix the system for them so that they can carry<br />

on with this critically important work.<br />

The pandemic has shone a spotlight not just<br />

on the fragility of the Legal Aid sector, but on<br />

its absolute necessity for a healthy, fair and<br />

equal society. And that is exactly what we<br />

intend to demonstrate through our Inquiry.<br />

1. https://www.apg-legalaid.org/node/706<br />

2. The Legal Aid, Sentencing and Punishment of Offenders<br />

Act 2012: https://www.legislation.gov.uk/ukpga/2012/10/<br />

contents/enacted<br />

Rohini Teather,<br />

Head of Parliamentary Affairs at LAPG<br />

There is power<br />

and pathos in<br />

the stories that<br />

we are hearing<br />

from those on<br />

the frontline,<br />

and in their own<br />

way they are a<br />

love letter to the<br />

profession itself<br />

<strong>Advanced</strong> <strong>Supplement</strong> | 29

<strong>Future</strong>-<strong>proofing</strong> <strong>your</strong> <strong>law</strong> <strong>firm</strong> : An <strong>Advanced</strong> guide<br />

Case Study<br />

P4W’s adaptable technology supports<br />

innovative business models<br />

Keystone Law’s bespoke platform enables <strong>law</strong>yers working<br />

remotely around the world to deliver legal services with ease.<br />

P4W was<br />

selected because<br />

it offered the<br />

very specific<br />

administration<br />

and financial<br />

functionality<br />

that we required<br />

Maurice Tunney,<br />

Director of Technology<br />

and Innovation,<br />

Keystone Law<br />

In 2002, a <strong>law</strong>yer from a mid-tier <strong>law</strong> <strong>firm</strong><br />

believed that the legal market was ready for<br />

a new approach. Using technical innovation<br />

and modern working practices to drive<br />

productivity, he created Keystone Law to<br />

deliver legal expertise in a more efficient way.<br />

Keystone <strong>law</strong>yers work independently, from<br />

whichever location is most convenient for<br />

them and their clients. The <strong>firm</strong> provides all of<br />

the support and infrastructure required by the<br />

fee earners including a suite of meeting rooms,<br />

marketing, compliance, finance and IT support.<br />

At the heart of the business is a bespoke IT<br />

platform known as Keyed-in. It’s a flexible<br />

system that ensures <strong>law</strong>yers can access<br />

everything they need from one central location.<br />

Today, Keystone Law is one of the UK’s<br />

leading <strong>law</strong> <strong>firm</strong>s, with over 400 <strong>law</strong>yers who<br />

offer exceptional levels of knowledge and<br />

experience to thousands of clients across the<br />

globe. The Legal 500 2021 recognised them as<br />

‘one of the go-to <strong>firm</strong>s’ for their ‘great roster<br />

of highly experienced talent’ and in November<br />

2020 they were awarded the coveted ‘Law Firm<br />

of the Year’ accolade at The Lawyer Awards.<br />

A custom-fit approach<br />

Keystone started using P4W in the early years<br />

of the business. At the time, this system was<br />

selected because it offered the very specific<br />

administration and financial functions that<br />

the <strong>firm</strong> wanted, without requiring significant<br />

administration to deliver them. As Keystone<br />

has grown, so has the way the <strong>firm</strong> uses P4W.<br />

P4W’s flexible structure, which integrates with<br />

many market-leading technology solutions,<br />

was quickly realised by Keystone. They worked<br />

with the P4W team to transform Keyed-in from<br />

a simple intranet into an award-winning tech<br />

platform and today it is used by hundreds of<br />

<strong>law</strong>yers who can easily access information<br />

whenever and wherever they require it.<br />

One source efficiency<br />

Maurice Tunney, Director of Technology and<br />

Innovation at Keystone Law, sees P4W’s open<br />

access database as one of its biggest strengths.<br />

He says “using the system’s single database<br />

means data only has to be entered once. That<br />

provides us with a significant reduction in input<br />

time and eliminates the risk of data duplication.”<br />

Joined up finance<br />

The Keystone Law finance team use P4W to<br />

run the entire finance workflow of the <strong>firm</strong>. As<br />

a result of a smooth back-end integration to<br />

Keyed-in, <strong>law</strong>yers are able to readily access all<br />

of the financial information they require.<br />

With this integration, Keystone have achieved<br />

massive time savings for both their legal and<br />

financial teams. Running their daily work lives<br />

from one platform enables the <strong>law</strong>yers to work<br />

efficiently across diverse locations and remain<br />

very self- sufficient.<br />

Lawyers no longer need to be in an office or<br />

to constantly log in and out of various systems<br />

to find the information required to progress<br />

matters. Everything they require is available,<br />

regardless of where they are working, or what<br />

tasks they need to complete.<br />

True partnership<br />

Maurice commented on working with the P4W<br />

team; “over the years we’ve required a fair<br />

amount of support to ensure the technology is<br />

configured to work exactly the way we need it to.”<br />

“Having access to P4W’s knowledgeable support<br />

team and their consultancy services has made a<br />

real difference in being able to deliver a solution<br />

that is so unique to Keystone Law.”<br />

“With a fast-growing business, a partner that<br />

is agile and results orientated is crucial. We’re<br />

thrilled that P4W have been by our side every<br />

step of the way and that it continues to ensure<br />

every need we have is met.”<br />

“It’s not often that you find a supplier who 10+<br />

years down the line is still as committed and<br />

supportive as P4W are. It has been an absolute<br />

pleasure to work with them from the beginning.”<br />

30 | <strong>Advanced</strong> <strong>Supplement</strong>

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