Your Law Firm’s CFO

I provide strategic support and advice to law firms, from KPI’s to system migrations. I have worked in-house at law firms of varying sizes, from Magic Circle to high street firms, and at senior and board level over the last 20+ years. As a result, I understand the day-to-day priorities and recognise that, even in Finance, these are not always financial in nature. I can help maintain that focus on Finance when you can’t, providing the usual analysis, which goes without saying. Still, I can also provide insight into what drives performance, how to identify those pinch points, and what you can do about them. Experience with various sizes of operations enables me to understand the issues at any scale and how these impact your bottom line and cash flow in the bank.

In addition to working in-house, I have also managed an extensive portfolio of law firm clients for an outsourced cashiering and accounting firm, and I have seen common themes across a broad spectrum of firms. However, there is generally no “one size fits all” solution, and I can tailor my approach to your way of working, your culture, and systems.

I have particular expertise in managing cash flow and am the Chair of the Yorkshire Ridings branch of the Chartered Institute of Credit Management. I have provided specialist credit management advice and training to law firms, addressing an area of operations that often receives limited strategic attention. Effective credit management is critical, not only because it can release significant amounts of tied-up cash, but also because it frequently highlights underlying process or systems inefficiencies within a firm. I can help firms strengthen financial discipline, improve cash flow, and identify root causes of systemic issues that also impact profitability and client service.