Industry: Legal

In reality the quality of data in most CRMs is poor – records are incomplete, information is missing, and contact information is outdated — leaving partners and clients unsatisfied. Next-gen CRM systems are designed to solve these data issues. They include automatic data capture from email signatures and calendar entries, so there’s no data-input needed, and they integrate with key third-party data sources so that professionals can access all the information they need on a single platform.

Virtual law firm Practus will centralize and systematize its conflicts clearance process using Microsoft Azure-based Intapp Conflicts.

Under the strategic partnership with Microsoft, Intapp is adopting Azure as its preferred platform for delivering the industry cloud for professional services, helping firms harness the full power of purpose-built software and services that support the modern workplace.

At law firms, the Rule of Three has long been a pillar of sound legal marketing and business development. The rule, which recommends engaging clients in at least three practice areas, is based on the idea that with each practice and service area added, you increase the likelihood that your firm will retain and grow the relationship with a client. But firms today face an increasingly sophisticated and competitive landscape — and it’s time to update the rule. Three practice and service areas are no longer enough. Instead, your firm should be targeting five. To win the cross-selling game, today’s firms need to adopt several key practices and programs. In this e-book, we’ll share three successful cross-selling tactics, key implementation tips, and best practices around: Whitespace analysis Key-client programs Strategic account programs Download the e-book to learn more about best practices and technology for cross-selling for today’s law firms.  

In search of an automated legal billing software solution to replace its paper-based processes, McCarter & English was in the midst of evaluating Intapp Billstream when the COVID-19 pandemic struck in 2020. The evaluation program, which had begun as a pilot for two partners, was designed to let the legal billing team test the system and validate that its integration with the firm’s Elite Enterprise system worked as expected.

Guy Adams, VP of the Legal Industry Group at Intapp, spoke with Law360 reporter Emma Cueto for her article on the recent uptick of combination activity specifically amongst midsize, regional, and boutique firms.

In the decade since the last worldwide financial crisis, the business of law has changed significantly. Risk and compliance teams have continued to mature during this time; they now assess risk more holistically to inform strategic growth. Today, as we enter unchartered territory for the world’s economy and the practice of law, risk teams will prove more important than ever in helping their firms adapt to new conditions while continuing to achieve their goals. Please join John Sharkey, Vice President of Risk Practice at Intapp, and Judy Berman Director, Global New Business Intake and Information Management at Sherman & Sterling whom will provide observations on challenges, trends, and opportunities for strengthening law firm risk and compliance in the current environment: Introducing risk-aware business development targeting to maximize efficiency, drive strategic alignment, and make profitable decisions Breaking down silos to comprehensively manage risk across business acceptance processes Monitoring and surfacing ongoing risks to protect your firm.

In the face of challenging economic times, firms have historically adapted using alternative business practices not just to meet near-term client needs but also to fundamentally reinvent the way they work. Today, finance and operations professionals enjoy increased access to data and more sophisticated technology than ever before, which enables them to drive firmwide transformations for long-term profitable delivery. Join Chris Kraft, General Manager of Operations and Finance at Intapp, and Toby Brown, Chief Practice Management Officer at Perkins Coie, to learn how, in challenging times like these, a truly connected firm can enhance outcomes: Learning from this period of deep crisis to adapt and drive lasting, positive change Recognizing that prioritizing client needs doesn’t mean sacrificing profitability Advocating effectively for a change agenda across the entire firm.

Darryl discusses into the importance of “taking the lead” in order to reinforce your client’s confidence in your services and expertise.