Industry: Professional services

This report gives you an in-depth understanding of the partner profile linked to the most successful rainmakers. It offers industry benchmarks for each of the five partner profiles identified by the research, as well as ideas to help your organization scale business development best practices. And it provides key guidance on how technology like Intapp DealCloud supports the behaviors of successful rainmakers.

Improve your firm’s conflict review process with these best practices and Intapp Conflicts. Learn how to make faster decisions and reduce report size.

January marks the beginning of the busy season for professional services firms, and the last thing your teams want to do is spend even more time manually recording their hours and formatting their timesheets. Automated professional services time tracking software can help ease this process.

When you select Intapp solutions to help your professional services firm remain competitive and profitable, you’re assured of tightly managed access to your user, client, and matter data.

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the quality of data in most CRMs is poor – records are incomplete, information is missing, and contact information is outdated — leaving partners and clients unsatisfied.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.

Rising client, investor, and employee expectations, coupled with increased government regulations, are threatening the traditional operating models of legal, accounting, consulting, capital markets, and investment banking firms. To remain competitive, knowledge-based firms will need to embrace industry-specific digital transformation by leveraging purpose-built technology and harnessing the power of data.

Professional and financial services firms are unique industries with unique needs. They are partner-led, knowledge-based, and highly regulated, with specialized data needs and workflows that traditional software solutions cannot accommodate. To maximize their return on technology investments, firms should consider industry cloud solutions which are purpose-built for their needs.

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.