Project-based, not open-ended.
Every engagement is defined up front and on a clock we both agree to — no ambiguity, no open meter. Here is what that looks like from first call to handoff.
Fixed scope
Every engagement starts with a written statement of work: what I’ll deliver, by when, for how much. No open-ended retainers, no subscription you forget to cancel.
A deliverable you keep
You walk away with the actual thing — the rewritten policy, the migrated payroll system, the vendor contract repository, the revenue dashboard — not a slide deck of recommendations.
Built by someone who’s done it
I’m not advising from theory. I run these systems day to day inside a working law firm.
Six steps, fixed scope, a finished deliverable.
Discovery
free, 30 minProposal
scope + fixed feeKickoff
access + milestonesThe work
delivered in milestonesHandoff
+ team walkthroughSupport
follow-up windowHow I scope
One problem at a time, around a single concrete deliverable you can point to and call done. Before I quote anything, I confirm what the deliverable is, what I’ll need from your team, and what’s explicitly out of scope.
How fixed-fee pricing works
I price the project, not my hours. Once we agree on scope the fee is fixed — if the work runs long, that’s my problem to solve, not a bigger invoice for you. No retainer, no meter, and scope changes are agreed in writing first.
Four points in a firm’s life where I come in.
The firm outgrew its back office.
Processes that only live in one person’s head. Benefits and vendor contracts nobody’s revisited in years. Data you’re paying for but not using. I step in for a defined project — audit it, fix it, hand you a system you keep — without adding another salary to the payroll.
Starting a firm? Build the back office right the first time.
Forming the entity, opening the trust account, picking a malpractice carrier, choosing the tech stack — the decisions in a firm’s first year are cheapest to get right before habits and vendor contracts set in. I help new firms build the operational foundation once, correctly, instead of retrofitting it three years in.
Thinking about what’s next? Make sure the firm outlives the decision.
What’s the firm actually worth, who carries it forward, and what does the next generation inherit — dependable systems, or problems with your name still on them? I help founders and senior partners get the operational house in order before a sale or succession, so the transition reflects the firm you built.
Something specific is broken.
A payroll provider that keeps getting it wrong, a case-management renewal that doubled, a handbook nobody has opened since 2019. One contained problem is the easiest kind of project to scope, and often the best first one.
Every project starts the same way:
a free 30-minute call, and a straight read on whether it makes sense.