A Change of Pace

I am fast approaching the 10th anniversary of launching my consulting practice. In that time, I’ve worked directly with over a hundred law firms and another eighty or so corporations, some of them law departments, some legal technology or services companies. I’ve also delivered hundreds of presentations or conducted training to over 7,500 lawyers and business professionals. I’ve written many dozens of articles, and quite a few book chapters. I’ve recorded webinars, podcasts, and been quoted in the legal press numerous times. On several occasions, I’ve even had my words quoted back to me by someone trying to make a point, not realizing they’re preaching to the preacher!

The subject matters of my speaking and consulting engagements have ranged from partner compensation to profitability to innovation to pricing to project management to performance management to leadership development to work allocation to governance to operational efficiency to marketing to business development to sales force readiness and go to market strategy. While this may seem like a broad range, it’s really a variation on the same theme: Helping business leaders optimize their people and operational assets to find a sustainable advantage in a crowded and competitive marketplace.

Many well-credentialed people hang a shingle and call themselves consultants. As we all know, some are really just biding time while seeking their next landing spot. Others really want to consult, but eventually a client makes an offer that’s too good to refuse. Some of us, myself included, really enjoy the consulting lifestyle and see this as a long-term commitment. Admittedly, some invitations, such as taking on a law firm CEO role, have even tempted me, but I can’t imagine losing the ability to say the things that need to be said to people who are often pretty resistant to hearing them said by people on their payroll!

I’ve also grown fond of the notion that my role is to serve as a catalyst to those who wish to evolve but aren’t sure how. I provide guidance and options, with insights into the relative advantages of various approaches. My role is not to tell people specifically how to run their business by making perfect business decisions. I don’t mind if my clients make poor, sub-optimal, or even money-losing business decisions. My goal is to help them understand the difference. Sometimes that means gently, and occasionally not so gently, reminding the people in charge that a lofty title is not equivalent to being brilliant at all aspects of running a large and complex modern business.

The one thing I do miss as a consultant is building things. I don’t mean working with my hands — my wife and I used our pandemic downtime to build a cozy bar out of an old shed in our backyard, so that sort of project scratches my DIY itch. No, I mean shepherding a project from ideation to completion. I’ve had the good fortune to participate in a number of first-to-market or otherwise transformative product or service launches to the legal marketplace in my nearly 30 years in this space. Every business lesson I’ve learned comes from two sources: Working alongside smart people on high-producing teams; and making — and learning from — mistakes along the way. Most of my engagements purposely end before the projects I’ve helped to kick off come to fruition. This isn’t because I don’t care. It’s because it’s important to me that my clients own each project, and not view or treat it like the consultant’s fad o’ the day. Once I’ve taught others to fish, it’s time for me to move on.

Still, from time to time as a consultant I’ve quietly gone in-house for extended periods, whether it was revitalizing the sales function for a legal vendor, transforming a marketing department for a large law firm, or launching a consulting arm focused on reengineering law departments. During these periods I’ve continued to consult and write and do public speaking, but at a reduced pace. And I generally haven’t shared when I’m engaged in a long-term project, because I’m quite content to stay behind the scenes and allow the partners, the founders, the rising executives to shine.

Recently, a friend introduced me to the co-founder of a fast-rising and innovative legal technology company. The other co-founder sadly and unexpectedly passed away and the remaining co-founder, as sharp and hard-working and committed as they come, has taken on significant added responsibilities. He was looking for an experienced and steady voice to partner with him during the firm’s tremendous growth, and I agreed to help. So you may see my name linked to Angeion Group, a Philadelphia-based rising star in the class action claims administration space. Having previously served as CEO of what is now one of the most dominant players in this space, I have quite a few ideas on how to create scalable business processes during a time of great growth and change.

I’m still consulting, of course. I’ve got several conference presentations coming up, I’m once again chairing a leading partner compensation workshop early next year, I regularly volunteer on committees and boards of a few professional legal associations, and I’m in the middle of teaching a course at the Australian College of Law — I’ll return to Sydney as soon as the borders reopen! Also, as some readers may know, it’s partner retreat season, which means many weekends spent in windowless ballrooms of hotels and fancy resorts! There are always compensation plans to modernize, law firm governance models to adjust, and I’m sure I’ll deliver a few juicy quotes when the reporters call. But I’m also really looking forward to focusing on what I do best: helping a high-performing team reach new levels while improving client satisfaction and financial performance.

Timothy B. Corcoran is principal of Corcoran Consulting Group, with offices in New York, Charlottesville, and Sydney, and a global client base. He’s a Trustee and Fellow of the College of Law Practice Management, an American Lawyer Research Fellow, a Teaching Fellow at the Australia College of Law, and past president and a member of the Hall of Fame of the Legal Marketing Association. A former CEO, Tim guides law firm and law department leaders through the profitable disruption of outdated business models. Tim can be reached at Tim@BringInTim.com and +1.609.557.7311.