Shawn Lehocky

December 07, 2023 | The Legal Intelligencer

After a firm's leaders have created or revised projection models to estimate the revenue their matters will generate in the coming year and when their firm will receive that revenue, they can begin setting financial and performance goals for that year.

By Shawn Lehocky and Bryan Reilly

7 minute read

November 30, 2023 | The Legal Intelligencer

Without financial planning and the ongoing monitoring of financial performance, firm leaders are gambling—blindly—that their firms will stay afloat in the coming year and beyond, no matter what their competitors, the economy, and society throw at them.

By Shawn Lehocky and Bryan Reilly

9 minute read

September 21, 2023 | The Legal Intelligencer

Firms that don't prioritize client service will not be seen as innovators or thought leaders. Too many clients and too many referral sources will know that those firms do not walk the client service walk.

By Jason Romanosky and Shawn Lehocky

9 minute read

March 16, 2023 | The Legal Intelligencer

As if law firm leaders didn't already have enough to worry about day to day, they must execute their strategic plans without having a sense of whether the conditions they're facing today will be the same in six months.

By Shawn Lehocky and Bryan Reilly

11 minute read

June 30, 2022 | The Legal Intelligencer

The firm increasingly believed the metaverse will become another place where lawyers and law firms could connect with current and prospective clients and referral sources.

By Shawn Lehocky and Dylan Pond

8 minute read

January 13, 2022 | The Legal Intelligencer

Contingency firms that secure favorable results for their clients and do everything they can to ensure their clients have wonderful client experiences can expect to receive referrals, positive online reviews, and client testimonials. All three are key drivers of growth for a law firm, regardless of the areas of law its lawyers practice.

By Shawn Lehocky and Bryan Reilly

12 minute read