Chief operating officers at law firms are increasingly expected to focus on clients as the demands of the job shift (Bloomberg Law). Traditionally overseeing departments such as technology and marketing, COOs now find client acquisition and retention within their purview. This evolution is spurred by firms seeking leaders with experience in companies resembling their client base.
For example, at Goodwin, former Google legal ops chief Mary O’Carroll is reevaluating the firm’s service pricing to foster better trust between clients and the firm. Michael Caplan, her predecessor now at Lowenstein Sandler, dedicates 30% of his time to client-facing initiatives, including strategic pricing and cross-selling services, to attract potential clients.
The limited pool of experienced law firm COOs means notable movements in the industry. Richard Davis, formerly with McGuireWoods, now focuses on competitive billing and client expectation metrics at Lewis Brisbois. Similarly, Nolan Kurtz at Faegre Drinker aims to use AI to better predict client needs. Fried Frank has gone a step further by appointing a COO specifically for its bankruptcy practice to integrate lead-tracking and competitive pricing strategies.
The challenges are unique; many COOs are non-lawyers, complicating partner buy-in vital for decision-making. Moreover, law firm COOs cannot hold equity, unlike their counterparts in other industries, highlighting the inherent power struggle within firms where partners, as equity owners, traditionally wield the most influence.
However, there’s a growing recognition of the value in COOs’ business and technical expertise. O’Carroll’s role at Goodwin, complete with seats on the firm’s executive and management committees, exemplifies this shift. By empowering COOs to influence and implement strategic decisions, firms can better harness their business acumen for client-centric growth.