...the future belongs to firms that hunt in packs.
Today’s clients–whether they’re restaurateurs, SaaS founders, or growth-minded entrepreneurs–aren’t interested in deciphering a law firm’s org chart or navigating a maze of internal silos. They want a single, trusted point of contact who can marshal the right expertise behind the scenes, assemble a tailored team, and let them get back to running their business.
This shift in client expectations is forcing law firms to rethink how they organize, market, and deliver their services. The days of the lone-wolf attorney are numbered; the future belongs to firms that hunt in packs. Those who incentivize and reward true teaming will win.
The Problem: Internal Alignment vs. Client Reality
Law firms have historically organized themselves around practice areas-corporate, labor, IP, litigation-because it makes sense for billing, tracking, and internal management. But clients rarely think in those terms. A restaurant owner doesn’t care that Jenny in Boston handles entity formation and Joe in Dallas manages labor disputes. They want solutions, not introductions to a half-dozen specialists.
When firms force clients to coordinate between multiple attorneys, they create friction, confusion, and inefficiency, and risk losing clients to firms who think like they do.
The Solution: Single Point of Contact and Collaborative Teams
Clients crave simplicity and accountability-a single point of contact, a “client concierge,” who serves as their advocate within the firm. This person isn’t necessarily doing all the legal work, but ensures the client’s needs are understood, coordinated, and met by the right specialists. This approach streamlines communication, reduces missteps, and lets clients focus on what matters most: their business.
The results speak for themselves.
Research shows that when lawyers collaborate across practices and industries, firms see higher margins, deeper client loyalty, and the ability to command premium fees. According to Thomson Reuters, clients who recognize collaborative teams within a law firm allocate an average of 56% of their legal spend to that firm-more than double the average share.
...clients served by cross-practice teams are far more likely to stick with the firm, even if their primary contact moves on.
Heidi Gardner’s research at Harvard echoes this: the more practices involved, the less likely clients are to shop on price alone. Even better, clients served by cross-practice teams are far more likely to stick with the firm, even if their primary contact moves on. So what’s holding firms back? Too often, it’s compensation systems that reward individual origination over collective success-a misalignment ripe for change.
Aligning Around Client Benefits, Not Features
Law firms love to market their services by listing practice areas: “We do corporate, labor, IP.” But clients don’t buy features-they buy outcomes. They want to know what your expertise means for them: Will you help them open a new location faster? Avoid costly disputes? Protect their brand and reputation?
The next step is translating your internal capabilities into client-centric value propositions. Step into your clients’ shoes and frame your services in terms of results:
- Instead of “We handle business formation,” say, “We’ll get your new restaurant up and running quickly, with all the legal boxes checked, so you can focus on serving customers.”
- Instead of “We provide labor law advice,” say, “We’ll help you avoid employee disputes and stay compliant, so you can spend less time worrying about regulations and more time growing your business.”
This shift to benefit-driven messaging resonates more deeply, increases conversion rates, and boosts client satisfaction. But it only works if it’s consistent across every touchpoint and embedded in the firm’s DNA.
The Business Case for Collaboration
Firms that embrace collaborative, client-aligned teams see measurable business gains:
- Higher Margins and Revenue: Cross-practice collaboration leads to more valuable, sticky client relationships and the ability to command higher fees.
- Improved Client Retention: Clients served by teams are less likely to leave, even if their main contact departs, because their loyalty is to the firm, not just an individual.
- Greater Workplace Satisfaction: Lawyers in collaborative, client-focused environments report higher job satisfaction and are more likely to invest in firm-building activities.
- More Efficient Marketing: Client personas and benefit-driven messaging improve targeting, engagement, and referrals, making every marketing dollar work harder.
Making It Happen: Structural and Cultural Change
Transitioning to this model requires both structural and cultural shifts. Firms must invest in technology and processes that support collaboration-think client relationship management systems and internal knowledge-sharing platforms. They need formal mechanisms for building cross-disciplinary teams.
Culturally, firms must value and reward teamwork, not just individual achievement, and ensure every client-facing professional is trained to communicate with empathy and consistency.
Align with Clients, Not Just Colleagues
The legal profession stands at a crossroads. Firms that cling to what makes sense internally will be outpaced by those that align around client needs and benefits. By hunting in packs, offering a single point of contact, and organizing around client industries and issues, law firms can leap ahead of competitors still stuck in the 20th century.
The payoff? Stronger relationships, higher revenues, stickier clients, and happier attorneys-across the board.
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Mike Mellor is President + Founder of 742advisors, a consultancy that helps law firms accelerate revenue and go-to-market strategies. Connect with Mike on LinkedIn.
