INTERVIEW
Client life cycle
Closing the Loop on the Client Life Cycle Norm Mullock, VP, Strategy, Wilson Allen, discusses future-proofing the law firm by using client life cycle data more effectively to stay in tune with an ever-changing competitive landscape and customer base. Could you tell us a little about yourself and your role at Wilson Allen?
Before we speak about “future-proofing the law firm”, are you able to put the challenges faced into context?
I’m a 20-year veteran of technology in the legal and professional services markets, focusing on helping firms make better use of data, especially business intelligence, and integrating operational data flows. Broadly speaking, my role at Wilson Allen is corporate strategy, which gets delivered in a number of different threads to help create tailwinds on the growth of our services and products especially. About the time I joined the company, Wilson began a transition from being primarily a services vendor to focus more on introducing solutions it had developed in-house to the market.
I believe the number one challenge that professional services firms have when futureproofing themselves, is the increased difficulty in growing. A lot of firms have had to deal with many issues such as having a flat or declining demand curve for legal services, customers taking more and more work in-house, increased rate pressures, and the impact of non-traditional providers like the “Big Four” getting into legal services. The “Big Four”, for example, are well run, they have lots of resources, very good corporate governance, and have
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