Law Firm Valuation Process and Considerations

By Katherine A. Puffer, CPA/ABV, CPCU, MBA

Even if you’re not in the market to sell your law firm, there are several reasons to value your firm such as a possible firm merger, securing loan financing, the addition of new partners, and other business and personal matters such as your succession/exit strategy. It is not only important to know the value of your firm, but also the process analysts take to come to an estimated value. Several valuation approaches are used, and depending on your firm’s circumstances, valuation analysts may use a combination of the income, asset, and market approaches to estimate the value of the firm. 

The Valuation Process: 

To begin, the asset approach presumes that the value of the firm is best determined by the sum of the value of all the firm’s tangible assets subtracted by the liabilities, leaving the net value of its tangible assets (“net tangible assets”). Many firms maintain financial records using cash-based accounting, thus for valuation purposes, their cash-based financials are adjusted to accrual-based financials. For example, accounts receivable, work-in-progress and accounts payable are added to the cash basis balance sheet to arrive at an accrual basis balance sheet. The next step in an asset-based valuation is to adjust the accounting asset values to their market value. For example, fixed assets such as computer equipment are adjusted to their estimated market value (likely close to zero). Asset-based valuations generally do not contain “goodwill” which is the value of a firm over and above the value of its net tangible assets. As a result, the asset approach is generally used to estimate value of real estate entities, holding companies and unprofitable firms. For profitable firms, it provides a minimum value for analysts to consider. 

The income approach values a firm based on cash that can be distributed to partners (“free cash flow”, “cash flow”). Free cash flow is not net income and for growing companies it is generally less than net income. Free cash flow takes into consideration the amount of income that must be held in the firm to fund accounts receivable, work-in-progress, purchases of equipment and other capital needs. For S corporations and LLC’s, distributions to owners to pay taxes are also deducted from net income to arrive at free cash flow. There are a number of methodologies that the valuation analyst can use under the income approach. The methodology chosen depends on whether future free cash flow is expected to grow steadily, vary from year to year or can be estimated based on prior year’s results. After future free cash flow is estimated or forecasted, it is discounted back to the valuation date based on the valuation analyst’s assessment of the risk of achieving future cash flows. For example, a lack of a firm succession plan adds to the risk of achieving future cash flows, increases the discount rate and results in decreased estimated value. Conversely, the existence of a repeating income stream generally reduces risk and the discount rate, resulting in increased estimated value. The final step in the income approach is to subtract firm debt. The income approach arguably provides the most theoretically accurate estimated value for a firm as it is based on the actual firm characteristics and results. 2 

However, the accuracy of this approach is dependent on estimates of future free cash flow and the discount rate. 

Finally, the market approach involves researching the sales of other law firms and utilizing information on the sale of firms with operating and financial characteristics similar to the subject firm to arrive at an estimated value. At a minimum, seven to ten comparable sales are needed to utilize this approach. Information provided on the sale of law practices and the nature of the practices involved is sometimes too incomplete to provide a basis for calculating a value indication. 

Other Considerations: 

Many law practices have buy-sell agreements in place to avoid fighting over value in the event that a buy-out must occur. Many of these agreements contain formulas that have nothing to do with the economic reality of the situation. This frequently causes fights among the owners. In certain jurisdictions, these types of agreements will not be considered indicative of value for a marital dissolution case. 

In a law practice, there tends to be much more dependence on the professional than in other types of businesses. During the valuation process, the attributes of the professional(s) must be considered. Unusual skills, long work hours, a large referral base, and other similar factors will certainly affect the valuation, whether it ends up as a part of reasonable compensation or built into the discount or capitalization rate. 

Probably one of the most difficult assets to value on the balance sheet of a law practice is work in progress. Unless the firm keeps really good records, this can be pretty tricky. This is particularly true for a contingent fee law firm.1 

When a professional practice is being valued for transaction or litigation purposes, it may be important to identify professional and practice goodwill separately and to discuss the likelihood that a portion of the professional goodwill can be transferred in a transaction. 

Consistently high earnings do not necessarily indicate a high practice value for a number of reasons. If earnings are highly volatile, as they can be for a law firm with large contingent-fee cases, value tends to be lower based on the risk of achieving future estimated cash flows. A professional with an outstanding reputation may attract many referrals, but the resulting high earnings in the practice reflect professional goodwill, not practice goodwill. A professional may work much longer than normal hours, but the resulting high earnings may not increase the value of the practice.2 

While, rules of thumb (formulaic: expressed in multiples of revenue or earnings) may provide insight on the value of a professional practice, it is usually only appropriate to use them for reasonableness tests of other valuation approaches. 

 

For more information contact:

Katherine A. Puffer, CPA/ABV, CPCU, MBA
312-235-2866 (O)
847-477-1954 (M) [email protected]

 

1 Understanding Business Valuation, Fourth Edition, Gary R. Trugman, Copyright 2012
2 Financial Valuation, Second Edition, James R. Hitcher, Copyright 2006

 

Sources:

https://www.mondaq.com/unitedstates/strategic-planning/890134/what39s-your-firm-worth- understanding-law-firm-valuations https://www.olmsteadassoc.com/resource-center/law-firm-succession-exit-strategies-valuing-the- firm/

http://www.firmvaluation.net/asset-based-valuation-methods.html https://articles.bplans.com/rules-of-thumb-business-valuation-explained/ https://www.uschamber.com/co/good-company/ask-the-board/how-to-prepare-your-business-for- sale

Understanding Business Valuation, Fourth Edition, Gary R. Trugman, Copyright 2012 Financial Valuation, Second Edition, James R. Hitcher, Copyright 2006

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Developing New Associates

By Ron Bockstahler, CEO

As most of the world is emerging from the pandemic and trying to figure out what the new normal will look like, many law firms and professional organizations are moving to a hybrid work environment. It’s not like most of us have a lot of choice. It’s an employee labor market and to keep great employees, you must be more flexible than in the past. This past Sunday I was at a benefit for The Simon Wiesenthal Center and sat with the co-managing partner of an 18-attorney law firm. At dinner he stated, “If I go into the office tomorrow and demand our attorneys come back to the office every day, most will quit. They all are in high demand, with too many options and do not want to come into the office every day.” He even referenced a law firm larger than his that recently announced they are transitioning to a 100% virtual work environment.

The one area my dinner guest was concerned about is how do you develop new associates if you rarely see them in person? It turns out this is a big concern for many firms that hire young associates. Virtual law firms have been around for years, and most have grown at a fast pace during the pandemic. The difference is most of the established virtual law firms such as FisherBroyles only recruit experienced lawyers or as they claim, “partner-level attorneys”. But if you’re a solo with ambitions of growing your firm by adding young associates, a purely virtual office model can be difficult.

In full disclosure, I founded a company that provides flexible office space to law firms back in 2002. So, I have been singing about the values of flexible and virtual office space for a long time, mostly on deaf ears in the legal community. Well, maybe not totally deaf ears, we do serve over 800 law firms. My point is, if you are a rain maker and want to grow your firm by hiring young associates to perform the lion’s share of the work, you need some type of office space where you can spend time with your associates to develop them. You are building a law firm based on a different business model than firms like FisherBroyles or Potomac Law Group.

In a different meeting with a founding partner of a 7-attorney law firm last month, this issue of developing new associates was a hot topic. This firm gave up the office space they had for 20 years midway through the pandemic and took a virtual office at one of my Chicago offices. It seemed like this would be a permanent arrangement since the senior partners are empty nesters and enjoyed working from home. But when two associates, with 5 and 7 years’ experience respectively, left for in-house positions, mindsets changed. The question became, how do we develop two new associates working 100% remotely? The solution they settled on was for most of the firm to remain virtual, but to add two permanent offices to spend 2-3 days each week working with the new associates in-person. When you break down the cost between 2 offices in a law firm office suite versus their long-time home with a direct lease, the savings amount to a bit over $240,000 annually.

More important than the financial savings, the firm has been able to create a hybrid work model that satisfies the needs of the partners and the young associates. I’ll keep singing the praises for flexible and virtual office space for 20 more years, but based on what I am seeing today, it won’t be on deaf ears. The legal industry is changing for the better and hopefully these changes will result in a more balanced work/life model that supports individual attorneys while allowing the firm to maintain the connection and culture that develops from in-person interaction between attorneys.

Want to find out more about how your firm could benefit from a hybrid work model? Start a conversation with us here.

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Reverse-Engineering A Law Firm To Improve Client And Employee Retention

A Perspective by Ron Bockstahler, CEO

Raising six children has given me some insight into the creative mind. For years I have been amazed at how my children find creative ways to avoid their chores or how they will spend 20 minutes trying to convince me they completed 2 hours’ worth of homework in 15 minutes so that they can watch a show or go play with friends.  Recently I was reading an article about a first grader that noticed his father was having difficulty with the car radio, so he explained to his father he should reverse-engineer it. After some investigation the father learned the young scholar was learning about industrial espionage at summer camp, where they were deconstructing toys or reverse-engineering them and using the parts to make new toys. College level instruction and material many consultants have built their careers on.

It seems law firms would be well-served to apply the same thinking this first grader used with his father’s car radio to their business operations. Start with considering how best to care for clients, with reasonable profit margins. Yes, profit margins are not a bad thing, but they are when the firm pays little to no attention to expenses with the mindset that they have near unlimited pricing power. When it comes to taking care of clients, this is best done by employees that enjoy their work and the work environment in which they spend most of their waking hours. For more years than I care to admit, I believed working set hours in the office demonstrated my quality of work and commitment to my employer. With age comes wisdom, or so we hope, which is why I have a different view point today.

There is no one-size-fits-all solution when it comes to creating a work environment where we all can maximize productivity and happiness. Prior to the pandemic most of us came into the office 5 days a week and worked fairly set hours. It was our norm, what we grew up watching our parents do, and what we were groomed to do from an early age going to school. Although, somewhere between school and getting a full-time job we eliminated the long summer vacation we all enjoyed so much. Now that we are reverse engineering the work schedule, place of work and work conditions, maybe this is something that needs to be implemented into work life in some form?

Law firms and other professional organizations are competing for a small pool of available employees and the primary tool being used to lure these employees is compensation, a tool that can run counter to the best interest of your clients, since they are directly or indirectly picking up the tab. There are numerous articles highlighting the factors employees are taking into account when deciding which job offer to accept. As you are going through this reverse-engineering process of your law firm, pay attention to what your employees are asking. If they want flexibility, try to change your business model to allow the most flexibility possible. This may mean introducing flexible work hours, being creative with where they work, implementing a hybrid work model that still allows the firm to maintain the desired culture, or maybe implementing rotating sabbaticals for team members.

Reverse-Engineering A Law FirmAs you work through the reverse-engineering process of how your law firm operates, be open to new creative possibilities. Can you reduce your office footprint and reduce costs to your clients? Are employees more productive and loyal when allowed some freedom to choose when and where they are allowed to work? What is involved in creating and maintaining a culture? These are a few of the questions to consider as you work through this process.

I’ve been providing flexible office space and support services to law firms for 20 years and have never experienced the demand from law firms with 5-15 lawyers and support staff that I am seeing today. Is it possible the traditional office for small and midsize law firms is changing forever? As I client to a few law firms, I sure hope so.  I will add that I expect to see corresponding cost reductions in the services I receive because today’s law firm should be able to operate with a lower overhead than was possible just 7 years ago. If they cannot, it may be time for clients to rethink the law firms with whom they work.

Discover more about Amata Law Office Suites >>

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Five Things to Look for in Shared Office Space

By Ron Bockstahler

In the past, law firms were known for sprawling offices, where even the most junior associates had their own private workspace. That changed as larger firms adopted standard-size offices, open floor plans and clustered workstations, and a growing cadre of lawyers — particularly solo practitioners — moved to shared offices. Prior to the pandemic, demand swelled for co-working spaces — including office centers designed specifically for the legal community.

With the pandemic, space needs shifted again. As law firms reconsider their space and hybrid and full-time remote work becomes the norm, the demand for shared office space is rising.

Here’s what you should expect if you’re shopping for legal-only shared office space.

  1. Paralegal support. Some centers offer paralegal staff who can assist with everything from basic administrative tasks to legal research. Some services come at an additional fee, but it saves you the expense of hiring a full-time legal assistant. Paralegals and support staff, typically employed by the shared office provider, can also help line up court reporters, file paperwork and serve subpoenas.
  2. Professional deposition rooms. While amenities like lounges and on-site gyms are common in most shared office suites, private deposition rooms don’t usually make the cut. In centers that cater to the legal community, look for access to private meeting rooms with videoconferencing capabilities to conduct depositions either remotely or in person. You can rent this space as needed, without having to cover the cost for the extra space every day.
  3. (Truly) private office space. Many co-working spaces have open floor plans that group tenants together in one large room or use glass partitions to wall off separate offices and meeting areas. This layout may appeal to startups and creative businesses that thrive on collaboration, but it’s not conducive to the day-to-day needs of most attorneys. Law-specific centers should provide access to lounges and other common areas where you can host guests and network with other legal professionals — without requiring you to give up a private office where you can have sensitive conversations with clients without them feeling like they’re in a fishbowl.
  4. Next-door expertise. Most people choose a collaborative environment so they can work alongside and network with people from different industries. In legal-only centers, you have an opportunity to tap into a built-in network of legal professionals who specialize in different areas of law.
  5. Location, location, location. Proximity to the courthouse is key for many lawyers, so most centers designed for the legal community are located in established legal districts close to the courthouse and other frequented buildings. If your office provider operates multiple locations — either in the same city or, in some cases, across the country — you may have the added benefit of working from whichever center is most convenient on a particular day, eliminating the need to commute back and forth.

The bottom line when evaluating any shared space is to make sure that you are able to reap the social and financial benefits of a collaborative environment without compromising either your professional responsibility or your image.

Looking to maximize your effectiveness in a shared office space? We can help you find the right fit – start a conversation with us here.

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Small Business Resilience Depends on Keeping a Focused Perspective

Small businesses are resilient, and resilience is especially important in challenging times such as these. This type of strength and agility relies, in part, on good business instincts. But it also depends on a clear understanding of the measures that may impact results.

Know The Context

Small Business Resilience Depends on Keeping a Focused Perspective

It’s important to consider data in the context of what your business does and where it is located. For example, the unemployment rate for a business located in an area that is experiencing a lot of growth means something different from what it does for an area that is experiencing a reduction in its population. Places with growth will have more people spending more money on a variety of goods and services. Areas that are stagnant are likely losing businesses as people are spending less and less.

The same is true for other data. Supply chain disruptions will be harder to deal with for small businesses than they will be for large companies because bigger businesses have the resources to pay for faster deliveries. Some business and service providers can get a snapshot of what is happening by looking at information specific to their industries.

Keep in mind that statistics have a subtext that may not be easily apparent. For example, are multisite businesses reporting their data for each location, or is it all on an aggregate basis? Questions like these are why it is important to put this information into a context that is meaningful to your business.

One way to do this is to think about the information in the framework of a SWOT analysis — strengths, weaknesses, opportunities, and threats — for your service or industry. Then look at the analysis again through the filter of what is happening in your specific market. Doing so will allow you to have a clearer picture of your needs and where resources should be allocated.

Consider Inflation

Along with the other financial concerns that small businesses are facing, inflation has become a major factor. Predictions differ when it comes to how long the current inflationary cycle will last. Consequently, business owners need to assess how they will be affected by the higher cost of money in both the short term and the long run.

Taking these three steps can help:

  1. Budgeting: Cut costs — but in a thoughtful way. This should be your strategy when making any major purchases, from software to a new hire or anything in between. Understand what you really need as well as the costs of any bells and whistles. Maybe it is best to start with the basics now and then add on to your list of purchases as needed when your budget allows for it. For example, does it make more sense for your business to hire a freelancer who can maintain your company’s social media platforms, or is a full-time employee what you need instead? Writing out a job description and then comparing the costs of hiring each type of person should help you figure out the answer.
  2. Margins: Take a long, hard look at your margins. How much is every sale costing you? Is there a way to use new manufacturing methods or sales channels so that you can increase your margins?
  3. Financing: If you need help with financing, turn to government sources first. Low-cost funding may be available, for example, if your business is located in an economic development zone.

Putting the information that you gather into a meaningful context and following through on that consensus will help ensure that you are keeping a perspective that makes sense for your small business.

We’re here to help

At Amata, we value your work as much as you do. Discover how we can be a part of the future of your resilience.

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The High Cost of Employee Turnover at Your Law Firm

The High Cost of Employee Turnover at Your Law Firm

Hiring is not an easy task, and sometimes it takes time away from your legal work. Too many businesses focus on the wrong aspects of employment. Keeping your current employees happy is just as important as hiring the right people for your law firm. Employee turnover and retention should be at the top of your considerations. By creating good retention practices, you can have a competitive edge in your field.

In studies on employment, one in three employees expects to change jobs within six months. So how can you keep your valuable legal support staff from leaving?

Determine the reasons for employee turnover.

The most important metric to track is why your employees are leaving. There are plenty of reasons having nothing to do with the company itself, such as life changes or relocation. But what about the reasons that are closely related to your firm and management style?

Are your employees leaving because they are dissatisfied with management, their co-workers, or their duties? If so, only you have the power to make these things better.

As each employee leaves, your focus turns to replacement rather than retention. These costs reach beyond salary and benefits. Your time is also valuable, and the more time you spend searching for the right candidate, the less you can give to your law clients.

It’s easy to think the solution comes down to bigger pay rates, but there are plenty of other factors that affect an employee’s decision. According to the Society for Human Resources Management, 42 percent of people responding to an employment survey indicated they would leave a job due to a toxic workplace, and 31 percent say it would come down to work/life balance. Considering a range of incentives to keep your top legal employees happy will only enhance their experience.

Think about the office environment.

It may not occur to you, but your law office also impacts an employee’s satisfaction on the job. Are they comfortable? Do they have all the tools they need, including technology and software, to make their job more efficient? If they’re feeling frustrated just by accomplishing their normal tasks on a daily basis, it can lead to unhappy, disgruntled employees. Keeping your firm conducive to productivity will cost less over time than replacing your legal staff with others who also will quickly become unhappy in the environment. Learning where to make investments to keep employees happy is the first step.

Realize why productivity levels will drop.

When an employee leaves, it doesn’t affect just their individual job. You will lose the productivity in that role, and it will affect the rest of your team. Someone will need to take up the slack and accomplish the work of two people while you search for a replacement. This will cause that employee’s productivity levels to dip for both duties. It can even start the cycle of unhappiness over again. Unhappy employees also affect their co-workers. The entire team will influence each other, and one disengaged employee can begin an avalanche.

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How to “Right-Size” Your Law Firm

How to "Right-Size" Your Law Firm

Some firms euphemistically call downsizing right-sizing because it enables them to alter their workforce according to the amount of business they’re currently generating. The staff-to-work ratio is deemed “right” and the workforce is the “right size” for the firm, hence the more upbeat lingo.

An even more optimistic interpretation of right-sizing is called “flexible” right-sizing.

Flexible right-sizing means providing alternative work arrangements to associates or support staff rather than laying them off or downsizing during slow periods. This method helps firms scale down or up, depending on the demand for services, without losing valuable employees.

If you’re looking to right-size, but not let anyone go, consider offering support staff the following:

  1. Sabbaticals or furloughs are unpaid time off. They may be offered to staff who would be difficult to replace or they may be suitable for seasonal employees when the firm anticipates that the slowdown in work may be temporary.
  2. Telework allows associates to work from home. Some firms find that by allowing more of their staff to make work-from-home arrangements, they can shift to smaller offices and save on leases and related expenses without sacrificing productivity. In fact, some firms find that productivity goes up. And with specialized Virtual Office phone programs, your workers can still maintain their business lines with their mobile!
  3. Reducing the number of days worked per week may shift some full-time associates and support staff to part-time hours, or it may further decrease part-time hours.
  4. Job sharing arrangements involve two employees who share one available position. Job sharing may coincide with flextime, in which your staff can work flexible hours according to their availability and job needs. This is ideal for people such as paralegals who may work with other lawyers and firms, and are not always available.

Flexible right-sizing isn’t always an option though. If you’re downsizing as you move to your own solo practice, then consider virtual assistants, who can work on-demand and allow you to maintain the right amount of support staff for incoming casework.

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Due Diligence for Law Firm Mergers

Due Diligence for Law Firm Mergers

According to legal consultants Altman Weil, law firms in every section of the market are interested in mergers. They said that, in 2018, there were 106 mergers, which exceeded the previous record of 102 in 2017. The reasons firms merge vary, but they include such objectives as increasing size or geographic reach, acquiring or expanding a specialty practice and succession planning.

Due Diligence

Even if your firm isn’t ready to think about a merger just yet, it’s important to understand what firms look for when they conduct due diligence. The goal of examining the financial records of both firms is twofold: (1) objectively ensuring that the numbers align and (2) identifying any potential problems. Essentially, these goals are the same as the goals for any business merger.

Once a preliminary agreement is signed, the firms should perform due diligence examinations in the following areas:

  • Review of historical financial performance
  • Examination of current financial status
  • Future projection analyses
  • Entity structure
  • Tax implications
  • Outstanding liens and litigation
  • Existing contracts or leases
  • Quality of work product

The firms should also talk through the following:

  • Analysis of systems being used and how to align them (e.g., research, document management, client relationship management)
  • Personnel policies (e.g., performance management, annual raises)
  • Overlapping roles
  • Severance packages, if any
  • Nondisclosure and confidentiality agreements, if needed
  • Announcements of the merger, both internally and externally
  • Campaign for notifying clients
  • Changes in any locations, including closures or combinations and how and when this will be done

Sticking Points and Projections

Each of these elements is important, but a particular sticking point is how the new entity will be structured. The rules are complicated, but the result may be that individual partners or shareholders may find themselves with an unexpected tax bill. Consider these examples: suppose two partnerships merge. When the deal is consummated, taxable income might be accelerated for some or all of the partners because partnerships are pass-through entities that are not taxed at the partnership level. Now suppose the merger is between a partnership and a professional corporation. The rules in this case are different because corporations are taxed at the entity level. If the new combined entity is a partnership, the tax implications of liquidating the corporation need to be considered.

Pay close attention to future projections because they estimate the financial health of the combined entity. The analysis includes partner ages, the cost of existing partner buyouts, number of partners expected to retire in the next 5 to 10 years, the buyout structure going forward, projected rate of client retention and partner billing rates.

When firms merge, the best-case scenario is that the merger goes smoothly and everyone comes out feeling like a winner. Part of what reinforces that feeling is cultural fit. Cultural fit is hard to define because it is intangible. It encompasses things like how the firm values its employees and its clients, whether it values corporate social responsibility and what its overall growth goals are. Sometimes, firms need to meet with several potential merger partners before they meet a firm with which they feel comfortable.

If your solo/small firm is thinking about a merger, you might find important information in this case study of a solo practice merger.

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Cybersecurity and the Importance of Data Privacy

Cybersecurity and the Importance of Data Privacy

Cybersecurity — especially data privacy — is one of the biggest problems facing businesses today. These security problems are compounded because every segment of every industry is affected differently, and each is subject to the risk factors peculiar to that segment. Grouping similar data together based on chosen parameters allows businesses to assess the privacy needs of each data segment they are holding. For example, the protections for public data don’t have to be as stringent as the protections for private data.

Protecting the privacy of the data with which they are entrusted is a universal business goal.

Get started by answering the following questions:

  • What types of data does your business have (e.g., credit card information, health information, criminal history, biometrics)?
  • Which departments have access to that data?
  • Who are your data service providers and what are their credentials?
  • Which personnel can access the data?
  • What steps has your company taken to protect the data (e.g., encryption, back-up, internal controls)?

Federal and International Regulations

The United States has no federal law protecting data privacy. A number of states, however, are responding: at least 31 states have already established laws regulating the secure destruction or disposal of personal information. At least 12 states — Arkansas, California, Connecticut, Florida, Indiana, Maryland, Massachusetts, Nevada, Oregon, Rhode Island, Texas and Utah — have imposed broader data security requirements. Other states, including New York, are considering legislation. Illinois has nine items pending legislation so far this year.

California is a pioneer on the data privacy front. The California Consumer Privacy Act of 2018, which goes into effect on January 1, 2020, is similar to the General Data Protection Regulation (GDPR). Companies that do business in California will be affected by this legislation.

At least some of the activity at the state level is in response to the European Union’s enactment of the GDPR. Any company doing business in a nation that has adopted the GDPR must comply with its consumer protections regarding data privacy. The GDPR covers many types of data, including the following:

  • Personally identifiable data (e.g., names, addresses, date of births, Social Security numbers)
  • Web-based data (e.g., user location, IP address, cookies, and RFID tags)
  • Health (HIPAA) and genetic data
  • Biometric data
  • Racial or ethnic data

The bottom line is that U.S. businesses operating in multiple jurisdictions must consider these categories, as well as any other categories pertinent to their industry, as they segment the data they are holding. Understanding the data they hold is essential to instituting the right level of privacy safeguards.

Three Steps to Securing Your Data

  1. Understanding your data

  2. Knowing the relevant laws and regulations your business must comply with

  3. Staying alert for any indications of a breach

The sad truth is that many data breaches go on for quite a while before they are discovered. The time lapse between hack and discovery allows hackers to continue accessing vulnerable data. That makes constant monitoring an important aspect of any data security program. Watching for the signs of a breach — such as an unanticipated spike in bandwidth usage — can indicate a problem.

By following these three steps, businesses can be sure they are doing their best to protect the data they and their data service providers hold.

Learn more about cybersecurity for law firms with Above the Law’s two part series: Part One | Part Two

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Are You Concerned About Your Firm’s Cash Collections?

Are You Concerned About Your Firm's Cash Collections?

Chasing after clients to collect money owed is no fun. That’s why attorneys often avoid the task until their coffers reach dangerously low levels. This is not a good idea. You can’t run or grow a firm without a reliable cash flow, which not only means attracting business but devising a system to collect what clients owe.

Here are 4 simple ways to improve the accounts receivable column of your ledger

Get Involved

Nobody likes calling clients and asking for money, especially lawyers, who can’t claim collections as billable hours. That’s why most law firms assign collecting receivables to lower-level employees, like paralegals or secretaries. Although this technique frees up partners and associates to do more productive work, it often is not effective. It’s easier to dodge the call of an assistant than it is to avoid the call of the attorney who’s handling your divorce.

If attorneys in your firm balk at getting involved with collections, you could tie their compensation to the money they actually collect, rather than what they bill. Also, tell them that every dollar collected is a dollar earned without putting in extra hours.

Don’t Delay

Clients won’t pay a bill they don’t receive, so it pays (literally) to send out invoices quickly and regularly. Don’t wait until the end of a case to bill clients, who then have no incentive to pay quickly.

Invoice Often

It’s easier for a client to ignore one bill than regular, monthly statements that remind them of how much they owe. Monthly statements inform clients of the terms of your service, how much they owe, and when you expect to be paid. Make sure statements have easy-to-read contact information so clients can call or e-mail you with payment questions or problems.

Become Tech Savvy

Technology may not be your specialty, but today’s billing software is so easy to use that it pays to invest in a program that regularly invoices clients and keeps track of those who fall behind on payments. If such software makes you shutter, consider outsourcing your accounts receivable division. You’ll pay money to collect money, but when you consider the billable hours wasted while you chase receivables, or the wages you pay someone else in your firm to collect funds, outsourcing won’t seem that expensive and, ultimately, could pay for itself.

Our next CLE will address attorney billing practices and how to maximize your collections. Join us on July 30th, email us at [email protected] for more information!

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