Achieving True Office Flexibility — An Underlooked Factor for Growing Your Law Firm

June 11, 2025October 9, 2023 by Amata Law Offices

Achieving True Office Flexibility — An Underlooked Factor for Growing Your Law Firm

Growing a business of any size can be hard. You need to generate new clients, serve the ones you already have, and constantly control your costs in order to ensure a profitable operation.

And when it comes to growing your law firm, the challenge can be even harder. Take, for example, an office. Most lawyers know the importance of having a professional office. The problem is that, according to a study conducted by BCG Attorney Search, Office Spaces can represent up to 50% of the expenses a small to medium-sized law firm has to incur.

That is why today we want to share what has helped more than 800 of our clients save money and achieve what we call Office Flexibility. You will understand how to access professional offices that adapt to your needs as a business owner, and that scale up and down with your operations.

The Support You Need, on Your Own Terms

Most lawyers started their own firm for one reason: Freedom. Freedom to work on meaningful cases, with clients they enjoy working with, controlling their hours, and at rates that truly compensate for the long hours they invest into providing an exceptional service.

The problem is that working in a small to medium-sized firm might come with the freedom, but at the expense of stability. This means that many of the support mechanisms that large firms take for granted are now impossible to afford, including:

Administrative assistants to delegate tasks to
Receptionists to take calls
Paralegals to assign law tasks to
A physical office space

So law firm founders find themselves in a conundrum: Should they sacrifice the quality of life they started their firm for in the first place, by trying to do all of the work themselves? Or should they hire other professionals to support them, but at the risk of facing a low cash flow month with high fixed expenses?

That’s where Office Flexibility comes in. Forget about having to choose between a professional, fully-staffed office AND labor costs so high that they erode your profitability.

Because if there’s a recurring trend in the legal world, it’s flexibility. From outsourced legal services to Fractional General Counsels, companies demand more flexibility in their costs to meet their exact growth needs. And having served the legal industry for 21+ years, Amata brings the flexibility you need to the office.

Professional Offices With the Flexibility You Need

At Amata Law Office Suites, we offer agreements that allow clients to drop or add offices during the term of the contract, without penalty, resulting in true office flexibility.

Whether you just started your law firm, have a team of 10-20, or are ready to expand your big law firm with the flexibility to scale up or down, we are here for you. No more letting long-term leases or a small staff hinder your ability to make the scalable impact you envision.

Our flexible support services mean more impact and less stress. Paralegal assistants can go to City Hall, the Recorders Office and deliver courtesy copies to judges for you. Live receptionists can screen your calls, handle new client in-take, and greet your guests. Our senior paralegals can research local court procedures, investigate cases, and draft motions on your behalf.

Our team acts as an extension of your law firm and scales up and down as you need to, so you never have to pay for under-utilized staff.

Besides these on-demand, professional support services, Amata provides you with a physical or virtual office that grows with you. Some of our clients have described their Amata office spaces as untouchable, pristine, and “a place for relationships worth its weight in gold.”

In today’s economic environment, the ability to add or remove office spaces without penalty is paramount. That is why our plans provide flexible pricing, short-term agreements with options to adjust, and conference rooms that can accommodate every need, including live depositions, in-person meetings combined with video meetings, in-person client lunches and after-hour gatherings.

Most lawyers do not need to come into the office on a regular basis, nor do they need a large office with a lavish library. You can strategically grow your firm by allocating your resources to technology and talent, while still having a professional office that establishes your professionalism and provides all the support needed to thrive.

Because for most law firms, the two largest expenses are office space and compensation. Amata helps you reduce both with a fresh solution that scales as you do, without penalizing you for changes along the way.

After all, flexibility in your costs means more ability to serve clients, build a thriving firm, and enjoy the quality of life you started your business for in the first place.

Inquire today to learn how our flexible solutions can help your law firm reduce costs, simplify your growth, and scale.

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Protecting Your Greatest Asset: The Lifesaving Power of Employee Benefits

June 18, 2025September 25, 2023 by Amata Law Offices

Protecting Your Greatest Asset: The Lifesaving Power of Employee Benefits

Your company performs when your people do. A competitive benefits package can not only be good for your employees, but also a lifesaver for your law firm. In this article we’ll explore two out of many examples where putting employees first is paramount, and why you should think of insurance and benefits as an investment, not an expense.

September is National Life Insurance Awareness Month, so we invited insurance expert and our good friend Shannon Hahn to lend her expertise on this subject. Let’s dive right in!

A Benefits Package To Protect Your Greatest Asset: People

For years, I didn’t give much thought to short-and long-term disability. Amata was young and so were most of our employees, including myself.

After a key employee suffered a heart attack and went through a very lengthy recovery process, my mindset changed and I can’t express how thankful I am that Shannon helped me understand the advantages of providing these benefits to employees. Without them, Amata would not have been able to support this employee during the recovery, causing severe hardship for the employee and their family.

As business owners, it is normal to want to protect our profitability and think of disability benefits as just another bill to pay. But what we don’t realize is that, as the saying goes, “insurance is like a parachute. The time to get one is before you need it.”

When unforeseen illness or accident strikes, proactively speaking with Shannon helps me prevent financial hardships from affecting our employees and bottom line. This year alone, three of our employees experienced a major illness forcing them to go on short-term disability. Our program covers 60% of their salary for 13-weeks and then, if needed, activates our long-term policy.

Once again, these were long-term employees that our clients rely on and trust will be there to support them year in and year out. Without the benefits of a comprehensive benefits package that supports employees when they are forced to miss work for extended periods of time, Amata would not be able to provide the employee stability our clients require.

Attracting and retaining great talent today is no small feat. According to Shannon, for specialized service businesses such as Amata and professional service firms, employee retention is the single greatest investment in their long-term success. Providing benefits employees can count on can make all the difference between cultivating 15-year employees and having a revolving door of employees who stay with your firm for less than two years.

The latter situation keeps you, your clients, and your bottom line stuck in neutral or constant decline.’

We value our employees above all else. This means providing them with the best benefits package the company can.

**Can You Afford Not to Buy Insurance?**

Offering dependable benefits can mean the world to your employees, and cost less than you would think. Core benefits start with medical insurance and income replacement benefits, which provide monthly income when a person cannot physically work. This becomes invaluable during a crisis or life event like the delivery of a baby.

After working with 100’s of employees, Shannon sees how acutely aware employees are of the need for both medical and financial protections. That is why additional supplemental benefits have been created: to cover expenses like accident, critical illness, and hospital indemnity not provided by traditional medical insurance.

Purchasing these voluntary benefits through an employer can offer some significant discounts and provide coverage in cases where employees may not qualify independently. Employees can select which benefits suit their situation, and employers can choose whether voluntary benefits are fully employee-funded or a shared expense between the employer and employee.

Insurance buys protection against life’s unforeseen events, and provides peace of mind in times of need. Taking a fresh look at your benefits program is also critical to employee retention and may be more cost-effective than you think.

Amata knows its greatest asset is its people. That is why we recommend Shannon Hahn’s expertise to prepare your company for the unexpected by offering a curated menu of life and health benefits. Take your firm to the next level and contact Shannon Hahn at [email protected] or (312) 415-6107 for a complimentary benefit analysis today.

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Paralegal Services Provider: What You Need To Know

June 11, 2025September 30, 2022 by Amata Law Offices

Today’s law firms are at no shortage of things to do. From handling an ever-increasing caseload to keeping up with the latest changes in the law, attorneys have their hands full. This is where a paralegal services provider come in.

What are Paralegal Services?

Paralegal Services are defined as the provision of legal services by a non-lawyer who is qualified to perform substantive legal work through a combination of education, training or work experience. These services may be provided to lawyers, law firms, businesses or individuals and can include everything from legal research and writing to assisting with closings, trial preparation and more.

Paralegal services give law firms the convenience of on-demand support staff to extend their operations. Through ticketing based systems, providers match clients with the right paralegal for the task at hand, making it easy to get started with little-to-no administrative hassle.

The use of paralegal service providers has increased in recent years as the legal industry has become more complex and competitive. The need for qualified support staff has never been greater, and paralegal services provide an efficient way to get the help you need without the overhead of a full-time employee.

This type of support can be especially helpful for small law firms who may not have the budget to support a full-time staff member, or for attorneys who handle infrequent legal matters.

What a Paralegal Service Provider Can Offer You

Paralegal services have become popular for good reason. They have a slew of applications and benefits to take advantage of, including the following.

Great Value at a Low Cost

What is perhaps the greatest advantage of using a paralegal service provider is the cost-effectiveness it offers. When you work with a paralegal service provider, you only pay for the services you need, when you need them. This is in contrast to a full-time employee, who you would need to pay even when there is no work for them to do.

With a paralegal, law firms can reap the full benefits of a highly trained legal professional without having to shoulder the full-time costs of salary, benefits, taxes, and more. This can free up a significant amount of money that can be used for other purposes, such as marketing or expanding business operations.

Flexibility and Scalability

Another advantage of paralegal services is the flexibility and scalability they offer. When you work with a paralegal service provider, you can increase or decrease the number of hours you need as your workload ebbs and flows. This can be a major advantage for small law firms or attorneys who handle a high volume of cases sporadically throughout the year.

Wide Range of Applications

As thoroughly trained and experienced professionals, paralegals are able to fulfill almost as many roles as lawyers themselves. The services they provide can be anything from research and writing to assisting with closings, trial preparation, and more. This makes them a versatile tool that can be used in a wide range of situations.

Virtual and Office-based Availability

If the past few years have shown us anything, it’s that the traditional 9-to-5 workday is no longer the only option. With the rise of the internet and advances in technology, more and more people are working remotely. This is true for paralegals as well.

Some paralegal service providers have a physical office where you can meet with them in person, while others are entirely virtual. This gives you the flexibility to work with experienced paralegals that are based in your city or a virtual paralegal that is located elsewhere in the country.

Considering Paralegal Services for Your Law Firm?

Amata Law Office Suites is a leading provider of paralegal and administrative support solutions to law firms across the United States. Our senior paralegals boast more than 20 years of experience in the field and are adept at handling a wide range of tasks, from research and writing to trial preparation and more.
Whether you need assistance on an as-needed basis or are looking for a more comprehensive solution, we have a package that is right for you.

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A Look at Hybrid Work for Small and Midsized Law Firms

June 18, 2025August 5, 2022 by Amata Law Offices

By Ron Bockstahler

We are going on our third year living with Covid-19 and some of the early predictions about a hybrid work/office model are starting to become reality. But the truth is, this reality looks different for almost every law firm and is heavily influenced by personal preference, type of law practiced, and individual situations. When it comes to creating the perfect hybrid work environment, there is no one-size-fits-all solution.

Over the past 30 days, I have worked with five law firms helping them to create a hybrid work environment that will allow them to optimize resources, maximize profitability, and maintain firm culture. All these firms were successful prior to the pandemic and their work volume has been consistently increasing since the pandemic began. Their challenges include maintaining firm culture, developing new associates, coordinating work projects, and keeping their work force from leaving for new opportunities. I will even add my own company, Amata Law Office Suites, into the discussion since we too have experienced similar challenges during the pandemic and are now wrestling with how we move forward. Let’s look at a couple of these firms, their situation and how, at least for now, they are moving forward with hybrid work/office solutions.

Let’s start by talking about the largest of the five firms I’ve recently worked with. Since the project is ongoing, I will not mention the firm name for confidentiality purposes. The firm is based in Florida, with locations in several other states. In Chicago they have 38 attorneys and occupy two adjacent floors in the Chicago loop, about 35,000 sq. ft. in total. I started talking with this firm about a year ago, late in 2021, as they were considering the best way to move forward with their office space. Like most of us, they wanted to see how the pandemic would play out and how their lawyers and staff would adjust to remote work before making any big decisions on their office space. With enough experience working remote and a lot of input from their lawyers, they are now ready to move forward with a hybrid work/office model they believe will work well for their firm. Their model involves giving up both floors at their Chicago office in a partnership with Amata Law Office Suites, with the firm maintaining twelve offices for lawyers and staff who have elected to come into the office regularly and four offices for hoteling among lawyers and staff that come into the office only occasionally. The firm is signing a licensing agreement with Amata and will use the common areas and conference rooms in the same way as other Amata client. The lawyers and staff without offices have elected to work remotely, only coming into the office for firm meetings or to occasionally meet with clients. By giving up their permanent office space the firm can reduce expenses by just under $800,000 each year.

Next is a three-attorney law firm with two staff members. For the partners of this firm, the remote work model did not suit their work preference. In fact, since the beginning of the pandemic, they have been coming into the office every day. It is common to see the partners meeting serendipitously to discuss a client or case they are involved in. They are all old enough to be empty nesters, so they can work at home without interruptions. Instead, they enjoy the camaraderie the office provides. If I were to rank the reasons lawyers give me for coming into the office, camaraderie and the social aspects would be at the top of the list. For years one of my favorite sayings when talking with my managers has been, busy makes busy. Create a busy environment and people will gravitate to that environment.

Want to learn more about how Amata helps law firms leverage hybrid work? We can help you find the right fit – start a conversation with us here.

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Five Things to Look for in Shared Office Space (Revised)

June 11, 2025July 22, 2022 by Amata Law Offices

By Ron Bockstahler

Recent events in the shared office space realm compel me to update this article with a couple of very important points that were not mentioned originally. Today I met with an attorney who was originally introduced to me more than three years ago when he was considering changing his office space. At the time, my company didn’t win his business because he wasn’t unhappy with his space and the perceived hassle of changing addresses for active cases just didn’t seem like it was worth it at that time. Two days ago, the shared office this attorney runs his law firm out of, a large international shared office company, provided a 13-day notice that they are closing the center and all tenants will have to relocate to one of their other locations or find new office space on their own. Now anyone that has ever looked for new office space knows that 13 days is hardly enough time to secure new office space and coordinate a move, especially if your firm has a large active caseload.

Last night I was reminded of another operator that closed their offices and gave their tenants less than two weeks notice to vacate. Many tenants believe that there is little chance of this happening if they join a large national or international co-working company or hared office provider. But almost all the large providers set up each of their locations as individual LLC’s, making it very easy for them to close the non-performing centers with little to no recourse to their parent company. When they do close a center, they provide a very short notice to force their clients to move to another one of their centers that are remaining open.

It’s impossible to eliminate the risk of a center closing, but here are a few questions to ask that will help minimize the risk of going through this very difficult experience. First, inquire about the remaining lease term at the center you are considering. If the co-working operator owns the building, ask them about future plans, what their building-hold strategy is and if the co-working operation has a lease with the building, even if both have the same owners. The next question is to find out what the current occupancy of the center is. We use 85% as a measure of full occupancy and anything under 70% is a red flag that the center could be on the block to close soon. The obvious exception to this is if the center opened less than a year ago and is in the early stages of leasing. To that point, a new center is generally a safe bet that it will remain open for the next 1-2 years, regardless of occupancy. Finally, make sure you understand if the operator is a local, regional, or national operator.

There’s no question that from time to time, offices will close for various reasons, many reasons that are out of the control of the operator. The issue is when operators do not provide adequate notice for tenants to research options and make an educated decision on a new office space. If an operator only has one center, that should be a red flag and you need to scrutinize the deal they are offering very closely. Regional operators usually have several centers, are privately owned, and generally go to extreme lengths to protect their reputation. Even if they do close a center, chances are they will handle it in a professional manner, providing as much notice to clients as possible to protect their reputation in the industry and in their areas they operate.

The last point I will make is regarding taking an office with another law firm. For example, I have worked with several lawyers that have taken an office with a law firm that has a direct lease. The comments I hear most often when a lawyer is electing this option, is the cost is cheaper than a professional co-working operator and they do not need to sign a lease. It is true that the cost is generally cheaper because the lessor law firm is looking to offset a small portion of their fixed expenses for a short period of time. However, the benefit of not signing a lease, often, becomes a liability when the law firm provides a very short notice, generally less than two weeks, that the lawyer must move out because the law firm has hired new staff and will need the office. This almost always leaves the renting attorney in a difficult position at the most inopportune time.

You still want to focus on paralegal support, professional atmosphere and amenities, private office options, the legal network opportunities, and location. But even before you consider these things, make sure you are working with a reputable operator and that the location you are considering checks all the boxes highlighted above. Doing due diligence prior to selecting your next office will save you time and money in the long run.

Looking to get the most out of your office space? We can help you find the right fit – start a conversation with us here.

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Law Firm Valuation Process and Considerations

June 11, 2025July 18, 2022 by Amata Law Offices

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]

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

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Five Things to Look for in Shared Office Space

June 11, 2025May 22, 2022 by Amata Law Offices

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.

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.
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.
(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.
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.
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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