Toronto
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Ottawa
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Montréal
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Boston
How a boutique law firm recovered roughly 240 billable hours of Managing Partner time, slowed costly associate turnover from a 30% annual rate to under 10%, and avoided a permanent executive hire. Through interim senior leadership focused on the work that needed it.
The firm was losing junior associates at an unsustainable rate. The revolving door was disrupting client files and eroding client confidence, frustrating Partners, even as firm culture was quietly contributing to the problem.
Beneath the retention crisis lay something structural. The Managing Partner was carrying the full weight of day-to-day business management on top of a demanding legal practice. A load the role was never designed to carry.
There was no talent development program, no formal business development process, and no clear career path for the next generation of lawyers the firm depended on.
We designed a practical talent development program that gave associates a defined career trajectory, securing Partner buy-in by making the business case directly.
Alongside that, we placed an interim CEO to lift operational management off the Managing Partner. The first three months were intensive. Once core operating processes were in place, the engagement transitioned to a part-time advisory cadence of about 20 hours per month. Enough oversight and execution discipline to run the firm without the overhead of a permanent hire.
