What freelance lawyers say about us

The LawyerlinQ platform brings our clients together with the best (independent) lawyers in the market.

One of these lawyers is Marina Benassi. She specializes in IP, Commercial Contracts, Privacy & Technology. Marina is working for a couple of our clients.

Marina about her collaboration with LawyerlinQ:

“Definitely not your average legal sourcing provider. A team of motivated, enthusiastic, cooperative and innovative professionals with considerable expertise. I already worked remotely when this was not yet the norm and LawyerlinQ has proven itself as an important element in my practice since the beginning. In short: a trusted and excellent partner! “

 

Bloomon & LawyerlinQ – 1.5 year anniversary!

Bloomon and LawyerlinQ have been working together for 1.5 years! For the past eighteen months Foekje Croles (General Counsel Bloomon) has been outsourcing legal work through our platform, efficiently and effectively. Of course, we are very proud of this. That’s why we celebrated our anniversary with cake last week!

New hourly rates report available

average rate report

 

Have you noticed that when it comes to legal fees, business logic does not always apply?

We see law firms paying for their flexible resourcing based on the years of PQE or reputation of the professional, instead of pricing the job that needs to be done. More or less the same seems to happen when a corporate engages external legal support.

At LawyerlinQ, we aim for the right balance between the job and the money spent. This does not necessarily mean we drive down hourly rates. The LawyerlinQ platform helps you pay for the worth of a job rather than for the reputation or experience of the lawyer performing it.

For some of your legal work you might prefer a high-end reputable firm, but why go there all the time? You don’t go into a Michelin star restaurant for every lunch, or do you?

To help our clients and prospects with these ‘value for money’ challenges, we have prepared a benchmark report on the hourly rates for on-demand expert legal work in the Netherlands. Are you interested, and considering the use of our platform? Drop Maarten Hagen an email. He will be happy to share our insights.

Are you going to change the game?

ZukunftsinstitutA couple of weeks ago my attention was caught on an article by the Zukunftsinstitut (shout to out to our friends of the Venturis Consulting Group for sharing initially). This article is interesting because of the use of the so called ‘lazy eight’. It is the name of an adaptive cycle that will help us to outline the possible paths that companies will take the coming months. Now that we have absorbed the first Covid-shockwaves, it is time to respond.

So, if you consider yourself a business leader in the legal profession: take a look at it and ask yourself: ‘What will the benefits of this crisis be, reasoned back 3 years from now. Just allow yourself to step into the future and look back at today. Are you going to be able to navigate your company into a new(er) game (i.e. are you taking advantage of Covid), or will you keep things as they were? Remember Einstein – if you do what you always did, you will always get what you always got.

 Full article here… 

Covid-19 induced HR developments in int. law firms in the Netherlands

The COVID-19 pandemic is bringing about changes in many organizations. We noticed the HR directors at the firms we work with, are facing similar challenges. And although their firms might be competitors at times, as HR professionals they are not, they are colleagues.

That is why we decided to virtually bring them together in several round table sessions. To meet, connect and discuss their personal professional challenges with likeminded professionals.  These sessions were moderated by well known Senior HR Consultant and former HR director of Clifford Chance Amsterdam: Erik Hornman.

Of course all sessions have been of a confidential nature, but we have the opportunity to share with you some general learnings and outcomes that might help your law firm HR department. So if you would like to learn more, or participate in future sessions, please feel free to contact us.

We are always happy to share our in dept knowledge of developments in the Dutch Legal Market.

Faster and smarter?!

Are you looking for a faster and smarter way to connect with the best interim lawyers in the Netherlands?

LawyerlinQ is a legal tech start-up that supports professional parties to engage interim lawyers in a faster and smarter way.

We are a niche player for the top of the legal market. Until recently we only provided our services based om exclusive contracts. However, as of NOW we are offering our platform technology also to professional parties which are in need of an ad-hoc interim lawyer.

Why? We have developed a new platform that is even more efficient than we thought. Also important, it’s a waste to not offer our platform to other companies in these interesting times.

So… would you like to take the shortest route to the best interim lawyers in the Netherlands? Try us!

LawyerlinQ is opening doors!

Ga je altijd naar je vaste juridisch adviseur, OF ben je in staat om in een oogwenk voor elke vraag precies DIE specialist te mobiliseren die exact je vraag kan beantwoorden tegen de laagste kosten?

LawyerlinQ is een legal tech start-up die grote partijen helpt om sneller, slimmer en dus goedkoper, de juiste jurist of advocaat in te schakelen. We zijn een nichespeler voor de top van de markt en werkten tot voor kort altijd alleen op basis van exclusieve contracten.

Vanaf NU gaan we een bredere groep bedrijven helpen om hun juridische vraagstukken slimmer op te lossen.

Waarom? We hebben een nieuw platform ontwikkeld en dat is nog efficiënter dan we al dachten. Ook belangrijk: zonde om in deze tijden de mogelijkheden van ons platform niet breder beschikbaar te maken.

Dus … ga je volgende keer weer je vaste juridische adviseur bellen, of ga je zorgen dat je juridische vraag opgelost wordt tegen de allergunstigste prijs-kwaliteitverhouding die je in de Nederlandse markt kunt krijgen?

Try us!

Op secret.lawyerlinq.com vind je meer informatie.

More news to come…

For the past 5 years we have been accommodating collaborations between our clients and their legal suppliers on our platform. These collaborations primarily involved remote working. As a result, LawyerlinQ has not been harmed (yet) by the turbulent times we’re in.

We find ourselves lucky that most of our clients have grown accustomed to working with legal professionals that they have not met in person. Moreover, we feel that we need to do something extra to foster the position of other businesses that are in need of legal advice. Therefore, we will reveal an addition to our product offering shortly. Stay tuned!

The legal market: changes are afoot!

In the recent 2020 Report on the State of the Legal Market, The Center on Ethics and the Legal Profession at the Georgetown University Law Center and Thomson Reuters Legal Executive Institute show us a legal sector that is about to change.

The report holds a lot of interesting financial data about the legal sector, mostly focussing on the US and UK markets. But it also contains research pertaining to the development of the operating model of law firms in the near future. In this LawyerlinQ blog post, we’ll take you through some of its findings.

Revolutionary Changes are afoot
Since as long as most of us can remember, the legal industry has operated on a model that has the law firm at the center. There have been changes, but no fundamental shifts. The research in this report shows that revolutionary changes are afoot. These will drive down future performance if firms fail to take account of a new model for law firm services that is emerging. Clients, non-law firm competitors, and even many law firms are now operating from a different view on the role law firm services should play in the legal ecosystem and how such services should be delivered.

Dramatic Change in the Role of Clients
In recent years, clients have found they have the power to push efficiency and cost-effectiveness in the delivery of legal services. That is changing the way they work with law firms.

From the LawyerlinQ point of view, a very interesting development is the disaggregation of services. Research shows that clients increasingly choose to create “virtual teams” of lawyers to handle particular projects. With lawyers from one or more outside law firms working with designated in-house lawyers and with other non-law firm service providers.

Other examples of the changing role of clients are:

  • introduction of competitive procurement processes, in collaboration with corporate procurement departments;
  • strict budgeting and billing processes, which require law firms to operate in more transparent and cost-effective ways;
  • rise of legal operations professionals to manage external counsel;
  • the shifting of work, previously done by outside law firms, to in-house legal teams.

Growth in Non-Law Firm Competitors
The number of non-law firm competitors in the legal market is rapidly growing. The legal arms of the big 4 accountancy firms are expanding in almost all sectors of the legal market.

An interesting development also is the increasing use of ALSPs (Alternative Legal Service Providers) among law firms themselves. Successful law firms choose to partner with ALSPs for cost, efficiency, and quality reasons. They do so because sometimes, it is to the firms and the clients’ advantage to outsource pieces of work rather than to provide the services on its own. This has resulted in the strategy of some firms to create so-called Captive Subsidiaries, that provide a variety of law firm related services.

Evidence of an Emerging New Model in the Legal Market
According to the authors, these and other developments described in the report, are evidence of a new emerging model for legal services. It not being “alternative” ways of delivering legal services, but replacing the prior ways. In other words; this new model is becoming the ‘norm’ and it moves away from the traditional law firm centric model. Legal expertise will no longer be the primary service clients procure on an hourly rate basis. Clients expect their law firms to be more collaborative (also with other service providers) and more open to developing multidisciplinary approaches.

Read about these and other interesting findings and benchmark numbers in the full report on the Thomson Reuters website.

Here we go again: Altman Weill CLO survey 2019

Deze week verscheen het jaarlijkse onderzoek van Altman Weill. De management summary biedt al de nodige inzicht. Ik maak graag van de gelegenheid gebruik een aantal uitkomsten met jullie te delen die raakvlakken hebben met ons model.

Mijn oog viel bijvoorbeeld op:

“Law departments reversed course on outside counsel spend from 2018 to 2019. Only 27% of departments increased their spending on law firms compared to 42% of departments that did so last year. At the same time, the number of departments making decreases was about comparable to the prior year.”

“This pull back on law firm spending may reflect the results of doing more work in-house, the use of lower priced firms or non-firm alternatives, renegotiated rate packages, or some combination of these and other cost control efforts. Of all the budget metrics the survey tracks, outside counsel spend has been the most volatile in the post-recession period as law departments have experimented with various tactics to reduce and/or rebalance their use of external resources.”

Ook wordt er het een en ander gemeld over de inzet van contract lawyers. Bijvoorbeeld:

“Nineteen percent of law departments will add contract lawyers to the staff in the next 12 months, up from 15% in 2018. Fewer departments will add to their paralegal and support staff positions in 2019 than in the prior year.”

In het licht van de Legal Ops wordt de koppeling gemaakt naar non-law-firm vendors:

“Seventy-four percent of departments that have added operations personnel this year reported a significant improvement in efficiency. A greater use of paralegals and other paraprofessionals increased efficiency in 73% of departments. Outsourcing to non-law- firm vendors was successful in two-thirds of departments, and the use of contract or temporary lawyers improved efficiency for 63% of departments that pursued the tactic. In each case, these are efforts to reallocate work assignments, delegating to the most efficient resource and level, thereby freeing up department lawyers to work at their fullest capacity. These are choices that generally produce positive results in a relatively short time.”

Interessante eye-opener?

“External cost control efforts focus on law firm and vendor expenditures. In this category, three of the four most effective tactics involve workforce/resource rebalancing, including outsourcing to non-law-firm vendors, shifting law firm work to in-house lawyers and shifting work to lower priced law firms. Although no more than a third of law departments are pursuing any one of these techniques, they are effective in about nine out of every ten departments that utilize them.”

Het is natuurlijk een Amerikaans onderzoek, maar het geeft desondanks, denk ik, toch een interessante inkijk in de juridische markt in de breedste zin.