Specifically, Georgetown finds that «Over the last few years, there has been mounting evidence that law firms that proactively address the needs of their clients — e.g., by implementing
alternative staffing strategies, pursuing flexible pricing models, adopting work process changes, making better use of innovative technologies, and the like — can achieve significant success.»
Not exact matches
Services Advisory Assurance Attest Services Audit, Reviews & Compilations Employee Benefit Plan Audits Internal Audit Services International Financial Reporting Standards (IFRS) IT Audit Services SEC Services SOC 1 and 2 Services Statutory Financial Audits Tax Accounting Methods Cost Segregation Estate Tax Credits Executive Compensation Federal Corporate Tax Generational Wealth Planning International Tax Mergers & Acquisitions Real Estate Research & Development Tax Credits Sales and Use Tax State & Local Tax Tax Accounting Tax Reform Transfer Pricing Business Support DHG Search DHG
Staffing Forensics Commercial Damages Digital & Computer Forensics Domestic Matters Fraud & Corporate Investigations Personal Damages Healthcare Consulting
Alternative Payment Models Center For Industry Transformation Points Beyond Blog CFO Advisory Bundled Payment Models Clinical Documentation Improvement Enterprise Intelligence iluminus Reimbursement Revenue Cycle Senior Living
Strategy Physician Enterprise Optimization International Services Chinese Business Services Japanese Business Services Investment Management DHG Agency DHG Wealth Advisors IT Advisory Retirement Plan Administration Risk Advisory Finance & Process Transformation Internal Audit & Compliance Regulatory Services & Risk Management Technology Services Transaction Advisory Valuation Services Financial Reporting Healthcare Valuations
Fees are controlled through a combination of strong billing guidelines, rational
alternative fee arrangements, real - time feedback on performance, streamlining of
staffing,
strategy, and tactics, early exploration of settlement and ADR, and so on.
Kimberly has developed and implemented business
strategy and process improvements, managed the successful integration of legal teams, and applied market data and performance metrics to set billing rates, negotiate
alternative fee arrangements, optimize
staffing levels, and increase client value.
AEC —
Alternative Resources Corporation (Chicago, IL & Cleveland, OH) 1994 — 1996 General Manager: Cleveland • Recruited to revitalized all operations and sales for an underperforming branch • Relocated facilities, implemented new sales
strategy, and improved
staffing practices • Won «Phoenix Award» for turning a branch ranked as # 17 of 17 into the # 1 performer • Increased revenue and profit by 200 % within 18 months as general manager