Sentences with phrase «back costs to clients»

Not exact matches

Contractors routinely go back to their clients with demands for more money to cover unexpected complexities in the building process; Gillam has set up rigorous risk - management systems to provide more accurate cost estimates.

By investing that profit back into AdWords, the client began driving so many leads at such a low cost that the problem wasn't driving enough leads, it was getting enough sales people on the floor to field all of the leads.

Proposals to make claimants» lawyers costs more proportionate to the compensation their clients receive were first mooted back in 2015.

Our bonus business module, offered at no extra cost, is packed with tips and tools that you can use immediately to attract and educate new clients — and keep them coming back.

There are unique bundles and costs that the backing and deals group will offer you, every one of these bundles are reasonable and clients are likewise given refunds which make it more helpful for anybody to manage the cost of our services.

Refer - a-friend programs from online brokerages are generally a way for the brokerages to offer an incentive (such as cash back or free trades) to an existing client to help bring in new clients, often at a fraction of what it would normally cost to do so through other means.

And with the low - cost credit counseling offered by its members, the non-profit has been a partner with clients every step of the way as they paid back $ 1.2 billion in debt to creditors that year alone.

Without being a convenient, compassionate, and cost - conscious veterinary care provider, do you think your clients will keep coming back or that they'll recommend you to others?

So the lesson to take away is that as your competitors cut back on branding initiatives, email alerts and newsletters remain the perfect mechanism to cost - effectively reinforce your firm's expertise with clients on an ongoing basis.

Tying this back into the evolving billing model that is emerging in the legal sector, this may mean sacrificing a bit on the traditional billable hour model in order to make sure the client is happy with the cost of your services, as well as the quality.

Similar to most of Outside GC's venture - backed clients, Prelert had an existing relationship with a traditional law firm, but the company understood that using them for a high volume of contract work would not be cost - effective or efficient.

According to Michael Bryant, Co-Founder and CEO of nSource, «With a focus on driving more profits to the bottom line and the need to streamline efforts to focus on delivering the highest levels of service to clients, law firms have historically studied their back / middle office operations for one of two reasons: 1) As part of a broad - based cost savings / optimization effort or 2) Attorney - driven demand for service improvement due to dissatisfaction with quality, availability of services.

Matthew Moeller: Well, I think the big thing was just trying to move away from the bundles and bundles of paper and I'm not saying that you should be a 100 % paperless, I mean, it's still today I often print things out to look at I have smaller books that maybe do not have material that's easy to navigate online on a bookshelf that I can just grab, but the days of the big file cabinets in the back of the office and the unlimited number of redwells falling out everywhere, that was something when I went out on my own that I certainly envisioned was not going to be a part of kind of how we do things, and I think in moving away from that you're able to better control your operating costs, you're able to keep overhead to a lower level, and ultimately, I think you're able to deliver more value to the client and running a much more streamlined process.

How this is done varies amongst law firms; some pass on all online costs to clients, some charge back a percentage of costs, and some just treat them as overhead.

For a busy practice, the majority of legal printing fees can be passed back to clients, it can be difficult to calculate and monitor the exact quantity of printing passing through all departments and exactly how much it is costing the company and clients.

Take pressure off struggling firms by providing them with a back office I.T. solution at no cost, enabling them to focus their resources on helping clients;

It makes it much easier to bill costs back to clients.

They can, in fact, put the law firm in a leadership position when it comes to managing clients and reporting back the factors that drive overall legal cost.

But law firms give a lot back, too: steady income and predictable bonuses, centralized resources, shared overhead costs, exposure to clients, and general collegiality, to name a few.

Nor does it say that the FLSC is attempting to meet the problem head - on by way of a solution that will bring the middle and low income client back to lawyers» offices because legal services at reasonable cost can be developed.

If you are using CanLII, there is nothing beyond your time to bill back to the client, but when you are paying directly for your research service, that cost will either be absorb by the firm, rolled into the lawyer's billing rate or charged directly to the client.

The award comes on the back of the firm's success at the 2015 Legal Innovation Awards, when it was recognised for the development of an iPhone app that allows clients to view documents, keep track of costs, pay bills online, diarise key dates and contact their lawyers.

A System to Manage Leads — Some organization method, whether it is an online database, or even index cards, too keep track of the leads, when you need to call people back, and most importantly, measure how many calls / emails you are getting, and how many clients you are able to sign up for what the leads have cost you.

If we are not successful, we will not require a client to pay back advanced court costs.

When we say what the cost will be, and then come back to the client with a completed trademark registration and a bill for the same price, clients are actually surprised and pleased.

The 2008 recession was quite impactful, as clients began pushing back on the rapidly rising billable hour rates, and to maintain profit margins, Law firms reacted by reducing their operating costs where possible, in part to retain and attract talent.

Nothing kills me more than a law firm that comes back to us saying, «the end client is very cost conscious in this case — not even paying for paralegals — so Allegory wouldn't be the right fit.»

We help clients understand how to address back child support issues for a low - cost, fixed fee.

Although the firm's roots reach back into the 19th century, Boyle Brasher LLC utilizes 21st - century trial innovations and technology to provide cost - effective representation for its clients.

We identify opportunities for clients to achieve cost - savings associated with electronic storage of back - up data and records management programs.

Instead, we work with our clients to take a few steps back from their day - to - day activities to see if together, we can apply a mix of lessons learned and common sense to complete those activities in less time, with greater accuracy and / or at a lower cost.

Send them to client meetings to watch and listen and report back on what they learned, at no cost to the client.

In addition to dealing with the basics such as profit and loss, cash flow, and account reconciliation, a law practice must also deal with three unique areas: client funds accounting, matter cost accounting and back office accounting.

Our firm has a flat rate contract, so even though there is a cost for the original search ($ 50), the amount billed back to the client is significantly lower.

No matter what the financial circumstances are at the time, it is of paramount importance for all practitioners to ensure their client's appreciate that if they do not deal with financial matters now then it may come back to haunt them in the future, and that while they may also stand to benefit in the future this is likely to come at great financial and emotional cost to one or both parties.

The cost per hire metric is important as it effects your client's bottom line and is one of the most immediate ways hiring managers will use to judge a recruiter's success when deciding whether to go back to a particular agency or placement agent.

Lead clients» initiatives to increase online sales revenue and reduce costs in call centers and back offices.

The Chasm Group, LLC and Chasm Institute, LLC (San Bruno, CA) 1997 — 2008 Business Operations Manager • Managed all daily operational tasks for leading multi-million dollar high - tech market strategy consultancy, while providing executive administration to C - level executives and venture capital partners • Developed and managed the firm's annual budget, proposing and implementing expense cuts, producing monthly reports and financial statements, and coordinating with CPA firm for accurate and timely filings • Oversaw all client relationship management efforts while cultivating new business efforts from concept to implementation, providing high - quality service in sales efforts while utilizing new lead tracking system • Negotiated and managed all contracts, stock grants, and financing arrangements, working closely with outside counsel to draft legal documents and resolve LLC - and proprietary - related issues • Led three office space build - outs and two office relocations, managing all aspects of each process under aggressive timeline and budget expectations • Reduced firm telecom expenses by 22 % by streamlining IT objectives, including migration to VOIP phone system, software / hardware purchases, domain renewals, and outsourced technical support • Directed all phases of staff recruitment while creating and implementing all HR policies and programs, including comprehensive employee benefits plans • Supervised multiple administrative staff members, conducted performance appraisals and wage / salary surveys in comparison to incentive program guidelines, and maintained HR files in accordance with legal mandates • Produced all out - going client invoices in an accurate and timely fashion to increase, cash flow and reduce aging receivables, providing consistent attention to overhead costs and vendor arrangements • Administered all company insurance policies, including E&O, general liability, bonds, partner life and disability, conducting annual benefits reviews and employee / company insurance audits • Obtained necessary certificates for consulting contracts while processing federal, state, and local business reporting requirements to maintain licenses and incorporation status • Directed all marketing efforts and oversaw logistical aspects of national educational workshop series, utilizing sponsorship arrangements to offset production costs • Transformed «brochure» website into a dynamic tool to better illustrate company opportunities through relevant case studies, as well as maintaining all other promotional media, including press kits and video Association of California School Administrators (Burlingame, CA) 1993 — 1997 Issues and Planning Committee Coordinator • Executed all phases of event planning and implementation for a membership - driven organization including 23 state committees, 5 task forces, 6 strategic planning conferences, and a conference of 1,500 attendees • Focused on facility evaluations, bid requests, site visits, contract negotiations, and all pre - and post-conference planning processes • Produced statistical and financial reports, including budget projections and cost monitoring for developmental training efforts • Oversaw all participant - level responsibilities, including inquiries, eligibility, registration, correspondence, and billing statements • Managed all legal professional standards calls for Northern California regions, including the processing of attorney authorizations, the preparation of legal assistance letters, and liens on cause of action • Served as second point of contact for computer inquiries and troubleshooting efforts as well as provided back - up executive administrative support for Executive Director, Committee Chairs, and the State Superintendent of Public Instruction • Held responsibility for software installation and hardware configuration while performing weekly AS / 400 backup and report generation

Speaking of home inspectors: if a home inspector needs to go back in to re-visit or inspect work that is discovered needing attention, during the initial home inspectors» appointment, this needs to be addressed in the offer also, (or at the very least, amended), or this, too, can present a problem that then lawyers have to address, possibly creating additional costs for the clients when requiring addressing after the fact.

The buyers» attorney said his clients wanted Folks to buy back the house for $ 99,000, its purchase price, and fork out $ 63,000 to cover costs for mold remediation and matters related to the buyers» health concerns.

In addition to showing its clients how to reduce the amount of office and other space they use, Jones Lang LaSalle is working to decrease its own operating costs by cutting back on its space needs.

Well, sometimes it is directed back to the corporate client — in fact, a lot of it has been directed back to help offset moving costs.

It went something like this: hotel check - in, locate room, locate wifi service, attempt connection to wifi, wonder why the connection is taking so long, try again, locate phone, call front desk, get told «the internet is broken for a while», decide to hot - spot the mobile phone because some emails really needed to be sent, go «la la la» about the roaming costs, locate iron, wonder why iron temperature dial just spins around and around, swear as iron spews water instead of steam, find reading glasses, curse middle - aged need for reading glasses, realise iron temperature dial is indecipherably in Chinese, decide ironing front of shirt is good enough when wearing jacket, order room service lunch, start shower, realise can't read impossible small toiletry bottle labels, damply retrieve glasses from near iron and successfully avoid shampooing hair with body lotion, change (into slightly damp shirt), retrieve glasses from shower, start teleconference, eat lunch, remember to mute phone, meet colleague in lobby at 1 pm, continue teleconference, get in taxi, endure 75 stop - start minutes to a inconveniently located client, watch unread emails climb over 150, continue to ignore roaming costs, regret tuna panini lunch choice as taxi warmth, stop - start juddering, jet - lag, guilt about unread emails and traffic fumes combine in a very unpleasant way, stumble out of over-warm taxi and almost catch hypothermia while trying to locate a very small client office in a very large anonymous business park, almost hug client with relief when they appear to escort us the last 50 metres, surprisingly have very positive client meeting (i.e. didn't throw up in the meeting), almost catch hypothermia again waiting for taxi which despite having two functioning GPS devices can't locate us on a main road, understand why as within 30 seconds we are almost rendered unconscious by the in - car exhaust fumes, discover that the taxi ride back to the CBD is even slower and more juddering at peak hour (and no, that was not a carbon monoxide induced hallucination), rescheduled the second client from 5 pm to 5.30, to 6 pm and finally 6.30 pm, killed time by drafting this guest blog (possibly carbon monoxide induced), watch unread emails climb higher, exit taxi and inhale relatively fresher air from kamikaze motor scooters, enter office and grumpily work with client until 9 pm, decline client's gracious offer of expensive dinner, noting it is already midnight my time, observe client fail to correctly set office alarm and endure high decibel «warning, warning» sounds that are clearly designed to send security rushing... soon... any second now... develop new form of nausea and headache from piercing, screeching, sounds - like - a-wailing-baby-please-please-make-it-stop-alarm, note the client is relishing the extra (free) time with us and is still talking about work, admire the client's ability to focus under extreme aural pressure, decide the client may be a little too work focussed, realise that I probably am too given I have just finished work at 9 pm... but then remember the 200 unread emails in my inbox and decide I can resolve that incongruency later (in a quieter space), become sure that there are only two possibilities — there are no security staff or they are deaf — while my colleague frantically tries to call someone who knows what to do, conclude after three calls that no - one does, and then finally someone finally does and... it stops.