What is private practice in law?

A private law practice is a law firm that operates as a business in

the private sector. This differentiates private practice law from
working for a governmental entity—as criminal prosecutors, public
defenders, or any attorney working for a government agency.

The term “private practice” also marks a distinction from in-house

counsel, who work for companies that are not primarily engaged
in the practice of law. Any large corporation will have an in-house
legal team, but many smaller companies also have in-house
lawyers.

A sole practitioner or solo practitioner is a professional, such

as a lawyer or an architect, who practices independently. For
instance a sole practitioner's law firm may include non-lawyer
support personnel but does not include any other lawyers.[1]

 Lawyers who are may be qualified and permitted to

practice a specific area of law by through a separate
regulator, such as the Office of the Immigration Services
Commissioner (for non-solicitor/barrister immigration
lawyers)[6] or insolvency practitioners, who are regulated
by The Insolvency Service.[7]
The above lawyers may also practice law and provide legal
services alone subject to their specific regulators requirements,
rules and any authorisation processes. For example, CILEx
publish guidance and rules that apply to qualified Legal
Executives who provide legal services alone.[8]
A sole practitioner would most likely be a sole trader under UK
law, meaning that the lawyer is self-employed and would run the
business as an individual, paying income tax on profits.[9]
As of 25 May 2016, solicitor sole practitioners are regulated under
rule 10 of the SRA's handbook, which provides that subject to
specific exceptions, regulated lawyers cannot set up their own law
practice and provide legal services as a sole practitioner unless
they have applied for and gained authorisation to do so from the
SRA.[10]
Authorised sole practitioner law practices, known as "recognised
sole practices" are recognised and authorised separately by the
SRA from regulated Partnership and Company legal service
structures.[11]
Sole practitioners in the U.K. are required to provide information
on their website and on their engagement letters which clearly
identifies who authorises and regulates their service, and their
authorisation or professional identification number which can be
checked with their regulator.[12]
Legitimacy of a Law Firm in the Philippines
Question: How to Verify the Legitimacy of a Law Firm in the Philippines?
Answer:

Ensuring that a law firm is legitimate is crucial when seeking legal services in the Philippines.
To check the legitimacy of a law firm, you can follow these steps:

1. Verify Registration with the Integrated Bar of the Philippines (IBP):

 The IBP is the official organization of lawyers in the Philippines. All practicing lawyers,
including those in law firms, must be registered with the IBP. You can visit the IBP's
website or contact their office to confirm if a lawyer or law firm is a member in good
standing.
2. Check with the Supreme Court of the Philippines:
 The Supreme Court maintains records of lawyers authorized to practice law in the
Philippines. You can inquire with the Supreme Court's Office of the Bar Confidant to
verify the credentials of lawyers associated with the law firm.
3. Look for Professional Certifications:
 Reputable lawyers and law firms often have certifications or affiliations with legal
organizations, such as the Philippine Trial Lawyers Association, that signify their
commitment to professionalism and ethical standards.
4. Verify the Physical Office:
 A legitimate law firm should have a physical office address. You can visit the law firm's
office or check for its address on their official website to confirm its existence.
5. Ask for References and Client Testimonials:
  Seek references from people who have worked with the law firm. Additionally, read
client testimonials and reviews online to gauge the firm's reputation and client
satisfaction.
6. Check for Bar Admissions and Specializations:
 Lawyers should have passed the Philippine Bar Examination to practice law. You can
verify an attorney's bar admission by checking the official list of bar passers.
Additionally, inquire about their specific areas of legal specialization to ensure they can
handle your case effectively.
7. Assess the Firm's Online Presence:
 Most reputable law firms have official websites with information about their lawyers,
practice areas, and contact details. Be cautious if a law firm lacks an online presence or if
their website appears unprofessional.
8. Consult with the Integrated Bar of the Philippines (IBP) Chapter:
 Each region in the Philippines has an IBP chapter. Contact the local IBP chapter to
inquire about the reputation and standing of the law firm within the legal community.
9. Cross-Check with Legal Directories:
 Legal directories like the Legal 500 Asia Pacific and Chambers and Partners often list
reputable law firms and provide insights into their practice areas and achievements.
10. Seek Legal Advice:
 If you remain uncertain about a law firm's legitimacy, you can consult with another
attorney or legal expert for guidance.
11. Report Suspected Fraud:
 If you suspect that a law firm is engaged in fraudulent or unethical activities, you should
report your concerns to the IBP or appropriate legal authorities for investigation.

In summary, verifying the legitimacy of a law firm in the Philippines involves checking their
registration with the IBP, confirming their lawyers' credentials with the Supreme Court,
assessing their reputation through references and testimonials, and conducting due diligence
through various channels. It is essential to ensure that the law firm you choose is reputable and
qualified to handle your legal matters.
Structure and promotion
Partnership
Law firms are typically organized around partners, who are joint
owners and business directors of the legal operation; associates,
who are employees of the firm with the prospect of becoming
partners; and a variety of staff employees, providing paralegal,
clerical, and other support services. An associate may have to
wait as long as 11 years before the decision is made as to
whether the associate is made a partner. Many law firms have an
"up or outpolicy", integral to the Cravath System, which had been
pioneered during the early 20th century by partner Paul
Cravath of Cravath, Swaine & Moore, and became widely
adopted by, particularly, white-shoe firms;[7] associates who do
not make partner are required to resign, and may join another
firm, become a solo practitioner, work in-house for a corporate
legal department, or change professions. Burnout rates are
notably high in the profession.[8]
Making partner is very prestigious at large or mid-sized firms, due
to the competition that results from higher associate-to-partner
ratios. Such firms may take out advertisements in professional
publications to announce who has made partner. Traditionally,
partners shared directly in the profits of the firm, after paying
salaried employees, the landlord, and the usual costs of furniture,
office supplies, and books for the law library (or a database
subscription). Partners in a limited liability partnership can largely
operate autonomously with regard to cultivating new business and
servicing existing clients within their book of business.
Partner compensation methods vary greatly among law firms. At
major United States law firms, the "compensation spread" (ratio
between the highest partner salary and lowest partner salary)
among firms disclosing information ranges from 3:1 to 24:1.
Higher spreads are intended to promote individual performance,
while lower spreads are intended to promote teamwork and
collegiality.[9]
Many large law firms have moved to a two-tiered partnership
model, with equity and non-equity partners. Equity partners are
considered to have ownership stakes in the firm, and share in the
profits (and losses) of the firm. Non-equity partners are generally
paid a fixed salary (albeit much higher than associates), and they
are often granted certain limited voting rights with respect to firm
operations.
The oldest continuing partnership in the United States is that
of Cadwalader, Wickersham & Taft, founded in 1792 in New York
City. The oldest law firm in continuous practice in the United
States is Rawle & Henderson, founded in 1783 in Philadelphia.
Termination of one's partnership
It is rare for a partner to be forced out by fellow partners, although
that can happen if the partner commits a crime or malpractice,
experiences disruptive mental illness, or is not contributing to the
firm's overall profitability. However, some large firms have written
into their partnership agreement a forced retirement age for
partners, which can be anywhere from age 65 on up. In contrast,
most corporate executives are at much higher risk of being fired,
even when the underlying cause is not directly their fault, such as
a drop in the company's stock price. Worldwide, partner
retirement ages can be difficult to estimate and often vary widely,
particularly because in many countries it is illegal to mandate a
retirement age.[10]
"Of counsel" role
In the United States, Canada and Japan, many large and midsize
firms have attorneys with the job title of "counsel", "special
counsel" or "of counsel." As the Supreme Court of California has
noted, the title has acquired several related but distinct definitions
which do not easily fit into the traditional partner-associate
structure.[11] These attorneys are people who work for the firm, like
associates, although some firms have an independent
contractorrelationship with their counsel. But unlike associates,
and more like partners, they generally have their own clients,
manage their own cases, and supervise associates. These
relationships are structured to allow more senior attorneys to
share in the resources and "brand name" of the firm without being
a part of management or profit sharing decisions. The title is often
seen among former associates who do not make partner, or who
are laterally recruited to other firms, or who work as in-house
counsel and then return to the big firm environment. At some
firms, the title "of counsel" is given to retired partners who
maintain ties to the firm. Sometimes "of counsel" refers to senior
or experienced attorneys, such as foreign legal consultants, with
specialized experience in particular aspects of law and practice.
They are hired as independent contractors by large firms as a
special arrangement, which may lead to profitable results for the
partnership. In certain situations "of counsel" could be considered
to be a transitional status in the firm.
Mergers and acquisitions between law firms
Mergers, acquisitions, division and reorganizations occur between
law firms as in other businesses. The specific books of business
and specialization of attorneys as well as the professional ethical
structures surrounding conflict of interest can lead to firms
splitting up to pursue different clients or practices, or merging or
recruiting experienced attorneys to acquire new clients or practice
areas. Results often vary between firms experiencing such
transitions. Firms that gain new practice areas or departments
through recruiting or mergers that are more complex and
demanding (and typically more profitable) may see the focus,
organization and resources of the firm shift dramatically towards
those new departments. Conversely, firms may be merged among
experienced attorneys as partners for purposes of shared
financing and resources, while the different departments and
practice areas within the new firm retain a significant degree of
autonomy.
Law firm mergers tend to be assortative, in that only law firms
operating in similar legal systems are likely to merge. For
example, U.S. firms will often merge with English law firms, or law
firms from other common law jurisdictions. A notable exception
is King & Wood Mallesons, a multinational law firm that is the
result of a merger between an Australian law firm and a Chinese
law firm.
Though mergers are more common among better economies,
slowing down a bit during recessions, big firms sometimes use
mergers as a strategy to boost revenue during a recession.
Nevertheless, data from Altman Weil indicates that only four firms
merged in the first half of 2013, as compared to eight in the same
period in 2012, and this was taken by them as indicating a dip in
morale regarding the legal economy and the amount of demand.
[12]

Size
in Finland, Sweden and Russia, on the Eteläesplanadi street
in Helsinki, Uusimaa, Finland
Law firms can vary widely in size. The smallest law firms are
lawyers practicing alone, who form the vast majority of lawyers in
nearly all countries.[13][14]
Smaller firms tend to focus on particular specialties of the law
(e.g. patent law, labor law, tax law, criminal defense, personal
injury); larger firms may be composed of several specialized
practice groups, allowing the firm to diversify its client base and
market, and to offer a variety of services to their clients.[15]
Large law firms usually have separate litigation and transactional
departments. The transactional department advises clients and
handles transactional legal work, such as drafting contracts,
handling necessary legal applications and filings, and evaluating
and ensuring compliance with relevant law; while the litigation
department represents clients in court and handles necessary
matters (such as discovery and motions filed with the court)
throughout the process of litigation.
Anglo-American development
Boutique law firms
Lawyers in small cities and towns may still have old-fashioned
general practices, but most urban lawyers tend to be highly
specialized due to the overwhelming complexity of the law today.
[16]
Thus, some small firms in the cities specialize in practicing only
one kind of law (like employment, antitrust, intellectual
property, investment funds, telecommunications or aviation) and
are called boutique law firms.[17]
Virtual law firms
A 21st century development has been the appearance of
the virtual law firm, a firm with a virtual business address but no
brick & mortar office location open to the public, using modern
telecommunications to operate from remote locations and provide
its services to international clients, avoiding the costs of
maintaining a physical premises with lower overheads than
traditional law firms. This lower cost structure allows virtual law
firms to bill clients on a contingency basis rather than by billable
hours paid in advance by retainer.[18]
Related innovations include alternative legal services provider
(ALSP), legal outsourcing and what is sometimes called
"NewLaw".[19]
The largest law firms have more than 1,000 lawyers. These firms,
often colloquially called "megafirms" or "BigLaw", generally have
offices on several continents, bill US$750 per hour or higher, and
have a high ratio of support staff per attorney.[20][21] Because of the
localized and regional nature of firms, the relative size of a firm
varies.[22]
BigLaw firms
See also: List of largest law firms by revenue
The largest firms like to call themselves "BigLaw" firms because
they have departments specializing in all categories of legal work
with high billable hour rates, which in the U.S. usually
means mergers and acquisitions transactions,[23] banking, and
certain types of high-stakes corporate litigation. These firms rarely
do plaintiffs' personal injury work. However the largest law firms
are not very large compared to other major businesses (or even
other professional services firms). In 2008, the largest law firm in
the world was the British firm Clifford Chance, which had revenue
of over US$2 billion. In 2020, Kirkland & Ellis came out on top
with US$4.15 billion in revenue while Hogan Lovells rounded out
the list at number ten with US$2.25 billion, with Clifford Chance
remains the only British firm among the top 10 "BigLaw". This can
be compared with $404 billion for the world's largest firm by
turnover ExxonMobil and $28 billion for the largest professional
services firm Deloitte.[24]
Worldwide
The largest law firms (known as "BigLaw") in the world are
headquartered primarily in the United Kingdom and the United
States. However, large firms of more than 1,000 lawyers are also
found in Australia (MinterEllison, 1,500 attorneys), China
(Dacheng, 2,100 attorneys) and Spain (Garrigues, 2,100
attorneys). The American system of licensing attorneys on a
state-by-state basis, the tradition of having a headquarters in a
single U.S. state and a close focus on profits per partner (as
opposed to sheer scale) has to date limited the size of most
American law firms. Thus, whilst the most profitable law firms in
the world remain in New York, four of the six largest firms in the
world are based in London in the United Kingdom.[25] But the huge
size of the United States results in a larger number of large firms
overall – a 2003 paper noted that the United States alone had 901
law firms with more than 50 lawyers, while there were only 58
such firms in Canada, 44 in Great Britain, 14 in France, and 9 in
Germany.[26] There is an increasing tendency towards
globalisation of law firms.
Due to their size, the U.S.- and U.K.-based law firms are the most
prestigious and powerful in the world, and they tend to dominate
the international market for legal services. A 2007 research paper
noted that firms from other countries merely pick up their
leftovers: "[M]uch of the competition is relatively orderly whereby
predominantly Australian, New Zealand, and Canadian firms
compete for business not required by English or American law
firms."[27]
Since the early 1970s, the largest U.K. law firms have struggled
mightily to break into the much larger U.S. legal market, with only
limited success in establishing footholds along the East Coast in
important markets like New York City.[28] In 2020, several of the
largest U.K. firms began to invest in expansion into multiple
regions of the United States, such as Silicon Valley.[28] However,
as of early 2024, the largest U.K. firms were losing ground on
their home turf in London to rapid growth by the largest U.S. firms
and were forced to raise salaries in response.[29] The Americans
recruited many British solicitors by offering more generous
salaries, but also brought with them a different work-life balance,
with higher billable hours requirements and the American
expectation that lawyers routinely work on weekends.[29]
Recession
As a result of the U.S. recession in 2008 and 2009 many U.S. law
firms have downsized staff considerably, and some have closed.
The Denver Postreported that major law firms have cut more than
10,000 jobs nationwide in 2009.[30] On February 12,
2009, Bloomberg reported that 700 jobs were cut that one day at
law firms across the country.[31] Among the firms closed
included Heller Ehrman, a San Francisco-based firm established
in 1890[32] and Halliwells of the UK.[33] Among those that survived,
law firm layoffs became so common that trade publications
like American Lawyer produced an ongoing "Layoff List" of the
law firms nationwide that cut jobs.[34]

General Practice
General practice typically encompasses a broad range of practice
areas for you. It means you do not have to limit your practice or
specialty to one particular area instead practise varied areas of
law. You could handle matters involving business planning, estate
planning, civil litigation, real estate, criminal law, as well as family
law.
Each day and case offers you a new opportunity to expand your
knowledge. Just because you are a general practitioner, it does
not mean that the services you offer are any less effective than
the service offered by a specialised practitioner. By choosing
general practice you provide for specialised support in varied
fields, continuity and a stronger relationship with the clients. Apart
from this, you have an edge of gaining more potential clients by
meeting with a wide range of community needs.
Apart from having an edge with the clients and having knowledge
on varied aspects practice of law, being a general practitioner,
you might face a few obstacles. You might not necessarily be able
to take on highly complicated cases, which require an in-depth
knowledge or experience of a particular area and thereby lose
clients in the process.
The Law being very dynamic and diverse, as a general
practitioner, you might find it difficult to update yourself from time
to time. As a general practitioner, you might need to hire and
retain more staff, to be able to manage and track the different
cases.
Specialised Practice
Lawyers are qualified to practise any area of the law, however,
you may choose to specialise in a particular subject. By
specialising in a particular field, you would develop expertise
which is more effective. Different specialisations have different
requirements, which play a significant role in the way a case is
handled.
It is always a good idea to practise in a field in which you would
excel, thus ensuring professional development and growth. Being
a specialised practitioner, you have the advantage of having a
better understanding of the subject, better credibility, and
increased efficiency. Having a niche background is advantageous
when it comes to understanding clients.
Apart from being advantageous, there are many challenges you
might face. Your clientele would most definitely be limited to a
particular segment of people and thereby you might attract fewer
clientele or have a short-term relationship with them. The
recruitment and retention of staff might become challenging.
Being specialised in a particular area, you would be required to
invest in focused tools and an extensive library on the subject. For
instance, an IP specialist needs a library with books on IP and
would need a tool to quickly search for any TM.
To know more about Law of Specialization
General or specialised practice? What should you choose?
The Legal field is very vast, it is often very hard or even
impossible to have a grasp on all the elements of this field. For
many young lawyers starting out in the profession today, one of
the first things you must address is whether to specialise in a
particular field practice of law or not.
If you are unsure of where to start with, it is usually best to start
with general practice. Wanting to practise in a particular area of
law is not wrong, but you should have an open mind and should
not get locked into one area. You may be more likely to excel at
things you enjoy, but in reality, it might be difficult to practise in
the same field. To close your mind before you have done it is a
little short-sighted.
Being a general practitioner would make you feel like you have
more options, more potential clients and thus an increased
chance of success. As a general practitioner, you might be able to
help your clients through many life events.
Law firms today often specialise, providing their clients with
expertise in one area. Most clients need a combination of legal
services throughout their lives. Unusual or highly specialised
practice areas that consistently present new and interesting
challenges can be handled only by specialisation. The specialist
has more experience and probably may be at the forefront of the
practice of law and trends. Specialisation sure does make you
better at selling your services as a lawyer.
Conclusion
In a dynamic industry like the legal industry, where the demand
for efficiency is important, you should choose to handle some
legal work and decline or refer to other work. The threshold of
competence has increased in specialised practice and it is simply
not easy to compete with specialised experts. Refining focus and
narrowing in on a specialised area of practice can help lawyers
gain a competitive edge, along with greater efficiency and
credibility.
By area of study and practice

 Administrative law
 Admiralty law or maritime law
 Adoption law
 Agency law
 Alcohol law
 Alternative dispute resolution
 Animal law
 Antitrust law (or competition law)
 Art law (or art and culture law)
 Aviation law
 Banking law
 Bankruptcy law (creditor debtor rights law or insolvency
and reorganization law)
 Bioethics
 Business law (or commercial law); commercial litigation
 Business organizations law (or companies law)
 Canon law
 Civil law or common law
 Class action litigation/Mass tort litigation
 Communications law
 Computer law
 Competition law
 Conflict of law (or private international law)
 Constitutional law
 Construction law
 Consumer law
 Contract law
 Copyright law
 Corporate law (or company law), also corporate
compliance law and corporate governance law
 Criminal law
 Cryptography law
 Cultural property law
 Custom (law)
 Cyber law
 Defamation
 Drug control law
 Education law
 Elder law
 Employment law
 Energy law
 Entertainment law
 Environmental law
 Family law
 Financial services regulation law
 Firearm law
 Food law
 Gaming law
 Health and safety law
 Health law
 Housing law
 Immigration law
 Insurance law
 Intellectual property law
 International law
 International human rights law
 International humanitarian law
 International trade and finance law
 Internet law
 Juvenile law
 Labour law (or Labor law)
 Landlord–tenant law
 Litigation
 Martial law
  Media law
 Medical law
 Military law
 Mining law
 Mortgage law
 Music law
 Nationality law
 Obscenity law
 Parliamentary law
 Patent law
 Poverty law
 Privacy law
 Procedural law
 Property law
 Public health law
 Public International Law
 Real estate law
 Securities law / Capital markets law
 Space law
 Sports law
 Statutory law
 Tax law
 Technology law
 Tort law
 Trademark law
 Transport law / Transportation law
 Trusts & estates law
 Water law

Law Firm Billing: The Lawyer's Complete Guide

January 12, 2023

Effective billing arrangements and efficient billing processes are

crucial for the ongoing success of your practice. Choosing your
ideal billing arrangement—such as hourly or flat rate—enables
profitability and better client service, while streamlining your billing
workflows can improve collections and free up time to focus on
planning for your firm’s future success.

This blog article will guide you through the process of optimizing
every aspect of your firm’s billing, from determining the right
billing structure and rates to improving processes and avoiding
common pitfalls. Get the essential information you need to tackle
what’s next with confidence.

What is law firm billing, and what does it look like?

Did you know that, in 2021, lawyers recorded an average of 2.5

billable hours in an eight-hour day? Their time was spent mainly
on administrative duties, including invoicing, processing
payments, and updating trust ledgers.

Law firm billing is one area that takes up a lot of time. It's so
central to the success of a business that it's surprising how many
firms neglect to spend the necessary time on getting their billing
systems right. While one size does not fit all, there is a standard
practice for law firm billing procedures. Your firm relies on getting
paid and paid quickly to stay afloat.

A clean, concise, and consistent billing process is the way to

ensure that happens. The process usually begins when your firm
receives a new client call or email and opens a new matter for an
existing client.
The attorney billing process typically involves the following steps:

1. The attorney and the client agree on the terms of

representation, including the billing method (hourly, flat fee,
or hybrid).
2. The attorney begins working on the case and keeps track of
the time spent on the matter. 3.The attorney prepares a bill
for the client, which typically includes a breakdown of the
time spent on the case, the hourly rate, and any expenses
incurred.
3. The client reviews the bill and may request an explanation
for unclear charges.
4. The client pays the bill, either in whole or in installments.
5. The attorney continues to work on the case and sends
additional bills to the client as necessary.

This is a straightforward process. Despite that, several

bottlenecks may arise: delays in opening new matters, attorneys
not logging billable hours in time, and bills being sent out late.
Keep reading to learn how you can build your billing and payment
policy to mitigate the potential for time waste and errors.

Lay the foundation of your Billing Policy

We will walk you through a step-by-step process to build a stellar

billing policy; however, we urge you to check off a couple of boxes
before creating a plan. Before making your firm's billing policy,
here are some steps to ensure that your process is built on a firm
foundation.

Establish your hourly rates: Determine your hourly rates based

on your experience level, the complexity of your cases, and the
market rates for legal services in your area.

Determine your billing methods: Decide whether you will bill

clients on an hourly basis, a flat fee basis, or a combination of
both. Consider the complexity of your cases, your hourly rate, and
any costs associated with the case, such as filing fees or expert
witness fees.

Set payment terms:

Determine when and how clients will pay their bills. You may
require clients to pay a retainer upfront, or you may bill them
periodically throughout the case. Consider offering different
payment options, such as checks, credit cards, or electronic
payments.

How to set your firm's rates

Like any professional, attorneys have a wide variety of options

when determining how much they are paid. How a law firm sets
its prices can dramatically impact the success of its business.

Unfortunately, there's no magic formula for determining the

amount you should charge your clients. Here are a few tried-and-
true factors to consider when setting your law firm's rates:
Market rates: Research the going rates for legal services in your
area. Consider the rates of other law firms in your practice area
and what clients are willing to pay for legal services.

Experience and expertise: Consider your experience and

expertise in your practice area. Attorneys with more experience
and specialized knowledge may be able to charge higher rates.

Competitor rates: As you survey the marketplace, pay attention

to more than just what other practices are charging. How do they
structure their fees? It's possible to come up with an alternative
pricing model that is more appealing to clients. Also, take note of
what services other firms provide and don’t provide. You might be
able to add value—and ask for higher rates—by filling in those
gaps.

However, you should be cautious about setting your price points

lower only to compete with other firms in your area. Don't set
price points purely to gain an advantage over your competitors.

Overhead costs: Determine your overhead costs, such as rent,

utilities, and staff salaries, and factor these costs into your rate
calculations.

Client expectations: Consider your target client base and what

they are willing to pay for legal services. If you are targeting high-
income individuals or businesses, you may be able to charge
higher rates.
Value of your services: Consider the value your legal services
provide to your clients. If you can resolve a legal matter efficiently
and effectively, you can justify higher rates.

Determine the proper billing arrangements for your firm

Clients must understand how their law firm bills for legal services,
as this can significantly impact the overall cost of their legal
matter. Clients should discuss billing arrangements with their
attorneys in advance to ensure they are comfortable with the
billing method and understand what is included in the fee.

Billable hours

Hourly billing is the most common billing method in the legal

industry. The law firm charges the client for the time spent
working on the case, including the time spent on research,
drafting documents, attending court hearings, and communicating
with the client. The hourly rate for legal services can vary
significantly depending on the case's complexity, the attorney's
experience, and the law firm's location.

Limited scope representation

Limited scope representation, also known as "unbundled" or "à la

carte" legal services, refers to a legal arrangement in which an
attorney provides a specific, limited set of legal services to a client
rather than handling the entire case from start to finish. Examples
include: providing legal advice and counsel, drafting legal
documents, or negotiating a settlement agreement.

Clients need to understand that limited scope representation does

not provide the same level of representation as full representation
and that the attorney may not be able to advocate fully on the
client's behalf. You should discuss the limitations of limited scope
representation with your client in advance to ensure they
understand the scope of the legal services being provided.

Sliding scale rates

In this fee structure, the attorney's hourly rate or flat fee varies
based on the client's income or ability to pay. The attorney may
use a predetermined scale, such as the federal poverty
guidelines, to determine the appropriate fee for the client.

Legal aid organizations, pro bono programs, and other non-profit

legal services providers often use sliding scale legal fees to make
legal services more accessible to low-income individuals and
families. Private law firms may also use them to provide reduced
fees to clients who cannot pay the total cost of legal services.

Sliding scale legal fees can be a good option for clients who
cannot afford full representation but still need legal assistance. It
is important for clients to understand that sliding scale fees may
still be substantial and that they may be responsible for paying for
the costs of their case and the attorney's fees.
Flat rate

Unlike other fee arrangements, this type charges the client a flat
rate for each matter or case regardless of how much time is spent
on it. A flat fee may be preferable to clients who want to be sure
that their bill will be consistent.

If you use this arrangement, be careful not to underestimate the

required work and set too low a fee. You must do your due
diligence.

Contingency fee

In a contingency fee arrangement, the client pays only if the case

is won. Personal injury cases and class actions typically use this
type of arrangement. It serves an essential function for individuals
who cannot pay out of pocket for representation.

These arrangements generally pay the attorney a percentage of

the overall award. You should consider the risk that you may not
be paid if you choose to work under this arrangement.

Evergreen retainers

This type of retainer is sometimes called a "rolling retainer" or a

"standing retainer." An evergreen legal retainer is a retainer
agreement that is automatically renewed periodically unless the
client or the attorney terminates the agreement.

Payment plans

Offering a payment plan may be critical to your firm getting paid.

Paying out a lump sum may be difficult for cash flow purposes for
clients. By offering weekly or monthly payment plans, you can
provide an additional service to clients and build goodwill while
also getting paid. Having clear, written guidelines on collections
and payment methods is key.

You can also consider using fee funding to provide incremental

payment options. Pay Later is a legal fee financing solution
exclusively available through LawPay. With Pay Later, you
receive the total invoiced amount at the start of an engagement
while still being able to offer clients the option to pay a loan for
legal fees in automated installments.

How to create your firm's billing policy

Having a clear and transparent billing policy establishes trust and

builds a good relationship with your clients. By following these
steps, you can create a billing policy that is fair, competitive, and
aligned with the needs of your law firm and your clients.

1. Create a template

Standardize and templatize your law firm billing procedures by

including the following: When to send invoices. How long the
descriptions should be. What expenses must be included on bills
versus what should be written off. Any standard introductory
communications on bills, if needed.

Investing early on in a transparent and accessible billing and

expense process will save you time in the long run.
2. Develop a workflow

Get to know your billing lifecycle. How do your law firm billing
procedures work? You should be able to answer the following
questions quickly:

 Which attorneys on a case need to review a bill?

 In which order?
 Are bills mailed or sent electronically?
 Who should one inform when sending a bill out?

Write out your entire process from start to finish, so there's no

confusion—even if you're a solo attorney. This understanding
helps support your bottom line, and helps you better understand
your clients, giving you momentum to invest in the client-centered
experience.

3. Collaborate with the finance department

Ensure your accountant or finance team knows when your firm is

sending clients bills, what's still owed, and what's being written
off. Communication gaps can lead to confusion and payment
delays.

4. Create a transparent policy towards clients

Your clients should be well-acquainted with your billing policy, so

they're clear on the following:

 When and how often bills will arrive

 The different payment methods available
 How much time clients have to pay
 The consequences for late payments
Tips for law firm billing

To save your law firm valuable time and money, having a clear,
standardized law firm billing policy in place is essential. Here are
some additional best practices to ensure your firm is billing as
efficiently and effectively as possible.

Use a legal billing software

Legal billing software can help law firms to improve the accuracy,
efficiency, transparency, and security of their billing processes,
which can ultimately help to build stronger relationships with
clients and improve financial performance. There are several
benefits to consider when deciding if your firm should use legal
billing software.

Using online payment software, you and your firm will:

 Ensure that bills are accurate and complete, reducing the

risk of errors or discrepancies.
 Streamline the attorney billing process, making it easier to
track time, generate invoices, and manage payments.
 Provide clients with detailed, real-time visibility into their
billing status and help to build trust and transparency.
 Get paid faster by automating the invoicing and payment
process.
 Protect sensitive client data by providing secure, encrypted
storage and transmission of billing information.

LawPay is a payment service specifically designed for lawyers

and law firms. Our robust online payment and billing software
provides a range of features that can help lawyers and law firms
streamline their payment and billing processes and improve their
cash flow.
Credit card processing: LawPay allows you to accept credit card
payments from clients, including Visa, Mastercard, and American
Express.

Electronic check processing: LawPay allows you to accept

electronic check payments from clients, which can be a
convenient and secure alternative to paper checks.

Automated billing: LawPay's Quick Bill feature allows you to set

up automatic billing for recurring payments, such as retainer fees
or monthly payments.

Customized invoicing: LawPay allows you to create customized

invoices that reflect your law firm's branding and include detailed
descriptions of the services provided.

Online payment portal: LawPay provides an online payment portal

that allows clients to securely make payments online.

Mobile app: LawPay offers a mobile app that allows you to

manage your payments and invoicing on the go.

Security: LawPay uses advanced security measures to protect

your and your clients' personal and financial information.

Communicate with the client

Communicate your billing policy to clients in writing, either in a

retainer agreement or a separate billing policy document. Include
details on your hourly rates, payment terms, and any additional
costs that may be incurred. Determining when and how clients will
pay their bills is also crucial.

Your clients will likely be unfamiliar with legal jargon or certain

abbreviations. If they can easily understand the charges on their
bill, there's less of a chance they'll contest them or find them
suspicious.

Bill consistently

Plan a consistent time and date to send your bill out every month.
This ensures your client can anticipate your bill and pay it more
promptly. The routine can also reinforce your habits of recording
your time diligently and regularly.

Keep invoices simple with key information

You want to record every task you've performed for your client's
case, including every significant step. Many legal professionals
will record their tasks in 10-15 minute increments, with some
going as detailed as six minutes at a time.

All invoices should include several key elements: Contact

information for both your firm and the client. Invoice number for
quick referencing. Your law firm's billing codes.

This way, you can keep track, at a high level, of which tasks or
expenses you are billing to the client.

Accept credit card payments

Accepting credit cards can provide numerous benefits to lawyers,

including increased convenience, expanded payment options,
improved cash flow, increased security, and appeal to a more
modern clientele.

Your clients expect the convenience of electronic payments.

Modern clients are busy and prefer to avoid the hassle of coming
into an office to pay in person. Our data shows the collection rates
for law firms that accept online credit and debit payments are
nearly 10% higher than those that don't.
Legal Billing Mistakes to Avoid

Billing on Routine Office Tasks: Though it's good to be

thorough with your billing, don't go overboard with your charges.
For example, you shouldn't be recording menial office tasks such
as using a printer or a stapler. The cost of having and maintaining
standard office supplies should come out of your pocket, not your
client's.

Sitting on Bills: When your bill is ready to go, don't delay

sending it out. The best time to send out your bill is as close to
Day Zero as possible. This way, the case is still fresh in their
mind, and payment for your services feels appropriate and
warranted.

Restricting Options for Clients to Pay Bills: Studies have

shown that 80 percent of people prefer to make purchases using
credit or debit cards, and we can assume this includes legal
services. When you give your clients multiple options, you
eliminate the chances of payment becoming difficult for them. By
using an online payment solution designed specifically for the
legal industry, like LawPay, your clients will always have an easy
bill-paying experience.

LawPay Gets You Ready for What’s Next

Managing effective billing arrangements and legal billing

processes can be frustrating and time-consuming, but it doesn’t
have to be. With the right technology, you can optimize your
invoicing and payment processes, improve productivity and
profitability, and free up time to focus on your firm’s strategic
goals.
Discover how LawPay’s end-to-end invoicing and payments
solution can help you get ahead of what’s next. Schedule a demo
today.

Law Firms and Client Engagement

14/12/2021
Written by: Ieuan Leigh

Law Firm Client Engagement is crucial for client satisfaction rates!

We hear it all the time, don’t we? Client engagement is critical to

ensuring your firm provides the highest levels of customer
service. But often, the question of ‘what is client engagement’ can
be avoided, or at least not answered clearly. This article explores
what client engagement really means for law firms and clients
alike, and how technology can be imperative in the success of
your firm when approaching client engagement. Law firm client
engagement is a great way to ensure client satisfaction.

What is client engagement?

There are many examples and definitions of what law firms and
client engagement is and looks like in firms. It’s right, client
engagement will look different depending on the type of firm, the
size of firm, the type of work, and the relationship between client
and lawyer. But that’s not to say that there can't be concrete
elements to a matter that are considered engagement throughout
the entire industry. Below are five points that I believe are seen in
all firms when it comes to client engagement:

 Ensuring that your client is kept up to date with any updates,

changes, or advancements in the matter or transaction on
either end;
 Make sure that you get a solid understanding of your client –
whether private or commercial;
  Utilising technology to improve client experiences and to
make engagement easier, whilst finding the right balance
with human interaction too;
 Ensuring that your clients are aware of additional services
that you can offer them;
 Effective follow up when the matter or transaction has ended

To me, the third point above is crucial for success when it comes
to client engagement. Therefore, the next part of this article
reviews where technology can help at different points of a clients'
matter.

Start of the matter

 Digital Marketing and Marketing Campaigns

You have the ability to engage your clients with your firm when
they are looking for the right firm for them by increasing budgets
in your digital marketing. Inbound marketing is proving to be a
very strong tool in all firms' toolbelts.

 Chatbots

Chatbots provide a great opportunity to capture potential client

details when they land on your website. This not only shows that
your firm is utilising technology, but it can streamline the client
prospecting without needing an initial discovery call.

 Live Chat

Live chat can be great for clients who can’t get on a call –
especially busier and bigger commercial clients. But, for smaller
firms, the resources to have a live chat team are often
unavailable. Often, chatbots are a more reasonable solution.

 Solicitor Review Websites

Being included on solicitor review websites means that you can
show the level of services that you have provided your previous
clients. This is a great opportunity to win business and to
showcase your expertise.

 Digital Onboarding Solutions

Digital onboarding solutions can be the ultimate first impression

that you provide your client. With clients expecting a more
technological experience when seeking legal advice, a
streamlined and easy onboarding process can make you stand
out from other firms. If you’re interested in seeing how Validient
can help, book a demo here.

During the matter

 Client portals

Ensuring that you are keeping your clients engaged means that
they need ongoing matter updates, the ability to have all of their
things in one place rather than the traditional email ping pong,
and to be able to access the services anytime, anywhere.

 Automated notifications of matter updates

By providing notifications to your clients of updates throughout the

matters, it can reduce the calls that take up time out of your day
where they are looking for updates. This isn't saying that there will
be no client communication or that you shouldn't interact with
clients, but automating as much as possible is beneficial for time
efficiencies.

After the matter

 Sign up to newsletters and alerts

Getting your clients to sign up for newsletters and alerts means
that you can keep them engaged with your firm and gain podium
position in their minds when they are seeking more legal advice.

 Systems to improve up and cross-selling

As the old saying goes – it’s a lot easier to sell more to a buyer
than to a bit to a non-buyer. So having systems in place that you
can provide additional services to clients once their original matter
has ended can improve client experiences, business
development, and enrich your brand experience.

 Follow up with your client for feedback and offering

additional information

By following up with your client about their experiences, it proves

that you are truly interested in the feedback to improve your
services. It also means that you can see what you can improve
on. Having those valuable insights from clients can mean a lot to
your firm since without clients, there’s no firm. Therefore, they
must always be at the core of all you do.

 Add clients to your CRM

Having a Customer Relationship Management system allows you

to keep track of the clients that you have worked with. This means
you can improve your follow ups and keep track on your business
development opportunities.

Summary

To summarise, client engagement is a difficult thing to define, and

to get right. But the utilisation of different technologies can mean
that firms can improve their client engagement from the outset of
the matter, all the way through to the end. And we hope that guide
has given you a good overview of law firms and client
engagement.
To find out how Validient can help with the onboarding and the
client portal issues around client engagement, then feel free to
book a demo here.

Termination of engagement by the lawyer, C3S53 CPRA

Updated onDecember 11, 2023
Section 53, Canon III
SECTION 53. Termination of engagement by the lawyer. – A
lawyer shall terminate the lawyer-client engagement only for
good cause and upon written notice, in any of the following
cases:
(a) When the client pursues an illegal or immoral course of
conduct in connection with the engagement;
(b) When the client insists that the lawyer pursue conduct
that is violative of these Canons and rules;
(c) When the lawyer’s inability to work with a co-counsel will
not promote the best interest of the client;
(d) When the moral predisposition or the mental or physical
condition of the lawyer renders it difficult to carry out the
engagement effectively;
(e) When the client deliberately fails to pay the fees for the
lawyer’s services, fails to comply with the retainer
agreement, or can no longer be found despite diligent
efforts;
(f) When the lawyer is elected or appointed to public office;
(g) Other similar cases. (2023 Code of Professional
Responsibility and Accountability or CPRA)
1. Termination of engagement by the lawyer
a. Grounds for termination of engagement by a lawyer
Lawyers are required to “terminate the lawyer-client engagement
only for good cause and upon written notice, in any of the
following cases”:

1) When the client pursues an illegal or immoral course of

conduct in connection with the engagement;

2) When the client insists that the lawyer pursue conduct that is
violative of these Canons and rules;

3) When the lawyer’s inability to work with a co-counsel will not

promote the best interest of the client;

4) When the moral predisposition or the mental or physical

condition of the lawyer renders it difficult to carry out the
engagement effectively;

5) When the client deliberately fails to pay the fees for the
lawyer’s services, fails to comply with the retainer agreement, or
can no longer be found despite diligent efforts;

6) When the lawyer is elected or appointed to public office;

7) Other similar cases.

1) Client pursues illegal or immoral course of conduct

Lawyers should terminate the lawyer-client engagement when
“the client pursues an illegal or immoral course of conduct in
connection with the engagement.”

2) Client insists that lawyer pursue conduct violative of CPRA

Lawyers are duty-bound to follow the CPRA. Thus, lawyers are
required to terminate the lawyer-client engagement if clients insist
that the lawyers pursue conduct or an objective that would result
in CPRA violations. While lawyers owe fidelity and loyalty to
clients, it should not be to the extent that it will result in breaking
the rules. After all, lawyers are first and foremost, officers of the
court.

3) Inability to work with a co-counsel

The client’s best interest should be given priority. Thus, lawyers
who are unable to work well with a co-counsel should terminate
their lawyer-client engagement to “promote the best interest of the
client.”

4) Moral predisposition or the mental or physical condition of the

lawyer
Lawyers should terminate the lawyer-engagement if it difficult to
carry out the engagement effectively due to any of the following:

1) Moral predisposition;

2) Mental condition; or

3) Physical condition.

5) Client deliberately fails to pay fees, comply with the retainer

agreement, or can no longer be found
Lawyers should terminate the engagement when:

1) The client deliberately fails to pay the fees for the lawyer’s
services;

2) The client fails to comply with the retainer agreement; or

3) The client can no longer be found despite diligent efforts.

6) Lawyer is elected or appointed to public office

The lawyer-client relationship may be terminated when lawyers
are elected or appointed to public office.
In general, lawyers in government service are prohibited from
engaging in the private practice of law subject to certain
exceptions.

• Lawyers in government service; conflict of interest, C3S21

CPRA

7) Other similar cases.

The above-mentioned list is not exhaustive as it provides for other
similar cases.

It is submitted that a client who has threatened or actually

committed a crime against a lawyer may be considered as a
similar case. Of course, this would be decided on a case-by-case
basis and will depend on the extent that such can be proven.

Average Attorney / Lawyer Salary in Philippines

 Base Salary. ₱2k - ₱1m.
 ₱85 - ₱502k.
 Profit Sharing. ₱24 - ₱4m.
 Commission. ₱0 - ₱2k.
 ₱15k - ₱3m.
 Lawyer Salaries in Philippines
 Updated Feb 14, 2024
 Very High Confidence
 Base Pay Range
₱50K - ₱100K/mo
 Average Base Pay
 133 salaries
 ₱136K
 Low
 ₱225K
 Average
 ₱453K
 High
 Additional Cash Compensation
 Average: ₱155,000Range: ₱86,250 - ₱352,500
 The average salary for Lawyer is ₱225,000 per month in the
Philippines. The average additional cash compensation for a
Lawyer in the Philippines is ₱155,000, with a range from
₱86,250 - ₱352,500. Salaries estimates are based on 133
salaries submitted anonymously to Glassdoor by Lawyer
employees in Philippines.
 How accurate is an average base pay range of ₱50K-
₱100K/mo?
 Low
 Accurate
 High
 Your input helps Glassdoor refine our pay estimates over
time.
 What are some related job titles for a Lawyer?
 Attorney
 Philippines
 ₱70,000
 per year
 View SalariesSee Open Jobs
 General Counsel
 Philippines
 ₱190,000
 per year
 View SalariesSee Open Jobs
 Staff Attorney
 Philippines
 ₱62,000
 per year
 View SalariesSee Open Jobs
 Associate Attorney
 Philippines
 ₱50,000
 per year
 View SalariesSee Open Jobs

 10K


 Law
 Associate
 3y
 How much did you make as an associate attorney out of law
school and what year? I'm just curious for those of you that
don't mind sharing.
 11
 240 Comments
 Attorney 1
 3y
 1999 graduating law school class. Mid-sized market. $72k.
Interesting tidbit: when I dropped my resume at the start of
my 2nd year in 1997, the firm where I eventually started listed
$48k as the starting salary on their NALP form, but it had
already gone up to $52k. Then the dot.com boom happened,
and lots of lawyers were being drawn away by big tech
salaries, and that had a trickle down effect such that by the
time I started working, my salary was 50% greater than I
anticipated when I dropped my resume (noting that this was
back when my law school placement office had large
envelopes outside in the hall with the printed NALP forms on
the outside of the envelope and you literally printed hard
copies of your resume and “dropped” them into the folder; this
happened early during the semester, and then OCIs took
place over the first 6 weeks or so of classes with call backs
running as late as October).
 5
 0 Comments
 Associate 1
 3y
 2013 grad: 100k for small LA firm. Now making 270 at a big
lawish boutique.
 8
 0 Comments
 View Full Conversation
 What is the salary trajectory for a Attorney?
 in Philippines
 ₱225,000 /mo
 Attorney
 ₱308,000 /mo
 Senior Attorney
 No Salary Reports
 Attorney IV
 See Full Career Path
 Download as data table
 Salaries in Philippines
 Location
 or
 Find a Specific Employer
 Sort:
 Company
 Average Base Salary in (PHP)
 Range

 4.5
 Senate of the Philippines
 Lawyer - Monthly
 ₱95,833
 /mo
 6 salaries
 See 7 salaries from all locations
 ₱60K
 ₱178K

 3.6
 Cebu Pacific
 Lawyer - Monthly
 ₱125,000
 /mo
 3 salaries
 See 3 salaries from all locations
 ₱124K
 ₱280K

 4.5
 Supreme Court of the Philippines
 Lawyer - Monthly Contractor
 ₱40,000
 /mo
 3 salaries
 See 8 salaries from all locations
 ₱40K
 ₱41K

 4
 Philippine Competition Commission
 Lawyer - Monthly
 ₱60,000
 /mo
 3 salaries
 See 3 salaries from all locations
 ₱40K
 ₱97K

 3.8
 Republic of the Philippines Department of Justice
 Lawyer - Monthly
 ₱100,000
 /mo
 3 salaries
 See 4 salaries from all locations
 ₱90K
 ₱205K
 Globe Telecom
 Lawyer - Monthly
 About
 ₱86K -₱151K
 2 salaries
 See 2 salaries from all locations
 ₱86K
 ₱151K

 3.8
 Banco De Oro
 Lawyer - Monthly
 About
 ₱62K -₱208K
 2 salaries
 See 2 salaries from all locations
 ₱62K
 ₱208K
 Is this salary info helpful?
 Let’s pay it forward! The Glassdoor community relies on
people like you to share accurate salary info to promote fair
compensation everywhere

 4.5
 Supreme Court of the Philippines
 Lawyer - Monthly
 About
 ₱58K -₱104K
 2 salaries
 See 8 salaries from all locations
 ₱58K
 ₱104K
 Central Bank of the Philippines
 Lawyer - Monthly
 About
 ₱87K -₱165K
 2 salaries
 See 2 salaries from all locations
 ₱87K
 ₱165K
 4.3
 Philippines House of Representatives
 Lawyer - Monthly
 About
 ₱129K -₱201K
 2 salaries
 See 2 salaries from all locations
 ₱129K
 ₱201K
 3.4
 Department of Transportation Philippines
 Lawyer - Monthly Contractor
 About
 ₱68K -₱124K
 2 salaries
 See 3 salaries from all locations
 ₱68K
 ₱124K

 3.9
 Department of Justice
 Lawyer
 About
 ₱112K -₱1M
 2 salaries
 See 4 salaries from all locations
 ₱112K
 ₱1M
 Martinez Vergara Gonzalez & Serrano
 Lawyer - Monthly
 About
 ₱55K -₱80K
 2 salaries
 See 2 salaries from all locations
 ₱55K
 ₱80K


 4.4
 Puno and Puno Law Offices
 Lawyer - Monthly
 About
 ₱50K -₱59K
 2 salaries
 See 2 salaries from all locations
 ₱50K
 ₱59K

 3.8
 SGV & Co.
 Lawyer - Monthly
 About
 ₱39K -₱45K
 1 salaries
 See 1 salaries from all locations
 ₱39K
 ₱45K

 4.1
 Bank of the Philippine Islands
 Lawyer - Monthly
 About
 ₱88K -₱103K
 1 salaries
 See 1 salaries from all locations
 ₱88K
 ₱103K

 3.5
 China Bank
 Lawyer - Monthly
 About
 ₱73K -₱86K
 1 salaries
 See 1 salaries from all locations
 ₱73K
 ₱86K

 3.7
 Metropolitan Bank and Trust
 Lawyer - Monthly
 About
 ₱139K -₱164K
 1 salaries
 See 1 salaries from all locations
 ₱139K
 ₱164K

 4
 ABS-CBN
 Lawyer - Monthly
 About
 ₱91K -₱109K
 1 salaries
 See 1 salaries from all locations
 ₱91K
 ₱109K


 3.7
 Security Bank
 Lawyer - Monthly
 About
 ₱170K -₱197K
 1 salaries
 See 1 salaries from all locations
 Moving up the private practice career ladder: A few tips
on how to get promoted to Senior Associate.
 Maria Guerrero
 Maria Guerrero
 Business Development Executive at Baker Mckenzie
 Published Jan 7, 2021
 + Follow
 Planning your progression is crucial
 For many lawyers, becoming a partner is the pinnacle of
their career. The speed of change and exponential growth of
FinTech is transforming the way we do business, the way we
work, new markets, new demands and so the traditional
legal landscape is constantly evolving, legal professionals
need to be agile and adapt to the new challenges in a
competitive environment to achieve their business goals and
realise their full potential.
 At present, the average time to reach partnership level is
between 9 to 13 years’ PQE, a long-established process that
obviously varies from firm to firm and from region to region.
 The road to the top is not a bed of roses, however, law firms
are increasingly becoming more transparent about their
“partnership track” and what steps they need to take to
advance. Firms such as Addleshaw Goddard, Macfarlanes,
Burges Salmon, Clyde & Co, Simmons & Simmons, or
Womble Bond Dickinson have developed a clear career path
framework and fully rounded programmes of development at
all levels to build your skills. And because law firms are
aware that not everybody wants to become a partner or
otherwise, they are ready to take the next step, firms now
offer alternatives to partnership (consultants, legal
directors…etc).
 Understanding from the outset the progression framework in
place at your law firm will enable you to map out your
journey. It is frustrating being stuck in limbo after putting in
the hours and the hard work, however, it is important for you
to note there is almost always an additional subjective
element for you to be considered for promotion.
 If the right cards are played, you will likely be eligible to be
considered for promotion to Senior Associate, typically 4 to 6
years after qualification. However, each firm is unique and
will have its own expectations of when lawyers are available.
Most importantly, you need to prove you are ready to make
the move.
 Along with every promotion comes additional increasing
responsibilities, accountability, and expanded expectations.
 Developing your skills
 It is extremely important to showcase your so-called “partner
potential” at an early stage in your career. In many law firms,
Associates enjoy a structured training and development
programme to support them in their career progression and
aspirations and help them build a sharp legal skillset and a
 breadth of commercial business and people skills.
Ultimately, you are responsible for your own continued
development. Drive, motivation and commitment to
excellence.
 Being proactive and agile, developing a strong academic
acumen and commercial awareness, and adopting critical
business thinking will allow you to demonstrate key senior-
level skills. In the first couple of years, you will understand
the dynamics of your firm and the business inside out. Skills
to successfully work as a part of a team, a must-have.
 For Associates in top-tier private law firms meet their billable
hour targets weeks of 50 to 80 hours are not uncommon.
You really are expected to earn your salary through the
achievement of billable hours targets. Developing strong
time management skills and resilience can make this task
easier.
 Delivering a high-quality service
 You will likely advise some of the most successful domestic
and international businesses and leaders and, of course,
your involvement in client work and interaction with clients
will depend on the firm, level of experience, and type of
work. As an Associate, you are building on your abilities
to diagnose particular legal problems and offer legal
solutions whilst delivering a seamless and high-quality client
service and you ought to demonstrate and develop
accountability for the quality of client services.
 Building a culture
 As you progress within your firm there will be an increasing
emphasis on establishing a network of contacts across the
firm and building meaningful and long-term relationships with
both internal and external stakeholders. Partners will not
only look at the ability to manage the matter and but the
ability to manage and supervise a team and support and
coach others and to collaborate across expertise and
organizational boundaries.
 Growing the firm and adding financial value
 Senior Associateship is a recognition of those who have
made a full contribution to the life of the firm. Don’t wait until
your promotion to start driving business development at the
junior level.
 After 3 or 5 years with your firm, you would have probably
developed some pretty significant client relationships. You
should be displaying an awareness of business
development, the ability to market your practice and financial
management at an early stage.
 Know your Partners' Expectations
 The quick answer? Make sure you work efficiently and
meet/exceed your billable target hours. Knowing what your
Partner/ reporting line expects from you in terms of work,
working style, profitability, “response time” and
understanding the structure of your firm is imperative and it
is so imperative to have these conversations sooner rather
than later. For example, Partners almost always appreciate
an associate approaching them for work and probably before
your plate is clean. It is a question of effort, dedication and
commitment many would say.

 In a nutshell, I would encourage Associates to demonstrate
they can handle the work and display key-senior skills early
on. Gaining a wider exposure to the industry and forging
relationships by networking and engaging with professional
mentors will also help raise your professional profile.
Marketing and professional development should be at the
top of your list. You have your whole career in front of you,
and you should be carefully and strategically planning how
you want to work and what you need to do to succeed.
 If you would like to discuss your next move, or maybe you
just would like a general conversation about market
challenges and opportunities, please get in touch.
Guide to Law Firm Titles and the Career Ladder

Much depends on your level of experience

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Table of Contents

 Managing Partners
 Law Firm Partners
 Associates
 'Of Counsel' Attorneys
 Summer Associates
By
Sally Kane
Updated on 08/13/19

Three-quarters of all attorneys work in law firms—business

entities in which one or more of them engage in the practice of
law. Law firm titles, the roles of law firm attorneys, and the
number of roles utilized can vary based on the size and
complexity of the firm.

Law firms also employ non-attorney executives and staff, such

as paralegals and secretaries to support the firm's legal and
business functions.

Managing Partners

The managing partner sits at the top of the law firm hierarchy. A
senior-level or founding lawyer of the firm, she manages day-to-
day operations. She often heads an executive committee
comprised of other senior partners, and she helps to establish
and guide the firm's strategic vision.

The managing partner usually assumes management

responsibilities in addition to maintaining a full-time law practice.

Law Firm Partners

Law firm partners, also called shareholders, are attorneys who

are joint owners and operators of the firm. The types and
structures of law firm partnerships can vary. Sole proprietorships
—firms with just one attorney—general partnerships, limited
liability companies (LLCs), professional associations, and limited
liability partnerships (LLPs) are the most common.

Most law firms embrace a two-tiered partnership structure: equity

and non-equity. Equity partners have an ownership stake in the
firm and they share in its profits. Non-equity partners are
generally paid a fixed annual salary. They might be vested with
certain limited voting rights in law firm matters.

Non-equity partners are often, although not always, promoted to

full equity status in one to three years. They're frequently required
to make a capital contribution to the firm become equity partners,
effectively "buying in" to the role.

Associates

Associates are typically younger attorneys who have the potential

to become partners. Large firms divide associates into junior and
senior associates, depending on merit and experience level.

The typical lawyer works as an associate for six to nine years

before ascending to partnership ranks or "making partner." When
—and if—an associate makes partner generally depends on a
combination of factors, including the associate's legal acumen, his
client base, and how well he fits into the firm's culture.

'Of Counsel' Attorneys

Attorneys who are "of counsel" aren't technically employees of the

firm. They usually work on an independent contractor basis.

Lawyers who serve in this role are usually very experienced,

senior lawyers who have their own books of business. They have
strong reputations in the legal community. Some of-counsel
attorneys are semi-retired lawyers who were formerly partners of
the firm. Others are hired to augment the firm's client base or
knowledge base.

Most of-counsel lawyers work on a part-time basis, manage their

own cases, and supervise associates and staff.

Summer Associates

Summer associates, also referred to as summer clerks or law

clerks, are law students who intern with a firm during the summer
months. An internship can be unpaid in smaller firms, although
large firms often have well-established summer associate
programs that serve as a tool to recruit young, talented lawyers.
These positions are often highly competitive and well-paying.

A successful summer associate might receive a permanent offer

of employment to work for the firm upon graduation.

Work Your Way Up

The natural and typical progression of a career in law, one

spanning decades, typically works out like this in larger firms. It
might begin during law school and culminate in a semi-retired of-
counsel role. The lines can blur considerably in small firms.

 Summer Associate
 Junior Associate
 Senior Associate
 Partner
 Managing Partner
 Of Counsel Attorney

W H AT I S L AW F I R M H I E R A R C H Y ?

By Zippia Team - Oct. 24, 2022

Law firm hierarchy is the structure of job titles at a law firm
and consists of managing partners at the top and summer
associates at the bottom. Here is a more detailed description of
the roles in the law firm hierarchy, starting with the highest
position and descending to the lowest position:

 Managing partners. Managing partners of a law firm are the

highest officials of the firm. These consist of senior-level
lawyers or founders of the firm. This is the position most
lawyers are gunning for when they take a job at a law firm,
however, it typically takes many years of hard work and
dedication to obtain it. Managing partners are usually part of
an executive committee composed of senior-level lawyers of
the firm. They have the top authority in the firm and creative
objectives and strategic visions for the company. Managing
partners also play kingmaker in the sense that they, in a
democratic effort, can make lower-level lawyers partners of
the firm.
 Law firm partners. One rung down the ladder is law firm
partners. These professionals may also be referred to as
shareholders, in that they are joint owners and operators of
the firm. The types and structures of law firm partnerships
can vary. Sole proprietorships are law firms with just one
attorney, while general partnerships, limited liability
companies (LLCs), professional associations, and limited
liability partnerships (LLPs) are the most common kinds of
law firms. Many law firms have a two-leveled partnership
 structure. Equity partners are partners that have ownership
stakes in the firm and share its revenue. Non-equity partners
typically have a fixed annual salary. Depending on the
individual structure of a particular law firm, non-equity
partners may or may not have voting rights about matters
within the law firm. Non-equity partners are often promoted
to equity partners within a timeframe of one to three years.
And they are also often asked to make a monetary
contribution to the firm. In other words, they are purchasing
their title of equity partner.
 Associates. Next down the hierarchy are associates. These
are mostly young lawyers at a firm that are hoping to one
day become a partner. Large-scale law firms generally have
two tiers of associates: junior associates and senior
associates. These titles are given depending on the
individual merit and experience level of the lawyer. Most
associates work as such for six to nine years before
becoming a partner. Factors that partners weigh when
considering if an associate should make partner include the
associate's legal knowledge and skills, the size of their client
base, and how well they fit into the company's culture.
 Of counsel attorneys. These lawyers are not technically
employees of the law firm and work as independent
contractors that the firm often calls upon. However, lawyers
in these positions generally have a lot of experience and
have many of their clients outside of the law firm. They also
usually have stellar reputations in the legal community. Many
 are semi-retired lawyers who were formerly partners of the
law firm. Others are hired as necessary additions to
supplement the firm's client base or because they have
expert legal knowledge in a specific area of the law.
 Summer associates. At the very bottom of the law firm
hierarchy are the summer associates. These roles can also
be referred to as summer clerks, law clerks, or interns.
Individuals in these roles are law students who work with the
firm during the summer months or any length of time where
they might be off from law school. Internships at smaller
firms are typically unpaid, while programs at large-scale law
firms can be quite competitive because they offer significant
compensation for interns. A stellar summer associate may
receive a permanent position offer at the law firm once they
graduate law school and pass the bar exam.