How to Modernize Your Law Firm for 2026

Modernize Your Law Firm for 2026 means fixing the specific operational problems that slow work down and delay revenue. Preparation comes down to improving client onboarding, Matter management, Task tracking, and how billing and reporting are handled day to day.

This article focuses on practical, measurable changes law firms can make to improve efficiency and financial control using tools and processes that already exist in the legal market.

What You Will Learn

• Which operational areas create the most drag on law firm efficiency
• How to centralize case, billing, and communication workflows without adding complexity
• Where automation produces measurable time and cost savings
• How data and reporting can be used to make better staffing and pricing decisions
• What steps help teams adopt new tools without disrupting daily work

Modernize Your Law Firm With Business & Technology Audit

Find the operational bottlenecks that waste time and delay revenue before you invest in new tools. The audit shows what’s broken, where work gets stuck, and what to fix first.

Evidence and benchmarks

• Non-billable load is high. In 2024, attorneys averaged ~48 hours/week but only ~36 billable—about 12 hours lost to non-billable work. That’s 25%+ of time spent on admin tasks like data entry and coordination.
• Core workflows are failing. Common pain points include task/deadline tracking (41%), lack of matter visibility (39%), and inefficient internal communication (32%).
• Timekeeping delays hurt profitability. 47% of firms cite missing/late time entries as a profitability problem (up 21% year over year).
• Scope control is a recurring issue. 25% of firms report poor scoping or unclear agreements on scope—driving write-offs and overruns.
• Most firms don’t know their baseline cycle times. Industry medians show 47 days to bill and 64 days to collect (≈ 116 days total). Measure your numbers against these benchmarks.

Audit checklist

1. Map end-to-end workflows

Document intake/onboarding, matter management, timekeeping/billing, and internal handoffs. Capture every manual step, approval, and re-entry point.

1. Inventory your tools and data flow.

List systems used for email, documents, calendaring, tasks, billing, payments, and reporting. Flag:

• duplicate data entry
• disconnected systems
• Work happening “off-system” (spreadsheets, inboxes, personal notes)

1. Collect hard metrics and frontline feedback.

Pull cycle-time data (intake → open matter, matter close → invoice, invoice → payment), plus A/R aging and write-offs—survey staff for bottlenecks and time-wasters.

1. Identify the top 3–5 cost drivers.

Focus on what creates delay or rework: late time entry, billing revisions, intake slowdowns, unclear ownership, and missing status visibility. Quantify impact where possible (hours/week, days of delay, dollars written off).

1. Set a baseline and lock it.

Document current performance so you can measure improvement and ROI after changes.

What Good KPIs and Targets Looks like

In a well-run firm, practice management creates short, predictable cycles across intake, billing, and delivery. Client onboarding happens quickly and consistently, with new matters opened within days rather than weeks. Billing closely follows the work, so invoices go out soon after completion instead of lingering for a month or more. As a result, less revenue sits unbilled or unpaid, and cash flow becomes more predictable.

• Time-to-onboard (days):
  Prospect contact → matter opened.
   Target: reduce by 50% in 6 months (e.g., 5 days → 2 days).
• Time-to-bill (days):
  Work completed/month-end → invoice sent.
   Benchmark: median ~47 days. [8] Target: ≤ 7 days for 90%+ of matters.
• Utilization (%):
  Billable hours ÷ available hours.
   Benchmark: ~38% (≈ 3 billable hours/day). [10] Target: 45% within 12 months.
• Admin load / workload balance:
  Track non-billable admin hours per role + periodic pulse survey.
  Target: measurable reduction in admin hours and fewer reported “friction” tasks.

Centralize Your Law Firm With Practice Management Software

Centralize day-to-day legal work in a single system so matters, tasks, documents, time, billing, and client communication are managed consistently. This reduces handoffs, prevents missed deadlines, and turns billing and reporting into routine operations instead of reactive cleanup.

Why Practice Management Centralization Matters

Most law firms already use cloud tools, but work is still spread across email threads, shared drives, spreadsheets, and disconnected applications. This fragmentation creates duplicate data entry, unclear matter status, and delays in billing.

Operational visibility becomes a performance issue when tasks, deadlines, and documents are not tied to a single matter record. Teams lose time to internal follow-ups, manual status checks, and rework.

Billing inefficiency almost always traces back to system design. Missing time entries, unclear matter status, and inconsistent billing workflows slow invoicing and extend days-to-cash. Centralized practice management systems directly address these issues by tying work, time, and billing to the same source of truth.

 

What to Centralize in a Law Firm Practice Management System

• Matters and contacts: a single matter record with parties, notes, key dates, and complete history
• Documents: matter-linked storage with naming standards and version control
• Tasks and deadlines: matter-based task lists, dependencies, and automated reminders
• Time tracking and billing: time capture tied directly to matters with standardized invoices
• Client communication: logged email or secure messages connected to the matter

What Effective Practice Management Looks Like

In a centralized firm, anyone can open a matter and immediately see status, next steps, key dates, documents, and communication history. Matters are opened quickly because the setup is standardized, not recreated each time.

Time entry and billing follow the work naturally, invoices go out on schedule, and billing edits decline because the underlying data is complete. Reporting becomes routine because the firm is no longer reconstructing information from multiple systems.

Law Firm’s Billing and Cash Flow Modernization

Shorten the time between work performed and cash received. Modern billing is an operational discipline driven by timely time capture, standardized invoicing, and low-friction payments, not a back-office cleanup exercise.

Problem Defining Benchmarks

Revenue cycles are long by default. Industry benchmarks show a median of 5 days to enter time, 47 days to bill, and 64 days to collect, totaling roughly 116 days from work performed to cash received. That’s nearly four months of revenue tied up in WIP and A/R.

Revenue leakage is material. Average realization and collection rates imply that 10–20% of earned value never reaches the bank. Benchmarks show typical billing realization ~88% and collection ~93%, yielding an overall realized yield of ~82%. Large-firm surveys consistently rank billing process improvement (≈80%+) and collections improvement (≈60%+) among top operational initiatives, reflecting pressure from clients and margins.

Payment method matters. Firms that offer online payments (card/ACH) collect materially faster than those relying on checks alone, reducing A/R aging and overall lockup.

 

Where billing systems usually break down

Billing delays are rarely caused by pricing. They’re caused by:

• time entered in days or weeks after the work
• unclear matter status at billing time
• inconsistent invoice formats and narratives
• multiple manual review cycles
• friction in how clients pay

Each issue adds days to the cycle; together they create months of lockup.

 

What Billing process to fix first

Billing problems are usually process problems. Before changing rates or adding staff, firms should fix the operational steps that consistently slow billing and collections. The highest-impact improvements come from tightening how time is captured, how invoices are produced, who owns each step, and how clients pay.

Predictable billing cadence

Move to a fixed rhythm—monthly, biweekly, or milestone-based—so billing is expected, not discretionary. Generate draft invoices automatically and enforce short review windows.

Standardized invoices

Use consistent activity codes, narratives, and layouts by practice area. Clear bills reduce questions, edits, and write-downs.

Defined billing ownership

Assign responsibility for invoice prep, review, and release. Firms with dedicated billing staff or clear review rules push bills out faster and with fewer revisions.

Low-friction payments

Offer credit card and ACH through an online portal. Pair this with automated reminders at set intervals (e.g., 7/30/45 days) to reduce follow-up labor and aging.

Upfront scope and terms

Confirm scope and billing terms at intake and restate them on invoices. Poor scoping is a leading cause of write-downs and disputes.

 

Implementation framework (billing as an operating system)

1. Lock time-entry standards (daily entry, required fields).
2. Set a billing schedule and automate draft generation.
3. Standardize invoice templates by practice area.
4. Define review SLAs (e.g., partner review within 48 hours).
5. Enable online payments and automated reminders.
6. Monitor exceptions weekly (missing time, aged drafts, disputed invoices).

Billing improves when it’s treated like production, not cleanup.

 

Use Data to Run the Firm Like a Business

Gut decisions don’t scale. Data does. A law firm is a production business with a clear economic chain: paid capacity becomes billable work, billable work becomes invoices, invoices become cash, and cash becomes profit. Profitability metrics for a law firms matter only if they show where that chain is breaking and what to fix before the margin erodes.

 

Control capacity with leverage

Start where every business starts, and convert payroll time into output. Industry benchmarks put average utilization around 38%, roughly three billable hours in an 8-hour day. That means most paid time is consumed by non-billable work, coordination, and rework.

Use utilization as an operational signal, not a personal score. If utilization is low, the causes are usually structural: too much admin work, poor delegation, partners doing low-level tasks, or uneven demand. Pair utilization with role mix so you can see whether matters are staffed at the right level. When leverage is off, the firm can feel busy while output stays flat.

 

Protect revenue with realization

Work only becomes revenue if it survives billing review. Realization measures how much recorded billable value actually gets invoiced. Typical billing realization is about 88%, meaning roughly 12% of earned value is written off or discounted before the client ever sees the bill.

That makes realization one of the most precise business controls in the firm. When it drops, the root cause is usually visible: scope drift, inefficient delivery, recurring write-down patterns in certain matter types, or client expectations that weren’t set at intake. Track realization by practice area and client, so you can correct the specific drivers instead of applying general pressure.

 

Convert invoices to cash with collections and lockup

Strong realization still fails if cash does not arrive. Collection rate measures how much billed revenue is actually collected, with industry averages near 93%. Combined, realization and collections often mean only about 82% of the worked value becomes cash. In practical terms, nearly 1 out of every 5 hours worked never reaches the bank.

Lockup turns this into a management signal by measuring how many days of revenue are trapped in unbilled work and unpaid invoices. Many firms carry 90+ days of lockup, tying up months of revenue. When lockup rises, split it into WIP days and A/R days to locate the failure point immediately. If WIP days rise, billing discipline is slipping. If A/R days rise, payment friction and follow-up processes are failing.

 

How to Utilize Profitability Data

When time, revenue, and cash flow are visible, the firm can stop guessing about what work is worth doing. Matter profitability shows whether fees collected justify the time and expense invested. Client profitability shows which clients pay predictably and which clients generate friction through discounts, disputes, and slow payment.

Strategic Data informs pricing changes, staffing models, practice-area focus, and client selection. It also prevents a common failure mode: scaling high-volume work that looks productive but repeatedly erodes margin.

 

Build a reporting system that drives action

Metrics only create value when they are stable, comparable, and reviewed on a cadence that forces decisions. Keep definitions consistent every month for utilization, realization, collections, lockup, and profitability so trends remain trustworthy.

Then make reporting operational:

• Weekly review: WIP, draft invoices pending, A/R movement, cash received
• Monthly review: utilization, realization, collection rate, lockup, profitability by matter type and client
• Quarterly review: staffing, pricing, and practice-area decisions based on trendlines

If a metric is reviewed but never triggers a decision or process change, it does not belong in the core set.

Adopt AI and Become a Tech-Driven Firm

AI only matters to a law firm if it meaningfully changes workflow, cycle time, or cost. Legal work is text-heavy, repetitive in many steps, and constrained by expensive human time. When AI is applied to the right steps with clear controls, it reduces drafting and review time, shortens turnaround, and frees capacity without adding headcount. The answer is disciplined adoption: focused use cases, explicit policies, role-based training, and measurable targets.

 

Practical AI use cases with immediate ROI

The highest-return use cases are the ones legal professionals are already using most because the time savings are direct and visible. In one survey, 77% of legal professionals using AI reported using it for document review, 74% for legal research, and 74% for document summarization. That usage pattern is rational. These workflows consume hours, repeat across matters, and are easy to measure.

Use AI where it reliably converts “blank page” and “first pass” work into review work:

• Drafting and rewriting: AI generates first drafts of standard documents, motion sections, research memo outlines, and client communications—the lawyer’s time shifts from writing to editing and judgment.
• Summarization and extraction: AI summarizes long contracts, deposition transcripts, discovery sets, and correspondence into issue lists, timelines, and key terms.
• Research acceleration: AI narrows authorities, suggests issue framing, and produces starting points faster, then lawyers verify with traditional citators and primary sources.
• Contract review and clause analysis: AI flags deviations from preferred language, extracts obligations, and highlights risk areas. Reported usage supports this: 59% use AI to help draft briefs or memos, and 58% for contract drafting, with even higher adoption for contract review in many environments.
• E-discovery and data triage: Machine learning–assisted review prioritizes likely relevant documents and reduces manual slog. The value is speed and consistency, especially on large sets.
• Administrative assistants: Email drafting, scheduling coordination, meeting notes, and task capture are small wins that accumulate daily.

The adoption curve supports prioritizing execution now: reported AI usage moved from 19% in 2023 to 79% in 2024 among legal professionals. That level of penetration means “waiting to see” is no longer neutral—it’s falling behind on productivity norms.

Guardrails that keep AI safe and defensible

AI increases speed, but it also increases the risk of confident errors and confidentiality mistakes. Treat AI outputs like junior work products: useful, fast, and never final without review.

Minimum controls that must exist before broad rollout:

• Mandatory human review: No AI-generated content goes to a client, court, or counterparty without attorney verification. This is the non-negotiable quality safeguard.
• Confidentiality rules: Prohibit entering client-identifying or sensitive facts into unapproved tools. Use vetted systems with clear privacy terms and administrative controls.
• Citation and authority verification: AI can propose authorities, but lawyers must confirm accuracy with primary sources and citators. No exceptions.
• Approved use cases list: Define what AI may be used for and what it may not be used for. This prevents inconsistent practices and hidden risk.
• Logging and accountability: Make it clear who is responsible for outputs and where AI was used in a workflow, so supervision is real rather than implied.

These controls convert AI from a risky novelty into a governed production tool.

 

Implementation plan that actually sticks

AI adoption fails when it’s introduced as a tool rather than a workflow change. The implementation should be operational and staged.

A practical rollout sequence:

1. Select two workflows with obvious volume, like an intake summary, first-draft engagement letters, contract redlines, discovery summarization, or research memo outlines.
2. Standardize inputs and templates so AI works from structured prompts, consistent matter data, and defined output formats.
3. Pilot in one practice group for a short cycle, capturing baseline time-to-draft and time-to-review before and after.
4. Bake AI into checklists so it’s part of “how we do the work,” not an optional experiment.
5. Expand only after adoption is stable and guardrails are being followed in real matters.

This approach prevents tool sprawl and avoids the most common failure mode: AI exists, but nobody uses it consistently.

 

Training and change management by role

Training needs to be role-specific and tied to daily tasks. “AI overview” sessions don’t change behavior.

• Attorneys: drafting acceleration, research support, issue spotting, verification discipline, and when not to use AI.
• Paralegals and litigation support: document review workflows, summarization standards, e-discovery triage, and quality checks.
• Admin and intake staff: intake data capture, intake summaries, scheduling automation, and matter setup support.

Address the human side explicitly. The goal is augmentation, not replacement. Adoption improves acceptance when framed as workload relief and quality consistency. In one study, 63% of lawyers predicted AI would improve work-life balance by offloading drudgery, and 43% expected a shift away from strict hourly billing as tasks compress. The implication for management is important.

Strengthen Security and Risk Management

Law firm security is an operational risk control. As more client data, billing, and matter work moves into connected systems, a single compromised account or outage can halt production, trigger disclosure obligations, and create direct financial loss. The security objective is simple: reduce the likelihood of breach, reduce blast radius when something goes wrong, and restore operations fast.

Security landscape and what the numbers imply

Law firms are frequent targets because they hold high-value client data and often have uneven security maturity. Benchmarks show meaningful breach exposure: about 29% of law firms reported experiencing a security breach. At the same time, other 2024 surveys suggest the rate may be approaching 40%, and there is a risk of detection gaps and unmanaged exposure, as firms reported they did not know whether they had been breached until it was too late.

The financial downside is significant even before reputational and client impacts. IBM’s reporting puts the global average breach cost at $4.88M in 2024 and $4.44M in 2025. Ransomware is especially damaging, with the average ransomware-related breach cost around $5.08M in 2025, driven by downtime and recovery. Smaller firms are often hit harder relative to revenue because they have fewer response resources.

The most common entry points reinforce where controls must focus. Phishing remains a leading initial vector, and stolen credentials are a persistent driver of long dwell times. Data shows that credential-based breaches can take hundreds of days to identify and contain. Recovery is rarely quick: only a small fraction of organizations fully recover in under a few months, meaning a breach can become a prolonged operational disruption.

Core security controls to implement first

Start with controls that block the most common failures: compromised credentials, excessive access, unpatched devices, and weak recovery capability.

• Identity and access control

Make account takeover hard and damage-limited. Enforce multi-factor authentication for email, practice management, cloud storage, remote access, and admin consoles. Then apply least privilege: role-based access to matters and folders, no shared accounts, and immediate deprovisioning when someone leaves. This directly reduces the impact of stolen passwords and limits lateral movement.

• Endpoint and patch discipline

Most successful attacks exploit known weaknesses. Require automatic security updates, managed antivirus and endpoint detection, full-disk encryption on laptops, and device lock policies on phones that carry firm email. Patch speed is a controllable variable: the longer systems remain unpatched, the more predictable the compromise becomes.

• Email and communication hardening

Email is the primary delivery mechanism for phishing and business email compromise. Use advanced email protection, restrict risky forwarding rules, and push sensitive document exchange into a client portal or encrypted sharing links. The aim is to reduce both the number of malicious messages that reach users and the damage when a user makes a mistake.

• Backups designed for ransomware

Backups only help if ransomware can’t encrypt them too. Follow the 3-2-1 model and include at least one offline or immutable copy. Test restores routinely. In practice, the firm should know exactly how long it takes to restore a matter workspace, billing data, and email access.

Incident readiness and business continuity

Even strong controls won’t prevent every incident. A firm’s resilience is defined by how quickly it can detect, contain, and restore.

Build an incident response plan that names owners and makes the first hour executable: who isolates systems, who contacts IT/forensics, how evidence is preserved, how clients are notified if required, and how the firm communicates internally when email may be compromised. Define recovery time targets for critical systems such as email, documents, practice management, and billing.

Plan explicitly for ransomware: establish relationships in advance with an incident response provider and understand cyber insurance requirements. Research indicates that involving law enforcement early can reduce ransom payment likelihood and financial impact—so the plan should include external contacts and decision gates.

Continuity also includes non-cyber operational risk. Reduce single points of failure by documenting key procedures, cross-training critical roles, and ensuring the firm can operate remotely if the office or a system is inaccessible.

How to measure security like an operational function

Security improves when it is measured with operational KPIs, not vague assurance.

Use a small scorecard that management can review:

• MFA coverage rate: target 100% for email and all systems containing client data
• Patch compliance: percentage of devices patched within a defined window, such as 7–14 days
• Phishing resilience: simulated phishing click rate trending toward near-zero
• Privilege hygiene: number of accounts with admin privileges, reviewed quarterly
• Backup recoverability: time to restore critical systems, proven by test restores
• Incident readiness: tabletop exercises completed and plan updated annually
• Vendor risk: confirmation of security terms and breach notification obligations for key vendors

The “good” outcome is measurable: fewer successful phishing incidents, fewer compromised accounts, faster containment, and a proven ability to restore operations within defined recovery windows. When firms treat security as operational hygiene with clear controls, tested recovery, and measurable discipline, they reduce breach probability and prevent a cyber event from becoming an existential disruption.

 

Many Firms are still managing matters across disconnected tools, encountering billing delays and operational security risks. RunSensible centralizes intake, matters, tasks, documents, and payments in one system. Book a RunSensible demo to reduce administrative friction, accelerate billing, and improve firm-wide visibility.

Final Thoughts

Execution is the key to modernizing Your Law. The firms that pull ahead in 2026 will be the ones that consistently implement operational fixes, standardized intake, disciplined billing, measured performance, controlled AI adoption, and hardened security.

Across every area covered in this article—audits, practice management, automation, billing, data, AI, client experience, and security—the same pattern emerges. Firms that move from reactive, ad-hoc processes to repeatable, systematized operations reduce friction, shorten revenue cycles, and gain control over performance.

The financial impact is concrete. Firms that centralize operations and enforce billing discipline can cut billing and collection timelines, directly increasing profit without raising rates.

Client experience follows the same logic. Faster intake response, more transparent communication, and consistent status visibility are operational outcomes, not marketing promises. Firms that deliver them convert more prospects, retain more clients, and earn more referrals by being easier to contact and work with.

Internally, better systems matter just as much. Automation and well-governed AI remove low-value work, protect billable capacity, and reduce burnout. That stability lowers turnover risk and improves quality, which further reinforces performance.

The firms that build disciplined, data-driven operations now will be ready for 2026; they will be positioned to adapt, compete, and grow well beyond it.

FAQs

1) What does it mean to modernize a law firm for 2026?

It means tightening the operational basics: faster intake and onboarding, centralized matter and task management, shorter billing and collection cycles, consistent reporting, governed AI use, and stronger security controls. The goal is measurable improvement in cycle time, cash flow, and workload—not adopting “new tools” for their own sake.

2) What are the most important law firm KPIs to track?

Start with five that map to how a firm makes money: utilization, realization, collection rate, lockup days, and matter profitability. These show whether capacity turns into billable work, billed work turns into cash, and whether the work is actually profitable.

3) How can a law firm reduce billing delays and get paid faster?

Shorten the chain: enforce daily time entry, standardize invoice formats, set a fixed billing cadence, assign clear billing ownership, offer credit card and ACH payments, and automate reminders. Most billing slowdowns are process bottlenecks, not client refusal.

4) What is a law firm “lockup” and how do you reduce it?

Lockup is the total days of revenue trapped in unbilled work plus unpaid invoices. Reduce it by billing sooner and collecting sooner: improve time capture, generate invoices on schedule, tighten review windows, and remove payment friction with online payment options and reminders.

5) What practice management features should a law firm require in 2026?

At minimum: centralized matters/contacts/documents, deadline and task management, time tracking and billing, reporting dashboards, client communication logging, secure client portal, role-based permissions, audit logs, and reliable integrations for payments and e-signature.

6) How can AI be used in a law firm without creating ethics or confidentiality risk?

Use AI for first drafts, summarization, research starting points, and contract issue spotting—but require attorney review for all outputs, restrict confidential data to approved tools, verify citations with primary sources, and document an internal AI policy that defines allowed and prohibited use.

7) What security steps should law firms prioritize first?

Start with controls that prevent common breaches: MFA on all accounts, least-privilege access, fast patching, endpoint protection, secure backups designed for ransomware recovery, and an incident response plan with tested restore procedures.

8) How long does it take to modernize a law firm’s operations realistically?

Most firms can complete meaningful upgrades in phases: 30 days to audit and baseline metrics, 60–90 days to stabilize intake and billing discipline, and 3–12 months to roll out automation, dashboards, AI workflows, and security maturity across the firm. The key is sequencing and measuring outcomes after each phase.

Resources

1. American Bar Association — 2024 Cloud Computing TechReport: https://www.americanbar.org/groups/law_practice/resources/tech-report/2024/2024-cloud-computing-techreport/
2. American Bar Association — 2023 Cybersecurity TechReport: https://www.americanbar.org/groups/law_practice/resources/tech-report/2023/2023-cybersecurity-techreport/
3. American Bar Association — Ensuring Security: Protecting Your Law Firm and Client Data: https://www.americanbar.org/groups/law_practice/resources/law-technology-today/2024/ensuring-security-protecting-your-law-firm-and-client-data/
4. Harbor Global — Best Practices for Implementing Firm Revenue Cycle Roles: https://harborglobal-prod.s3.us-east-2.amazonaws.com/files/articles/Best-Practices-For-Implementing-Firm-Revenue-Cycle-Roles.pdf
5. LexisNexis CounselLink — 2025 Trends Report release: https://www.lexisnexis.com/community/insights/legal/counsellink/b/counsellink/posts/lexisnexis-counsellink-releases-2025-trends-report
6. Thomson Reuters — How AI is transforming the legal profession: https://legal.thomsonreuters.com/blog/how-ai-is-transforming-the-legal-profession/
7. Baker Donelson — Data Breaches: The Not-So-Hidden Cost of Doing Business: https://www.bakerdonelson.com/data-breaches-the-not-so-hidden-cost-of-doing-business
8. Law.com LawyerPages — AI-powered intake and client acquisition: https://lawyers.law.com/article/ai-powered-intake-on-law-firm-client-acquisition.html
9. BigHand research (via Lexology) — Billing and collections improvement priorities: https://www.lexology.com/library/detail.aspx?g=d64ae80c-6dba-4999-899e-fc0ffd3641a6
10. Case Status — Legal Client Experience Report: https://www.casestatus.com/legal-cx-report-social
11. legal.io — Lawyers working more, billing less: https://www.legal.io/articles/5685631/Lawyers-Are-Working-More-Billing-Less-and-Many-Want-Out
12. Varonis — Cybersecurity Statistics and Trends (updated 2025): https://www.varonis.com/blog/cybersecurity-statistics
13. JC Law — Client and lawyer communication preferences: https://jamescrawfordlaw.com/insights/blog/client-experience/top-6-client-and-lawyer-communication-preferences-in-the-post-covid-era
14. San Francisco Bar Association — 24/7 legal answering services: https://www.sfbar.org/blog/answering-the-call-how-24-7-legal-answering-services-can-supercharge-your-law-firm/
15. Answering Legal — Takeaways from the 2024 Legal Trends Report: https://www.answeringlegal.com/blog/four-takeaways-from-2024-legal-trends-report
16. Embroker — Law firm cyberattacks stats and trends for 2025: https://www.embroker.com/blog/law-firm-cyberattacks/