In that spirit, I hosted “Unlocking the Value of Legal Resource Management,” joined by two expert panellists who are true change-makers. Monika Crawford, Head of Practice Management at Freshfields, leads the charge in evolving resource management at her firm, while Dan Safran, CEO at Unbiased Consulting, offers a broad perspective on the market’s shift away from traditional approaches.
During our session, we delved into how to introduce new working practices effectively, ways to engage partners and associates, and what the future holds for this function. Here are my key takeaways.
Implementing a new resource management model requires careful planning and a tailored approach. Dan observed, “There’s a big focus on efficiency and productivity [...] we’re primarily seeing the question of how we make the allocation of fee earners more effective for everybody.”. The change management that supports this approach is something that firms are focussed on, which is enabling higher levels of success when aligned with the right technology.
At Freshfields, Monika explained that resource management is integrated under the umbrella of practice management. “The vision was to bring in a chief of staff to help with the day-to-day functions of the group,” she recalled. Commenting on the value of this approach, Monika said “one of the biggest benefits was having the initial credibility and buy-in from day one. I was plugged in as a senior member of the leadership team for the practice group, someone who was in partner meetings having regular discussions about group strategy”.
Embedding resource management within practice management enhances visibility across the firm and ensures that staffing decisions align with strategic goals. A bird’s-eye view enables you to spot connections between teams and allocate resources more effectively.
A new system is only as successful as the people championing it. Monika shared that her early integration into a position of influence was vital for gaining trust: “Getting some early wins, getting some matters where things went really well, where I was able to suggest folks that they (partners) might not have heard of [...] the best endorsement is when partners are saying good things about me and my team when I’m not even in the room.”
It’s crucial to communicate that resource management isn’t about disrupting existing relationships - it’s about supporting them and introducing new relationships. For partners, the aim is to reduce administrative burdens and improve staffing precision; for associates, it’s about ensuring they’re working on tasks that truly support their career growth. Open dialogue and transparency are key to fostering engagement across the board.
As our discussion turned to the future of resource management, Dan noted that “over the last year or two” the focus is shifting from short-term efficiency gains to linking resource management with broader financial performance. He observed that firms are realising that getting the staffing right can have a direct impact on profitability. With more data at our fingertips, we can predict staffing needs more accurately, optimise work allocation, and even inform rate-setting decisions.
Later in the conference, my colleague Alex Tring, Director of Operations for Resource Management, ran a product preview session. He was joined by Tybee van Tienen, Resource Manager at HFW, who shared how BigHand Resource Management has transformed their approach. As I watched, Tybee made several compelling points; one in particular stood out: “When a partner is about to quote for work, he will come to us to look at how we can make this most profitable for the client with how we're proposing to staff the matter before the math even comes in.”
This perfectly illustrates how resource management can directly boost profitability and guide strategic decision-making. Music to my ears.
Resource management is evolving from an operational afterthought into a core strategic function. By positioning it within practice management, introducing new working practices thoughtfully, and actively engaging both partners and associates, law firms can unlock significant value. The right people, in the right place at the right time, make all the difference.
If you’d like to explore these insights further and see how they can transform your firm, I invite you to watch the full session here.
BigHand Resource Management is a legal work allocation tool that allows law firms to identify resources, forecast utilisation, manage workloads and add structure to career development for lawyers. The solution delivers real-time visibility of team availability, improved profitability on matters and supports DEI goals and equitable allocation of work.
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