entrepreneur track: making the decision to go solo

7/30/2019 Entrepreneur Track: Making the Decision to Go Solo

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All About the MoneyLessons Learned

Entrepreneur Track: Making the Decision to Go Solo

50 Resources

Launch! Lessons Learnedby Lawyer Entrepreneursby Davis C. Bae, Todd Irwin, Sarah Z. Brown, and Amy R. Novick

Starting a law rm from scratch is a risky move, especially in todays economy.

The authors of this article have a wide range of experiences in operating law

rms but share a common entrepreneurial spirit and experience. As risky as the

venture might seem, the rewards that come from owning your own business can

outweigh those concerns.

Opening your own law rm is little bit like having a child. If you wait until you ca

afford it or are ready, you may never do it. But, also like having a child, some

soul searching and advance planning is most of what you need, plus nerve and

determination. Sometimes, you just have to close your eyes and take the plunge.

A law rm is essentially a small business that provides professional service. Both

componentspracticing law and running a businessare key to success. Make time

for both. Far too many lawyers excel at making legal arguments and representing

heir clients but are lousy at operating a business. They dont make time for organizi

heir internal procedures, recording their time, billing their clients, cultivating new

business, or marketing their practice. Think twice about opening your own shop if yarent prepared to make time to manage and promote your business. Just like a new

baby, your business wont thrive without your constant love and attention.

Getting Started

Before opening your own practice, rst determine whether you have the drive,

perseverance, and enthusiasm to become a small business owner. Are you

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nterested in managing your law rm in addition to practicing immigration law?

Second, can you afford to do so? Prepare a basic operating budget of anticipated

n- come and expenses. Do you have capital for your rst two years of operation?

If not, can you get a loan to cover your operating expenses? How much money is

he minimum you can afford to make for those two years? Most businesses need

at least two years before they break even and are considered nancially successfu

Crunch the numbers and make sure you are prepared nancially.

Dening your niche or subspecialty should be part of your analysis. What kind ofpractice do you want? What kind of clientele? Are you willing to depart from your

deal clientele if nances require it, at least in the beginning? Consider where you

would like to obtain clients and develop a strategic plan outlining how you plan to

get them. Include a marketing plan, too, so that you allocate sufcient time and

funds for business development and opportunities.

Rent and salary are the two biggest overhead expenses for an immigration lawpractice. Both are controllable. Keeping control of your overhead is perhaps the

single most important piece of advice for those just getting started. Determine

where geographically you want to practice and shop around for suitable ofce

space. Like buying a house, dont overextend. Dont rent more space than you nee

or can cover initially. You can always expand later.

Seriously consider an ofce sharing arrangement. Many immigration lawyers are

solo practitioners and share suite space, reception, conference rooms, paralegal

support, and even basic ofce equipment. An ofce sharing arrangement with

mmigration practitioners has the added benet of sharing resources as well as

valuable, ready access to other lawyers who share your professional interests,

challenges, and specialty.


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In addition to the physical location and space, you need to form the legal entity

called your law rm. Consult your local bar rules. Can you set up a limited

iability corporation? A sole proprietorship? What are the risks and limitations

of each? Consult a business lawyer and your tax accountant for advice on how to

ncorporate and when. Alternatively, if you are in a hurry, there are many online

companies that specialize in incorporating new businesses.

Also consider how you expect to get paid and the tax or other advantages of takin

a monthly salary. If you expect to have three or more staff, consider setting upa payroll account (e.g., Paychex) to ensure that you properly manage required

withholdings and taxes.

Once you have legally formed your law rm, obtain an employer identication

number (EIN) from the Internal Revenue Service, open an operating and

rust account at your local bank; be sure also to set up online banking for the

convenience of monitoring your cash ow. Obtain malpractice insurance. ConsidheAILA Lawyers Professional Liability Insurance Program, but also shop aroun

for less expensive options. Make sure the policy covers all kinds of immigration

matters. Also, obtain liability insurance to cover theft and accidents on the

premises. Consider long-term disability insurance and private life insurance sinc

now you will be on your own.

Setting Up Your Office

Ofce equipment and software programs are the next biggest expense. A reliable

computer and fast printer are a must. A nice way to have your ofce accessible at

all times is to purchase a laptop, which you can plug into a docking station at wor

Then, take it home with you when needed. A combo printer/copier/fax/scanner i

a good investment. Always have a back-up printer available, as your primary one
http://www.irs.gov/Businesses/Small-Businesses-&-Self-Employed/Apply-for-an-Employer-Identification-Number-%28EIN%29-Onlinehttp://www.irs.gov/Businesses/Small-Businesses-&-Self-Employed/Apply-for-an-Employer-Identification-Number-%28EIN%29-Onlinehttp://www.aila.org/content/default.aspx?docid=33706&utm_source=ailahub&utm_medium=digitalpub&utm_campaign=launch_a_practicehttp://www.aila.org/content/default.aspx?docid=33706&utm_source=ailahub&utm_medium=digitalpub&utm_campaign=launch_a_practicehttp://www.irs.gov/Businesses/Small-Businesses-&-Self-Employed/Apply-for-an-Employer-Identification-Number-%28EIN%29-Onlinehttp://www.irs.gov/Businesses/Small-Businesses-&-Self-Employed/Apply-for-an-Employer-Identification-Number-%28EIN%29-Online


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sure to fail when you most need it. A good telephone and voicemail system also a

mportant, and especially if you are foregoing formal receptionist service. Consid

oo, whether a personal digital assistant (e.g., Blackberry) is needed. When settin

up your computer, take time to nd and bookmark key websites for easy access.

These should include the Department of State consulates, U.S. Citizenship and

Immigration Services processing times,Visa Bulletin,AILA, and your favorite law

rm sites. Set up your myAILAaccount for daily e-mail updates. Make sure you

have a trusted system for backing up your les. There are a host of companies, su

as Carbonite, who offer online, automatic back-up services for only $5 per monthplus a very reasonable initiation fee.

Forms software and legal resources must be purchased.One should

not practice immigration law without a decent forms software package (Tracker,

INSZoom), and many forms packages include a billing and invoicing component

hat should be explored. While the temptation is great to invest in a separate billing

and invoicing system, depending on your volume, you may be able to get byat leanitiallywith a good Excel invoicing system coupled with a good ling system.

The same is true of online legal research packages such asAILALink, which

offers close to 200 immigration forms in a llable PDF format that works

with Adobe Reader. Much legal research can be done online, and aila.org and

AILALink provide a hefty immigration law library. Nevertheless, some legal

resources should be purchased in print, including an up-to-date copy of the

Immigration and Nationality Act, a copy of the Code of Federal Regulations

titles 6, 8, 22, 28, and 42, and Kurzbans Immigration Law Sourcebookfrom

AILA Publications. You simply should not practice immigration law without the

(Note: Your clients will notice outdated publications even if you dont.) Consider,

oo,AILAs Immigration Practice Toolbox, a helpful edition that includes a myria
http://www.usembassy.gov/https://egov.uscis.gov/cris/processTimesDisplayInit.dohttps://egov.uscis.gov/cris/processTimesDisplayInit.dohttp://travel.state.gov/visa/bulletin/bulletin_1360.htmlhttp://www.aila.org/http://myaila.aila.org/http://myaila.aila.org/http://www.carbonite.com/en/v2/index?tp=hpochttp://www.trackercorp.com/immigration-software.phphttp://www1.inszoom.com/http://www.ailalink.org/http://www.ailalink.org/http://www.aila.org/http://agora.aila.org/Product/Detail/4?utm_source=ailahub&utm_medium=digitalpub&utm_campaign=launch_a_practicehttp://agora.aila.org/Product/Detail/18?utm_source=ailahub&utm_medium=digitalpub&utm_campaign=launch_a_practicehttp://agora.aila.org/Product/Detail/18?utm_source=ailahub&utm_medium=digitalpub&utm_campaign=launch_a_practicehttp://agora.aila.org/Product/Detail/4?utm_source=ailahub&utm_medium=digitalpub&utm_campaign=launch_a_practicehttp://www.aila.org/http://www.ailalink.org/http://www1.inszoom.com/http://www.trackercorp.com/immigration-software.phphttp://www.carbonite.com/en/v2/index?tp=hpochttp://myaila.aila.org/http://www.aila.org/http://travel.state.gov/visa/bulletin/bulletin_1360.htmlhttps://egov.uscis.gov/cris/processTimesDisplayInit.dohttps://egov.uscis.gov/cris/processTimesDisplayInit.dohttp://www.usembassy.gov/


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of sample client forms, checklists, intake questionnaires, and sample letters on

CD. Depending on your niche, Check outAILA Agora for myriad subject-matter

publications. Put aside at least $750 a year for legal resources.

Invest in a personal e-mail address and website. Lawyers whose e-mail

addresses end in @yahoo.com or @hotmail.com wont appear as professional

and established to prospective clients. Make your e-mail address your own

and purchase an internet address to go with it. Make sure your website looks

professional and is easy to use. Also, Google yourself to nd out what websitesappear with your name. If your old associations are listed before your new one,

prospective clients will have a hard time locating you. Make sure your online

presence looks professional and up to date.

Another critical system is your case le system. Decide how you plan to tick

your cases and keep on top of ling deadlines and due dates. Two tickle systems

are required by most malpractice carriers. Even if you have a small case load at thebeginning, treat your practice as if you have 200 cases with 200 ling deadlines. For

good practice management habits at the beginning, while you still have the time.

Develop some basic client materials. These should include your client intake

questionnaire(s), consultation information, and representation agreement(s). Also

establish your hourly and at fee rates, or fee schedule, for routine cases and low

bono cases. Most potential clients want a fee range when they rst contact you

about your legal services. While it would be a mistake to quote a rm fee without

earning more about the case, ranges give the individual a broad sense of what the

can expect nancially. Stick to your fees! You dont want to end up working on a

very time-consuming case with nominal pay. Especially in the beginning, dont fee

compelled to take every case that walks in the door. You dont want to cheat yours
http://agora.aila.org/?utm_source=ailahub&utm_medium=digitalpub&utm_campaign=launch_a_practicehttp://agora.aila.org/?utm_source=ailahub&utm_medium=digitalpub&utm_campaign=launch_a_practice


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or the client from a rewarding experience by taking on work that is completely out

of your area of expertise. If you do take a case with a subject matter that you are n

experienced in, make sure you seek appropriate advice from mentors and consider

co-counseling on some cases with a more experienced attorney.

Set up accounts with an ofce supply company(e.g., Staples, Ofce Depot

search the internet, too, for mail order companies that are competitive and provid

good customer service. One such company isAll State Legal, where tabs, les,

and other ofce supplies are reasonable and delivered the next day. Register withFederal Express or UPS and the post ofce so that you can complete delivery form

online. Stamps.com also provides an easy to use and relatively inexpensive way

o print postage on your packages and envelopes in a professional looking and

efcient manner.

Basic ofce supplies should be purchased initially in small quantities to help with

cash ow and to help gauge your true needs. Youll be shocked to learn how muchPost-It notes cost! Be frugal about ofce supplies, but dont be cheap.

Make sure, however, that you have the supplies necessary to ensure that your lin

ook professionally prepared and submitted. At the same time, dont indulge in

fancy letterhead, logos, color coded Post-It notes, pads, and pens, unless it further

a specic, overall goal or law rm look. Electronic letterhead is ne, and client cov

etters printed on nicer stationery looks professional. Remember, keep control of

your overhead costs. Do invest in a nice business card, as many times it serves as

a persons rst introduction to your rm. Also note that you practice immigration

aw on your business card so the person you gave it to will not forget.
https://www.aslegal.com/home.asphttp://stamps.com/welcome/http://stamps.com/welcome/https://www.aslegal.com/home.asp


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Opening Your Business, Marketing Your Practice

Once you are close to operational, its time to formally open your business.

Electronic announcements and a rm website will serve to introduce your practic

and your specialty to your friends, family, colleagues, and current, former and

potential clients. A website also provides critical presence. Remember to send

notication of your new practice to local bar associations, AILA, and alumni

associations, as well as to a list of everyone you know.

Getting word out of your new practice takes time and considerable effort. Yourmarketing plan should include complimentary speaking engagements, volunteerin

ime to work with key ethnic, trade or other organizations, preparing an article

for publication in niche periodicals. Also answering questions onAILAs Message

Center or elsewhere conveys that you are knowledgeable and approachable. Most

referrals come from other lawyers, and especially immigration lawyers! Dont be s

about identifying local law rms operating in proximity to you, which may not hav

an immigration practice. Call some of the partners and offer to take them to luncho tell them about your practice. Dont be shy about promoting yourself and your

accomplishments. Leave your business card whenever and wherever appropriate,

dont be caught without it! While marketing and business development may not

come natural to you, it is critical for operating a small business. Set aside at least o

block of time a week to do something that promotes your business.

And remember, just because you are operating as a solo practitioner, you are

not alone! Use the wealth of resources available to you in the immigration law

community. Establish relationships with other attorneys who you can call for

advice on challenging legal questions. Subscribe to a variety of listserves and use

AILAs message center and mentor program to seek additional advice on legal

ssues.
http://messages.aila.org/http://messages.aila.org/http://messages.aila.org/http://messages.aila.org/


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Building a Client Base, Starting Today

The approach one takes to building that necessary pool of clients can be varied,

nteresting, and actually enjoyable as long as the avenues taken to further this goa

are ones that you enjoy. Like most things in life, if one feels comfortable engaging

n an activity, excelling at that endeavor is far easier. And as you begin the proces

of building the client base, it is very important to make sure that the type of client

coming through the door are the type that will further your goals, will not be a

burden emotionally to you or your staff, and will not cause a blemish on your

professional reputation.

Finding Clients

All attorneys have many possible paths to bringing clients in the door. The focus

rst needs to be what you feel comfortable doing to nd clients and having a plan

One attorney may know with certainty what type of cases he or she plans to take,

and others may be willing to let the clients come through the door and develop an

area of expertise through time. Finding a unique area of immigration law in whico practice (such as only nurses, J-1 waivers, family, or removal, etc.) may be one

way to set oneself apart from the rest of the immigration bar. But once that plan i

developed, the opportunities are abundant:

Contact law school classmates. (Not everyone wants to be an immigration

lawyer, so most of the law school contacts are not competition!) School

contacts for a niche law practice can be especially helpful.

Meet with the local chamber of commerce for the city and any ethnic

chambers that may be operating in close proximity.

Notify practicing immigration attorneys of your new law practice requesting th

cases not taken because of difculty, lack of time, etc., could be sent your way.

Volunteer time (anywhere!) and network with other persons. Spread the wo

in a variety of settings.


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Join a gym, be friendly, and network with other professionals.

Be active in the community by sitting on boards, PTAs, etc.

Speak at local bar groups, churches, mosques, synagogues, business groups, e

Give multiple business cards to various contacts as you encounter them.

Have a good website, and work with a network specialist to make it one that

easily found by potential clients.

Send a monthly newsletter to clients and colleagues to remind them that the

attorney is available to work on solving certain types of legal problems.

How to Keep Clients

The best referral base is a collection of happy clients. A caring, sincere, and focuse

attorney will reap the rewards from the client who will refer his or her family and

friends for years to come. Returning phone calls promptly, reviewing facts of cases

carefully preparing for hearings and interviews allows you to benet in the future

from a client base that just keeps on giving, over and over and over again. And list

Being a good listener demonstrates to potential clients your focus and sincerity.

An attorney who bargains with clients over fees will gain a reputation in the ethni

communities that such bartering is possible. Setting a fair and reasonable fee is th

attorneys right and responsibility, and to make the fee process negotiable cheape

an attorneys reputation.

Being honest with potential clients about your skills and not inating the truth

about your abilities will engender good will. Contacting colleagues for input and

deas and then getting back to the client with a recommendation is a good way to

not only increase your skills, but to create a good attorney-client relationship.

And when that inevitable situation arises where you have made a mistake, admit

t. Some of the best clients are ones who have experienced an attorneys honesty


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and willingness to correct an error if possible at the attorneys expense. An hones

apology lays a strong foundation for a long-term relationship with a client, as it

does with family and friends.

What to Do with a Client You Wish You Had Never Met

Very simply, some clients will be so emotionally burdensome to you and/or to yo

staff, that a full refund to the client and a frank conversation that you are no long

willing to continue the attorney-client relationship can be one of the best busines

decisions. Some clients are just too expensive to keep as clients. The emotionaloll and stress they cause are not worth the money they may pay. Every attorney

needs to remember that a client may have found the attorney, but the attorney

chooses whether to continue the relationship.

Be Realistic

Building a client base takes years, but a carefully tended client base will grow

exponentially year after year. Do not get discouraged. All of us start out with oneclient and end with too many to remember.

Setting Fees and Getting Paid

Determine how much to charge for work is an important part of an immigration

practice. Charging too much might drive away potential clients and certainly limi

he referrals that you might otherwise receive from a satised client. Charging too

ittle could cause a windfall of clients but then make you unable to meet the legal

obligations and client expectations. The outside boundaries dening an attorney

fees are set by the ethics rules within the licensing state. As an example, the Rules

of Professional Conduct at Rule 1.5 enjoins an attorney from making an agreemen

for, charging, or collecting an unreasonable fee or an unreasonable amount for

expenses.


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The Rule provides the following nonexclusive factors to be used in determining

whether a fee is reasonable:

1. (1) the time and labor required, the novelty and difculty of the questions

involved, and the skill requisite to perform the legal service properly;

2. (2) the likelihood, if apparent to the client, that the acceptance of the particula

employment will preclude other employment by the lawyer;

3. the fee customarily charged in the locality for similar legal services;

4. the amount involved and the results obtained;

5. the time limitations imposed by the client or by the circumstances;6. the nature and length of the professional relationship with the client;

7. the experience, reputation, and ability of the lawyer or lawyers performing the

services; and

8. whether the fee is xed or contingent.

While the practice of law is commonly accepted as a business, it should not be

viewed as exclusively a matter of maximizing prot by charging the highest feehat the market will bear within ethical guidelines. As immigration lawyers,

we represent a vulnerable clientele who are legally and perhaps culturally

disadvantaged. Even the clients of a business immigration attorney are dependen

on the knowledge and skill of the attorney to allow him or her to remain in the

United States, remain with the employer, and avoid career and family disruption

hat will occur if a visa petition is denied. Some clients also will be disadvantaged

by language, culture, and experience. Even an American employer or the relative

of the foreign national are dependent on the attorney to allow the key employee o

relative to remain in the United States.

A vulnerable client may agree to a high fee, but even if it is not ethically impermissib

t isnt the best business practice. Many immigration attorneys rely to a great extent


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word of mouth from satised clients to expand their practice. A reasonable fee and a

willingness to do the little extras without charging for every phone call or e-mail wil

go a long way toward creating a satised client. This will pay dividends for years t

come as you receive referrals.

In many areas of immigration law, especially in a business immigration practice,

at fee billing is the majority trend. Clients appreciate knowing exactly what will

be charged. A at fee also can be less of an administrative burden for a law rm

hat doesnt have to track billable hours and convert this to client invoices. Hourlbilling may be the preferred method for practice areas where the time required to

do the work is less predictable such as in deportation defense. Additionally, if the

s a possibility that a court may award EAJA fees then tracking billable hours, eve

f a at fee is charged, is important to provide a lodestar calculation to the court.

Whichever method is used, a client needs to get a written fee agreement before th

attorney starts work on the case. We all want to provide excellent service to ourclients and sending a fee agreement can seem like one more thing on the to do lis

hat stands in the way of actually getting the work done. However, youll be glad

you did if you end up sending the client to collections for failure to pay or if there

a malpractice or ethics dispute.

Getting Paid

What fee a lawyer charges and the billing method used is an academic exercise if on

s not getting paid. This is one of the business functions of the rm that cannot be

gnored. At a minimum, monthly bills should be sent to clients and an accounting

system must be in place to allow an attorney to identify slow paying clients.

This function can be outsourced to companies that collect timesheets or at fee

statements, produce invoices for attorney review, and then mail them out to client


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It can be kept within the rm as well but it must be assigned the highest priority. It

not long after billing becomes erratic that cash ow also becomes erratic.

Be consistent in billing practices to avoid gaining a reputation of accepting less

han full payment or accepting slow payment. Many of our clients are juggling

nancial obligations back home with costs associated with living in United States

One technique is to charge interest during any month that a payment is missed.

When payments resume, stop charging interest. This must be stated within the fe

agreement and consistent with state ethics rules.

It also is important for the attorney handling the matter to call the client when a

monthly payment is missed to send the message that this is important to the rm

A missed payment can be a signal that the client is having nancial difculties, so

future work needs to be considered carefully before being undertaken. It also can

be a signal that a dispute with the rm is developing. A timely phone call can be

critical to resolving concerns while they are still relatively small.

As immigration attorneys, we are privileged to work with some of the most

motivated and brightest people from around the world. Setting reasonable fees and

communicating to clients that payment of those fees is a priority establishes the stro

nancial footing upon which an attorney can continue to practice for years to come.

Making a Profit From Ethics

Ethics might seem like a basic element of law practice, but amidst the challenges

a heavy case load, staff management, and administrative decision-making, ethics

often can be overlooked. A great command of the Rules of Professional Conduct

can be rendered useless in the face of insufcient control within a law practice.


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Establishing processes around ethics allows an attorney to make daily ethical

decisions effectively and efciently, and frees critical time for case processing,

management, and marketing. What follows is a list of issues and solutions that ca

be implemented to grow and safeguard your practice.

Conicts of Interest

Legal malpractice insurance companies require an attorney to maintain a conict

of interest system that is designed to predict and prevent conicts at the beginnin

of a matter. However, within an immigration practice, conicts are more difculto foresee, and typically arise after a case has been accepted and is in process.

Such conicts occur in employment-based cases, when an employer or beneciar

wishes to terminate the relationship; in family-based cases, when a petitioner

no longer wishes to support the family member; or during a marriage-based

adjustment of status, when a couple suffers marital discord. These conicts are

difcult if not impossible to avoid, thus it is essential to obtain acknowledgment

n writing from the client regarding potential conicts of interest. When in doubtcontact your bar association, which will frequently provide a special liaison where

conict issues can be addressed condentially. A liaison can provide peace of min

when questions of proper professional conduct arise.

Periodic Review of Engagement Agreements and All Client Document

The rules of conduct in a state bar association can change, leaving engagement

agreements and other template forms vulnerable to inconsistencies or even inval

Calendar a review of all client documents at least once per year. Solo practitioner

can get together with other solo practitioners and trade client agreements for

review. A fresh set of eyes will frequently nd solutions or language that will

enhance the effectiveness of client agreements.


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Financial Controls

Failure to maintain nancial control of a business is often the start of ethical

difculty. Review of bar discipline notices reveal that attorneys are frequently

admonished for failure to control client trust accounts. As attorneys, we receive

only minimal training on nancial control. Basic accounting principles such as

segregation of duties, dedication to invoicing, payment of accounts receivable, an

cash ow analysis are neglected or even ignored by many attorneys. Work with

an accountant to review your nancial processes. Law rms share many nancial

management issues with other businesses. A good accountant can clean up yournancial records, which can result in increased revenue and a reduction in costs.

Ethical Education Outside of Immigration: It is essential to take ethics classes

outside your standard AILA seminar. Ethics in marketing, nancial control,

client management, conicts of interest, and employment law are all related to an

mmigration lawyers practice. These types of ethics courses provide different yet

mportant value to the health of your practice.

Staff Training on Ethics

In a law rm, ethical responsibilities fall to every level of employee, as each employ

has the potential to create ethics-related issues. Any employee who has contact with

clients should understand condentiality and conict of interest issues. Above all,

any attorney working with non-attorney staff must clearly dene the boundaries of

egal interpretation and teach which questions must be answered by an attorney.

A simple rule of thumb allows that paralegals and other staff may apply facts to

documentation but cannot make any interpretation of the law. Also, any document

egal communication drafted by a staff member should be reviewed by the attorney

supervising that staff member until it is clear that the staff member understands th

distinction between attorney decisions and non-attorney decisions.


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Ethical Ceilings in Case Acceptance

As business owners know, there are rarely any guarantees of future income. This

has led many an attorney to take any case he or she can, regardless of case load

or difculty. To avoid acquiring an overwhelming case load, have a rough idea of

he number of cases that you can handle at any given time. Do not be afraid to tel

an uncooperative client that you must withdraw or to refer a matter to another

rusted law rm. It is never acceptable to use case overload as an excuse. To avoid

overwhelming yourself with complex cases, consider using AILA mentors or

nding another attorney who can co-counsel you on matters. Attorneys must knoheir limitations within the day-to-day practice of law. By understanding your

imitations, you avoid making fatal errors, which can be disastrous to your practi

and reputation.

Davis C. Bae is the founder and managing attorney of the Bae Law Group. His practice

focuses on comprehensive immigration planning for multinational and fast-growth

corporations.Todd Irwin is based in Colorado and focuses on business immigrationmatters for employers including those involved in public education, oileld services,

publishing, entertainment, and more. Sarah Z. Brown practices in Dallas with the

aw rm of Miley & Brown with practice areas primarily in family, employment and

naturalization areas.Amy R. Novickpractices in Washington, D.C., as of counsel with

The Haynes Immigration Law Firm. She focuses primarily on obtaining visas for highly

skilled professionals, J-1 waivers, issues of concern to G-4 international workers, foreign

adoptions, investors, naturalization and citizenship, waivers of inadmissibility, and fam

based immigration matters.

End


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Sometimes It Is All About the MoneyHow to Finance Your Practice, Set Up Your Books,and Stay on Top of Your Firms Financialsby Natalie R. Kelly and Jim Calloway

Lawyers are not accountants by trade, generally speaking. And, while you may

often run across individuals who are both lawyers and accountants, many new

awyers seek basic answers to their nancial questions. This is especially true with

hose without any accounting background or experience. Sometimes the question

are really about how to deal with the money. Outlined below are basic concepts an

practical steps for not only getting money for operating a law practice, but how to

managing the accounting aspects of the practice, too.

Financing Your Law Practice

Short of being independently wealthy or having a generous close friend or familymember who is, most beginning lawyers need to seek workable ways to nance

heir practice. The most common ways are:

1. Bank Loans

2. Bank Lines of Credit

3. Small Business Loans

4. Credit Cards

5. Personal Savings

Below will be a discussion regarding each of these forms of nancing a law practi

but a more basic question to answer is, exactly how much does it cost to nance

a practice? And in typical law school fashion, the real answer is it depends.


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Considerations for the amount needed to start the practice include what type of

practice is being nanced; what ofce equipment and physical needs are there;

what is the amount needed to carry out a realistic marketing/business developme

venture; what cost of doing business costs are to be covered; what location cost

are involved; what professional fees need to be paid; what personal cash needs ar

o be covered; and what other nancial necessities are at play with ofce start up.

In working with various solo and small rm practice startups in the past, a genera

rule of thumb for start up costs is necessary expenses to begin the practice and rut for 4 to 6 months, and personal savings for 6 to 9 months. However, in reality,

most practitioners often proceed with much less than this amount.

The nancing of the practice becomes the next part of the equation as lawyers n

hey need to seek out such means. When nancing through means other than

direct capitalization, lawyers deal with the following:

Bank Loans

Loans are hard to come by where personal credit ratings and stricter lending

guidelines are utilized. With the depressed economy has come even tighter purse

strings at the local bank. This is true even where previous personalized banking

relationships had existed. If you are adamant about seeking this form of nancing

for your practice, be sure to prepare a detailed budget showing operational costs

at least a year. This budget should be accompanied by a detailed, written busines

plan, and personal credit and nancial information. Many loans are not approved

due to the lack of any real collateral in terms of accounts receivable and the like.

(Its hard to show what you dont have yet, and convince someone to take a chanc

without collateral.)


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Bank Lines of Credit

A long-time favorite for many smaller businesses in local community situations,

even lines of credit are starting to shrink as an option for covering start-up costs.

The traditional loan process has similar steps, and individuals looking to obtain

ines of credit should not only prepare as they would if seeking a bank loan,

but should also pay close attention to outlining their assets for use as business

collateral.

Small Business LoansLoans backed by the Federal Government to spur the development of small

businesses are often mistakenly thought to be one of the better ways of getting

nance for a solo or small law practice. However, it should be understood that

he Small Business Administration is simply a clearinghouse with resources and

nformation for getting small business loan seekers in touch with appropriate

enders. The process then becomes more like that of securing bank loans and line

of credit. For some banking institutions, having the loans guaranteed or backed bhe Federal Government is a major plus that could lead to easier approval.

Credit Cards

Personal and business credit cards are often used by small rm owners to get

heir businesses started. This practical reality leads to understanding that better

management of this form of nancing should mirror that of good consumer

handling of credit cards. Shopping for lower interest rate cards; paying off balanc

monthly; always paying more than the minimum required monthly payment are

hings you should do to make the best use of this form of nancing.

Personal Savings

Using your personal savings will mean that you do not have to repay any of the


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funds you are using to nance your practice. However, it also means that you will

most likely not have access to that cash ow for other purposes. This can easily le

o issues with balancing nances in your practice and at home, if this approach is

not well-planned and executed.

Setting Up Your Books

After landing the cash you need to get your practice established, you will need

o make sure you have the tools to both manage and track your nances. This is

done by properly setting up the books for your practice. The main tool for this ishe general ledger which tracks all income, expenses, assets and liabilities for the

practice. Each line item in the ledger is allocated as a debit or credit meaning it

either adds to or takes away from the balance in any respective line. The balancin

of the books occurs when each side of the ledger (debits and the credit) equal. So,

f one line is increased another must be equally decreased to create balance. As

his leads to some more advanced accounting concerns and discussions, for the

purposes of this paper, just know that most of the software applications used formaintaining books will handle all of this for you automatically.

The general ledger is tracked across accounts that are found in a chart of

accounts. The chart below demonstrates a sample chart for a solo or small rm

practice. This chart should be reviewed with your accountant to ensure that

you are tracking in a way that makes it easier for your books to be dealt with by

he accountant during the year and at year end for tax and nancial reporting

purposes. Again, most general ledger accounting software programs will have a

built in chart. The advantage of using a legal- specic program is that the chart is

set up to track typical charges and revenue items encountered in a law practice, li

egal research and lawyer fee income.


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Using the chart of accounts or the chart that comes with a legal accountingprogram, you have, in essence, set up your books. The creation of entries for the

general ledger in a software program is what tracks the transactions that build

he balances for each of the line items in your chart of accounts/ledger. Special

attention should be given to the specics of your practice so that you are accurate

racking all nancial transactions and also building information in a way that it c

be easily extracted to give you a true picture of your rms nances.


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Knowing exactly which accounts should be set up and tracked may also need som

attention. So here is a basic nancial setup (nance procedures and account need

for a new solo or small rm practice:

1. Maintain an operating account. (This is also referred to as the business or rm

account.)

2. Maintain a trust account.

3. Track time on all matters. (Yes, even if you are only charging a at fee! Do it

generally if you have to!)4. Generate bills. (Do this at least monthly or as soon as youre done with a matte

5. Process payments.

6. Pay rm bills.

7. Reconcile rms operating and trust accounts. (Do this every month, and dont

skip any reporting requirements as it relates to trust!)

8. Process payroll.

9. Send nancial information to accountant for tax purposes.

To help with these, a rm can utilize legal specic software for not only billing

(believe me, you at least need this), but general ledger accounting as well. Here is a

run-down on the software systems you are likely most in need of in your law practic

Time and Billing Software

You should use an automated time and billing system. Period. The basic feature

sets for time and billing programs are quite user friendly and allow for easy time

racking and bill generation. The programs have a place to input time entries or

ime slips. The programs usually require you to identify the person tracking the

ime (timekeeper), the matter/case for which the time is being tracked (client), th

amount of time or the amount of the expense being incurred on behalf of the clien


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and a description of the work or expense item. At the time of billing, the program

collects the appropriate slips and allows you to generate a billing statement for yo

clients based on the settings you have entered regarding the format of the bill and

he billing arrangement.

When payments are received, they are entered into the program to offset

existing, and even future, invoices so that you have an up to the minute account

of what clients owe. Most systems allow exibility in setting up clients payment

arrangements, charging interest on past due amounts, and the formatting of thebill. You can also account for all of the funds that are held in trust for your clients

and even generate bank deposit slips. Writing checks is not available in every tim

and billing program, but rather is a standard feature for the integrated time and

billing and accounting systems that are discussed below. Reports can be generate

for virtually everything that is input into the system. Below also is a list of the bas

reports you should be using to help properly manage your rms nances.

Note: An automated time and billing system is NOT one where the attorney goe

back through a le and recalls what was done, and then has the staff prepare

he bill by typing these entries out and manually calculating what the client owes

Automated systems DO replace manual client ledger card systems.

General Ledger Accounting Software

Beyond tracking transactions and work done on behalf of clients, the law rm

also needs to be aware of the rms bottom line. In order to get this information,

he rm will need to utilize a general ledger accounting system. And, is this an

automated system, too? Yes, it is. Well, it should be. The integrated system will

give the rm information on all nancial transactions (both for the client and for

he rm) in one place and provide a breakout of income and expenses categorized


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with a chart of accounts. (Fun stuff!) How much money does the rm have on

hand? How much money did the rm make? How much does the rm spend in

ofce supplies? All of these rm money questions are answered with the help of t

general ledger accounting system.

Integrated Time and Billing and General Ledger Accounting Software

General ledger accounting features are found in integrated time and billing/

accounting packages. These integrated programs combine what the automated

ime and billing and general ledger accounting programs do into one program. Asmentioned above, check writing is a standard feature of these programs. Checks

can be written and then charged (allocated) back to the appropriate client or

rm expense account. Payroll and tax reporting are also standard parts of these

programs. When all is said and done, the money in the bank, what clients owe you

(accounts receivable), and what you owe everyone else (accounts payable) is put in

he system. These programs, when used properly, give you the rms bottom line.

Some legal-specic nancial management products covering time billing and

accounting for solo and small rms are:

Amicus Accounting (Integrated system)

Timeslips (Time and billing only)

PC Law(Integrated system)

TABS3 (Integrated system)

There are also a number of cloud practice management systems that include time

billing and basic accounting functionality. However, they tend to still lag a bit

behind the functionality of the programs listed here, especially with the accountin

aspects of the programs.
http://www.amicusattorney.com/products/accountinghttp://na.sage.com/Sage-Timeslips/http://www.lexisnexis.com/law-firm-practice-management/pclaw/http://www.tabs3.com/http://www.tabs3.com/http://www.lexisnexis.com/law-firm-practice-management/pclaw/http://na.sage.com/Sage-Timeslips/http://www.amicusattorney.com/products/accounting


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Staying on Top of Firm Financials

With the proper set up and usage of the rms books, you prepare yourself to

receive accurate nancial reports that show you exactly how your rm is doing

nancially. The key reports that are used to determine the nancial health of you

practice typically include the following, and you should be able to easily generate

hese reports yourself with accounting software, or work with your accountant to

have these reports generated (in an audited form from the accountant) for you.

Accounts Receivablelist of past due accounts by client. Use this report todetermine how much is owed to the rm and for your collections process.

Productivitylist of how much has been billed by timekeeper. This report is

sometimes used to track rm goals for billable hours, and even for compensation

when used with the protability report.

Protabilitylist of what amounts have actually been collected by the rm vs.what has been billed. This is gives a true picture of rm revenue by timekeepers,

and is often the basis of compensation systems for attorneys.

Fee Allocationlist of what portion of a collected fee is attributable to a

imekeeper. This report is also used to determine attorney compensation.

Originating and responsible attorneys may sometimes receive certain percentage

of collected fee amounts based on their work on cases.

Financial Statements (Prot/Loss)list of income vs. expenses. This report

gives a picture of how much money the rm is making or losing over a certain

period. Detailed journals show what is coming in and what is going out of the rm


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A good system for analyzing the data from these reports is to set up at least three

meetings per month (even if you are a solo) to review the ndings in each. This

dedicated time to see how your rm is doing will help you not only stay on top of

pressing issues, but give you time to address and even forecast your nancial plan

for the rm going forward.

Creating a rm budget allows you to easily deal with future plans, whether its for

he rm overall or specically tracks money in a pending matter. By taking the to

for projected income and subtracting the expected expenses over a period of timea simple budget for the rm is created. Also, by tracking the same gures as they

are actually incurred, you create the necessary data for a prot and loss (income v

expenses) statement.

Armed with the appropriate nancial set up, a new rm should be well on its way

nancial success. After all, sometimes it IS all about the money!

Natalie R. Kellyis the Director of the State Bar of Georgias Law Practice Managemen

Program in Atlanta.Jim Callowayis the Director of the Oklahoma Bar Association

Management Assistance Program. He publishes the blogJim Calloways Law Practice T

END
http://jimcalloway.typepad.com/http://jimcalloway.typepad.com/


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50 Web Resources for theSuddenly Solo LawyerBy Jim Calloway and Allison C. Shields

So youre suddenly solo. Do you look for a new job immediately, consider starting

new solo or small rm law practice, take on some legal work from acquaintances

n the meantime or make an entire new master plan for your life and career? Only yo

can answer these questions for yourself. But we think spending a day or more readinand reviewing these free resources will give you a lot of inspiration and ideas. (You

may even nd more than 50 links in this articlewere lawyers, not accountants!)

Great Articles to Read

Weather the Storm, by Gerry Riskin and Robert MillardThe National, Canadian Bar Association, April/May 2008 issue

What Should You Do Now? A Roundtable Discussion on Law Practice in a Tim

of Great Economic Turmoil Moderated and Edited By Dennis KennedyLaw Practice Today, November 2008

Going Solo on a Budget by Dennis KennedyABA Journal, April 2009

Teaming Up, Starting Anewby Dennis KennedyABA Journal, May 2009

Law Ofce Start-up: Law Ofce on a Shoestring, by Sheila BlackfordOregon State Bar Bulletin - Managing Your Practice, October 2008
http://cbanational.rogers.dgtlpub.com/2008/2008-05-31/pdf/weather_the_storm.pdfhttp://apps.americanbar.org/lpm/lpt/articles/mgt11082.shtmlhttp://apps.americanbar.org/lpm/lpt/articles/mgt11082.shtmlhttp://www.abajournal.com/magazine/going_solo_on_a_budget/http://www.abajournal.com/magazine/teaming_up_starting_anew/https://www.osbar.org/publications/bulletin/08oct/practice.htmlhttps://www.osbar.org/publications/bulletin/08oct/practice.htmlhttp://www.abajournal.com/magazine/teaming_up_starting_anew/http://www.abajournal.com/magazine/going_solo_on_a_budget/http://apps.americanbar.org/lpm/lpt/articles/mgt11082.shtmlhttp://apps.americanbar.org/lpm/lpt/articles/mgt11082.shtmlhttp://cbanational.rogers.dgtlpub.com/2008/2008-05-31/pdf/weather_the_storm.pdf


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Weather the Storm: Law Firm Risk Management in Hard Times, by Mark

J.FucileOregon State Bar Bulletin - Managing Your Practice, May 2009

Managing Anxiety in Uncertain TimesOregon Attorney Assistance Program In Sight Newsletter, March 2009

Choices: Law Firm Billing and Accounting Software, by Dee CrockerOregon State Bar Bulletin - Managing Your Practice, December 2008

How to Take Control of Your Practice by Creating Vision and Mission

StatementBy Allison Shields

Practicing Law in Tough Economic Times By Jim CallowayOklahoma Bar Journal, January 2009

More Thoughts on Practicing Law in Tough Economic Times By Jim Calloway

Oklahoma Bar Journal, February 2009

In a Tough Economy, the Importance of Effective Client Screening By Deborah

E. GillisLaw Practice Today, November 2008

LawPRO Magazine Surviving the Slide: Dealing with the Tough Economy(Winter 2008/2009)

Lawyers Concerned for Lawyers (Massachusetts), Spring 2009 newsletter

Theme issue on Responding to Trying Times
http://www.osbar.org/publications/bulletin/09may/practice.htmlhttp://www.oaap.org/data/documents/insight/Anxiety_march09.pdfhttps://www.osbar.org/publications/bulletin/08dec/practice.htmlhttp://apps.americanbar.org/genpractice/newsletter/lawtrends/0602/business/visionstatements.htmlhttp://apps.americanbar.org/genpractice/newsletter/lawtrends/0602/business/visionstatements.htmlhttp://www.okbar.org/members/map/articles/2009/011009.htmhttp://www.okbar.org/members/map/articles/2009/021409.htmhttp://apps.americanbar.org/lpm/lpt/articles/mgt11084.shtmlhttp://lclma.org/contentnews.htm?sid=27http://lclma.org/contentnews.htm?sid=27http://apps.americanbar.org/lpm/lpt/articles/mgt11084.shtmlhttp://www.okbar.org/members/map/articles/2009/021409.htmhttp://www.okbar.org/members/map/articles/2009/011009.htmhttp://apps.americanbar.org/genpractice/newsletter/lawtrends/0602/business/visionstatements.htmlhttp://apps.americanbar.org/genpractice/newsletter/lawtrends/0602/business/visionstatements.htmlhttps://www.osbar.org/publications/bulletin/08dec/practice.htmlhttp://www.oaap.org/data/documents/insight/Anxiety_march09.pdfhttp://www.osbar.org/publications/bulletin/09may/practice.html


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Blogs

Robert Ambrogis Law Sites keeps lawyers up to date on websites for lawyers.

David Bilinskys Thoughtful Legal Management discusses law rm nance,

protability and the use of technology in law practice.

JD Bliss helps lawyers balance work and life.

Jim Calloways Law Practice Tips blog talks about practice management, the

Internet and technology.

Look to Counsel to Counsel for all things related to legal careers.

Ellen Freedmans Law Practice Management blog helps lawyers manage thebusiness side of their practice.

Dont miss What About Clients? 12 Rules of Client Service.

Tom Kanes Legal Marketing blog is dedicated to lawyer marketing in any size

rm.

Dennis Kennedys Dennis Kennedy.com focuses mostly on legal technology.

Erik Mazzones Law Practice Matters Blog shows lawyers how to practice smar

Tom Mighells Inter-Alia blog is among other things, an internet legal researchweblog.

Home ofce lawyering is the focus at Chuck Newtons Rides the Third Wave.

Another blog focusing on the home ofce phenomenon include: Home Ofce

Warrior.

AttorneyatWork. You should subscribe to AttorneyatWork to receive one reall

good idea every day by email.

Ed Polls Law Biz Blog is a practical guide for lawyers.

Gerry RiskinsAmazing Firms, Amazing Practices covers legal practices from a

angles.

Allison Shields Legal Ease Blog helps lawyers create more productive, protab

and enjoyable law practices. (Additional articles from Allison can be found at:

Lawyer Meltdown).
http://www.legaline.com/lawsites.htmlhttp://thoughtfullaw.com/http://www.jdblissblog.com/http://jimcalloway.typepad.com/http://www.counseltocounsel.com/http://pa-lawpracticemanagement.com/http://www.whataboutclients.com/archives/2006/04/the_12_rules_of_1.htmlhttp://legalmarketingblog.com/http://www.denniskennedy.com/blog/http://www.lawpracticematters.com/http://inter-alia.net/http://stayviolation.typepad.com/chucknewton/http://homeofficewarrior.com/http://homeofficewarrior.com/http://www.attorneyatwork.com/http://lawbizblog.com/http://www.gerryriskin.com/http://legalease.blogs.com/legal_ease_bloghttp://www.lawyermeltdown.com/articles.htmlhttp://www.lawyermeltdown.com/articles.htmlhttp://legalease.blogs.com/legal_ease_bloghttp://www.gerryriskin.com/http://lawbizblog.com/http://www.attorneyatwork.com/http://homeofficewarrior.com/http://homeofficewarrior.com/http://stayviolation.typepad.com/chucknewton/http://inter-alia.net/http://www.lawpracticematters.com/http://www.denniskennedy.com/blog/http://legalmarketingblog.com/http://www.whataboutclients.com/archives/2006/04/the_12_rules_of_1.htmlhttp://pa-lawpracticemanagement.com/http://www.counseltocounsel.com/http://jimcalloway.typepad.com/http://www.jdblissblog.com/http://thoughtfullaw.com/http://www.legaline.com/lawsites.html


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Small Firm Innovation is a blog emphasizing practical solutions for solo and

small rm lawyers written by various contributors that bills itself as a resourc

by, for and about solo and small-rm lawyers.

iPhone J.D. is a must visit site for lawyers to learn more about apps and ways t

use their iPhones and iPads more effectively. It is packed with product reviews.

The Droid Lawyer is the go-to place online for lawyers who want to learn more

about their Droid phones and tablets.

Guides, Checklists and Other Sets of Resources Carolyn Elefants MyShingle blog has long been recognized as a premiere

resource for solo and small rm lawyers. See her resources and information fo

solos (includes forms and checklists for solos or those starting a law practice)

and her online guide to starting a law practice.

Economic Resource Guide (Maryland State Bar Association)

Starting Your Own Practice (Florida Bar)

Starting a Law Practice Web Directory(Oklahoma Bar Association)Checklist for Starting a Law Practice (Missouri Bar)

practicePros Managing series of booklets: Eight great downloadable booklet

on managing your law practice. Your attention is directed to #6 Managing the

nances of your practice where their sample law rm budget (in PDF or Excel

is their most popular download. Unlock Your Potential: Hanging Out Your

Shingle: A 79 page e-book in PDF format from the ABA Young Lawyers Divisio

on setting up a law practice.

JDSupra: Attorneys post forms, motions and other documents here, and you c

post your prole and get known as well.

IRS Starting a Business Resources

Small Business Administration(see Small Business Planner, Tools and Local Resources)
http://www.smallfirminnovation.com/http://www.iphonejd.com/http://thedroidlawyer.com/http://www.myshingle.com/http://sites.google.com/site/myshinglebarreview/Home/soloformaniahttp://sites.google.com/site/myshinglebarreview/Home/soloformaniahttp://www.myshingle.com/2008/01/resources/online-guide/http://www.msba.org/departments/membership/newmemben/empresources/default.asphttp://tinyurl.com/lrpmcmhttp://www.okbar.org/members/map/practice.htmhttp://members.mobar.org/pdfs/lpm/checklist.pdfhttp://www.practicepro.ca/managingbooklets/default.asphttp://www.jdsupra.com/http://www.irs.gov/businesses/small/article/0,,id=99336,00.htmlhttp://www.sba.gov/http://www.sba.gov/smallbusinessplanner/index.htmlhttp://www.sba.gov/smallbusinessplanner/index.htmlhttp://www.sba.gov/http://www.irs.gov/businesses/small/article/0,,id=99336,00.htmlhttp://www.jdsupra.com/http://www.practicepro.ca/managingbooklets/default.asphttp://members.mobar.org/pdfs/lpm/checklist.pdfhttp://www.okbar.org/members/map/practice.htmhttp://tinyurl.com/lrpmcmhttp://www.msba.org/departments/membership/newmemben/empresources/default.asphttp://www.myshingle.com/2008/01/resources/online-guide/http://sites.google.com/site/myshinglebarreview/Home/soloformaniahttp://sites.google.com/site/myshinglebarreview/Home/soloformaniahttp://www.myshingle.com/http://thedroidlawyer.com/http://www.iphonejd.com/http://www.smallfirminnovation.com/


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50 Resources

Legal Discussion Groups

SolosezAn ABA listserv for solo and small rm lawyers

Solomarketingformed as a splinter group from Solosez, Solomarketing

discusses all aspects of marketing for your law practice. For information, go to

Solomarketing and search for Sololawyermarketing.

LawtechInformal e-mail discussion list focused on legal technology. Get tech

help and nd out about the latest technology trends.

(There are also many legal discussion groups on LinkedIn and other socialnetworking sites)

Resources from the American Bar Association

ABA Law Practice Management Section Website provides news, tips, great CLE

programs and more.

Law Practice Magazine.

Law Practice Today Free ezine from the ABA Law Practice ManagementSection. A must subscribe.

ABA General Practice, Solo & Small Firm Division

GPSolo MagazineStart with the Small theme issue, April/May 2009

Then look through all of the other issues, online and free to non-members.

ABA Legal Technology Resource Center a collection of technology resources an

information

Current articles (Articles are free but access to certain archives require ABA

membership)

Site-tation: Law Technology Resource Centers blog

Whether youre suddenly solo by choice or by design, there are a wealth of sites a
http://www.solosez.net/http://groups.yahoo.com/http://groups.yahoo.com/http://mail.abanet.org/archives/lawtech.htmlhttp://www.lawpractice.org/http://www.lawpracticemagazine.com/http://www.lawpracticetoday.com/http://www.americanbar.org/groups/gpsolo.htmlhttp://www.americanbar.org/publications/gp_solo.htmlhttp://www.americanbar.org/newsletter/publications/gp_solo_magazine_home/gp_solo_magazine_index/2009_apr_may_index.htmlhttp://www.americanbar.org/publications/gp_solo/past_issues.htmlhttp://www.americanbar.org/groups/departments_offices/legal_technology_resources.htmlhttp://www.americanbar.org/groups/departments_offices/legal_technology_resources/publications.htmlhttp://www2.americanbar.org/sitetation/Pages/home.aspxhttp://www2.americanbar.org/sitetation/Pages/home.aspxhttp://www.americanbar.org/groups/departments_offices/legal_technology_resources/publications.htmlhttp://www.americanbar.org/groups/departments_offices/legal_technology_resources.htmlhttp://www.americanbar.org/publications/gp_solo/past_issues.htmlhttp://www.americanbar.org/newsletter/publications/gp_solo_magazine_home/gp_solo_magazine_index/2009_apr_may_index.htmlhttp://www.americanbar.org/publications/gp_solo.htmlhttp://www.americanbar.org/groups/gpsolo.htmlhttp://www.lawpracticetoday.com/http://www.lawpracticemagazine.com/http://www.lawpractice.org/http://mail.abanet.org/archives/lawtech.htmlhttp://groups.yahoo.com/http://groups.yahoo.com/http://www.solosez.net/


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resources available to help you plan your new practice and get it off the ground.

Although this list is by no means exhaustive, we hope that it will help you get

started.

Jim Callowayis the Director of the Oklahoma Bar Association Management Assistance

Program. He publishes the blogJim Calloways Law Practice Tipsand was the co-author

of the book Winning Alternatives to the Billable Hour (2nd ed.) (2002 ABA.)Allison C.

Shields, Esq., President of Legal Ease Consulting, Inc. is a former practicing attorney a

aw rm manager who helps lawyers create more productive, protable and enjoyableaw practices. Visit her blog atwww.LegalEaseConsulting.comor her website atwww.

LawyerMeltdown.com. Originally published in Law Practice Todayin July 2009 and

updated and republished in April 2012. Reprinted by permission of the authors.

END
http://jimcalloway.typepad.com/mailto:[email protected]:[email protected]://www.legaleaseconsulting.com/http://www.lawyermeltdown.com/http://www.lawyermeltdown.com/http://www.americanbar.org/newsletter/publications/law_practice_today_home/law_practice_today_archive/april12/50-web-resources-for-the-suddenly-solo-lawyer.htmlhttp://www.americanbar.org/newsletter/publications/law_practice_today_home/law_practice_today_archive/april12/50-web-resources-for-the-suddenly-solo-lawyer.htmlhttp://www.lawyermeltdown.com/http://www.lawyermeltdown.com/http://www.legaleaseconsulting.com/mailto:[email protected]:[email protected]://jimcalloway.typepad.com/

entrepreneur track: making the decision to go solo

Documents