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WORK HISTORY

Summary

A qualified solicitor (now non-practising) with 24 years’ experience in private practice, 14 of which as an equity partner.

Management Experience at all levels to Board, in a mid-sized regional law firm: from Team Leader to Head of Department (60 staff, £4.5m turnover) and Board level, handling strategic planning, performance and process improvement, restructuring, complaints, compliance and business development. Driving through change.

Detail

April 2014 to present: Owner: Hunnings Consultancy Limited

 

Nov 2015 – Present: Consultant: Installation and Training (Midlands & London)

     Engaged by over 100 small law firms (1–40 staff) to implement the LEAP Case Management Solution: –

  • Project managed all elements of the engagement including requirements gathering and data migration where required.
  • Undertook initial configuration of the LEAP solution based on the individual firm’s configuration options.
  • Trained end-users on all elements of the solution including Matter Management, Document Management, Financial Management, Legal Aid, Compliance and Reporting
  • Provided the larger clients with enhanced business advice and mentoring.

 

Jan 2017: Consultant to Anthony Collins LLP  (example project)

     Engaged by Anthony Collins LLP to assist with their PMS selection project.

  • Working alongside Baskerville Drummond Consulting, I was involved in the project to assist Anthony Collins select their new PMS solution
  • My role was to gather and analyse solution requirements
    • Identification and documentation of the firm’s strategic requirements
    • Identification and documentation of the firm’s tactical challenges and requirements
    • Assistance in creation of the formal RTT process and documents and their sign-off by the firm
  • My focus was risk and compliance and legal process areas

Jan 2015 – Oct 2015: Consultant to Truckovation Ltd

     Engaged by Truckovation to bring an invention to market.

  • Drafted and submitted the patent application
  • Researched the market
  • Created sales material including video
  • Created and executed a sales campaign to bring the product to market

Sept 2014 – Oct 2015: Consultant to Chase GB Ltd

     Engaged by Chase GB to bring to market a brokerage in green energy generation technology.

  • Assisting with the setup of the business from initial concept to operational reality.
  • Defining internal structures and defining business processes
  • Defining operational and contractual structures with 3rd parties
  • Defining sales and marketing processes and sales pipeline management
  • Performing business development tasks

April 2014 – Sept 2014: Consultant to Tollers Solicitors LLP 

Engaged by Tollers LLP to assist with their PMS implementation project.

  • I was the project manager / lead analyst in the project responsible for fee earner focused elements (Matter Management, Case Management, back office business processes).
    • Identification and documentation of the project’s strategic objectives
    • Identification and documentation of the project’s challenges and requirements
    • Identification and documentation of stake holder requirements (eg.Partners, Fee Earners, COFA/COLP)
    • Undertaking business process mapping and re-engineering for all areas of the business including back-office business process and legal case flow processes.
    • Defining how the firm could make the best use of the Proclaim solution kit
    • Achieving business buy-in and sign-off of all elements
    • Defining and managing testing by the teams of test users in each practice area
    • Undertaking all stake holder management
    • Planning and delivering the successful go-live
    • Delivering some training before and after go-live

Pre-Consultancy Career – Professional

1990 – 2014: Partner: Tollers Solicitors LLP

     I was an Equity Partner at Tollers for 14 years during which time I was a Team Leader, Head of Department       and full Board Member. Below is a summary of what I did in addition to client work.

  • Risk & Compliance
    • Managed the Lexcel Audits for my department and the intra-departmental quality audit regime;
    • Managed staff, including HR, appraisals & 121s, complaints, essentially COFA & COLP duties first within my team, then for the department overall (60 staff)
    • Managing franchise compliance and liaising with the Legal Aid Board on audits during the period when the firm was withdrawing from handling Legal Aid
    • Carrying out a complete overhaul of the commercial and contractual framework in the light of the LASPO changes, in order to ensure compliance and avoidance of breach, which ultimately resulted in the change of some of our suppliers, assessment of alternatives, then the design of new processes and changed workflows to incorporate them into the business, and before that earlier changes, such as the Wolf Reforms and introduction of the RTA Portal
  • General Management
    • With other board members worked on defining the firm’s core values and corporate governance criteria, reviewed performance and holding staff, partners and other board members to account
    • Responsible for setting strategy and targets within the department and managing performance, reporting to the partnership and board
    • Managed relationships with suppliers, eg counsel’s chambers, medico-legal reporting agencies, other experts, insurers
    • Keeping a close eye on the fast-changing commercial and regulatory environment and adapting the structure and process of the business accordingly
  • Business Development
    • Responsible for maintaining and developing incoming workstreams.
    • Identified the need for and implemented specialist data collection, workflow and reporting requirements.
    • Completely overhauled and rewrote the sector relevant areas of the firm’s website
    • Developed new work streams with associated processes for handling, filtering and measuring them, including the preparation of business proposals and training of staff
  • Business Process Engineering – driving increased profit & customer service through greater efficiency
    • Identified the need for and implemented a reorganisation; also reorganised the team structure of fee earners to match the new commercial environment, managing movement of matters, new trigger points for matter transfer between the teams and new workflows
    • Identified the need for and implemented a specialist team to deal with RTA claims
      • Developed custom workflows to ensure work was done by lower skilled staff
      • Defined and tested the interface for the RTA portal
    • Analysed the matter inception and matter take-on process. Following which I reorganised the team and working practices to improve the conversion rate, cost of doing so and thus released more expensive staff from this process. 
    • Working with a colleague, we redesigned the back end of the process, creating a Costs Draftsman’s team and reduced the average debtor days from 80 to 40 days.
  • Case Management Systems
    • Was instrumental in the implementation of the firm’s first case management system (2008/9) and was an active member of the project steering group.
      • Undertook business process analysis and re-engineered processes to best practice
      • Defined the required workflows and data capture to support these practices
      • Determined the workflow strategy (when to implement driving processes and when supporting)
      • Worked with the developer through the design and build test cycle
      • Worked with the trainer to define and deliver the training program
      • Was responsible for the change management process within the PI department
    • Undertook a similar process for the Trusts & Estates department where I defined the specialist workflows required for inception, closure, legal risk management and compliance.
    • Was also responsible for the definition and implementation of the Trusts workflow
  •  Mentoring
    • Took an interest in mentoring staff to develop their talent, helping them grow as people and perform better as members of their teams
    • Was also the communications link between the Board and the Associates in the firm

 

1994-2000: Associate Solicitor

Took the opportunity to move to the newly formed Personal Injury claims department; initially handling defence work with the department head, then moved to mainly claimant work, moving up to be a team leader, managing the departmental precedents

1992-1994: Solicitor

Spent my initial 1.5 years in the family department followed by a move to the civil litigation department;

1990-1992: Trainee Solicitor

Covered 4 seats across non-contentious and contentious

Qualifications

  • LLB hons – University of Leicester
  • LPC – Guildford School of Law
  • CPD – 16 hours a year minimum as required by SRA
  • Proclaim User Level 2
  • Proclaim Tech Level 1
  • Proclaim Tech Level 2
  • LEAP – Certified Consultant, to train including Bookkeeping and Legal Aid (criminal & civil)

 

A bit about me outside of work

I have 2 sons, enjoy hill walking, cycling, watching rugby (Leicester Tigers), conservation and green issues and am an active member of my church http://ctk.org.uk/

 

 

 

 

 

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