Build growth around the cases your firm wants.

Define what better growth means for your firm.

A larger inquiry count does not answer which cases your firm wants, whether they are economical to acquire, or whether the team can handle them. Start with the desired practice mix, geography, legal acceptance criteria, and business priorities.

We work with PI firm owners and operators to translate those choices into marketing direction. Positioning, channels, intake, budget, and capacity belong in the same conversation.

Put acquisition cost in the context of case value and timing.

Different matters can have different expected fees, referral arrangements, expenses, demands on staff, and collection timelines. Finance and legal leadership should supply and review those assumptions.

A marketing review should distinguish media cost from a broader acquisition-cost view, signed matters from active matters, and projected fees from collected cash. Gross settlement values are not the firm’s revenue. Use ranges while outcomes remain uncertain.

The cost-per-signed-case guide explains which costs and outcomes belong in the calculation.

Build a strategy with explicit targets and assumptions.

Work backward from desired cases through qualification, contact, and inquiry volume. Compare the required demand with realistic budget scenarios and the team’s operating capacity.

Set priorities by market and case type, then agree on the work, owner, decision date, and evidence needed. When results differ from the plan, investigate which assumption or stage changed before treating more spending as the answer.

See how the assumptions connect in an interactive inquiry-to-signed-case model.

See performance through to the wanted signed case.

Connect campaign and referral sources to unique inquiries, qualification, signing, and later matter outcomes. Make unknown sources, duplicated records, and incomplete follow-up visible.

Review mature groups of inquiries at comparable points in time. A recent campaign may still have unresolved opportunities, and current signed cases may have originated earlier. Attribution helps describe recorded journeys; carefully designed testing can address additional questions about incremental impact.

Make intake part of the acquisition strategy.

Review response coverage, language needs, successful contact, legal review, and agreement completion. A stalled attorney queue or an unsigned retainer can constrain the outcome even when campaigns generate suitable opportunities.

Keep phone, text, email, and chat connected to the same lead history where the selected systems support it. Assign follow-up and escalation so responsibility remains clear across the handoff.

Decide when more demand is operationally sensible.

Discuss intake coverage, onboarding, attorney review, active workload, and cash requirements with operations and finance. Marketing should understand the firm’s ability to serve the next cases it plans to acquire.

Use agreed conditions for expanding, holding, or reducing investment. The right decision can be a capacity improvement, a sharper audience, a follow-up fix, or increased support for a productive channel.

Before adding demand, review intake capacity and marketing spend.

Build a firm people choose and refer.

Review the reasons prospective clients choose the firm and the consistency of that promise across advertising, the website, and intake. Reputation, referral relationships, and client experience deserve a place in the strategy.

Evaluate dependence on any single channel, agency, geography, or referral relationship. A new-market test should have a defined hypothesis, budget exposure, learning period, and decision criteria.

Translate that distinction into the firm's message through law-firm branding and positioning.

Connect the people responsible for the result.

Our founder, Nick Gadient, brings six years as CMO of a national law firm to this work. The engagement connects the strategic plan with agencies, internal marketing, intake leadership, and the owners of operational decisions.

Begin with a focused assessment or an agreed fractional CMO scope. Establish the baseline, identify the main constraint, and name the outputs and responsibilities before work begins.