How we work
Diagnose, instrument, develop, operate
A sequence, not a menu. Each stage depends on the one before it, and skipping one is how firms end up with numbers nobody trusts.
We build the spend-to-signed-case chain for your firm, usually for the first time. That means reconciling what the ad platforms report against what your CRM holds, what intake wrote down, and what actually got signed.
The output is a number you can say out loud in a partner meeting, plus a list of the places where the data disagrees with itself. The disagreements matter as much as the number.
A one-off audit goes stale in a month. This stage connects your marketing, lead, intake and case-acquisition data so the chain stays live and nobody has to rebuild a spreadsheet to answer a question.
The timeline runs from when we receive access and credentials, not from signature. The slow part is almost always the handover, so the faster your team can grant access, the faster this moves.
Data nobody can interpret is a cost, not an asset. Your internal marketing professional learns to run personal injury marketing on evidence: case acquisition economics, attribution across channels that disagree, lead quality versus volume, intake conversion, vendor accountability, and reporting that answers the question ownership actually asked.
That teaching is Law Firm Boardroom. It runs against your firm's own connected data rather than against general best practice. Executive education and office hours, playbooks and proven frameworks, and mastermind sessions alongside marketing leaders at other PI firms comparing real numbers rather than opinions.
Completing it earns certification in marketing leadership. That matters less as a credential than as a test: it means the person running your marketing can defend a budget, read a vendor report critically and tell ownership what a change in cost per signed case actually means.
Office hours handle the interpretation questions as they come up — what a shift in cost per case means, whether a vendor's report is telling the truth, how to read a change in intake conversion.
Quarterly executive reviews are for the decisions that need ownership in the room: what changed, what it means, what to do about it, and what to stop.
Working together
What each side does
We do
- Build and maintain the measurement chain
- Identify and rank the highest-value opportunities
- Teach your marketing lead to run on data
- Tell you when a vendor's numbers do not add up
- Show up prepared to the quarterly review
You do
- Grant access to marketing, intake and case data
- Nominate one internal marketing owner
- Execute the changes the plan prioritizes
- Bring ownership to the quarterly reviews
- Tell us when something we recommended did not work
We identify and prioritize. Your team executes. That boundary is what keeps this affordable.
Before you start
What we need from you
What access do we have to provide?
Your marketing platforms, call tracking, CRM or intake system, and case management data. Plus one nominated internal marketing owner who will be our main contact. If anything is missing or not currently tracked, we will tell you during the assessment rather than in week three.
How long does implementation actually take?
Standard implementation targets roughly four weeks from receipt of the required access and credentials, not from signature. The slow part is almost always the handover. Firms that grant access in the first week finish considerably sooner than firms that take a month to locate the logins.
Who inside our firm needs to be involved?
One marketing owner for the implementation and the ongoing work, and ownership for the quarterly reviews. That is genuinely it. If nobody internally owns marketing, say so during the assessment. It changes what is realistic and we would rather know first.
The measurement chain runs on LexxlyIQ, our case acquisition intelligence platform.
Start with the diagnostic
Stage one stands on its own. If the diagnosis says you do not need the rest, we will tell you.