Freelancing is all the rage in the legal space.
Everybody seems to be doing it. One third of the UK’s top 20 law firms have adopted a flexible resourcing branded offshoot to ‘house’ their freelancers. Allen & Overy’s Peerpoint, Evershed’s Agile, Pinsent Masons’ Vario, Freshfield’s Continuum. In Australia, Corrs has Orbit, and Minter Ellison has Flex. Then there are the standalones like LOD/AdventBalance. And the online platforms matching freelancers with clients, like Expert360 in the management consulting space, Crowd&Co and spokelaw for lawyers.
There is clearly a demand for freelancers, particularly from clients. They benefit from the flexibility and lower cost that the freelancer option usually provides.
Is this the beginning of the end for branded law firms? Will they disintegrate into a thousand freelancer pieces?
I doubt it. That’s not what clients want. Certainly not what sophisticated corporate clients want - and need. The corporates of the world will continue to demand the high end legal work only branded law firms (BigLaw and NewLaw) can provide.
I also suspect that not every lawyer wants to be a freelancer.
So how do law firms stem the tide of transition to freelancer, so they can maintain the critical mass they need to deliver on the legal requirements of corporates? And how do they do so in a way that provides the flexibility clients crave? On the flip side, how do clients get the best of both worlds - law firm and flexible resourcing?
It’s this. Find a single platform that connects them all. One on which each can create varied and exciting opportunities that will exceed everyone’s expectations.