Ageing WIP, trust balances, idle matters, who's over capacity — it's all in there. It's just not telling you.
The information to run a firm well is already captured in your practice management system every day. Dashboards built in Power BI on top of that data surface WIP and its ageing, trust positions, matter activity and fee-earner capacity — refreshed automatically, so problems get caught while they're small.
Most principals run their firm on instinct and a quarterly reporting scramble. The information to do better already exists — captured in your practice management system every day. The problem is it stays buried in screens nobody opens between month-ends, so the important numbers only surface once they've already become a problem.
We turn that data into dashboards — built in Power BI, wired to your practice system and running in your own Microsoft tenant — refreshed automatically, so the numbers that used to arrive late are always current: WIP and its ageing, trust positions, matter activity, and fee-earner capacity. See cash before it's tight. Spot the matter that's gone quiet. Notice the fee earner who is over capacity while another has room.
You make decisions on this week's data instead of last quarter's surprises. Problems get caught while they're small — an ageing WIP balance is a conversation in week two and a write-off in month three. And capacity planning stops being guesswork: you can see who's loaded and who isn't before you take on the next matter or the next hire.
When we rebuilt one firm's systems, this reporting was part of it — leadership could see current performance without waiting for month-end. Visibility doesn't cause growth on its own, but you can't manage what you can't see.
You don't run a firm on gut feel. You shouldn't have to run it on guesswork either.
Yes — firms buy their own Power BI licences direct from Microsoft, and the dashboards run in your own Microsoft tenant so your data stays under your control.
At minimum: WIP and its ageing, lock-up, fee-earner capacity and utilisation, cash flow and collections, and matter profitability. Those five answer most of the questions a partners' meeting asks.