For Women Who Own Law Firms
Pay yourself on the same day. The same number. Every month.
Your firm made the money. Your bank account doesn’t show it. I help you redesign your firm so it pays you.
Ex-COO. Twenty-five years in operations. From can’t-make-payroll to eight figures.
More clients will not fix this.
Every coach selling to women in law sells the same thing. A bigger book. More referrals. Better rainmaking.
You don’t have a rain problem. You have a bucket with a hole in it.
The average law firm is carrying ninety-three days of work that has been performed and never billed, or billed and never collected. Eighteen cents of every dollar of worked value never becomes cash at all.
At $750,000 of worked value, that is roughly $90,000 written off before it ever reaches an invoice, and roughly $190,000 sitting in unbilled and unpaid work at any given moment.
You are not short on clients. You are short on the money you already earned.
Lockup, realization, and collection figures from Clio’s Legal Trends Report, 2025.
Core Philosophy
Your paycheck comes first.
A real distribution, every month, on a date. Plus tax reserve. Plus legacy. Not what is left after everyone else gets paid.
The firm gets rebuilt to produce it.
Pricing, billing, collections, staffing, and what leaves her desk. The structure has to make the number without her holding it together.
The Paycheck Method
Six Phases.
One Number.
We start at your paycheck and work backwards. Everything else in your firm is downstream of the number you should be taking home.
- 01
The Audit
Your calendar and your bank accounts, in that order. Before a single recommendation.
- 02
The Number
What the firm should pay you. Set from your data, not from a conversation.
- 03
The Recovery
The money already in the building. Unbilled work, unpaid invoices, discounts nobody tracked.
- 04
The Intake
How money comes in. Pricing, billing, follow-up, and the three-account structure.
- 05
The Desk
Delegation with a plan behind it. Rainmaking, growth, being seen. That is your desk.
- 06
The Paycheck
Being paid what your actually worth. Same date. Same number. Measured every month, in writing.
Work With Me
Five ways in.
One methodology.
Start with a call. Start with the numbers. Or hand me the keys.
Start Here
The First Call
A call to find out what your firm actually pays you, and whether I am the person to fix it.
- —Short intake before the call
- —Honest read on where the money is going
- —Clarity on the next best move
Entry Offer
The Paycheck Diagnostic
Everyone hands you a strategy before anyone looks at your calendar. I start with your week and your bank accounts, in that order.
- —Full calendar review, including standing appointments, and where your hours actually go
- —Where billable time is lost before it ever becomes an invoice
- —Realization rate, collection rate, and lockup days, pulled from your own data
- —The money sitting in unbilled and uncollected work right now
- —Your cash structure, and whether one account is doing the work of three
- —Your distribution number and the gap between it and today
- —Written findings and the sequence to close it
- —One week of follow-up support
No Term
Month to Month
The work, without a term. Stop any month you want. Built for owners who want to move now and decide later.
- —Kickoff session and priority order
- —Bi-weekly working sessions
- —Voxer between sessions, with boundaries
- —Document and decision reviews
- —Cancel any month, no notice required
- —Dashboard, team access, and the distribution guarantee live in The Rebuild
The Partnership
The Rebuild
You do not sign a term until you have watched me work. The first sixty days I am in your books and your calendar, fixing billing and collections and setting your number. At the end of month two you choose six months, twelve months, or nothing further owed.
- —Direct 1:1 access. No account managers, no juniors, no group calls
- —Your right hand in the C-suite seat your firm does not have
- —Team access. I work with your people, not only with you
- —Billing, collections, pricing, delegation, and what leaves your desk
- —Your distribution number set from your data, not from a sales call
- —Custom systems only. No templates, no playbooks, no recycled frameworks
- —Mutual confidentiality. No testimonials, no case studies, no logo walls
- —Every promise measured and audited in writing
Firm Management
The Operator
I build the firm private equity would want. You keep all of it.
There is a version of this where you stop doing all of it.
Everything an investor would require before writing a check, without the check and without the investor. Documented systems. Revenue that does not depend on you personally. Financials someone else can read. Marketing you can attribute. An owner paid as a line item rather than a leftover.
Not stepping back from the work. Stepping out of everything that is not the work.
You keep two jobs. Practicing law, and bringing in matters. Those are the only two things that require you, and they are the two things currently getting whatever is left of you at the end of the day.
I take the rest. Not advising you on it. Running it.
Management. Your team, day to day. Hiring, onboarding, performance, and the decisions that currently queue at your desk. They stay your employees. I am the person they report to on how the work gets done.
Money. Billing, collections, pricing, and cash structure operated rather than recommended. Your distribution paid on a date, funded and tracked.
Growth. What the firm takes on, what it charges, what it stops doing. Where the next hire goes and when the firm can carry one.
Strategy. Where this firm is going, on a horizon longer than the current quarter. Reviewed with you, not delivered to you.
Weekly with you. Daily with your team.
Legal judgment stays yours. I do not touch case strategy, client work, or anything that requires your license.
Fee. A flat monthly management fee from $5,000, based on firm size and scope. Never a percentage of revenue or fees. Your payroll stays your payroll and never runs through me.
You have wanted a COO for years. You have not been able to justify $250,000 plus benefits, and you should not have to.
This is not where we start. I do not take over a firm I have not been inside of. The Operator follows the Diagnostic or the Rebuild.
Book a CallWhat you are actually agreeing to.
The first two months are $997 because you should not sign a term before you have seen the work. At the end of month two, you decide.
Six Months
The work, on a term. Full access, full rebuild, no guarantee attached.
For owners who want the structure without the long commitment.
Twelve Months
Twelve consecutive months of owner distribution, guaranteed. Same date. Same amount. Tax reserve funded alongside it.
The term matches the promise. Twelve months of distribution takes twelve months.
Terminable by mutual agreement in defined circumstances: partner departure or dissolution, sale of the firm, serious illness or disability, bar discipline, or material breach by either side.
Not a change of mind. Not a tight month. I'm a long-term partner, not a quick fix.
Nobody has ever looked at your calendar.
Someone, please explain to me why we hand lawyers another strategy before we ever look at their schedule.
Every plan I have ever seen fail did not fail because the strategy was wrong. It failed because the founder had no protected time to execute it.
I realized it when I pulled back the calendar of a client who told me she did not have time. And I feel for lawyers, because they are a group of people who truly do not have the time.
But there are red flags.
- —Hours tracked on a calendar instead of a real system
- —Bookkeeping on fire
- —Invoicing stacked up
- —Contractor payments missed
- —One bank account doing the work of three
It is not as simple as someone saying, just get organized.
It is an entire missing structure. And anyone who has ever tried to sell her never actually spent the time listening, or truly helped her build her week around what matters.
So before I make a single recommendation, even the most obvious basics, I need to understand her entire schedule, including standing appointments. I need to see where the hours are going.
Becoming a rainmaker requires time, a delegation plan, and a three-account cash structure. None of it sticks if your calendar just looks colorful and full.
The clients who go from missing payroll to paying themselves a real founder’s salary every month? It started with the audit. Not the strategy.
It started with the audit. Not the strategy.
If you are stressed about cash and running your firm off chaos, that is where we start.
Start With the DiagnosticWho this is for.
This is you if
- —You own the firm, or you control it enough to change how you get paid
- —You are collecting $500,000 to $1.5 million a year
- —You bill hourly or flat fee
- —You already have a way to get matters, and it works
- —The same number has never hit your personal account twice in a row
- —You love practicing law and have no intention of stopping
This is not you if
- —You want to exit, go passive, or stop practicing
- —You are looking for more clients rather than more money
- —You want a playbook you can implement yourself
- —You are not ready to change what you charge or how you bill
- —You want someone to tell you the number is fine when it is not
- —You want the paycheck without redesigning the firm. This is 10% me and 90% you and your team.
The Diagnosis
The five places owners actually get stuck.
The Bottleneck
You've become the constraint. Every decision waits on you. You're the highest-paid employee of a job you built.
The Plan
A hundred ideas, no sequence. Nothing's prioritized, so nothing ships, so nothing compounds.
The Money
Revenue's coming in but leaking out. Pricing's too low, follow-up's broken, and nobody's looked at where it goes in years.
The Systems
It all runs on your adrenaline instead of structure. Step back and it stalls.
The Nerve
You've made mistakes and now you're frozen, second-guessing every move, outsourcing your own judgment.
I find which one it actually is, usually it’s not the one you think, and I build the fix with you.
About
I am not a lawyer.
That is the point.
Twenty-five years in construction and operations. I started as a site admin and finished as COO of an eight-figure company I helped build from nothing.
That company had bills ninety days past due and payroll that was tight every single month. We turned it into a business with real money in an actual savings account. It took over ten years and it was simple, boring, and unsexy the entire way.
I do not practice law and I never will. My work is the other half of your firm. The half nobody taught you in law school and no rainmaking coach will touch.
I am warm, I am funny, and I am aggressive, usually all in the same meeting.
Based in Monument, Colorado.
A boring business. An exciting life. In that order.
Memberships & Affiliations
ABA Member
Brainz Magazine Contributor
Entreprenista League Member
Not Ready to Book?
The Growth Ceiling Audit
Ten questions. Two minutes. Find out whether your firm has a money problem or a client problem.
What did you pay yourself last month?
And was it the same as the month before? If those two numbers do not match, the firm is not built yet.
Book the First Call