Rosebery Consulting
Here are some case studies showcasing the experience of the Rosebery team
Introducing an AI platform to improve productivity & the employee experience
The challenge
To better understand the opportunities presented by emerging
AI-driven technologies to improve productivity and the employee experience
The response
The development of case chronologies is a critical activity in many litigated matters. The process of organising, reviewing and summarising large volumes of documentation provided by clients absorbs a huge amount of the time of senior lawyers. We identified an emerging platform designed to produce a first-cut case chronology in minutes.
The outcome
The platform was piloted by a small group of lawyers to better understand the way it works and the accuracy of outputs. The lawyers were delighted with the experience in using the platform and the quality of the chronologies that were developed - and it delivered hours of time savings. The platform was subsequently rolled out to the whole firm.
Introducing client disbursement funding at a no win-no fee injuries law firm
The challenge
The continued growth of the firm was placing pressure on working capital as the firm was carrying the cost of both professional fees and disbursements (out of pocket costs) across the life of a no win-no fee claim.
The response
A third-party disbursement funder was identified to partner with the firm to provide disbursement loans to new clients.
A policy change was introduced requiring new clients to elect to either enter into a disbursement loan (on a no win-no fee basis) or self-fund their disbursements.
The firm’s new client on-boarding processes were redesigned and training was rolled out to over 150 employees.
The outcome
The change was successfully implemented without any impact to the firm’s new client sign-up rates.
The working capital liberated through the change has allowed the firm to continue to grow and help more clients.
Selecting a new technology platform to support a leading Class Actions practice
The challenge
The Class Actions team was reliant on a loosely integrated set of technologies and highly manual processes to manage onboarding and engagement with group members in class actions matters.
The response
We completed a review of the market for platforms capable of supporting group litigation practices and identified a shortlist to participate in a Request for Proposal (tender) process.
The RFP requirements were developed and we ran the RFP process for the firm, with a product from a UK-based business selected as the preferred platform.
The outcome
The platform was successfully implemented, leading to significant improvements in the processes to onboard group members to a new class action claim and communicate with them over the life of the claim. The legacy technologies were progressively retired.
Restructuring the People & Culture function to better support a firm's growth agenda
The challenge
Over a two-year period, the firm’s headcount had increased by
over 30%. This was placing significant pressure on the performance of the People & Culture function generally and recruitment costs were escalating at an unsustainable rate.
The response
Completed a review of the current state of service delivery and cost across key people functions including recruitment, workforce planning, learning & development and employee relations.
This identified critical gaps in service delivery and strategic P&C support to the firm's leaders, along with the opportunity to move to a dedicated third party recruitment partner to better service the firm’s recruitment needs.
The outcome
A third party recruitment services partner was engaged to manage the majority of the firm's recruitment, improving service delivery to hiring managers and delivering a significant reduction in cost per hire.
A new Head of People & Culture was appointed and the new appointee drove significant improvements in the priority areas of workforce planning and remuneration strategy.
