Sustainable value
Which clients, practices, matters, and fee arrangements create sustainable value, and what is driving the result?
Law Firm Advisory
Turn Firm Data Into Better Pricing, Profitability, and Client Conversations.
LegalOpsKPIs helps law firms define and use the measures that matter across pricing, realization, profitability, leverage, matter delivery, client value, innovation, and growth—and turn those measures into decisions partners can act on.
The management questions
The Questions Firms Are Trying to Answer
The work starts with management questions, not a list of metrics. Partners and business teams need to agree on what the information means and what action should follow.
AFA performance
Are AFAs performing as intended after staffing, scope changes, write-offs, and risk are considered?
Timekeeper mix
Does the staffing mix support quality, development, capacity, and margin?
Operational bottlenecks
Which bottlenecks are affecting cycle time, client experience, and profitability?
Technology and AI
How should the firm measure the business and client impact of technology and AI without relying on usage counts or hype?
One definition and story
Can partners, Finance, pricing teams, and clients agree on the same definitions and narrative?
Decision-ready outputs
What the Engagement Can Produce
A prioritized performance and reporting framework tied to firm strategy, partner decisions, and client commitments.
A prioritized performance framework tied to the firm's strategy and client commitments.
Definitions for pricing, realization, profitability, leverage, matter delivery, AFAs, client value, and innovation measures.
Partner and practice dashboards designed around decisions rather than data availability.
Client-facing performance stories that support transparency, reviews, pitches, and relationship management.
A data and governance roadmap that clarifies ownership, source systems, frequency, and limitations.
Workshops and coaching that help partners and business professionals interpret the measures consistently.
Areas of focus
Connect Economics, Delivery, and Client Value
Pricing & AFAs
Budget quality, scope, fee-arrangement performance, risk, change management, and the lessons needed to improve future pricing.
Profitability & Realization
Revenue, cost, margin, write-offs, discounting, collection, leverage, and the economics behind matter and client decisions.
Matter Delivery
Cycle time, phase performance, staffing, rework, predictability, knowledge reuse, and legal project management.
Client Value
Outcome, responsiveness, predictability, transparency, quality, relationship health, and evidence that supports client conversations.
Technology & AI
Adoption, workflow impact, quality, time, risk, cost, human oversight, and the business case for continued investment.
Talent & Operating Model
Utilization, workload, skills, leverage, development, retention, and alignment between demand and the delivery model.
A practical path
How the Work Progresses
Start with the business or operating issue, understand how the work is handled today, design the right response, and test it in real matters or management routines.
01
Clarify the commercial and client decisions
Identify what partners, practice leaders, Finance, pricing, operations, and clients need to improve, and what a useful result would look like.
02
Reconcile definitions and data reality
Review current processes, roles, reports, systems, definitions, and data. Pinpoint where work slows down, ownership is unclear, or teams interpret the same information differently.
03
Design the KPI and reporting framework
Prioritize the measures, definitions, audiences, ownership, visualization, and narrative.
04
Test, implement, and embed
Validate the approach with real matters, clients, or practices, then support rollout, training, governance, and adoption.
Principal-Led, Team-Enabled Delivery
Mori leads the performance framework, senior-stakeholder alignment, and partner-facing work. Team support can include research, data review, facilitation, reporting design, project coordination, technical implementation, and adoption. Scope, responsibilities, and delivery ownership are defined before the engagement begins.
Advisory and workshop engagements
Selected Law Firm Workshops and Executive Sessions
Selected engagements led by Mori Kabiri through LegalOpsKPIs on pricing, profitability, AFAs, realization, operational performance, and client value. Each entry should make clear whether it was a private firm engagement, a law-firm-hosted public program, or a broader industry event.
Singapore
Brazil
What Law Firm Hosts and Participants Say
“Ser excelente y estar centrado en el cliente ya no es suficiente. El éxito también depende de adoptar una gestión basada en datos. Los datos estructurados y completos son la base para aprovechar la IA generativa, y los KPIs son el lenguaje que convierte esos datos en conocimiento y acción. [Law Firm KPIs] es una contribución muy oportuna para ese recorrido.”
Aku Sorainen
Senior Partner
Sorainen
“Es excelente ver [Law Firm KPIs] adaptado al contexto brasileño. Destaco especialmente el enfoque en precios, productividad y rentabilidad, incluso en cómo la IA puede apoyar la medición y las decisiones en tiempo real.”
Leo Toco
Founder & CEO
Jurídico Ágil
“[Law Firm KPIs] es un recurso rico en conocimiento y una guía práctica de buenas prácticas para despachos que buscan la excelencia operativa.”
Marcelo Cardoso
Legal Analytics Supervisor
Mercado Livre
“Una obra más que necesaria para el mercado jurídico brasileño... sobre QUÉ, PARA QUÉ... y CÓMO implementar KPIs que realmente generen impacto en el negocio (no solo en la operación jurídica).”
Celina Salomão
Cofounder
ForeLegal Tecnologia
“Fue un placer recibir a Mori [en Trench Rossi Watanabe]. La audiencia se mantuvo involucrada durante toda la sesión, que nos dejó muchos temas para reflexionar y seguir conversando.”
Gustavo Biagioli
Director
Trench Rossi Watanabe
“La visita de Mori generó mucho interés y un impulso real. [La sesión para el despacho] aportó una gran cantidad de ideas valiosas.”
Gareth Guyers
Business and Data Analyst
Rajah & Tann Asia
“El libro Law Firm KPIs es una guía integral, accesible y preparada para el futuro para cualquiera encargado de gestionar o modernizar el reporting de desempeño en despachos. Recomiendo Law Firm KPIs como referencia clave para líderes de FP&A, directores de pricing y profesionales de legal ops comprometidos con construir una cultura orientada a métricas en sus firmas.”
Alina Mendoza
Director of Management Reporting and Analytics
Holland & Knight
“[Law Firm KPIs] finalmente ofrece a los despachos el marco de medición que he defendido durante años. Desde tasas de adopción de IA hasta métricas de rentabilidad de AFAs, convierte promesas tecnológicas vagas en inteligencia concreta.”
Colin Levy
General Counsel
Malbek
“Los KPIs son palancas de crecimiento, responsabilidad y toma de decisiones estratégicas. Mori une de forma brillante el 'por qué' y el 'cómo'.”
Connie Brenton
Founder and CEO
LegalOps.com
“El libro Law Firm KPIs es una herramienta increíble para los despachos. ¡Lo regalo regularmente a mis clientes!”
Michelle Kovitch
Chief Strategy Officer
S2Data
“Por qué este libro acierta: Law Firm KPIs de Mori Kabiri elimina lo superfluo y va directo a lo que los líderes legales realmente necesitan.”
Olga Mack
CEO
TermScout
“[Law Firm KPIs] puede ayudar a los despachos a alinear la innovación con resultados medibles. Su énfasis en los datos apoya decisiones más disciplinadas sobre tecnología, contratos, eficiencia y desempeño.”
Sanjeev Chaodhari
Freelance AI Automation Consultant
Freelance
Expertise and proof
A Reference for Better Firm Decisions
Mori Kabiri is the author of Law Firm KPIs, a reference covering firm economics, pricing, AFAs, client value, operations, AI, and performance measurement. The framework helps firms move from vague claims of efficiency or innovation to evidence-based management and client trust.
“Law Firm KPIs is the guide we’ve been waiting for. It translates firm data into a clear, shared language of performance and value—an essential reference for financial leaders and law firm management.”
Alina Mendoza
Director of Financial Management Reporting and Analytics
Holland & Knight
Start with the question
Which Firm Decision Needs Better Evidence?
Tell us about the pricing, reporting, delivery, operating-model, client, or technology issue you are working through. The first conversation will help determine whether the right next step is a diagnostic, workshop, reporting sprint, implementation plan, or broader engagement.