Six workflows.
Each one shipped in four weeks.

A CPA firm receives hundreds of client documents each week through email, the client portal, and uploads. A junior staff member spends two days a week classifying, renaming, and routing them. Errors compound at quarter-end.

• Documents arrive via email, portal, and shared drives.
• A staff member opens each one to identify client, entity, and document type.
• Files are renamed and dragged into the right work-paper folder by hand.
• Misfiled items surface days later when a partner cannot find them.

1. A client sends documents by email or portal.
2. The system identifies the client, entity, and tax year.
3. It classifies the document type against the firm’s schema.
4. Files are renamed using the firm’s naming convention.
5. Files route into the correct work-paper folder automatically.
6. Anything below the confidence threshold lands in a small exception queue.
7. Staff review only the exceptions.

A boutique law firm receives prospective-client enquiries through email, contact forms, and referrals. A partner reviews each one for conflicts, urgency, and fit. The partner is in court three days a week, and a meaningful share of qualified leads go cold before they hear back.

• Enquiries arrive across email, web forms, phone notes, and referral threads.
• A partner manually reads each one for conflicts against the matter database.
• Urgent matters compete for attention with everything else in the inbox.
• Non-fit leads receive no response, or a slow one written by the partner.

1. A prospect submits an enquiry through any channel.
2. The system extracts names, opposing parties, matter type, urgency, and jurisdiction.
3. It runs a preliminary conflict check against the firm’s matter database.
4. It scores the enquiry for urgency and practice fit against the firm’s rubric.
5. Urgent matters route to a covering partner via SMS within minutes.
6. Qualified leads receive a brief acknowledgement and a calendar link.
7. Non-fit enquiries receive a polite, firm-branded response.

Partners need weekly, monthly, or quarterly reporting, but staff manually rebuild the pack each cycle from the practice-management system, the ledger, timesheets, and a few spreadsheets. The work is repetitive and the output is always slightly different.

• Staff export from practice management, the ledger, and timesheets.
• Numbers are pasted into a spreadsheet template that someone built years ago.
• Aging, WIP, realization, and stuck-job lists are reconciled by hand.
• A partner reviews the deck the night before the meeting and notices errors.

1. Pull live data from practice management, the ledger, timesheets, and task systems.
2. Compute job status by client, WIP, aging, realization, and missing documents.
3. Flag stuck jobs and bottlenecks with the firm’s own thresholds.
4. Generate a partner-ready report in the firm’s template.
5. Deliver to the partner inbox the morning of the review.

A CPA firm spends staff hours each week chasing clients for missing bank statements, IDs, receipts, and engagement-letter signatures. The chase happens through email, gets forgotten, and surfaces as a fire drill the week before a filing deadline.

• A staff member opens the engagement checklist and ticks off received items by hand.
• They draft a personalised reminder for each client, often re-asking for the same item.
• Replies land in the same inbox as everything else and are easy to miss.
• Stale items are caught only when a partner notices the deadline.

1. The engagement checklist is read against received documents in the portal and inbox.
2. Outstanding items are grouped per client with the firm's preferred channel and tone.
3. A personalised reminder is drafted and sent, scoped to what is missing today.
4. Replies are matched back to the checklist; received items mark themselves complete.
5. Items past a configurable threshold escalate to the engagement partner with one line of context.
6. A weekly digest summarises outstanding items by client, deadline, and days overdue.

When a matter opens in Clio, somebody still spends thirty to ninety minutes spinning up the folder structure, copying templates, setting deadlines, assigning attorneys, and configuring billing codes. Done by hand, the result is inconsistent across matters and partners.

• The new matter is created in Clio with the standard fields.
• A paralegal manually creates the SharePoint or NetDocuments folder tree.
• Templates are copied from a master folder and renamed for the matter.
• Statutes-of-limitation and procedural deadlines are entered by hand into the calendar.
• Billing codes, retainer schedule, and assigned attorneys are configured one at a time.

1. A matter is opened in Clio with practice area, jurisdiction, and client.
2. The system spins up a SharePoint or NetDocuments folder tree against the firm's schema.
3. Practice-specific templates are copied, renamed, and pre-filled where possible.
4. Statutory and procedural deadlines for the practice and jurisdiction are set on the matter calendar.
5. Billing codes, retainer terms, and the responsible-attorney assignment are applied.
6. A short opening memo is delivered to the engagement partner for review.

Billable work happens but not all of it is captured. Calendar entries, sent emails, marked-up documents, and short calls slip past the time sheet. Over a quarter, the leakage is real money — and partners hate retroactively reconstructing time.

• Attorneys enter time at end-of-day, end-of-week, or end-of-month from memory.
• Calendar events, emails, and document edits do not auto-link to a matter.
• Short calls and ad-hoc reviews are systematically under-recorded.
• Billing partners spot-check entries against memory, not signal.

1. Calendar events, sent emails, and document edits are read against the matter database.
2. Likely-billable activity is matched to a matter, attorney, and probable billing code.
3. Each suggestion is delivered to the responsible attorney as a one-tap review.
4. Approved entries are pushed into the practice-management system as draft time.
5. A weekly report shows recovered billable time by attorney and matter type.