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Dedication

In 2007, we dedicated The Mattern Method® – Proven Strategies for Increasing the Value and Profitability of your Support Services to our clients.


In 2025, we will do that again.

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Our clients are the reason we exist and wake up in the morning loving to go to work. The success we bring to them through our projects fuels our enthusiasm and fulfillment.

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As I said back in 2007, this book is a small token of our appreciation.


~ Rob Mattern

Chapter One: Introduction

The Importance of Optimizing Legal Operations


Between rising costs, increasing client demands, and constant pressure to do more with less, the business side of law is more challenging than ever.

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If you want your firm to run efficiently, keep attorneys focused on what they do best, and still meet the demands of a fast-moving industry, optimizing your operations isn’t just a smart move—it’s essential.

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Mattern has been helping firms navigate these challenges since 1997. Over the years, we’ve refined a multi-step, multi-phase approach we call The Mattern Method®. It’s our signature approach to delivering smarter and more effective legal operations.

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What is the Mattern Method®?
It’s a three-phase process we bring to every engagement, whether we’re assessing your in-house administrative model or helping renegotiate an off-site storage contract. It’s practical, thorough, and built around your firm’s needs.

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Phase I
We start by taking a deep dive into your current situation—what is working, what is not, and where opportunities exist. Whether we’re reviewing internal services or your service provider contracts, we deliver a clear, data-backed analysis that is benchmarked against similar firms to provide a real sense of where you stand.

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Phase II
Once improvement opportunities are identified, we either help firms implement changes to optimize existing services or run a competitive Request for Proposal (RFP) process on your behalf. Our clients stay in control of the decision making—we manage the legwork, negotiate the operational terms, and make sure you receive the best pricing and contractual protections available.

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Phase III
Once our clients make a decision or sign a contract, we ensure the expected results are delivered. That means monitoring performance, reviewing invoices, ensuring service levels are met, and continuously evaluating and enhancing workflows. It’s a win-win—for the firm and provider.

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This book walks you through some of the best practices to ensure your firm streamlines operations, reduces costs, and improves outcomes in areas like:

  • In-House Operations and Administrative Support

  • Services Outsourcing

  • Output and MFDs

  • Office Supplies Procurement

  • Off-site Records Storage

  • Information Governance

  • Artificial Intelligence

  • Cost Recovery

 

Legal operations isn’t just a back-office concern anymore. It’s at the core of how firms stay competitive, and with the right approach, it doesn’t have to be overwhelming.

 

That’s what this book is about—giving you a clear, practical way to optimize your operations, using what we’ve learned from working with hundreds of firms over the past two decades.

Chapter Two: In-House Operations and Administrative Support

Measuring What Matters – Making Law Firm Ops Work Smarter


You’ve probably heard the saying, “What gets measured gets improved.” It’s simple, but it’s spot-on—especially when it comes to running a law firm.

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Operations in legal environments are complex. You’ve got attorneys juggling high-stakes matters, support teams trying to keep pace, and leadership working to maintain quality and profitability. It’s a lot. So how do you make sure your support systems are actually working? You measure them.

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It All Starts with People
Before you dive into data, look around. Your best indicator of how well operations are running? The people using those services every day.

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Attorney and staff satisfaction is your canary in the coal mine. If things are clunky, inefficient, or slow, they’re going to feel it. Traditional surveys are fine, but they only scratch the surface. At Mattern, we always recommend going deeper—one-on-one conversations, team interviews, focus groups. Why? Because what looks good on paper might feel totally off in practice. This kind of insight helps you understand not just if something’s broken, but why.

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Get the Data Talking: Task Tracking and Feedback in Real Time
Once you’ve listened to your people, it’s time to back it up with numbers. With the right tracking tools, you can monitor things like:

  • How much work is coming in (task volume)

  • How your support teams are being used (utilization)

  • How well they’re performing (real-time feedback)

 

This kind of tracking isn’t about micromanaging—it’s about catching small issues before they turn into big problems. If errors start creeping up or work is bottlenecking, it might be a signal:

  • Someone needs training

  • A process is broken

  • There’s a resourcing gap

You don’t have to guess—you’ve got the data to tell you.

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Benchmarking Costs: Know Where You Stand
Here’s a statistic that’ll get your attention: nearly 80% of legal departments say they’re being asked to do more with less. More matters, tighter budgets. Sound familiar?

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That’s why financial benchmarking is such a critical part of operational assessment. We break it down into three clear steps:

  1. Collect the data: Start simple. How much work is being done? By whom? At what cost? Don’t forget to include tech spend and outsourcing fees.

  2. Compare: Use benchmarking resources like ALA, Mattern, or vendor data to see how your numbers stack up against similar firms.

  3. Look beyond cost: Sure, cost per task or per FTE is important, but so is satisfaction. Efficiency. Tech effectiveness. Don’t ignore the human side of performance.

 

One of our go-to benchmarks? Annual cost per FTE or per task. It helps level the playing field for year-over-year comparisons and peer firm evaluation.

 

Don’t Fall into the “Cost-Only” Trap
It’s easy to zero in on cost savings—especially when budgets are tight. However, focusing only on the bottom line can backfire if it comes at the expense of quality. The best firms take a more balanced approach. Alongside cost, they track:

  • Attorney and staff satisfaction

  • Case or matter outcomes

  • Turnaround time on contracts and documents

  • Compliance with regulations and client requirements

 

This is where process improvements and smart automation come in. They don’t just reduce expenses—they improve consistency, speed, and user experience. That’s the stuff that creates real value.

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How to Get Started (Even If You’re Starting from Scratch)
Not every firm has an advanced tracking system in place—and that’s okay. You can absolutely build a strong measurement program from the ground up.

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Here’s how to begin:

  • Estimate what’s happening: Take a rough inventory of your work volumes, who’s doing what, and where the biggest costs are.

  • Talk to your users: A short survey can help highlight service gaps and priorities.

  • Start logging: Use a basic spreadsheet to track incoming requests, response times, and response quality.

  • Fix the obvious stuff: Identify and act on “quick wins” that boost satisfaction and efficiency right away.

  • Expand as you grow: Over time, you can layer in more advanced metrics and tools, but don’t rush it—build a solid foundation first.

 

Tools That Make It Easier

Remember: tools are a means to an end. Don’t get so caught up in building the perfect dashboard that you forget the goal—better service, more efficiency, happier people.

 

Some helpful tools and techniques:

  • Task tracking platforms: These show you who’s doing what, how often, and how efficiently.

  • Spreadsheets: Still a great option if you’re just getting started. Simple, flexible, and easy to scale.

  • Resource tracking tools like RevelationLegal: These give you a detailed look at how team time is allocated, even if you haven’t been tracking it proactively.

Chapter Three: Keys to a Successful Outsourcing Relationship

What Makes an Outsourcing Relationship Successful—or Not?


A successful outsourcing relationship is one where both the client and service provider meet their goals, with full transparency throughout. When everyone sticks to the agreed terms and avoids surprises, it’s a win for both sides.

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If the relationship isn’t transparent from the start, it’s already in trouble. We've seen firms initially satisfied with their provider, only to later regret the choice when hidden costs and misaligned expectations pop up. These issues often lead to inefficiencies, dissatisfaction, and eventually, either early termination or scrambling to find a new provider in the hopes of achieving a better result.

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Transparency and clear expectations are non-negotiable for success.

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1. The Best Outsourcing Relationships Start with a Thoughtful Assessment
Law firms are increasingly turning to strategic outsourcing to reduce administrative burdens and tap into specialized expertise. Outsourcing has grown to include services beyond the copy room, with document processing, billing, and other administrative functions becoming more common.

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This approach helps firms achieve cost savings and ensures high-quality service delivery. However, before jumping into outsourcing, firms need to assess their current support services carefully and not just react to short-term issues. When deciding which functions to outsource, firms should evaluate the volume of work, client impact, need for expertise, and overall cost-effectiveness.

 

2. “A Request for Proposal Is a Request for Proposal,” but a Well-Crafted One Will Deliver Well-Crafted Results
An effective outsourcing relationship begins with a thorough Request for Proposal (RFP). This document should spell out everything—equipment needs, staffing requirements, service volumes, and detailed performance standards for each area. It’s also crucial to include technology requirements, especially as technology solutions become central to legal operations.

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Service provider selection shouldn’t end with a simple review of proposals. Interviews with the people who’ll be managing the operations are a must—not just the salespeople. Also, reach out to current clients (beyond those listed as references) to get an unfiltered review of the service provider’s performance.

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If your outsourcing plans involve staff based in a provider’s off-site center, visit their operations to get a feel for their work environment, team structure, and management style. It’s not only important that the service provider has strict security measures in place—but equally important to determine if the culture in their center aligns with your firm.

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3. “If a Man Does Not Know to Which Port He Is Sailing, No Wind Is Favorable”
This applies to both life and outsourcing. A good leader within your outsourced operation can steer through rough waters, but a bad one can sink even the most efficient team. Successful outsourcing management involves staying involved, without micromanaging. You need a hands-on manager who knows the ins and outs of every process and is willing to step in during tough times.

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Too often, we hear of outsourcing managers who stay holed up in their offices, disconnected from both their teams and the firm. A successful manager builds relationships across the board, with both the outsourced team and firm employees. Make sure you’re involved in selecting this person, and ensure they’re committed to your firm for at least two years to maintain consistency.

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A solid contract should include penalties if key personnel leave early, helping to keep stability intact. Regular performance reviews with clear metrics will help keep everything on track and ensure continuous improvement.

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4. You Like the People, You Trust the People—What Could Go Wrong?
When it comes to outsourcing, don’t let chemistry replace solid contracts. Contract negotiation is a pivotal step in setting the stage for a successful relationship. Your contracts should include detailed Service Level Agreements (SLAs) that outline performance expectations and penalties for non-compliance—not as a punishment, but to keep performance front of mind.

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You don’t want penalty clauses, but having them can keep things on track and provide an alternative if the engagement doesn’t meet your needs. You might not want to plan for the end when you’re first starting a relationship, but it’s important to avoid “hostage fees” by negotiating exit terms that allow for a clean break within 30–90 days, without financial penalties.

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5. “What Isn’t Written Doesn’t Exist”—Especially in Outsourcing
We’re not implying that outsourcing providers aren’t trustworthy—most are exceptional at what they do—but the key is creating a detailed contract and RFP that clearly defines what “exceptional” means. Everyone involved should understand the expectations, the scope of work, and the remedies if things go off-track.

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Pricing should be outlined in the contract, and the process for adjusting prices must be clearly defined. If escalators are included, they should specify both acceptable increases and timing. If the contract includes equipment, clarify whether the escalator applies to equipment, labor, or both (spoiler: it should only apply to labor).

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Will these five points guarantee a flawless outsourcing relationship? Not quite—but follow them and you’ll stack the odds in your favor for a smooth and successful partnership.

Chapter Four: Unjam the Plan

Optimizing Document Management


Even though firms are becoming more digitally focused, printers and Multifunction Devices (MFDs) are still critical to daily operations. Whether you’re copying, printing, or scanning, effective document management plays a role in how efficiently your firm runs—not to mention how secure and cost-effective things are.

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While single function printers (SFPs) still have their place, MFDs have become the workhorses in legal offices, combining copying, printing, and scanning into one machine. The challenge? Many law firms struggle to get the most out of these devices and build a smarter print management strategy.

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Understanding the Role of MFDs in Legal Workflows
Why MFDs Matter

  • Legal professionals rely on MFDs for a wide range of tasks, including:

  • Printing and copying legal documents for court filings, depositions, and client meetings

  • Securing sensitive client information by controlling access to printed materials

  • Scanning documents to make searchable PDFs for the document management system (DMS), for e-filing, or for sharing with clients, experts, or co-counsel

 

Despite their benefits, firms often run into issues like:

  • High costs from unnecessary or duplicate printing

  • Confidential documents left sitting at printers

  • Limited insight into printing habits, making it hard to track or control usage

  • Clunky workflows that waste time and energy

 

A smart approach to managing MFDs and print output can fix these problems.

 

First Things First: Assessing Current Needs
Before you make any changes, take a look at your current setup. Key questions to ask:

  • Volume: How much are you actually printing, copying, or scanning each month?

  • Utilization: Are your devices placed where they’re most useful and are they being used efficiently?

  • Security: Do you have protections in place for printed and scanned documents?

  • Cost: What are you spending on printing, supplies, and maintenance? Are these costs being tracked or recovered?

 

Understanding your mix of MFDs and SFPs, their locations, and any special use cases will help you pinpoint areas for improvement and potential savings.

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Lock It Down: Secure Print and Scan Solutions
Security is a top priority, especially when handling sensitive client information. It doesn’t make sense to apply ethical walls to your DMS, only to leave confidential documents sitting out on a printer.

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Adding secure printing solutions helps prevent unauthorized access and keeps you in compliance with client and regulatory requirements. Focus areas include:

  • Secure printing: Require users to authenticate at the device before printing

  • Secure scanning: Set up direct scan-to-DMS workflows to avoid misrouted emails

  • Print tracking: Monitor usage to flag any unusual activity and reduce unnecessary printing

 

With these protections in place, your firm can protect client confidentiality and operate more securely.

 

Cut Costs, Not Corners
Smart print management doesn’t just improve security—it can also lead to cost savings. Here’s how:

  • Rules-based printing: Automatically route large print jobs to MFDs instead of desktop printers, and alert users when they’re printing high-cost jobs

  • Default settings: Set default print jobs to black and white and double-sided to save on toner and paper

  • Partner with a Managed Print Services (MPS) provider: Choose one that offers reporting tools, automates toner and maintenance requests, and alerts your IT department about outdated models

  • Cost recovery systems: Automatically track copy, print, and scan activity for client chargeback

 

When done right, these strategies can cut costs by 30–50%, all while keeping your workflows running smoothly and supporting your firm’s environmental, social, and governance (ES&G) initiatives.

Chapter Five: Mastering Office Supplies

Cutting Costs Without Cutting Corners


Office supplies might not be the hottest topic in your firm, but an inefficient process can quickly add up to wasted dollars and unnecessary headaches. The good news? A few strategic changes can lead to significant savings, better consistency, and fewer “where did all the pens go?” moments.

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Let’s review some simple yet effective strategies to streamline your office supplies procurement and keep your firm prepared, replenished, and primed for productivity.

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1. Eliminate Inefficient Purchasing
When multiple employees order office supplies, it can lead to inconsistencies, unnecessary spending, and missed opportunities for bulk discounts. While individual preferences are understandable, a decentralized approach often results in inefficiencies and a lack of oversight.

Implement a centralized purchasing system by designating a specific individual or team—such as office coordinators or office services staff—to manage all supply orders. This approach streamlines inventory management, ensures consistency, and strengthens your negotiating position with vendors by concentrating your spend on select items.

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2. One Vendor to Rule Them All
It’s tempting to chase the lowest price on every individual item, but consolidating vendors is how you unlock real savings. Sure, Amazon might have that one box of paperclips for a dollar less, but bulk ordering through a single provider often leads to better discounts, rebates, and simplified invoicing—not to mention the time staff spend shopping around.

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If your firm has offices that rely on local suppliers for faster delivery, consider negotiating with your national provider to meet these needs. If that’s not possible, you have some options:

  • Lock in a competitive pricing agreement with your local supplier

  • Conduct a Request for Proposal (RFP) process to find a provider that can service all locations effectively

 

3. Take Stock Before You Restock
Before making any changes, take a deep dive into your current office supply habits. What’s being used? What’s piling up in storage? Are there certain items that seem to vanish overnight?

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Regularly review purchasing data to spot trends in over-ordering and underutilization. A little detective work now can prevent waste and help your firm order smarter moving forward. Better yet, task your office services team with this analysis and review monthly.

 

4. Keep an Eye on Inventory
Ordering too much? Wasting money. Running out? Office chaos. The sweet spot? A well-managed inventory system that prevents both.

 

Centralize supply storage and implement an inventory management tool to track stock levels. If you switch products due to low usage, make sure new items are included in your core pricing for more savings.

 

5. Standardize and Save
Keeping a consistent set of office supplies across all locations makes life easier for everyone. Plus, higher-volume purchases on core items give you better negotiating power.

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Set clear product standards and ensure vendors can meet them. If you’re switching products or vendors, request samples of the new product or your vendor’s private label brand before committing. No one wants to be stuck with floppy legal pads.

 

6. Your Key to Better Deals and Bigger Savings
If you really want the best deal, a well-executed RFP is your best friend. It lets your firm compare multiple suppliers based on pricing, service levels, and contract terms, ensuring you get the most bang for your buck.

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Be specific. List the products you need, estimated volumes, delivery requirements, and service expectations. The clearer you are, the better the responses will be and the easier to compare providers.

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7. Go Green Without the Paper Jams
Sustainability is no longer a “nice to have”—it’s a priority. Most suppliers offer a variety of eco-friendly options, but be mindful of how recycled materials impact equipment performance.

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Ask suppliers about their sustainability practices and prioritize recycled and biodegradable options where possible. Just be sure to check with your MFD manufacturer—many report that recycled paper can lead to frequent jams.

 

8. Don’t “Set It and Forget It”
Once you’ve locked in a vendor, don’t assume you’re getting the best deal forever. Prices shift, needs evolve, and contract terms should work for you—not against you.

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Schedule quarterly contract reviews to assess spending, product usage, and service levels. If something isn’t working, renegotiate.

Chapter Six: Managing Off-Site Records Storage Effectively

Off-site storage is one of those things that often gets pushed to the back burner once the contract is signed, but ignoring it can cost your firm more than you realize. Left unchecked, storage contracts can rack up fees, automatically renew for years, and hit you with charges you never saw coming.

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What can your firm do to reduce (or even eliminate) physical storage in the future?

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Contracts: Lock It In Without Getting Locked Down
A strong off-site storage contract isn’t just a formality—it’s your roadmap for keeping things fair, clear, and in control. When things don’t go as expected (because sometimes they don’t), you’ll be glad the right terms are in place.

 

Ask yourself: do you have staff that truly understand these terms? If they don’t, that’s fine—bring in someone who does.

 

Here are a few non-negotiables for any off-site storage contract:

  • Limits on price increases

  • A cap on annual price increases

  • Month-to-month renewal after the initial term, not automatic multi-year rollovers

  • A clear exit plan for releasing boxes if the firm ends the agreement

  • Service level expectations and penalties if those standards aren’t met

  • Restrictions on surprise fees outside of the agreed-upon pricing

  • Required approval for any re-boxing of stored materials

 

Without these elements, getting out of your contract—or just keeping costs under control—can feel next to impossible.

 

Know Before You Owe
Are you actually reviewing your monthly invoice? If not, you might be paying for services you didn’t ask for—or don’t even recognize.

 

Watch out for newer (and often sneaky) fees like:

  • Handling fees on destruction orders

  • Dock fees for exiting accounts

  • Paper recycling fees

  • Fuel surcharges

  • Re-boxing and re-lidding fees

 

Also, if your provider uses a third-party delivery service, you may see extra courier and handling fees—and unless your contract says otherwise, those fees will make their way to you. Make sure your agreement spells out exactly when third parties can be used and whose responsibility it is to pay those fees.

 

Easy Wins for Big Savings
You don’t have to overhaul your whole storage program to save money. Here are just a few practical ways to begin saving now:

  • Bundle deliveries: Combine requests to best use the trip charge

  • Audit your “Out” boxes: If it’s been out more than six months, send it back or destroy it

  • Digitize long-retention boxes: If you don’t need the physical document, scanning can save you long-term

  • Destroy everything past retention: Holding on to outdated records adds cost—and risk

  • Scan and destroy: Once it’s safely scanned and quality-checked, there’s no need to keep the hard copy

  • Go the distance (wisely): If a box must travel hundreds of miles, your provider may use a third party. That single shipment can cost hundreds

  • Do the math: Using your current provider is often cheaper than moving boxes elsewhere for shredding

  • Manage your inventory: If you don’t have an RMS, many service providers will individually list box contents on their portals at no charge

 

Feeling Stuck? You’re Not

If you’re thinking, “We’re stuck in a relationship and we don’t have any of these,” think again. There are ways out of contracts, but they can be challenging to find.

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In many cases, providers will cover termination costs to acquire your inventory. If your goal is to go digital, destruction allowances can be negotiated to help support this objective.

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Even if you don’t plan to switch providers, considering other options in the market can positively affect your current relationship. Most importantly—don’t feel like a hostage to your service provider. Take action and stop leaving money (and control) on the table.

 

Contract Check: Are You Covered?
If you haven’t looked at your off-site storage contract in a while, now’s the time. Start with these first:

  • Check your contract expiration and notice terms. Missing the window for non-renewal could lock you in for another year or more.

  • Look for price increase language. If it’s missing, you’re at risk for rate jumps—some smaller accounts have seen increases up to 35% in a single cycle.

  • Compare your invoice dates and contract terms. They don’t always align, so go back to the original contract and make sure you understand what you signed.

 

If you think you don’t have a contract, one still exists somewhere. Ask your service provider for a copy. If your provider was acquired, the original contract still applies—and might have better terms than the new service provider’s standard agreement.

Chapter Seven: Information Governance

What It Is and Why It Matters


Let’s face it—law firms deal with a ton of information. Some of it is paper, most of it is electronic, and a lot of it is sensitive or confidential. That’s why having a solid information governance (IG) program in place is critical.

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At its core, IG is all about making sure your firm’s information is secure, easy to manage, and available when you need it. It’s also about getting real value from that information, while reducing the risks of non-compliance and the chaos that comes from inconsistent practices.

 

An effective IG policy helps your people know:

  • Where to store things

  • What tools are approved to use (even AI tools like ChatGPT or Copilot)

  • What to do with files when retention has been met—whether that means forwarding to the client, destroying, or preserving as vital records

 

On top of that, good IG programs help:

  • Keep you in line with outside counsel guideline (OCG) compliance

  • Boost efficiency

  • Reduce discovery costs

 

Play by the Rules: Compliance and Ethics
A lot of firms already have retention policies—rules about how long to keep files, whether they’re paper or digital. The catch? Lawyers tend to have opinions, and sometimes those opinions lead to policy workarounds that can put the firm at risk, like:

  • Ignoring client requirements or outside counsel guidelines

  • Over-retention of records damaging to client or firm interests

  • Loss of client trust, potential lawsuit, and reputational damage

  • Regulatory fines and/or penalties

 

Want to avoid these issues? Here’s what you can do:

  • Align retention schedules with laws, industry standards, and OCGs

  • Use a records management system (RMS) to track files, retention timelines, and legal hold events

  • Don’t seek lawyer approval for destruction—limit their involvement to confirmation of no pending audit or litigation

  • Partner with NAID-certified shredding providers (National Association for Information Destruction) for peace of mind

 

Efficiency Starts with a Clear Policy
A strong IG policy should cover several key areas:

 

Sanctioned Systems
Make it clear what systems are approved for use (especially AI tools) and which are not. Declare your document management system (DMS) as the official repository for long-term file retention. Treat everything else—email, shared drives, desktops—as temporary storage that gets cleaned up regularly.

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Client Notifications
Clients need to know your retention practices. Add a quick summary in engagement letters, and include a reminder in matter close letters. Don’t wait until retention is satisfied—it can be too late to track down client contacts years later.

 

Policy Ownership
Designate who owns the policy and who can approve exceptions. Most firms need coordination across Records/IG, IT, and a steering committee to keep things running smoothly.

 

Retention Periods
Decide how long to keep different types of records, including:

  • Internal department files (HR, Finance, etc.)

  • Administrative files related to clients (billing, conflicts, internal communications)

  • Client matter files (originals, drafts, copies, emails, productions)

 

Review Cycles
Build in regular check-ins to decide whether files should be returned, purged, placed on hold, or flagged as vital.

 

Automating the Lifecycle
Records management systems track files (digital and physical), log location changes, and flag content ready for destruction. They also manage legal holds, file transfers, and audit trails automatically. Some can even clean up DMS content once it’s marked for deletion.

 

Onboarding and Offboarding
Some RMS solutions with “matter mobility” features streamline the client file transfer review and approval process when lawyers come or go.

 

Digitizing Your World
Scanning workflows have gotten smarter too. You can now QR-code incoming mail and courier correspondence to automate delivery straight to the DMS or a network folder. Customized recipient notifications with PDF links are sent automatically, maintaining ethical wall standards and minimizing the risk of misrouted emails with sensitive attachments.

 

Mailroom and records staff can handle digitization like an assembly line:

  • One person preps

  • One scans

  • Another reviews for quality

 

Older files retrieved from storage? You can digitize those on the fly—but don’t forget to permanently withdraw them from your storage provider’s inventory to stop the clock on storage expenses.

 

Software Worth Considering

  • AirMail2 by DocSolid – for digital mailrooms and digital records

  • MailQ and ScanQ by nQ Zebraworks

  • AccuRoute by Upland Software – good for batch scanning (though no built-in QC)

 

Don’t Forget the Hardware
Yes, your MFDs can scan—but for high-volume jobs, consider a dedicated scanner with double-feed detection. It saves time and effort during quality checks and reduces human error. That extra scanner might pay for itself in just a few months.

 

What It All Boils Down To
A great IG program covers everything—electronic and paper files—regardless of where it’s stored or what format it’s in. Deploying an effective IG program is also not a one-time project. You need consistency, change management, and above all, executive support to really move things forward.

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Without executive sponsorship, IG efforts tend to stall out. But with the right structure, you can build a program that truly supports long-term success.

Chapter Eight: The Integration of AI in Law Firm Operations

Artificial intelligence (AI) is one of the most exciting (and challenging) technologies to hit the legal industry in decades. For operations leaders, the goal is clear: leverage AI to make legal work faster, smarter, and more efficient—without compromising ethics, quality, or compliance.

 

While some firms are already deep into AI experimentation, many are just getting started. Regardless of where your firm falls on the adoption curve, one thing is certain: AI isn’t going away. The real question is how to integrate it in a way that aligns with your firm’s goals, workflows, and values.

 

Start with Clear Use Cases
AI can do a lot—but that doesn’t mean it should do everything. Start small and focus on use cases where AI can deliver measurable value.

 

Some of the most common starting points for legal ops include:

  • Document summarization – speeding up the review of long documents

  • Contract analysis – extracting key terms or comparing contracts against standard templates

  • Email drafting and client communication support

  • Legal research – quickly surfacing relevant case law and statutes

  • Task automation – routing requests, managing workflows, or triaging help desk tickets

 

These kinds of tasks are typically high-volume and low-risk, making them ideal candidates for initial AI pilots.

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Prioritize Data Quality and Governance
AI tools are only as good as the information they’re trained on. If your firm has inconsistent naming conventions, missing metadata, or information scattered across multiple systems, you’ll need to address those issues first.

 

Data hygiene is essential for AI readiness. Begin by:

  • Standardizing naming conventions across systems

  • Cleaning up duplicate records and legacy files

  • Ensuring that key systems (DMS, CRM, HRIS, etc.) are integrated and up to date

  • Reviewing access controls and permissions to prevent unintended data exposure

 

Once you’ve got a strong foundation in place, your AI tools will be far more effective—and less risky to implement.

 

Be Realistic About ROI
There’s no shortage of hype around AI, but the reality is that most implementations will take time to deliver ROI. Focus less on overnight transformation and more on incremental improvement.

 

Ask questions like:

  • Will this AI solution reduce manual effort or rework?

  • Can it shorten timelines for routine processes?

  • Does it enhance decision-making or improve accuracy?

  • Can it reduce costs over time by reallocating resources?

 

Keep in mind that in some cases, the greatest ROI comes from freeing up staff to focus on more strategic work—not just reducing headcount.

 

Get Input from the Right Stakeholders
AI isn’t just an IT or innovation project—it impacts attorneys, administrative staff, clients, and risk teams. Make sure your firm includes a cross-functional group in the decision-making process, including:

  • Legal operations and practice support

  • IT and information governance

  • Risk and compliance

  • Representative attorneys and paralegals

  • HR and learning & development

 

This helps ensure that the solutions you implement are practical, scalable, and adopted firmwide.

 

Address Security, Ethics, and Client Expectations
With AI tools, ethical and security considerations are critical. Key questions to ask include:

  • Is the AI tool using your data to train its models?

  • Where is your data stored, and how is it secured?

  • Can you control or audit the results produced by the tool?

  • How are attorneys being trained to use AI responsibly?

 

Also, remember that many clients now include AI-related provisions in their Outside Counsel Guidelines (OCGs). These may restrict the use of AI tools—or require notification or approval before using them.

 

Make sure your policies and procedures align with client expectations to avoid trust or compliance issues.

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Invest in Change Management
One of the biggest barriers to AI adoption is fear—fear of job loss, fear of failure, fear of the unknown. That’s why change management is so critical to success.

 

A few proven strategies:

  • Start with pilots that include training, feedback loops, and clear success metrics

  • Celebrate early wins to build momentum and confidence

  • Provide clear documentation and training to demystify the tools

  • Be transparent about how AI will (and won’t) be used within the firm

 

Remember: the goal isn’t to replace people—it’s to support them with smarter tools.

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Future-Proofing the Firm
The firms that will thrive in the AI era are those that focus on adaptability, not just adoption. That means building a culture that embraces experimentation, prioritizes security and governance, and invests in the people who make it all work.

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Whether you’re just beginning your AI journey or looking to optimize existing tools, the path forward starts with clarity, collaboration, and a commitment to continuous improvement.

Chapter Nine: The State of Cost Recovery

Cost recovery has long been a standard practice in law firms, helping to recoup the cost of disbursements like printing, copying, legal research, and postage. But in recent years, changes in technology, client expectations, and pricing models have challenged the traditional approach.

 

The question facing many firms today: Should we still recover costs—and if so, how?

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The Landscape Is Shifting
There’s no denying it—many firms have scaled back on their cost recovery programs. Some have reduced the number of items billed back to clients. Others have stopped altogether. The pressure to present predictable, all-inclusive pricing has pushed firms to rethink what they charge for—and how they charge.

 

But here’s the reality: costs haven’t gone away. In fact, some have increased. So even if firms aren’t passing them along, they still need to track them—for budgeting, pricing, and profitability analysis.

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To Recover or Not to Recover

If your firm is asking whether to continue cost recovery, consider these questions:

  • Is the cost significant enough to impact margins? Some disbursements (like color printing or courier services) are high enough to warrant recovery, especially in high-volume practices.

  • Are clients pushing back? Not all clients object to recovery—some simply want transparency. Others may push back on certain line items but accept others.

  • Does your billing system make it easy to track and pass through costs? If your systems are clunky or disconnected, recovery may feel more burdensome than it’s worth.

  • What’s the market doing? Benchmark your recovery practices against similar firms. If you’re out of step with peers, that could create tension—or opportunity.

 

What to Track (Even If You Don’t Bill It Back)
Even if your firm doesn’t recover certain costs, tracking them still matters. It helps you understand:

  • Where resources are being used

  • How pricing affects profitability

  • When to invest in new tools or workflows

  • Where cost overruns are occurring

 

Key areas to track include:

  • Copy/print volumes (especially color and large-format jobs)

  • Postage and courier fees

  • Legal research database usage

  • E-discovery platform costs

  • Litigation support services

  • IT-related disbursements (cloud storage, software licenses, etc.)

 

Modernizing the Cost Recovery Program
Today’s cost recovery programs need to evolve. That means:

  • Clearer policies: Define what’s billable, what’s not, and how costs are calculated.

  • Better communication: Make sure attorneys and clients understand the rationale behind recovery—and offer options where appropriate.

  • Smarter systems: Use tools that integrate with your DMS, billing, and accounting systems to streamline tracking and reporting.

  • Flexible models: Consider hybrid approaches, like absorbing low-dollar costs but billing for high-value services.

 

If your firm is moving toward flat or alternative fee arrangements, consider rolling historically recoverable costs into those models—but keep tracking them on the back end to monitor margins and avoid surprises.

 

The Role of Policy and Enforcement
Even the best cost recovery program will fail without consistent enforcement. That means:

  • Ensuring attorneys and staff understand what’s recoverable

  • Providing simple ways to enter and track costs

  • Reviewing invoices regularly to catch missed opportunities

  • Training billing staff to flag questionable or inconsistent entries

 

If your firm uses an outside vendor for printing or scanning, make sure contracts clearly define who tracks what—and that you retain access to usage data.

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Don’t Let It Slide
For firms that haven’t reviewed their cost recovery program in years, now is the time. Whether you decide to maintain, revise, or retire the program, make sure the decision is intentional—not just the result of inertia.

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Done right, cost recovery isn’t about nickel-and-diming clients. It’s about financial transparency, operational insight, and long-term sustainability.

Chapter Ten: Conclusion

The legal industry isn’t what it used to be—and that’s a good thing.

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Clients are asking for more. Technology is reshaping workflows. Talent is harder to find and retain. All of this adds pressure to law firm operations, but it also creates a major opportunity: the chance to build something better.

 

We wrote this guide to show how that’s possible—not through guesswork or trend-chasing, but with clear, proven strategies that actually work.

 

Whether your firm is focused on improving administrative support, optimizing records storage, managing costs, or exploring artificial intelligence, the principles are the same:

  • Understand your current state

  • Benchmark where you stand

  • Set goals and define success

  • Take practical steps forward

  • Track your results and keep improving

 

This isn’t a one-time project—it’s a long-term commitment. But the payoff is worth it. Smarter operations mean:

  • Attorneys and staff can focus on high-value work

  • Clients receive better, faster service

  • Your firm stays competitive, resilient, and profitable

 

At Mattern, we’ve been helping firms do exactly that for more than 25 years. We don’t just consult—we partner. We guide firms through real, measurable improvements, and we do it with transparency, clarity, and confidence.

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If you’re ready to take the next step, we’d love to talk.

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