The second was realizing that women lawyers with families were in two situations. They were working “part-time” and being paid part-time while knowing that these roles are few and far between and require years of impossibly perfect performance before being able to plead your case for reduced hours and reduced pay. Or they were juggling that near-perfect professional performance while also working with myriad service providers like pet walkers, nannies, cleaners, meal preppers, and tutors to help sustain their personal and family lives.

I do not judge anyone for having service providers, as it’s a personal and family choice, but it wasn’t something I wanted for my family life. Both these options seemed counter to the style of practice that I and many of the people around me wanted, and I knew there must be a better way. 

At Goodlawyer, you aim to transform how lawyers and businesses collaborate. How do you plan to do that?

Firstly, abolish the true billable hour and detailed time docketing that goes with it. There is such a mismatch of incentives and results for lawyers: The more time you spend on a task, the more rewards you get.

Like any successful business, lawyers should constantly find ways to provide more value as efficiently as possible. This provides both a competitive advantage and can free up time for whatever they want, whether a separate non-law venture, families, more law, or even a nap.

Our lawyers get the best aspects of being a solo lawyer with the resources and backing of a law firm. They get to be entrepreneurial, work on their schedule, pick their clients, and do as much or as little business development as they want. Goodlawyer provides similar operational support to medium and large law firms, such as software tools, client support, billing and collections, marketing and sales, peers and community.