Revenue Operations Quick Audit Guide
for Family Law Firms

Anthony Karls is an expert in marketing for family law firms. Through his time in building Sterling Lawyers from $0 to $15,000,000+ in annual revenue, he learned many things along the way. Along with all of his learnings in Local SEO, one of the biggest things he learned was centered around revenue operations. Below is a comprehensive grading sheet specifically crafted for evaluating key aspects of revenue operations for family law firms. This sheet is organized into six fundamental sections:

• Intake Process Optimization
• Consult Scheduling Efficiency
• Consultation Process Optimization
• Sales Automation
• Data Capture and Utilization
• Revenue Operations Reporting and Utilization.

The grading system ranges from A to D, with A indicating outstanding performance and adherence to best practices, and D highlighting areas needing significant improvement.

This audit system serves to enhance the overall operational efficiency and client acquisition process, ensuring seamless transitions from lead generation to client retention. By utilizing this structured approach, we aim to identify opportunities for growth and implement comprehensive operational strategies to maximize revenue and client satisfaction. Learn more by scheduling a FREE audit from Rocket Clicks today!

Grading Sheet for Family Law Revenue Operations

Part 1: Intake Process Optimization

• A: Intake process is fully optimized with:
  • Inbound and Outbound Communication Excellence:
    • Answer Rate greater then 85% inbound calls, ensuring prompt attention and minimal missed opportunities.
    • Web Lead Response Time less than 5 minutes
    • Outbound Follow Up touch points greater than 15 for qualified, yet unscheduled leads
  • Magic Call Center Experience:
    • Agents create an environment where potential clients trust and like them.
    • Professionals that instill confidence, demonstrating expertise and reliability.
    • Successfully making meaningful connections with prospects, converting calls into genuine relationships.
  • Comprehensive Lead Qualification Process:
    • Well-defined process to assess lead potential, efficiently distinguishing high-value prospects.
    •  Quality Assurance process actively being executed ensuring quality leads are prioritized and pursued effectively.
• B: Intake process is effective but with room for enhancement:
  • Communication Efficiency:
    • Answer rate between 70-85% for inbound calls, ensuring most opportunities are captured.
    • Web lead response time ranges from 5 to 10 minutes.
    • 10 to 15 follow-up touchpoints for qualified, yet unscheduled leads.
  • Magic Call Center Experience:
    • Agents usually create a friendly and trustworthy atmosphere but with occasional lapses.
    • Generally professional, with some room to enhance client confidence and connection.
  • Lead Qualification Process:
    • Mostly well-defined with some inconsistencies; quality assurance measures executed less frequently.
• C: Intake process is partially developed; significant improvement needed:
  • Communication Challenges:
    • Answer rate between 50-70% for inbound calls, allowing for improvement in capturing opportunities.
    • Web lead response time ranges between 10 to 20 minutes.
    • Fewer than 10 follow-up touchpoints for qualified, yet unscheduled leads.
  • Magic Call Center Experience:
    • Inconsistent experience with clients occasionally feeling a lack of trust and connection.
    • Professionalism present but not always convincing or engaging.
  • Lead Qualification Process:
    • Basic process with significant gaps; sporadic quality assurance efforts lead to inconsistent prioritization of leads.
• D: Intake process is poorly developed or missing:
  • Communication Gaps:
    • Answer rate below 50% for inbound calls, frequently missing opportunities.
    • Web lead response time exceeds 20 minutes.
    • Fewer than 5 follow-up touchpoints for qualified leads, leading to missed opportunities.
  • Magic Call Center Experience:
    • Agents rarely create a trusting and likeable atmosphere; professionalism often lacking.
    • Little to no meaningful connections with prospects, impacting conversion rates.
  • Lead Qualification Deficiency:
    • Absence of a coherent lead qualification process.
    • Lack of quality assurance efforts, leading to arbitrary lead handling and missed high-value opportunities.

Part 2: Consult Scheduling Efficiency

• A: Consult scheduling is highly efficient with:
  • Scaled Offerings:
    • Provides a range of scheduling options tailored to different client needs, such as free recorded webinars, free live workshops, free paralegal consultations, paid attorney consultations, and attorney coaching sessions.
  • Prompt Consultation Measurement:
    • Capable of tracking the number of days from initial contact to consultation, with an optimal target set for under 3 days to ensure prompt client engagement and satisfaction.
    • Capable of tracking the conversion rate of Marketing Qualified Leads (MQLs or QPC – Qualified Potential Clients) to Sales Qualified Leads (SQLs or Consultations) while achieving the optimal target of 55% conversion rate. 
  • Dynamic Rescheduling and Communication:
    • Offers the ability to reschedule appointments live over the phone, ensuring flexibility and convenience for clients.
    • Systematically sends appointment verification emails and timely reminders, reinforcing client commitment and minimizing no-shows.
• B: Scheduling efficiency is good but could be improved:
  • Scaled Offerings:
    • Offers multiple scheduling options, but not seamlessly integrated into scheduling process.
  • Consultation Measurement:
    • Capability to measure the time from initial contact to consultation exists, typically achieving within 3 to 5 days.
    • Capable of tracking the conversion rate of Marketing Qualified Leads (MQLs or QPC – Qualified Potential Clients) to Sales Qualified Leads (SQLs or Consultations) but missing the optimal target of 55% conversion rate. 
  • Rescheduling and Communication:
    • Allows rescheduling over the phone, but with occasional delays.
    • Sends verification emails and reminders, but not consistently timely.
• C: Scheduling processes partially developed; significant improvements needed:
  • Scaled Offerings:
    • Limited scheduling options, focused mainly on basic consultations.
  • Consultation Measurement:
    • Measures time from initial contact to consultation, generally falling within 5 to 7 days.
    • Difficulty tracking tracking the conversion rate of Marketing Qualified Leads (MQLs or QPC – Qualified Potential Clients) to Sales Qualified Leads (SQLs or Consultations).
  • Rescheduling and Communication:
    • Limited ability to reschedule appointments efficiently; manual interventions often required.
    • Inconsistent communication, with verification and reminders frequently delayed.
• D: Scheduling processes are poorly developed or missing:
  • Scaled Offerings:
    • Offers minimal or no variation in scheduling options, lacking customization for client needs.
  • Consultation Measurement:
    • Unable or ineffective in measuring time from contact to consultation; often exceeds 7 days.
    • Unable to or not currently tracking the conversion rate of Marketing Qualified Leads (MQLs or QPC – Qualified Potential Clients) to Sales Qualified Leads (SQLs or Consultations).
  • Rescheduling and Communication:
    • Little to no ability to reschedule over the phone; significant manual effort required.
    • Verification emails and reminders either not sent or rarely received, leading to client frustration.

Part 3: Consultation Process Optimization

• A: The consultation process is exceptionally executed with:
  • Customized Multi-media Packet: Every potential client departs with a multifaceted, customized information packet tailored to their specific case details.
  • Scaled Offers Presentation: Effectively presents a range of scaled service offers, demonstrating the flexibility and adaptability of services to meet diverse client needs.
  • Defined and Trainable Consultation Script: Utilizes a well-structured consultation outline or script that organizes the consultation conversation efficiently, comprising stages:
    • Introduction
    • Fact Finding with Dominate Buying Motive
    • Pre-Close Intent
    • Demonstration using Product, Feature, Advantage, Benefit Communication Paths
    • The Proposal – written proposals for every client
    • Close – identifying real objections and guiding the buyer to justify the investment.
  • Follow-Up Process: Combines both custom-scheduled follow-ups and systematic follow-ups once the custom cycle concludes.
  • Measurement and Achievement: Consistently executes processes to maintain a minimum 40% close rate on consultations.
• B: Consultation process is effectively managed but improvements possible:
  • Customized Multi-media Packet: Clients generally receive an information packet, though potential exists for further service and or case specific customization.
  • Scaled Offers Presentation: Presents scaled offers, but occasionally misses seamless integration within the consultation process.
  • Defined and Trainable Consultation Script: Employs a consultation script, though steps might lack smooth transitions or detailed exploration in stages, such as identifying client motivations or objections.
  • Follow-Up Process: Custom follow-ups are executed but are missed with some regularity.
  • Measurement and Achievement: Performance typically misses the close rate target of 40%, and bounces between 30-40%
• C: Consultation process is partially formed; significant enhancements needed:
  • Customized Multi-media Packet: Information packets exists, but are not customized by case type and are used inconsistently in the consultation process.
  • Scaled Offers Presentation: Very few scaled offers exists and they are used sparingly in the consultation process.
  • Defined and Trainable Consultation Script: Consultation script exists but is generally not followed.
  • Follow-Up Process: Inconsistent follow-up approach, with significant room for enhancements in execution and timing.
  • Measurement and Achievement: Struggles to maintain close rate target of 40%, and typically is in the range of 20-30%.
• D: Consultation processes are underdeveloped or ineffective:
  • Customized Multi-media Packet: Clients leave with potentially only a business card and or minimal to no personalized information.
  • Scaled Offers Presentation: Fails to effectively present or leverage scaled offers in engaging clients.
  • Defined and Trainable Consultation Script: Absence of a structured consultation framework to guide conversations; lacks organized approach.
  • Follow-Up Process: Follow-ups rarely conducted or systematically planned, leading to missed engagement opportunities.
  • Measurement and Achievement: Unable to track or achieve 40% target close rate, reflecting the ineffectiveness of the consultation process.

Part 4: Sales Automation

• A: Sales systems are highly automated with:
  • Comprehensive Communication Sequences:
    • Implemented communication sequences include post lead submission series, post scheduling pre-consult series, post consult series, and a 90-day nurture series.
  • CRM-Driven Automations:
    • Leads and potential clients are seamlessly and automatically entered into appropriate communication sequences via CRM status assignments.
  • Diverse Multimedia Engagement:
    • Automated follow-up communications utilize a range of multimedia formats, including email, video, and text messages.
  • High Open and Engagement Rates:
    • Communication sequences achieve open rates greater than 35% and engagement rates over 10%.
• B: Sales automation is present but could be more comprehensive:
  • Communication Sequences:
    • Some communication sequences are active, such as post lead submission and post consult series, but lack breadth in series offerings (e.g., missing 90-day nurture).
  • CRM-Driven Automations:
    • Leads are automatically entered into communication series through CRM, but manual checks are sometimes needed to ensure accuracy.
  • Limited Multimedia Formats:
    • Follow-up communications rely mainly on email with occasional video or text integration.
  • Moderate Open and Engagement Rates:
    • Open rates are between 25-35% and engagement rates hover around 7-10%.
• C: Sales automation is minimal and requires enhancement:
  • Communication Sequences:
    • Basic sequences are implemented, but key series like post consult or 90-day nurture are missing or underdeveloped.
  • CRM Utilization:
    • Partially automated lead entry with frequent manual intervention required.
  • Mostly Single-Media Communication:
    • Automated follow-ups are primarily email-based, with limited use of video or text messages.
  • Low Open and Engagement Rates:
    • Open rates fall between 15-25% and engagement rates range from 5-7%.
• D: Little to no sales automation in place, severely impacting outreach:
  • Lack of Communication Sequences:
    • Communication series are either absent or underused, leading to ad-hoc client interactions.
  • CRM Inefficiency:
    • Leads are not automatically entered into sequences, necessitating manual handling throughout.
  • Single-Media and Sporadic Communication:
    • Follow-ups are inconsistent and predominantly limited to email.
  • Poor Open and Engagement Rates:
    • Open rates are below 15%, and engagement rates fall under 5%.

Part 5: Data Capture and Utilization

• A: Comprehensive data strategies in place, capturing and utilizing data effectively:
  • Detailed Event Tracking:
    • Date and time stamps are recorded for key events including lead creation, lead qualification, consult scheduling, consult completion, and client funding.
  • Strategically Captured Structured Data:
    • Data is purposefully captured in a structured format for easy future access and analysis, noting important details such as petitioner vs. respondent, county, city, lead source, case specifics, presence of children, client age, and client gender.
  • Robust First-Party Data Capture:
    • Employs comprehensive strategies for capturing both online and offline first-party data with a focus on client insights.
  • Real-Time Reporting:
    • Provides real-time reporting capabilities for all lead, opportunity, and client segments to support informed decision-making.
• B: Adequate data capture strategies with some utilization for decision making:
  • Basic Event Tracking:
    • Most key events are captured with date and time stamps but may miss some finer details like consult completion.
  • Partially Structured Data:
    • Structured data is gathered for some key areas but requires additional manual effort for full utility.
  • Solid Data Capture Efforts:
    • Employs effective data capture strategies, albeit with occasional gaps in offline efforts.
  • Periodic Reporting:
    • Reports generated regularly, though not consistently in real time, for segment insights.
• C: Basic data capture, with limited application to operational improvement:
  • Minimal Event Tracking:
    • Only primary events like lead creation and client funding are date and time-stamped, missing intermediate steps.
  • Unstructured Data:
    • Data is captured in an unstructured manner, requiring mining and manual handling for utility.
  • Limited Data Capture:
    • Captures basic first-party data but lacks depth and strategy, especially offline.
  • Infrequent Reporting:
    • Reporting is sporadic and lacks detail, hindering comprehensive insights.
• D: Poor or absent data capture strategies, missing valuable client insights:
  • Lacking Event Tracking:
    • Important events are not consistently tracked or timestamped, resulting in a data vacuum.
  • Chaotic Data Collection:
    • Data capture is informal or poorly organized, requiring significant post-process manipulation.
  • Weak Data Capture:
    • Insufficient strategies for collecting first-party data, both online and offline.
  • No Real-Time Insights:
    • Absence of real-time or regular reporting, resulting in missed opportunities for data-driven decisions.

Part 6: Revenue Operations Reporting and Utilization

• A: Revenue operations reporting is highly effective with data being leveraged strategically:
  • Comprehensive Automated Reporting:
    • Daily reports are automatically generated and updated, providing insights into key waterfall segments for the last 7 days, last 28 days, and last 91 days.
  • Long-Term Trend Analysis:
    • 25-month charts are maintained for each waterfall metric, allowing for the identification of long-term trends and patterns.
  • Targeted Metric Goals:
    • Clearly defined targets are established for each metric within the waterfall, ensuring alignment with business objectives.
  • Strategic Business Decision Support:
    • A clear understanding exists of how to leverage waterfall data to inform critical business decisions, such as hiring needs, sales training initiatives, marketing strategies, and follow-up process quality assurance.
• B: Revenue operations reporting is solid but could benefit from additional refinement:
  • Automated Reporting System:
    • Reports are generated daily for waterfall segments, but occasionally require manual verification for accuracy in one or more time periods.
  • Trend Tracking:
    • Charts for each metric cover up to 12 months, but lack a full year and a month’s breadth for comprehensive trend tracking.
  • Metric Alignment:
    • Targets for most metrics are set, yet some may lack precision or alignment with overall strategy.
  • Informed Decision-Making:
    • Basic understanding of using data for business decisions exists, though some areas like sales training or QA could be more tightly integrated with data insights.
• C: Revenue operations reporting is minimally effective, requiring increased detail and focus:
  • Basic Reporting Cadence:
    • Reports are generated weekly rather than daily, providing only high-level insights into waterfall segments.
  • Limited Trend Insight:
    • Charts likely non existent or cover fewer than 12 months, making it difficult to perceive long-term trends.
  • Variable Metric Clarity:
    • Goals are set for a limited number of metrics, resulting in unclear priorities and actions.
  • Unclear Data Application:
    • Limited understanding of how to use data for strategic business decisions, often leading to missed opportunities in areas such as hiring and marketing.
• D: Revenue operations reporting is ineffective or absent, severely impacting strategic planning:
  • Lack of Automated Reporting:
    • Reports are either not generated automatically or are inconsistent, lacking clear waterfall segment insights.
  • Absent Trend Analysis:
    • No long-term charts are available, leading to poor visibility of trends over time.
  • Undefined Targets:
    • There are no clear targets for metrics, resulting in a lack of direction and strategic focus.
  • Disconnected Data Utilization:
    • Little to no understanding exists of how to leverage data for business decisions, resulting in reactive rather than proactive strategies.

How to Use This Sheet:

• Intake Process Optimization: Evaluate your firm’s communication and lead handling using internal call logs and CRM data. Grade the intake process from A to D based on criteria such as inbound and outbound communication, call handling efficiency, and lead qualification processes.

• Scheduling Efficiency: Review scheduling practices by assessing appointment systems and client feedback. Assign grades from A to D, focusing on the variety and integration of scheduling options, promptness of consultations, and the effectiveness of rescheduling and reminders.

• Sales Automation: Analyze CRM and communication sequence reports to evaluate sales automation, awarding grades from A to D. Focus on the presence of comprehensive communication sequences, CRM-driven automations, multimedia engagement, and open and engagement rates.

• Data Capture and Utilization: Use internal data reports to assess data capture processes, assigning a grade from A to D. Consider the extent of event tracking, strategic data structuring, first-party data capture, and real-time reporting capabilities.

• Revenue Operations Reporting and Utilization: Examine automatic reporting systems and strategic planning documents to assign grades from A to D. Focus on the generation and use of daily reports, long-term trend analysis, metric goal clarity, and informed decision-making support.

This guide is intended to help you systematically evaluate and enhance your firm’s revenue operations. By addressing each category, you can identify strengths and areas for improvement, leading to refined operational efficiency and strategic growth.