Start with what needs to improve
Write down the issue: access to the decision-maker, unclear bills, repeated explanations, slow responses or advice that does not help you choose. Then ask prospective firms how they would address it on your matter. Firm size alone does not establish cost, quality or responsiveness.
Who actually does the work?
Ask who leads strategy, drafts documents, reviews advice and communicates with you. Delegation can be efficient when responsibility and supervision are clear. Direct access to a senior lawyer does not mean that lawyer should perform every administrative task. Agree how specialist questions, leave and urgent deadlines are handled.
Compare scope and billing
Ask for the first deliverable and its assumptions, exclusions, estimate and approval points. A low initial quote can cover less work; a larger estimate can include contingencies you may not need. Compare the same scope and find out how changes are authorised. Request a useful explanation of progress and remaining work, not only a time ledger.
Swipe or scroll sideways to view all columns.
| Question | What a useful answer covers |
|---|---|
| Who is accountable? | A named lead adviser and a clear review and escalation process. |
| What happens next? | The next decision, documents needed and responsibility for the deadline. |
| How will we communicate? | An agreed contact channel and an approach to urgent issues. |
| What does the fee cover? | Deliverable, assumptions, exclusions, disbursements and approval of extra work. |
| When would you add specialists? | The trigger for counsel, experts or a larger team and how their cost is approved. |
Commercial proportionality
A $20,000 disputed invoice and a transaction threatening the business need different levels of investigation. Ask the adviser to connect the proposed step with the amount at stake, evidence, enforceability, relationship and practical outcome. Sometimes negotiation or a limited review is proportionate; sometimes an urgent application or detailed due diligence is essential.
When a larger team may fit better
Large document sets, multiple jurisdictions, several simultaneous hearings or highly specialised regulatory issues may justify more people and dedicated systems. A boutique may coordinate counsel and other advisers, but ask about actual capacity before committing. A good fit includes an honest discussion of limits and conflicts.
Plan the handover
- Identify live deadlines, court orders and transaction commitments.
- Have the new firm complete its conflict and scope checks.
- Agree written authority for transfer of the relevant file and a chronology.
- Resolve responsibility for outstanding work, costs and any file-transfer issues.
- Confirm who has responsibility for each deadline during the transition.
Do not assume a new enquiry has transferred responsibility. Obtain confirmation that the new engagement is accepted and the urgent steps are covered.
How Allenby Legal approaches the question
Our working principles are clear direction, commercial proportionality and direct accountability. Priya Gangatharan is the Principal Solicitor and leads the advice and strategy. Ask us what the first stage would involve, how we would coordinate with your accountant or other advisers, and whether the matter fits the practice.
Frequently asked questions
Is a boutique always cheaper?
No. Compare the same scope, seniority, disbursements and assumptions. Firm size alone does not establish the total cost.
Will a senior lawyer perform every task?
Ask about the actual staffing model. Direct accountability can coexist with supervised delegation and specialist input.
When should I arrange the transfer?
Plan around live deadlines and obtain acceptance of the new engagement. An enquiry alone does not transfer responsibility for the matter.