Client-Centric Solutions

For decades, 'legal tech' meant one thing: building complex, expensive software to help big law firms bill more hours, more efficiently. The entire industry was built to serve the lawyer. That era is officially over. The real, multi-trillion dollar opportunity was never about making lawyers slightly more productive, it was about serving the millions of small businesses and individuals who couldn't afford them in the first place. A new wave of startup founders understands that the future isn't about selling software to law firms, but about delivering legal outcomes to everyone else. This shift is happening in real-time so when I met Andrew Guzman at OpenLaw, with a mission of making legal services accessible and on-demand, I was excited to get involved. Their momentum highlights a broader trend we're seeing. Devalued Currency: On-premise enterprise software sold in multi-year contracts to the top 200 law firms. New Currency: On-demand, transparently-priced legal services delivered through a marketplace that empowers both the client and the independent lawyer. Here’s how the next generation of legal tech founders are building: ✔️They Focus on the Client Experience, Not the Lawyer Workflow. The old guard built tools to optimize tasks within a law firm. The next gen are obsessed with the client's journey. They ask: "How can we get a small business a simple, fixed-fee contract review in 24 hours?" This client-centric obsession, rather than lawyer-centric optimization, is the single biggest mindset shift in the industry. ✔️ They Use AI for Access, Not Just Efficiency. First-gen legal tech used AI to help a $1k/hour lawyer find a document 10% faster. The new generation uses AI to automate routine tasks, enabling a marketplace of lawyers to offer services at a price point small businesses can actually afford. AI isn't a tool to enhance the old model, it's a weapon to unlock a completely new market. ✔️ They Sell Predictability First, Legal Services Second. The biggest barrier for a small business isn't a lack of legal documents, it's the paralyzing fear of surprise bills and hiring the wrong expert. Instead the new gen build products that offer fixed-fee packages, transparent reviews and clear project scopes, ensuring a customer knows the exact cost and deliverable upfront. They understand that what they’re really selling is predictability. The future of legal tech doesn't look like a piece of software. It looks like a simple, elegant experience that finally gives businesses and individuals the expert help they really need. A huge congrats to the OpenLaw team for closing $3.5M and leading the charge. Let's go! 🚀 🚀 🚀 The LegalTech Fund, Wisdom Ventures, Mindful Venture Capital, Flint Capital, Slauson & Co., Techstars, Everywhere Ventures

During my more than twenty years in money management, I’ve led or co-led the development of three Solutions businesses. These were major organizational transformations. But “Solutions” has become a buzzword in our industry. How do I define it? It’s a business model focused on customization to client needs. You meet with clients who control billions of dollars, and instead of pushing a specific investment product, you ask: What do you need? You may analyze their asset mix, and liabilities (i.e., how and when the money is distributed). Based on this analysis, you may recommend an off-the-shelf product or a customized portfolio. When a client who controls billions of dollars asks for an analysis or a proposal for a customized portfolio, the fire station alarm goes off. The Solutions Strategist must mobilize the entire organization quickly and efficiently. Everyone must work towards one objective: delivering the best the firm can offer this client. Whoever happens to have “bandwidth” (the ability to temporarily drop other projects to focus on this one) must step in. Organizations that are siloed and rigid about role clarity don’t do well as Solutions providers. My experience standing up these Solutions businesses at three companies has been that if you focus on the client, you can break silos without bruising relationships. #leadership #changemanagement

Client centricity is not a marketing line. It is a discipline. Every company claims to value clients. Very few build systems that prove it. Being client centric is not about polite conversations, festive greetings, or saying “we appreciate your business.” It is about response time, follow through, ownership, and consistency. It is about closing loops without reminders. It is about maintaining execution intensity even after the first three months of excitement are over. In manufacturing, repeatability builds trust. In services, responsiveness builds trust. The moment response slows, accountability diffuses, or meetings happen without measurable outcomes, trust starts eroding quietly. Not dramatically. Quietly. Long relationships do not reduce responsibility. They increase it. When a client stays with you for years, your standards should rise, not relax. Familiarity must never create comfort. Comfort is the silent growth killer in service businesses. If we aspire to work with global clients, we must operate with global response standards. Clear timelines. Clear ownership. Clear metrics. Client centricity is not emotional. It is operational. And operational excellence is always intentional. The real question is not whether we value clients. The real question is whether our systems prove it. #ClientCentricity #ManufacturingLeadership #OperationalExcellence #ExecutionDiscipline #BusinessGrowth

"Can you believe they completely ignored our feedback?" The prospective client's voice was filled with frustration. "It feels like they've forgotten we exist." This was more than just a complaint— and I knew right then that something had to change. We often talk about customer centricity, but how often do we truly reflect on what it means? My career started in a call center, where the customer was everything. Every call and every interaction was a reminder that the customer wasn't just a part of the business—they were the reason for it. As I've grown in my career, this mindset of "client first" has stayed with me. But hearing this client's dissatisfaction made me pause and ask: Are we really putting the customer first in everything we do? In the rush of targets, processes, and metrics, it's easy to lose sight of the customer. But when we do, the consequences are real—disconnected relationships, unmet expectations, and ultimately, lost trust. So, how can we ensure that customer centricity isn't just a buzzword but a guiding principle in our work? Here's what you can consider: 👉🏻 Listen, Really Listen: Take the time to understand your customers' pain points. What are they unhappy about? What's missing in their current experience? Truly listening can reveal insights that lead to better solutions. 👉🏻 Be Proactive, Not Reactive: Waiting for a problem to escalate is not the way to go. Anticipate your customers' needs and address potential issues before they become real concerns. This proactive approach not only prevents issues but also shows that you're not just meeting expectations—you're exceeding them. 👉🏻 Personalize Your Approach: Customers appreciate when you remember the little things. Whether it's recalling past interactions or tailoring your service to their specific needs, personalization makes a huge difference in how valued they feel. 👉🏻 Collaborate, Don't Dictate: Work with your customers, not just for them. Involve them in the process, seek their input, and make them feel like true partners. This collaboration builds trust and fosters long-term relationships. 👉🏻 Reflect and Improve: After every interaction, take a moment to reflect. What went well? What could be improved? Continuous reflection ensures that you're always aligning your work with your customers' evolving needs. Have you ever had a moment where a customer's feedback made you stop and think? I'd love to hear your experiences and any tips you have for staying customer-centric. #CustomerCentricity #ClientFirst #CustomerExperience

🚀 I’m passionate about helping mid-sized IT firms thrive in a world dominated by giants. Here’s how we can turn our size into a superpower! 💡 In my latest article, I share a playbook for mid-sized firms to not just survive but thrive in the era of AI and commoditization. Here’s how: • Carve Out Deep Domain Specialization: Why be a jack-of-all-trades when you can be a master of one? Focus on vertical excellence—like AI for healthcare compliance or supply chain resilience for mid-market manufacturers. The giants can’t match our depth. • Adopt a “Co-Creation” Client Model: Let’s stop being just another vendor. Become innovation partners instead—engage clients in joint AI labs, rapid prototyping, and shared-risk models. Bureaucratic giants are too rigid for this. • Build a Composable, AI-First Service Portfolio: Design modular services that let clients plug-and-play AI without overhauling their ecosystems. Partner with niche AI startups to stay ahead. • Compete on Speed and Flexibility: Large firms are slow. We’re fast. Offer outcome-based pricing tied to AI-driven efficiencies or business KPIs. Be bold where they’re risk-averse. • Talent as a Differentiator: Invest in high-touch, client-facing talent with dual expertise in tech and business. Build a SWAT team of AI consultants for high-impact interventions. Mid-sized firms can’t outscale the giants, but we can outmaneuver them by being faster, more specialized, and more client-centric. 💬 Let’s start a conversation: What bold moves are you making to stay ahead in this shifting landscape? Share your thoughts below! #PASH #MidSizedFirms #ITServicesStrategy #AIInnovation #DigitalTransformation #TechLeadership #ClientValue #OutcomeBasedPricing #CoCreation #DomainExpertise #AgileDelivery #CEOStrategy #CIOCommunity #CDOInsights #TechnologyConsulting #BusinessTransformation #FutureOfITServices #DifferentiationStrategy #AIInBusiness #EcosystemPartnerships #TalentInnovation #ITConsulting #InnovationPartners #AIStartups #TechTrends #BusinessAgility #ITStrategy #DigitalStrategy #TechInnovation #LeadershipInTech #ITServices #TechConsulting #AIForBusiness #TechSolutions #BusinessGrowth #ITLeadership #TechTalent #DigitalLeadership #ITTransformation #TechEcosystem #BusinessInnovation

The Art of the Referral: Putting your clients first 🥇 At the heart of every successful referral strategy is a simple, timeless principle: putting your clients first. But why is focusing on your clients' success the key to building a thriving business through referrals? 1) Client-Centric Service: The Foundation of Trust Clients entrust advisors with their secrets and concerns. By prioritizing their needs and dedicating yourself to their success, you don't just provide a service; you build a relationship founded on trust. This trust becomes the bedrock of your reputation, a critical factor in word-of-mouth recommendations. 2)Cultivating a Referral Network: Beyond Transactions Referrals are not transactions; they are the natural outcomes of your exceptional value and service. Here are strategies to foster a referral culture: - Exceed Expectations: Go beyond the basic expectations of financial advice. Offer personalized insights, be proactive in communication, and provide educational resources that empower your clients. Exceptional service inspires clients to share their experiences. - Build Relationships: Deepen your client relationships beyond the numbers. Understanding their life goals, milestones, and challenges creates a connection that extends beyond professional advice to genuine care. - Ask for Feedback: Regularly solicit feedback to improve your services. Show your clients that their opinions matter, and you're committed to evolving based on their needs. A happy client is your best advocate. - Referral as a Service: Frame referrals not as a favor to you but as an extension of your service. Educate your clients on how their referrals allow you to help others achieve financial wellness. - Acknowledge and Appreciate: Always thank your clients for referrals. Whether it's a personalized note, a small token of appreciation, or a simple call, acknowledgment reinforces your value for the relationship. 3) Encouraging Word-of-Mouth: Best Practices - Seamless Experience: Ensure every client interaction is smooth, from onboarding to regular check-ins. A seamless experience is memorable and shareable. - Empower with Knowledge: Clients who feel informed and empowered are more likely to refer others. Use layman's terms to explain complex concepts and update clients on relevant financial news. - Be Visible: Maintain an active presence where your clients and their networks spend time, be it LinkedIn, community events, or financial seminars. Visibility keeps you top of mind. Final thoughts In essence, referrals in the financial advisory sector are about relationship-building. By focusing on delivering outstanding service that puts clients' interests first, you foster loyalty and create a culture of advocacy. Remember, when clients win, you win, and nothing speaks louder than the success stories of those you've helped navigate their financial journeys. #clients #referals #advisor #financialadvisor

One of my portfolio companies scaled from 0 to over €500K ARR in just six months by focusing on what really mattered: deeply understanding their clients. Instead of relying on assumptions or distant communication, they worked directly from their clients’ offices. This hands-on approach gave them unparalleled insight into the specific challenges their clients were facing. With that understanding, they delivered solutions tailored precisely to those needs. In the early stages of a startup, this kind of quality-first approach can be far more impactful than chasing rapid scale. By focusing on depth and building trust through customized problem-solving, they established relationships that became the foundation of their rapid growth. This example highlights the power of prioritizing genuine client connections and solutions. How do you approach understanding your clients’ challenges?

Well-designed cross-functional processes are powerful. They create customer experiences that are effortless for the customer and more efficient for the organization. Here's a story that illustrates this point. A colleague of mine visited the contact center for a well-known health insurance company and relayed this experience to me. While she was meeting with team members, she saw job aids referring to “building empathy” and delivering “apologies with heart.” The quality assurance (QA) form measured employees on how well they helped customers manage their intense emotions over delayed claims. The training content emphasized how to explain complicated claims processes. When she met with the contact center director, she asked, “Why so much time and energy on training reps to manage customers who are disappointed… by you? Why not just fix the claim issue?” He sighed. “It’s not that easy. The claims department has their way of doing things. We’ve tried to meet with them over this issue a few times, but the message is clear—‘stay on your side of the fence.’ We do our best, but customers express frustration every day. We can’t magically make customers okay with it.” This gap between what customers want and what is being delivered—and I suspect you may have similar stories—is all too familiar in many organizations. Customer-centric organizations, however, spend proportionally more time designing processes and proportionally less time getting better at appeasing unhappy customers. They devote their attention to eliminating what makes customers unhappy in the first place. Of course, glitches will still happen, and the processes you use to resolve those issues are essential. Effective complaint resolution will always be part of your CX portfolio. But that shouldn’t be the main focus. The challenge? Without deliberate intervention, departments don’t naturally work across functional lines. The marketing team focuses on messaging and response rates. The product management team is occupied with product design and development. Billing concentrates on revenue and collections. Each team fixates on being the best they can be within the boundaries of their department. Every department can agree that designing processes and technology with the customer in mind makes sense. Even so, being customer-focused within a silo doesn’t fix the most exasperating barriers to good experiences. Great experiences happen by design through cross-department collaboration. They are shaped with a clear-eyed view of the customer as they traverse through the work done by marketing, product management, billing, and the contact center. That work must be coordinated and seamless for the trip to feel effortless, satisfying, and yes, sometimes even WOW. And to create that collaboration, your organization must have high-level sponsorship. Senior leaders must define a common vision and goals, and hold all accountable to pursue them.

Nobody wants to buy your product. It’s a hard pill to swallow — but a lot of times we get lost… We get caught up with the product because it is us who is designing the product/service: - We want to give it the best features imaginable - We’re constantly looking at the product/service thinking, “what can we add?” And from painful experience, I can tell you: this “product-centric” approach does NOT work. When we launched the clickOn card (discount card) it was a massive failure. Why? We were tackling too many projects at one time: 1. Over-diversifying so we were lacking traction on our core products 2. Copied what was working in the market and just went out to compete We did it half-way. And we got so caught up in the tiny product details… But we weren’t having CUSTOMER-solution oriented conversations. So bottom line: we learned the hard way. The reality is that people DON’T want to buy your product, they want to buy the: → SOLUTION for their PROBLEM (with a sprinkle of experience and emotions evoked in the process) So here's 3 brutally honest lessons after our product failure (that might help you too): 1. They don’t care how it works — they want the outcome Your customers don't care about your product's features. They care about the outcome it provides. And that product-centric (instead of CUSTOMER-centric) approach leads to: - Misaligned offerings - Poor market fit - Wasted resources I know because I've been there, done that, and got the t-shirt. Your product is just a vehicle to your customer's desired destination. That’s why you need to: 2. Paint the picture of the destination, not the journey - What emotions will your product evoke? - What's the end result for your customer? - How will it change their life? Remember: When we buy a plane ticket, we're not buying the flight — we're buying the vacation. Your product is the plane. Your customer wants the beach. 3. Understand what they're really buying Ask yourself: What do my customers really want? When we launched the clickOn card, we were so caught up in the mechanics of how it would work, we forgot to ask if people even wanted it. Always use this mantra: "Nobody wants to buy my product. What do they really want to buy?” "Is it freedom? Better finances? More joy? More love?” So remember these 3 lessons: 1. They don’t care how it works — they want the outcome 2. Focus on the destination, not the journey 3. Understand what they're really buying Stop obsessing over your product's features. Start obsessing over your customer's desires. Align your offering with their true needs. Everything will fall into place from there. — Enjoyed this? Join +1000 founders getting scaling hacks every Saturday - Subscribe to my Newsletter in the featured section. P.S. This is how our discount card website looked like: