25-40% Accuracy lost to memory after 24 hours
Time written up on Friday is not recorded, it is remembered. And memory almost always under-counts.
Professional services
Attorneys work forty-nine hours a week and bill thirty-seven.
That twelve-hour gap is worth roughly two hundred thousand dollars per attorney, per year.
Book a 20-minute call Free. No demo, no slides.
34.8 mo
median time from filing to trial in federal civil cases, against 6.9 months to disposition.
Source: US Courts: Federal Court Management Statistics, March 2026
What is happening
Forty-nine hours worked, thirty-seven billed. The gap is not laziness.
22% Of professionals record under 70% of their client time
Meaning for more than a fifth of fee earners, over 30% of billable work is never captured at all.
Effort data is scattered across four systems
A document management system, practice management, accounting and a shared inbox that never reconcile — so matter economics cannot be shown to a client.
Trust reconciliation consumes senior time
A compliance-critical task done manually every month by people whose hours are the firm's product.
Intelligence, plumbed in
A matter file is text. Time narratives can be drafted from it.
Underneath: a connector to the document store, matter-level access rules in the layer, and a fee earner approving every line.
How we make AI survive real data-
Connectors -
A semantic layer -
Evals you can check
What changes
Judge us on this, not on what we built.
Hours captured Time recorded as it happens, not reconstructed
Derived from document, email and calendar activity, presented for confirmation rather than typed from memory.
Realisation The gap between delivered and billed, closed
Automated time-to-billing workflows are associated with realisation rates eight to twelve points higher than manual processes.
Matter economics Profitability per matter, visible during the matter
Not at write-off time, when the only remaining decision is how much to absorb.
Research
We wrote a full page on each of these, with the sources.
Each one carries its own figures and the citations behind them. Start with whichever sounds most like your week.
However hard, whatever it is
Unbilled hours are one example. Bring whatever the partners argue about.
This page is about recovering the gap between worked and billed. If yours is matter intake, conflicts or client reporting, same approach.
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01 We sit with you
Days where the work happens, not a workshop in a meeting room. We watch the job get done and write down the shortcuts nobody wrote down.
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02 We read everything
Your data, your rules, your vendors and their documentation, and the published research on your sector. We report what is actually in there.
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03 We break it to first principles
Not which tool fixes this. What is actually causing it, taken apart until we reach the piece that cannot be divided further.
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04 Then we build
Weeks, not quarters. By this point we are not guessing what to build, and guessing is the thing that makes projects long.
Where we sit
Your document store stays. We build the twelve hours back.
4
What you get
- Hours captured Time recorded as it happens, not reconstructed
- Realisation The gap between delivered and billed, closed
- Matter economics Profitability per matter, visible during the matter
3
Built new for you — none of this exists in your stack today
- Time capture that drafts the narrative for you to approve
- Matter opening that takes one form instead of five
- A client statement they can read without calling you
2
The matter layer Reads your documents and time. Bills nothing without a fee earner agreeing.
Connectors, one agreed meaning per field, and a model reading what no
field holds. Accuracy measured on your own records.
1
- iManage
- NetDocuments
- Clio
- Elite / Aderant
- practice management systems
What you already run — unchanged, and still yours
If the matter file holds it, we can reach it. A document store with no API, an email thread, time entered in a desktop tool. All of it can be joined.
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No API -
No documentation -
A terminal from 1994 -
It arrives as paper -
The vendor said no -
It reports nothing
Not a list of limits. Name yours on the call.
And once we can reach it, a model can read it. Most of the value here is in the sources nobody ever structured — the note, the letter, the screen.
Who this is for
The people who feel this first
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Managing Partner -
Chief Operating Officer -
Legal Operations Director -
Finance Director -
Practice Group Head
Straight answers
The questions you would ask on the call
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Our attorneys will not adopt another time-tracking tool.
They should not have to. Anything that asks a fee earner to do more work will fail. The capture has to be derived from activity that already happens — documents opened, emails sent, meetings held — and presented for a single confirmation.
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Is this surveillance of our lawyers?
It is a fair concern and the design answer matters. Capture should surface to the individual for confirmation before it goes anywhere else, and it should record work product activity rather than monitor behaviour. A system that feels like monitoring gets circumvented, which also makes it useless.
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What is the realistic return?
Start from your own numbers: hours worked against hours billed, per fee earner. Firms with automated time-to-billing report realisation eight to twelve points higher. Apply that to your own revenue before believing anyone's projection, including ours.
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Is AI safe on privileged matter files?
Access rules live in the layer, per matter, before the model sees anything. A fee earner approves every line that leaves it.
Also in professional services
Next step
Start with your own numbers.
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We talk
20 minutes. Free.
You tell us what is not working. We ask how the work really gets done.
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We look at your data
A few weeks.
We read your systems, including the notes and letters no field holds. You get what is really in there, what it costs, and the accuracy we can hit.
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We build
A few months.
Only if step 2 says it is worth it. Fixed price, agreed before we start.