We help law firms improve how new business is generated, qualified, progressed and measured.

That can involve paid acquisition, positioning and creative, landing pages, intake and qualification, CRM and follow-up, or measurement and attribution.

The exact work depends on where the biggest opportunity sits. The objective is not to deploy every capability we offer. It is to improve the parts of the acquisition system most likely to make a commercial difference.

No. We can work with firms that already have paid acquisition running, firms that have tried it before, or firms starting from scratch.

Where we begin depends on what is already in place and whether paid acquisition is actually the most useful place to focus first.

Then generating more enquiries may not be the priority.

We would look at the quality of the opportunities entering the firm, how they are being qualified, what happens after the initial enquiry, how consistently they are followed up and how many ultimately become clients.

If suitable opportunities are already coming in but too few are progressing, the bigger opportunity may sit further down the acquisition journey.

We start by looking at the acquisition journey as a whole rather than assuming the problem sits with a particular channel.

That means understanding how demand is generated, who enquires, how suitable those opportunities are, what happens after they enter the firm and how many progress towards instruction.

From there, we can identify where the biggest constraint appears to sit and prioritise what is most worth improving first.

Not necessarily.

We can work alongside an internal marketing team, an existing agency or other specialist suppliers where that makes sense.

The important part is having clear responsibility for the areas we are improving and access to the information needed to understand what happens further down the acquisition journey.

We need enough involvement to understand how your firm currently works, access the information relevant to the engagement and make improvements that reflect what happens in practice.

That may involve input from partners, marketing, intake or other members of the team at particular stages.

The aim is not to create another project for your firm to manage. Once the priorities and responsibilities are clear, we take responsibility for the work within our agreed scope.

We look beyond surface-level marketing metrics.

Clicks, enquiries and cost per lead still matter, but the more commercially useful questions are whether the right opportunities are being generated, whether they progress, how many become instructions and what it ultimately costs to win new business.

The exact measurement framework depends on the engagement and the data available, but wherever possible we want visibility further down the funnel than the initial enquiry.

It depends on what needs improving.

Some changes can be implemented and evaluated relatively quickly. Others need enough enquiry volume and enough time for opportunities to progress before the commercial effect becomes clear.

We would rather establish a realistic measurement period around your firm's actual acquisition cycle than promise an arbitrary result within a fixed number of days.

We take competitive overlap seriously.

Where appropriate, we work with one firm per practice area within an agreed local market.

The protected market is defined at the beginning of the engagement based on geography, practice area and whether firms are realistically competing for the same prospective clients.

We begin by understanding how your firm currently wins new business.

That includes where enquiries come from, what happens after they arrive, how opportunities are qualified and progressed, what is currently being measured and where the biggest commercial constraint may sit.

From there, we prioritise the parts of the acquisition system most worth improving first and define what the initial scope of work should look like.

Engagements are scoped around what your acquisition system actually needs rather than a fixed menu of individual services.

The level of investment therefore depends on factors such as the number of practice areas involved, acquisition channels, implementation requirements and the overall complexity of the engagement.

Paid media budgets and significant third-party costs are treated separately, so there is a clear distinction between investment in the Twomey Partners engagement and the media or technology used to support it.