By Steve Fretzin & Mathew Kerbis
The Future of Law: Embracing Subscription Models
As a business development coach for lawyers, I’ve seen how the traditional methods of legal practice can sometimes hold back progress. The billable hour has been a cornerstone of your profession, but it often creates stress and inefficiency. Recently, I had a conversation with Mathew Kerbis, an attorney who’s pioneering a new way forward with subscription models for legal services. His insights into this innovative approach could be the game-changer the legal industry needs.
Let’s acknowledge the flaws in the billable hour model. It’s no secret that the pressure to accumulate billable hours can lead to burnout. Lawyers are often caught in a cycle of overwork, trying to balance the demands of their firm with their personal lives. Mathew shared his perspective on how the billable hour not only stresses attorneys but also incite inefficiency. When your income depends on the number of hours billed, there’s little motivation to find quicker, more efficient ways to solve client problems.
But what’s the alternative? Mathew suggests the subscription model—a system where clients pay a recurring fee for ongoing legal services. This could range from basic access to legal advice to more comprehensive packages that include document review, negotiation, and drafting. It’s a model that offers predictability for both the client and the lawyer, potentially reducing the stress that comes with the constant push for billable hours.
So, how does this subscription model work? Think of it like your Netflix subscription, but instead of movies, you get legal services. Clients pay a monthly fee to have access to a lawyer whenever they need advice or help with documents. This model isn’t entirely new—other industries have been doing it for years—but it’s still a fresh concept in the legal world.
Mathew sees a lot of potential in this approach, particularly for younger lawyers or those just starting their own practice. “Imagine graduating from law school and having a base of clients already paying you a monthly fee,” he said. “It’s a way to generate steady income right from the start, and it makes legal services more accessible to people who might not otherwise afford them.
”The beauty of the subscription model is its flexibility. Lawyers can offer different levels of service, from a basic package that allows clients to ask questions and get quick advice, to a premium service that includes more hands-on support. This not only helps clients by providing affordable legal help but also helps lawyers by offering a steady income stream.”
One of the most exciting aspects of our conversation was discussing how technology can help scale this model. By using tools like document automation and online scheduling, lawyers can serve more clients without increasing their workload. Mathew pointed out that the billable hour limits you to the number of hours in a day but with a subscription model, there is a scale in the way of your services that were not possible before.
This approach also opens the door to providing legal services to a broader audience. Many people who need legal help can’t afford traditional hourly rates, but they might be willing to pay a lower, recurring fee for access to a lawyer. This could be particularly valuable for small businesses or startups that need ongoing legal advice but don’t have the budget for a full-time lawyer.
Beyond the financial benefits, Mathew sees the subscription model as a way to address the access-to-justice gap. Too many people go without legal help because they can’t afford it. By offering a lower-cost, subscription-based service, lawyers can reach a wider audience. This model also allows new lawyers to start building a client base from day one, without the pressure to immediately bring in high-paying clients.
But Mathew acknowledges that there are challenges ahead. Educating both lawyers and clients about the benefits of subscription services will be crucial. Many people are used to the traditional model of paying by the hour, and it might take time for them to see the value in a subscription.
It was clear that the legal industry is on the brink of significant change. The pressures from procurement departments, the rise of non-lawyer ownership of law firms, and the increasing competition from alternative legal service providers mean that lawyers need to innovate if they want to stay ahead.
Mathew’s work on subscription models offers a glimpse into what the future of legal practice might look like. It’s a future where lawyers can provide more affordable services, reduce their own stress, and reach more clients than ever before. And for those of us committed to helping lawyers succeed, it’s a future worth embracing.
For more information about taking your law practice to the next level, please email me directly at [email protected].
Steve Fretzin, an expert at legal business development, is the author of four books regarding the topic and is the host of the Be That Lawyer podcast. He has helped hundreds of attorneys across the world dramatically grow their book of business while living a well-balanced life. He can be reached at [email protected].