Beyond bricks and mortar

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A month before COVID-19 gave the world a crash course in Zoom calls and remote work, Saskatoon’s Luanne Schlosser had already moved beyond the brick-and-mortar law firm model. 

She founded Lunova Law in Saskatoon in early 2020, focusing on intellectual property, privacy and technology. 

“The concept was a virtual practice model that would leverage technology to reduce barriers in terms of how people engage with legal services,” she says.

Lower overhead was a big motivation, allowing her to charge clients less and pay staff more. So was client convenience. Many of the busy entrepreneurs Schlosser serves preferred phone or video calls to the hassle of in-person meetings — and geography was no barrier.

Meanwhile, going virtual gave her more freedom to pursue personal interests, enabling her to work while trekking the Camino de Santiago and at airports en route to Irish dance competitions. 

“I get to do all these great things that a lot of lawyers at traditional firms can’t do because they’re locked into their desks,” Schlosser says.

Since Lisa Stam launched Spring Law in Toronto in 2017, one of the biggest benefits has been the ability to recruit talent. Today, the 15 people who make up her fully virtual employment law boutique work from Ontario, Honduras, Guatemala and the Philippines, bringing different perspectives and experiences to the table. 

“I feel like that just makes us all better lawyers,” she says. “All of us are learning from each other all the time.”

Similarly, the virtual model creates opportunities to serve clients from afar. When David Brannen, who heads up Resolute Employment and Disability Lawyers, started blogging about disability law in 2013, he received requests for legal help from across Canada.

Why not, he thought. A New Brunswick lawyer, he became licensed in all the Atlantic provinces, as well as Ontario and Alberta, and hired lawyers across the country. Today, most of his eight-member team works remotely.

Making it work

Brannen, who hasn’t met with a client in person since 2015, says operating virtually is easier than ever. 

“Clients have never been more willing to work with these types of arrangements, and the courts have never been more accommodating.” 

The technology needed to shift online is also readily available. Cloud-based practice management software can streamline client intake and provide secure access to case files from anywhere. Teams, Zoom, or Google Meet provide videoconferencing, while platforms like Google Docs and Slack allow staff in different locations to collaborate on documents simultaneously. Digital signature services like Docusign make it possible to execute agreements remotely. 

The key to running a successful virtual operation is creating a smooth, seamless experience that doesn’t force clients to navigate half a dozen platforms. 

“Virtual doesn’t mean you have to use every and all tech tools out there,” Schlosser says. 

Think through how you’ll meet practice requirements in a virtual context — like confirming a client’s identity on a video call or avoiding unintended client-solicitor privilege. Ensure everyone on your team is working from the same versions of forms, policies, and precedents, and establish standard operating procedures. 

“Build out an infrastructure from day one so that there isn’t chaos,” Stam advises.

And while cybersecurity is important, that’s true of any firm. Use enterprise-grade software and make sure you’ve put appropriate protocols in place.

“The security always boils down to the individual people,” Brannen says. 

“Is your device secure? Do you have passwords?” 

Consider the logistics of remote work as well. Where will physical mail be delivered? Do you need a space for occasional face-to-face meetings? Do you and your team members have appropriate setups? 

Brannen keeps a small office in Moncton where documents can be dropped off, but does day-to-day work from his rural home, where he has commercial-grade internet installed. 

Stam requires employees to sign an agreement that includes keeping children away from work computers and having a dedicated workspace. 

“I don’t want anyone working in their dining room,” she says.

Schlosser eventually rented a workspace after realizing that sharing the house with her husband, also a lawyer who works remotely, was too challenging. Having that offsite space for the weeks when she isn’t travelling was a game-changer.

Challenges and rewards

Of course, a virtual model isn’t the right fit for everyone. Many people prefer the camaraderie that comes from working face-to-face with their colleagues.

Nor is it appropriate for every type of practice. In-person meetings in a legal office can make sense in criminal law, while wet signatures may still be required for some wills and estates. And if a firm grows too large, it can become harder to manage virtually. 

Then there’s the question of how to build a strong culture online without the spontaneous interactions that happen in a physical office.

To foster those connections, Stam has instituted weekly online all-team strategy meetings, quarterly in-person gatherings, and a longer winter retreat to strengthen the “human glue” that holds her firm together. 

Schlosser schedules video calls with her Edmonton-based assistant twice a week and connects with her associate either in their rented office or online. 

At Resolute, Brannen meets daily with his staff via Google Workspace, supplemented by in-person events once or twice a year. Yes, it can require more deliberate effort. But all three agree that the flexibility of a virtual model makes it worthwhile. 

“This is a great way to take charge of your life,” says Brannen, citing zero commute time, lunchtime walks in the woods, and the company of his two Pomeranians as he works. 

“It’s completely a lifestyle play.”