The company is in a transitional phase and currently lacks the operational foundation needed to support sustainable growth. While there is clear passion for the legal work and a vision for expansion, the internal infrastructure does not currently reflect the standards expected of a high-performing professional services firm.
Key leadership roles are not aligned with the experience typically required to navigate complex business functions. Strategic financial planning, talent development, and organizational culture would benefit from more seasoned oversight. As a result, execution tends to be reactive rather than proactive, which places strain on both the team and the client experience.
Turnover was consistently high during my time there. At the time of my departure, no team members—other than the founding lawyer and her spouse—had been with the organization for more than a year. This repeated pattern raises concerns about the overall work culture and long-term sustainability.
There are also opportunities to improve basic operational practices—such as internal communications, HR processes, and administrative accuracy—to reflect a more professional and client-ready standard.