Resilient growth for professional firms: Inspiration beyond the sector

For law, accounting, and other professional services, yesterday’s operating model – heavy, slow, and siloed – can no longer keep pace. Resilient growth now depends on one built for learning, speed, and trust.

Build agility into the structure

Small, cross-functional teams – linking business development, delivery, and operations – reduce handoffs and turn ideas into visible improvements faster. Just as important is a clear innovation leader: a senior person accountable for priorities, governance, and measurable progress.

Protect trust through transparency

Innovation and credibility do not conflict; lack of transparency does. High-performing firms bring clients into the process – explaining what is changing, why it matters, how confidentiality is protected, and where human oversight remains essential. Many of the most effective innovations are not dramatic: better onboarding, clearer updates, more consistent deliverables, and faster response times.

Use digital tools to improve consistency and clarity

Client portals and simple dashboards can show where things stand and what comes next. This often reduces status-check emails and unnecessary back-and-forth. Internally, automation and AI can take on routine work from organising information to preparing first drafts, so professionals can focus on judgment, strategy, and relationships.

Sustain momentum by shaping culture

Teams stay engaged when purpose is clear, experimentation is safe, and wellbeing is treated as a performance condition, not a perk. What gets measured gets improved. Start with client satisfaction and turnaround time, then add adoption and engagement.

Treat dissatisfaction as a source of insight

Client feedback is the best compass, and the dissatisfied client often teaches the most. Complaints reveal friction, gaps in communication, or moments when value is not visible. These are signals that point directly to what to fix next.

Look beyond your sector for inspiration

The broader digital and entrepreneurial ecosystem, often outside traditional professional services, shows how startups continuously improve usability, speed, and measurable outcomes. Working with the right innovative startups can help firms modernise faster and test solutions with less risk, provided standards for quality, confidentiality, and accountability are clear.

Instead of benchmarking only against firms like your own, it may be worth quietly comparing yourself with these pace setters as well – organisations, often in other industries, obsessed with speed, usability, and outcomes. Borrowing some of their mindset, choosing partners carefully, and adapting what fits your context can help you modernise on your own terms, without compromising the trust your clients place in you.

---

Feliza Bahamonde Wormull is the Managing Partner at Visa and Go. She studied law at the Universidad Católica, Chile, and at the Universidad Internacional de La Rioja, Spain. She also holds a Master’s in Digital Law and New Technologies from the University of Salamanca, Spain. Feliza is the Global Chair of the GGI Global Mobility Solutions (GMS) Practice Group.