The legal market is moving fast and the path isn't always clear. We bring decades of planning, building, and operating to help you navigate yours.
We've been in the C-suite and on the front lines, closing the gap between idea and adoption. We understand how to navigate competing priorities, build consensus, and bridge the distance between strategic planning and practical execution.
Our insights come from building companies, leading teams, and delivering results—not observing or commenting from the sidelines. We've made the hard calls and learned what works (and what doesn't).
We don't hand you a deck and walk away. We work alongside you to get it done, pressure-testing ideas together, helping you move forward with confidence.
Rob has spent his career at the intersection of law and technology, building teams and businesses, leading innovation, and guiding organizations through change and uncertainty. He founded XMLAW (Inc 5000, sold to Thomson Reuters), launched and led SeyfarthLean Consulting, and has worked with Am Law firms, legal tech startups, and private equity sponsors for more than 25 years.
Rob brings perspective that only comes from doing the work in professional partnerships—making the case for investment and delivering on the promise. That experience shapes how Nexlaw Partners works with clients: collaboratively, practically, and with respect for what it takes to succeed.
Strategy is easy to talk about, harder to execute. We bring the perspective of people who've been responsible for making it happen—balancing ambition with reality, communicating with clarity, building alignment, delivering results.
AI is creating real opportunities, but the fundamentals still matter. You need good data, realistic expectations, and a plan that fits the way your professionals work. We've been through enough implementations to know what to watch for.
Innovation inside a law firm or legal department takes patience and persistence. Resources are finite, incentives aren't always aligned, and results take time. We've led these efforts and advised on many more.
Selected writing on strategy, innovation, and the business of law.
Technical debt, data debt, process debt, talent debt. Why firms may be investing in the wrong things for the right reasons.
Partners are your investors. Understanding their incentives is critical to innovation success. Inventors turn cash into ideas; innovators turn ideas into cash.
Innovation shouldn't be a directionless fractal—it's a vector with direction and magnitude. Why most firms innovate for show, not results.
Have a challenge you're working through? We'd be glad to hear about it. Contact us