Law firms and accountancy practices run on a small number of well-established practice management systems — Clio, LEAP, Actionstep and Practice Evolve in legal; Xero, Sage, IRIS and CCH in accountancy — and those systems are genuinely good at what they were built for: time recording, ledger management and statutory return preparation. What they are rarely good at is the work that sits either side of the core system: a client who wants to see matter status without emailing their solicitor, a partner who wants a document assembled from a clause bank without retyping boilerplate for the fortieth time, or a firm-wide reporting view that spans two practice management systems left over from a merger.
We build software for solicitors' practices, barristers' chambers, accountancy firms and multi-disciplinary professional services groups operating in the UK. The work sits around the matter or engagement lifecycle — instruction, time recording, work in progress (WIP) and disbursements, client account reconciliation, conflict checking, billing and archive — and around the regulatory obligations that shape how client money, client data and professional advice are handled: the SRA Accounts Rules and the strict separation of client and office account, ICAEW and ACCA membership requirements for accountants, AML and source-of-funds checks at onboarding, professional indemnity considerations, and document retention schedules that often run well beyond a matter's active life.
None of this is optional detail. A generalist software agency without professional services exposure will build a client portal that looks the part but has no concept of which documents are privileged, or a document generator that merges data from a matter record without version control, leaving a firm unable to answer which clause set was sent to which client on which date. The engineering discipline we apply is the same discipline the practice management systems themselves apply — because it has to be, given what is at stake when the software is wrong.
