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Legal practice Conversion Improvement Break-Even

Find the improvement needed to pay for a sales process change.

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Legal practice / matter economics

Legal practice Conversion Improvement Break-Even

Your result2 percentage points

1.68001.890021,0002.21,1002.41,200Monthly improvement cost
Other inputs stay fixed. Point labels show the calculated result in percentage points; this is a scenario comparison.

Required close-rate improvement = cost / (leads × contribution) × 100

What you’ll need

Gather time sheets, engagement scopes and invoice ageing. Include professional time, filing expenses, and admin support. The starting figures are examples. Replace them with your own records.

Formula and worked example

Required close-rate improvement = cost / (leads × contribution) × 100

Example figures
InputExample
Monthly improvement cost1,000
Monthly qualified leads200
Contribution per extra sale250
Calculated result2 percentage points

Choose reliable inputs

Account for delivery time, review work and when you expect to be paid for each engagement. For this legal practice calculation, use time sheets, engagement scopes and invoice ageing and a consistent definition of one matter.

  • Professional time: include the portion belonging to this matter or reporting period, and record where the value came from.
  • Filing expenses: include the portion belonging to this matter or reporting period, and record where the value came from.
  • Admin support: include the portion belonging to this matter or reporting period, and record where the value came from.

Use the same currency for every money input. Do not mix weekly costs with monthly revenue, or count the same expense in both an itemised cost and allocated overhead.

How much must conversion improve to fund follow-up?

Compare percentage points, not percentage growth. Values above 100 points are unattainable.

Compare a different assumption

What if this input changes?

If monthly improvement cost rises by 10%, this example changes by 0.2 percentage points. This shows the effect of one change; it does not predict what will happen.

Open the calculator, save your baseline, then change the input supported by the least reliable estimate in your records. Compare both scenarios before committing to a price or capacity promise.

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