The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/480238
WWW.ILTANET.ORG 63 the opportunity to broaden their skill sets. This is experience they can translate to operational roles outside law firms. Jason Petrucci, Director of Operations for Phoenix Business Solutions, is one such former CIO who made the move. "The invaluable experience I gained leading teams and addressing a broad variety of issues within law firms prepared me for any challenges I might face in the context of directing the operations for a global business," remarks Petrucci. THE CIO OF THE FUTURE Challenging market conditions and a growing recognition of the role technology holds in improving law firm operations have played to the advantage of the CIO. As Darryl Hair sees it, CIOs of the future will add value in two specific areas: 1. The ability to harness the power of firm data and knowledge. We can and should do a better job leveraging predictive analytics to deliver accurate pricing and probability of outcomes, thus helping attorneys grow existing client relationships and develop new ones. 2. A good understanding of the law firm business model. CIOs with this insight will make better decisions around managed services, cloud- based applications, information security and more. Those CIOs engaging with the broader business and seeking out opportunities for growth will continue to see changes in their roles, and they certainly will be ready for their next evolution. Work on Leadership Skills: Some CIOs are actively working to develop the skills needed to perform the COO role. Darryl Hair, former Am Law 100 CIO and current COO of Sherman & Howard, has seen firsthand how the COO role has moved from administrative to strategic. "I now spend more than 50 percent of my time with the firm's attorneys discussing strategy, business development and sustainability." Administrative knowledge and experience are necessary, "but true differentiation is now the ability to challenge the status quo and lead the business." Several other Am Law 200 firms are currently served by COOs who previously held the post of CIO elsewhere. Be Ready To Move Beyond Legal: Skills developed by managing law firm IT operations are readily transferable beyond legal. IT departments often find themselves performing a variety of functions that do not fit neatly into other administrative disciplines, providing CIOs Learn the Skills To Grow in Place: "It's easy to be comfortable," notes Gavin Gray, CIO at Perkins Coie. But to grow, "you need to immerse yourself in other parts of the business, give up the fancy title, maybe switch firms, cities — whatever. Step outside your comfort zone." When Gray joined Perkins, he established strong working relationships with his C-suite peers. When the CMO's planned retirement coincided with a firm rebranding, Gray was tasked by his COO to oversee the rebrand and ended up running the department for almost a year. This was not just luck: The COO recognized that Gray was capable. Prior to becoming a CIO, Gray ran the projects team at Baker McKenzie and was encouraged by his boss to round out his skills by moving into another part of the business. He became an executive director of one of Baker's other offices, with responsibility for 250 people, which helped him develop the skills that later created the opportunity at Perkins. About the Author As the Chief Strategy Officer for Phoenix Business Solutions, Ben Weinberger helps guide the product strategy and direction for a global software and consultancy organization focused specifically on law firm solutions. Ben is a lawyer and technology leader with more than 20 years of experience in the strategic development, transformation and direction of IT and operations. He previously served as the director of IT and facilities for Bond Pearce Solicitors and has held similar roles at two Am Law 200 firms and at the Los Angeles City Attorney's Office. Contact him at ben.weinberger@phoenixbs.com. How Much Influence Do CIOs Have? The amount of influence CIOs have in their firms varies a lot and is often reflected in their reporting relationships: CIOs Reporting to CFOs CIOs Reporting to a Board-Level COO CIOs at the Board Level Firms where the top IT decision-maker reports to finance tend to view IT as a cost, a support function without strategic value. Though it shows a greater appreciation for the value of IT, this arrangement still removes IT from overall firm management. Firms where CIOs are included alongside other disciplines at the board level recognize the importance of including IT in overall firm management and decision-making. This structure is more common in the U.K., with traction slowly gaining in the U.S. LOW SOME HIGH