SHARTSIS FRIESE LLP CHIEF OPERATING OFFICER

Transcription

1 SHARTSIS FRIESE LLP CHIEF OPERATING OFFICER I. POSITION OVERVIEW The Chief Operating Officer ( COO ) is a member of the Management Committee, which has ultimate responsibility for developing the firm s strategic and long-range goals as well as setting operational objectives and policies to support implementation of those goals. A. Providing leadership to and direction of all service operations supporting client services. B. Managing the general business operations of the firm. C. Representing the Management Committee and other firm leaders in communicating and implementing firm policies in a manner that best serves the firm s interests. D. Responsibility for establishing an effective, organizational structure for firm-wide practice support. Functional areas include recruiting, human resources, administrative services, practice support services, marketing, library services, financial accounting and reporting, and information services and technology. Responsibility to maintain an administrative management staff responsible for the coordination and supervision of staff within functional specialties. Managers reporting to the COO are the Controller, Computer Systems Manager, Office Services Manager, Librarian and Human Resources Specialist. II. SPECIFIC RESPONSIBILITIES A. Management 1. Management Committee a. Prepare Management Committee meeting agendas along with supporting materials and data required for discussion and decisions. b. Participate in Management Committee meetings and make recommendations on matters that require the Management Committee s approval. c. Work closely with the Management Committee and other firm leaders in carrying out their responsibilities and in identifying management priorities and allocating resources. 1

2 2. Practice Groups a. Work with practice group leaders to develop systems for work assignment, work flow, workload control, and general coordination among the various practice groups. b. Assist with semi-annual associate review process. Identify specific problems with performance of individual lawyers and suggest solutions. c. Identify client relationship issues and suggest solutions. d. Provide guidance to practice leaders and firm management in setting billing rates. e. Participate in the recruiting and integration of new lawyers. 3. Firm Committees B. Communications a. Serve as a member of, and coordinate activities of, most firm committees, and attend meetings as needed. b. Identify problem areas requiring attention of specific committees and suggest solutions. c. Work with the Management Committee in coordinating the evaluation and compensation process of non-partner attorneys. 1. Partners a. Keep partners informed of firm business matters and management decisions of interest or concern to them. b. Meet with individual partners to find solutions to specific administrative or support services problems. c. Keep informed of practice management and client service activities through frequent discussions with lawyers and staff to ensure that appropriate levels of support are being provided. 2. Firm-wide a. Communicate the firm s determination to maintain the highest possible professional standards in performing legal 2

3 work and to provide high quality service and responsiveness to clients at all times. b. Ensure that all employees are aware of the firm s business goals and objectives and how each employee plays a role in reaching those goals. In particular, provide ongoing communication regarding the importance of quality service and responsiveness to clients. c. Develop firm-wide communications processes to help align all firm members to common goals. d. Serve as the firm s liaison with the firm s landlord, bank, government agencies, insurance agents, other executive directors, representatives of companies providing employee benefits, professional associations, vendors and similar groups. C. Strategic Planning and Implementation 1. Seek creative means for adding value to the firm and increasing the firm s profitability. 2. Serve as a catalyst for and coordinate the firm s strategic planning process, working closely with the Management Committee. 3. Work with the Management Committee and practice group leaders to identify and analyze significant strategic issues and to build consensus with the partners in addressing issues. 4. Meet with partners regularly to discuss strategic planning issues. 5. Make appropriate recommendations to the Management Committee and practice group leaders concerning adjustments and modifications to firm strategy. 6. Supervise planning and evaluation of possible new office location. The current lease expires at the end of Work with a committee to evaluate renewal terms at current location and alternatives for possible new location. If the firm remains, oversee possible renovations. If the firm relocates, oversee all construction, moving, and related activities. 7. Coordinate practice development planning to ensure that the firm can continue to provide services that support clients future needs. 3

4 D. Financial Responsibility 1. Accounting Department and General Accounting. a. Work with the firm s Controller on overall financial management functions. 2. Financial Planning a. Work with the firm s Controller on: i. Development of plans for office systems, leasehold improvements, furnishings and other capital outlays. ii. iii. Preparation of financial forecasts and analyses of lateral hires, acquisitions and proposed new office locations. Supervision of the firm s tax planning and compliance requirements. 3. Credit Administration/Cash Management E. Human Resources a. Monitor and manage cash flow with the firm s Controller. 1. Direct Responsibility (with assistance from the Human Resources Specialist) for: a. Staff i. Recruitment, selection, placement, orientation, performance evaluation, salary and benefits administration, employee relations, motivation, morale, discipline, termination and organizational infrastructure of nonattorney staff. ii. Development and implementation of appropriate policies, procedures, and workflow processes to provide reliable and efficient service, as well as a pleasant and productive work environment. iii. Conduct quarterly staff meetings and regular meetings with individuals or small groups 4

5 F. Technology regarding performance, processes, retirement plans, and other issues that arise from time to time. b. Benefits: Administration of the existing benefits programs, making recommendations for changes to modify coverage and to control costs. Analyze new programs as needed. 1. Work with the firm s Computer Systems Manager on: a. Firm-wide technology applications, including evaluation and support for enhancing such applications in practice support. b. Responsive maintenance, support and administration for the firm s information systems within established operational budgetary guidelines. c. Development and implementation of the firm s capital expenditures and operating budgets for information technology. d. Continued development of a firm-wide strategic information technology plan necessary to support strategic business objectives. e. Cost-effective development of future systems or services to meet the business or practice related requirements of the firm. G. Facilities and Office Services H. Other 1. Work with the firm s Office Services Manager on: firm facilities, backoffice operations and procedures, reception, housekeeping, and noncomputer equipment. 1. Direct Duties, Management and Oversight: a. Firm marketing (the firm does not employ a marketing professional) including developing client proposals, writing press releases, overview of the firm website, social media and monitoring firm awards and listings. b. The firm s three retirement plans (along with the Controller). 5

6 c. All insurance policies, including working with the Risk Management Partner and Management Committee on professional liability insurance renewals, policies and procedures. d. Office security, including chairing the firm s Emergency Response Team. e. Review for approval all new clients and matters. Assist with conflicts issues. Monitor all AR and any approved discounts on fees. Maintain the firm s public company database and review for approval requests for trading in client company stocks. f. Monitor and report on the timeliness of timekeepers logging time. g. Sign all checks to vendors. Review all expense reports and credit card statements. III. REPORTING The COO reports directly to the Management Committee for day-to-day activities and to other partners in general. The COO works with other firm leaders to enhance communication and coordination among the practice group leaders and partners. IV. REQUIRED KNOWLEDGE, SKILLS AND ABILITIES A. The COO must be a well-rounded business executive with substantial management experience in a law firm or other service industry, with the knowledge normally acquired through completion of an MBA or other appropriate business degree or equivalent experience. The COO must possess the intellect, leadership, and interpersonal skills to interact effectively with all in the firm, ranging from partners to clerical and service personnel. The COO must have superior financial management skills, as well as excellent written and verbal communications skills. A specific understanding of the use and proper management of information technology is required for success in this position. B. The COO must be capable of providing leadership (i) to identify critical issues affecting the organization, (ii) to develop plans to accomplish objectives, (iii) to determine best practices and (iv) to coordinate implementation. He or she must be a team player capable of leading by example (visibility will be a key) and of motivating others to achieve excellence in their performance. Shartsis Friese LLP was established in 1975 and consists of sixty-three attorneys and fifty-eight non-attorneys working in various practice areas in one office in San Francisco. For more information on the firm, please visit The firm offers a competitive salary, great benefits and an exceptional working environment. This position is an exempt position and is open through the first quarter of

7 Resumes along with a cover letter and any inquiries can be sent to: Paul Feasby Chief Operating Officer SHARTSIS FRIESE LLP One Maritime Plaza, Suite 1800 San Francisco, CA pfeasby@sflaw.com (415)