The case study reports a 10% increase in utilization over two years, along with a 33.3% increase in staff retention in a practice group using the tool - demonstrating the measurable impact of structured, transparent resourcing. The transition marks a significant shift away from the traditional partner‑led model toward a data‑driven, centralized resourcing strategy that supports both client service and lawyer wellbeing.
Across the legal industry, partner‑led work allocation has been the standard for many years, and Womble Bond Dickinson was no exception. "Partners would allocate work by calling several fee earners to see who could get involved," describes Fran Perry, Resource Manager at Womble Bond Dickinson. "A lawyer might agree to the work but then struggle later if a deadline moved or their capacity changed. The partner then had to restart the process and check everyone's availability all over again."
With the legal market beginning to explore more structured, data‑supported approaches to resourcing, Womble Bond Dickinson identified an opportunity to take a leading role in this emerging area, evolving the long‑established model to enhance transparency, efficiency, and fairness in work allocation.
With BigHand Resource Management, the practice groups using the solution benefit from visibility into lawyer capacity, skills, and upcoming workload, enabling more equitable work distribution and more strategic development opportunities.
This shift comes at a time when many firms are facing rising client attrition, talent pressures, and growing expectations for responsive, high‑quality service. With 97% of firms reporting increased client attrition and less than half having full data on future workload capacity, the case study underscores the importance of moving beyond subjective allocation methods. Womble Bond Dickinson’s experience shows how data‑led resource management not only strengthens client service but also enhances lawyer wellbeing and career trajectory.