Sub-workflow
Collections & payments
Part of the Billing, Time & Finance workflow
Time tracking (manual & automatic)Invoice generation & eBillingTrust / IOLTA accountingExpense trackingCollections & paymentsFinancial reporting & budgeting
Who works on this
All personas on the Billing, Time & Finance page →
Pain points (16)
What practitioners actually struggle with in billing, time & finance. Each pain point links to the vendors that address it.
16 vendors pp-0007 Attorneys reconstruct their day at 9pm, guessing at time entries — studies show 10-15% of billable hours vanish when you don't track in real time solosmallmidlarge 4 vendors pp-0017 Practice management and accounting are two different planets — billing lives in the PM tool, financials live in Xero or QuickBooks, and the sync either doesn't exist or breaks every month during reconciliation smallmidsolo 4 vendors pp-0047 In-house legal team spends $3M+ annually across 15 outside firms but has no visibility into whether the work is efficient — invoices arrive as PDF line items that nobody has time to review properly, rate increases get rubber-stamped, and the GC can't answer the board's question: 'why did legal spend increase 20% this year?' inhouselegalops 3 vendors pp-0058 Solo/small firm invoice review is a one-at-a-time slog — billing coordinator or attorney opens each invoice individually, reviews line items, adjusts, and sends, with no batch review or bulk approval workflow across 50+ monthly invoices solosmallmid 2 vendors pp-0053 Plaintiff attorney shifts to flat-fee or contingency-plus models but has no way to price cases accurately without knowing how much attorney time each case type actually consumes — AI changes the cost structure but billing hasn't caught up solosmallmid 2 vendors pp-0054 BigLaw billing coordinators spend days processing proformas — reviewing each partner's time entries, applying billing guidelines, adjusting rates, and generating invoices across hundreds of matters monthly large 2 vendors pp-0088 Law firm's collections process is a manual afterthought — aging AR spreadsheet updated weekly, billing coordinator sends courtesy emails when they remember, partners don't follow up on their own clients' unpaid invoices, and write-offs climb to 5-10% of billed revenue because there's no systematic follow-up workflow or visibility into who owes what midlarge 2 vendors pp-0105 Class action settlement awarded $42M to 500,000 claimants but distributing the money takes 6 months of paper checks, returned mail, and manual identity verification — by the time half the checks arrive, a third have been lost, returned, or never cashed, and the remaining funds sit in escrow while the court demands status reports on why distribution isn't complete paralegallegal-opslarge-firmbiglaw 2 vendors pp-0164 Corporate client sends a 50-page outside counsel guidelines document with 200+ billing rules — block billing prohibitions, task code requirements, rate caps, travel restrictions, staffing limitations — and the billing coordinator spends two days manually extracting and entering these rules into the billing system, only to discover six months later that timekeepers have been violating rules nobody told them about, resulting in $80K in rejected invoices billing-coordinatorlegal-opspartner 2 vendors pp-0210 Associate or paralegal spends 2-3 hours daily on repetitive administrative tasks — entering time, filing documents to the right matter folder, updating case status fields, sending routine client update emails — and the firm can't hire more support staff at current margins, but the billable-hour leakage from this admin work costs more than the hire would smallmid 1 vendors pp-0016 Referral tracking is a mess — PI firms owe percentages to referring attorneys but tracking who sent which case, what they're owed, and when to pay is manual and error-prone midlarge 1 vendors pp-0103 Firm has run the same desktop billing software for 15-20 years — remote attorneys can't access it from home, new associates refuse to learn the 2005-minivan UI, and migrating decades of billing history, archived invoices, and trust balances to a cloud tool is terrifying solosmallmidparalegal 1 vendors pp-0169 Immigration attorney's clients need to pay legal fees but half of them are unbanked — they don't have credit cards, bank accounts, or the documentation for traditional payment methods. The firm ends up handling cash in the office, creating a security risk and a trust accounting nightmare, while clients who can't visit the office during business hours simply can't pay at all solosmallmid 1 vendors pp-0224 Litigation funder has invested in 50+ mass tort cases across 10 law firms but has no real-time visibility into how those cases are performing — fee projections, cash-flow waterfalls, and collateral values live in spreadsheets that are always a quarter behind reality legal-ops 1 vendors pp-0250 Mid-size firm outgrows Clio or Tabs3 but 3E or Aderant feel like overkill — there's no obvious next step for a 75-attorney firm that needs real accounting, trust management, and LEDES billing without an enterprise implementation project mid-firmlegalops 1 vendors pp-0270 Law firm completing a £50M M&A deal needs to hold completion funds in escrow, but using the firm's own client account means regulatory risk, staff time reconciling, and the SRA breathing down their neck about client money handling midlargebiglawparalegal
Vendors by rank (0)
Ranked by the rlegaltech500 popularity score within this workflow.
442 additional vendors outside the rlegaltech500 are tracked in this workflow. See all on the workflow page.