For consulting, legal, agency and HR teams, manage client projects, quotes and tasks in one panel. Sustain long client relationships with an organized process.
The modules that matter most for your industry work right out of the box.
Pipelines, kanban, scoring, saved views
Stages, products, revenue & win rate
Recurring tasks, project boards
Assignments, notifications, full history
Income & expense, commissions, reports
Pivot reports, funnel, team performance
A professional-services firm sells time and judgement, and the thing that leaks is not the lead but the proposal. A law firm, consultancy, agency, architecture studio or immigration adviser gets an enquiry, holds a discovery call, sends a proposal, and then waits — often for weeks — while nobody owns the next step. The setup for this sector: a pipeline whose stages are events (discovery held, proposal sent, engagement signed), consultations as appointments with reminders, engagements sold as products with a cost so margin is visible per client, projects and tasks that start the day the deal is won, a ticket queue for the requests that arrive afterwards, and data scope that keeps each partner's clients confidential from the rest of the firm. It is the commercial layer around the practice — not time tracking, not invoicing, not document management.
The enquiry is a referral from a former client, a contact form on the website, or a message on WhatsApp that begins "a friend gave me your number". The prospect wants an opinion before they want a quote, so the first meeting is free, the second is the proposal, and the third — if it happens — is the engagement. Between the second and the third, the file sits on a partner's desk with the words "waiting on client" written on it, and that is where most of the firm's revenue quietly disappears.
Two facts shape everything. The first is that speed matters even here: the Harvard Business Review's study of 2,241 companies found that responding within an hour made a lead nearly seven times as likely to be qualified as waiting even an hour longer, and that the average response time was 42 hours. Firms assume their clients are patient because the matter is serious. They are not; they have three tabs open.
The second is that the relationship is owned by a person, not the firm. When a senior associate leaves, the clients they were nurturing leave with the notebook. Getting the enquiry, the call notes and the proposal into a record the firm owns is the first job of a CRM here; the funnel metrics come second.
Every stage is something that verifiably happened. "In discussion" is not a stage; "proposal sent on a date" is.
| Stage | Verifiable event | Automation that usually helps |
|---|---|---|
| New enquiry | Form, call or message received | Assign owner by practice area; acknowledgement in the client's language |
| Qualified | Matter type, budget band and urgency recorded | Required fields on stage entry |
| Discovery held | Appointment marked attended | Task "draft proposal" due in 2 working days |
| Proposal sent | Proposal amount and date recorded | Follow-up at 3 and 7 days; idle 14 days → alert partner |
| Negotiation | Revised scope or fee recorded | Idle 7 days → alert |
| Engaged / Lost | Engagement letter signed, or explicit refusal | Deal won → project created, income booked; lost reason required |
Firms with distinct practice areas — corporate and litigation, branding and performance marketing, residential and commercial architecture — should give each its own pipeline, because the stages and the cycle length differ. Starter allows two pipelines, Growth five, Business ten.
| Field | Type | Why |
|---|---|---|
| Matter / service type | List | Routes to the right practice group; the main report dimension |
| Referred by | Text or list | Referrals are the largest source in this sector; you cannot thank a source you did not record |
| Budget band | List | Qualification without asking for a number the client will not give |
| Urgency / deadline | Date | Court dates, filing deadlines, launch dates — date automations fire from it |
| Proposal amount | Number | Pipeline value before the deal exists |
| Engagement model | List: fixed / retainer / hourly estimate | Decides which product goes on the deal and whether a renewal date exists |
| Country / language | System fields | Filled from the phone's country code; essential for immigration and cross-border advisers |
| Lost reason | List, required on Lost | Fee, went to a competitor, matter resolved, no response — the only way to learn |
The lead-detail layout is configurable per role, so intake sees contact and matter fields, the partner sees fee and scope fields, and a paralegal or junior consultant sees neither the fee nor the wall of inputs.
The free first consultation is the firm's most expensive marketing activity, and the one most often wasted by a no-show. Booking it as an appointment — from the enquiry thread, with a partner and a duration — means the reminder goes out by WhatsApp, SMS or e-mail the day before and two hours before, and the outcome is marked as attended, cancelled or no-show. A no-show moves the record back and opens a task to rebook rather than silently ending the matter.
Firms that take enquiries by phone use the softphone: the call from a known number opens the record, the duration and disposition are logged, and the IVR can route "1 for family law, 2 for property" to the right group in working hours.
An engagement is a product. "Trademark registration — fixed fee", "Monthly marketing retainer — tier 2", "Concept design phase", "Residence permit application" each have a sale price and, usefully, a cost price: the hours you expect to spend at an internal rate, the filing fees you will pay on the client's behalf, the freelancer you will subcontract. When the deal is won, the cost is booked as an expense automatically and margin per engagement becomes visible without a spreadsheet.
The deal carries the products, the proposal amount, the expected close date and the partner who owns it. The stage "proposal sent" is where the pipeline needs its two automations most: a follow-up task at three and seven days, and an idle alert at fourteen. In most firms nobody chases a proposal because chasing feels undignified; a task with a due date removes the feeling and leaves the call.
Commissions apply where they apply — a business-development manager on a percentage of engagements won, a referral partner on a flat fee — and are computed per user when the deal is won, booked together with the income.
The moment the engagement letter is signed, the sales record becomes a delivery record. On the Business plan a project is created from the won deal, with tasks assigned to the team, due dates derived from the deadline field, and a Flow Board for the visual plan when the matter needs one. On Growth, tasks alone carry the delivery: a recurring task for the monthly report to the retainer client, a one-off task for each filing.
Deal profitability, also Business, compares what was quoted with the income and expenses actually booked against the client — the difference between the engagement you thought you sold and the one you delivered.
An engaged client sends "can you also look at this contract", "the logo on the invoice is wrong", "my visa appointment moved" — by WhatsApp, e-mail or phone, to whoever they happen to know. In a firm without a queue these land on a partner and get done at 22:00 or forgotten. The ticketing module gives them a place: each request is a ticket with a client, a status, an assignee and a thread; assignment sends a notification; the client's record shows every ticket beside every deal.
Tickets are for the firm's own clients — the platform's support desk is a separate thing. They arrive with Growth, and their usefulness is mostly in the report: how many requests per retainer client per month, which is the number that tells you whether the retainer fee is right.
A retainer is a won deal with a renewal date. Put the date on a custom field and the automation does the rest: thirty days before, a task on the account owner to review the scope; fourteen days before, a message to the client; on the date, a new deal in a "renewals" pipeline if you prefer to track them separately from new business. The same date-based rules handle annual filings, licence expiries and permit renewals for immigration and corporate-services firms — a deadline field, a rule, a task.
Relative-date actions in automations ("set follow-up date to today plus 3 days") keep the rules generic; you write one rule for all retainers rather than one per client.
Data scope follows the department chart: a partner sees their group's clients top-down, the next group's partner does not. The activity log records who opened, edited, reassigned or exported which record — the reasonable expectation of any client who has told you something in confidence — and two- factor login is available to every user. Each workspace runs on its own isolated database, hosted in the Netherlands.
All of it is a pivot report — rows by partner or source, columns by stage or month — exportable to CSV from Growth upward.
This is not practice-management software. It does not track billable hours, generate invoices or statements, hold client documents with version history, collect e-signatures or run conflict checks. Keep timekeeping and billing in the tool built for them; keep the enquiry, the conversation, the proposal, the engagement, the follow-up and the client's requests here.
It is also worth saying plainly that automated daily backups of your workspace are not currently part of the service. Export what you must retain, from any list, as CSV.
| Symptom | Most likely cause | Fix |
|---|---|---|
| Proposals never followed up | No task on the proposal stage; chasing feels awkward | Follow-up tasks at 3 and 7 days; idle alert at 14 |
| Referral sources unknown | "Referred by" not a field, or not required | Make it required on qualification; report by it quarterly |
| Partners see each other's clients | Everyone made administrator | Roles per function; department scope per practice group |
| Client requests lost | Arriving on personal phones and e-mail | Firm WhatsApp line in the inbox; every request a ticket |
| Retainers lapse unnoticed | No renewal date on the record | Date field plus a 30/14-day automation |
| Margin unknown | Engagements without cost prices | Cost on each product; deal profitability on Business |
| Same client twice | Enquired by form, later called from another number | Duplicate report on phone endings; merge |
| Module | Starter | Growth | Business |
|---|---|---|---|
| Leads, deals, 2 / 5 / 10 pipelines, custom fields, saved views | Yes | Yes | Yes |
| Consultations as appointments with reminders | Yes | Yes | Yes |
| Engagements as products with cost price | Yes | Yes | Yes |
| Income, expense, commissions per user | Yes | Yes | Yes |
| Tasks, recurring tasks, web forms | Yes | Yes | Yes |
| Ticketing for client requests | — | Yes | Yes |
| Automations (follow-up, idle alerts, renewals) | — | Yes | Yes |
| Departments, full roles, activity log, pivot reports, Flow Boards | — | Yes | Yes |
| Projects and deal profitability | — | — | Yes |
| API, SSO, white-label | — | — | Enterprise |
A sole practitioner or a two-partner studio runs on Starter. A firm with practice groups, retainer clients and proposals that need chasing lands on Growth for the departments, the tickets and the idle rules. Firms that deliver projects and want margin per engagement go to Business. See the pricing page, and the deals, projects and ticketing pages for the modules that carry the load.
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