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Running an independent practice does not have to mean sacrificing holidays and shouldering the administrative load alone, according to one director advocating for the consultancy approach.
With the freedom of EAS Legal’s consultancy model, a couple of sole practitioners have taken their work with them on a caravan trip around Australia, while others are off on extended overseas travel with plans to log in when they are not spending time with family.
For EAS Legal’s co-founder and director, Joseph Stephenson, giving sole practitioners the flexibility to work on their own terms, take personal time, and prioritise wellbeing was a key focus from day one.
While they operate independently – wherever in the world that may be – EAS Legal takes on the administrative burden, including accounts, marketing, and insurance. Consultants are also able to access other perks, like the firm’s health and fitness coach.
“A lot of solicitors now realise there’s more to practising as a lawyer than a nine-to-five, working for someone type of situation,” Stephenson said in an interview with Lawyers Weekly.
“Going out and doing your own thing as a sole practitioner has a whole bunch of logistics behind it. It’s a very isolated profession at the best of times, so I think it’s really taken off from the flexibility point of view – you’re independent, but you’re part of a team.”
Stephenson explained there is a misconception among sole practitioners that flexibility and freedom are waiting for them once they go at it alone, only to discover they are spending “12–15 hours a day” on more responsibilities, such as practice management.
Some have also sought out a consultancy model to operate under, only to discover it serves as a “glorified referral network”.
Stephenson added that sole practitioners at these firms often have limited interaction with directors, which is something he and co-founder Adam Elbob have sought to avoid by taking a more hands-on approach. Not only do consultants have their personal numbers, but they also regularly attend in-person, informal meetings to check in.
“We were very, very hands-on because law is isolating. There are mental health issues across the profession. You have got [to have] a very, very good firm and a very, very good team behind you. Practising law is difficult enough as it is,” Stephenson said.
“The general consensus is, why haven’t we done this sooner? I just got back from NSW, and it was literally just an ad-hoc pop-in to take a couple [of] consultants out for lunch and coffee.
“I didn’t want to talk about work, I just want to say ‘are you OK, how are you doing?’ and have a bit of a chit-chat.”
In the approximately six months since it has been in operation, Stephenson said EAS Legal’s growth has been “exponential”. Not only have the consultants remained committed, but some have used the model to establish their own teams and offices.
“It’s really challenging the status quo at the moment, and the reception we’re getting from solicitors in the industry is [that] they’re flocking to it really, really well. It’s exciting times,” Stephenson said.
