Selected Work
The following are presented as redacted summaries, without client attribution, to protect confidentiality and comply with professional conduct obligations. They reflect the type and shape of engagement DheeSpeaks takes on.
A mid-size Indian law firm with offices across multiple cities had strong legal capability but no standardised process for directory submissions, partner profiles, or RFP responses. Institutional knowledge sat with individuals rather than systems, and lead times on BD deliverables were unpredictable.
Designed and implemented an AI-enabled BD governance framework covering research submissions and directory preparation. Rebuilt the end-to-end directory submission process across all practice areas, coordinating directly with practice heads to surface the firm's strongest mandates. Developed a series of bespoke RFP responses and bid documents, aligning firm experience statements with specific tender requirements.
What this demonstrates: the ability to redesign BD infrastructure at the operational level, work directly with senior lawyers, and deliver a measurable lift in both process efficiency and directory rankings within a single engagement cycle.
A boutique firm with genuine expertise had no systematic way to communicate it, no consistent brand voice, and a client pipeline that was entirely relationship-dependent with no diversification or scalability.
Developed a BD strategy for the Corporate and Commercial practice, anchored in market research and competitive landscape analysis. Designed the firm's brand voice and style guide from scratch. Built a client development pipeline across multiple segments from a near-zero base, and launched a legal thought leadership newsletter that acquired a strong organic subscriber base within its first two months.
What this demonstrates: the ability to build a BD function from the ground up, strategy, brand, content, and pipeline, simultaneously, within a constrained timeline.
A firm was submitting to legal directories and responding to institutional tenders reactively, with no shared calendar, inconsistent practice write-ups, and tender responses assembled under deadline pressure rather than built around what the tender actually asked for.
Built a submissions calendar and a standardised practice write-up protocol across the firm's practice areas, and developed a tender response framework that aligns the firm's experience statements directly with each tender's stated evaluation criteria, rather than repurposing generic capability language.
What this demonstrates: the ability to bring order to a firm's submission and tender process and turn it into a coherent, compounding narrative rather than a recurring fire drill.
A firm was tracking client relationships informally, largely through individual partners' memory and inbox history. There was no shared visibility into the pipeline, and follow-ups depended entirely on individual discipline rather than a system.
Evaluated and selected a CRM and practice-management tool suited to the firm's size and structure, designed relationship-tracking protocols around how the firm's partners actually work, and led adoption training so the system became a working habit rather than an unused subscription.
What this demonstrates: the ability to design relationship systems that a legal team will actually use, not just implement software.
Firm leadership was interested in AI tools for business development and practice support but had no framework for evaluating them, no governance around client-facing use, and adoption that was happening ad hoc across individual desks rather than as firm policy.
Audited BD and practice workflows for genuine AI-integration opportunities, evaluated tools against confidentiality and professional conduct requirements, and built a phased adoption roadmap with clear usage guidelines for the firm to roll out with confidence.
What this demonstrates: the ability to bring structure and governance to AI adoption in a legal environment, where enthusiasm without a framework creates more risk than value.
Every engagement starts with a conversation about where the firm's growth is currently breaking down, not a sales pitch.