Case Study: McKeevy & McKeevy.

The problem.

Like many law firms, McKeevy & McKeevy have an almost neverending amount of materials, deliverables, correspondence, and case material to process on a daily basis. With their headcount of two attorneys and a small support staff, they’ve had to do more with less.

During our initial demo we asked them a question; a simple question: “What if you could do more with more?”

Metrics.

Metrics breakdown.

1. Key Performance Indicators (KPIs).

Historically, McKeevy & McKeevy have tracked $3$ KPIs. While deemed sufficient, once RCE-1 was onboarded and given access to their materials, the amount of information that could be processed by their firm increased exponentially.

RCE-1 has been able to make connections between different points of data that no human ever would. Through RCE-1’s direct daily reporting to the C-suite, they’ve increased their tracked KPIs from $3 \to 50$.

2. Direct Worker Actualization Efficiency (dWAE).

dWAE’s formula is:

$$\text{dWAE} = \frac{\frac{\text{Gross Profits}}{\text{Net Sales}}}{\text{Direct Worker Costs}}$$

Do not underestimate the seemingly small growth of $2.1 \to 2.2$. Small changes over time can compound into larger values. For deeper understanding, see our validated research: Deep Dive Definitions: dWAE and cWAE.

3. Chief Worker Actualization Efficiency (cWAE).

cWAE’s formula is:

$$\text{cWAE} = \frac{\frac{\frac{\text{Gross Profits}}{\text{Net Sales}}}{\text{Direct Worker Costs}}}{\text{{\text{Corporate Alignment}}*{\text{Executive Goals}}}}$$

While the result is a slight drop of $2.0\to1.8$, as long as the result remains positive the value can be assumed to be $\top$ (true).

To see an explanation of this in action, see our validated research: Deep Dive Definitions: dWAE and cWAE.

4. Billable hours per employee (daily).

Due to the exponential output of RCE-1, the amount of billable hours tracked increased by $5\to7.5$¹. Now, in terms of client work, McKeevy & McKeevy’s employees have no shortage of billable options to choose from. We’ve also shown McKeevy & McKeevy how to “think outside the box” in regards to billing. They’ve instructed their employees to no longer ask the question “is this billable?”, but rather to ask themselves “how can I make this billable?”.

5. Client satisfaction.

Client satisfaction is a complicated metric to measure². While the percentage of clients satisfied has a small drop of $95\% \to 90\%$ In general, as long as the client is satisfied enough to continue service, we consider the situation a Win-Win.

6. Business hours.

In the past, McKeevy & McKeevy’s office hours were 9-5 (the typical 8 hour work day). Since RCE-1 is able to autonomously work without a “human in the loop”, McKeevy & McKeevy have essentially unlocked their true protential: a full 24 hours of productivity. While their employees sleep, RCE-1 prepares and outlines the tasks their employees are to accomplish the next work day. This effectively unburdens them from cognitive overload and streamlines the output.

In their own words; and ours.

“We are extremely thorough and detail oriented at M&M. Our client materials are extremely sensitive and require due diligence.

We looked at various vendors and, well… let’s just say during our demo I turned to McKeevy and said ‘These Rat City guys; they get it.’

The amount of material we’ve been able to process has been a true sight to behold. I love watching those little rats work away!”

McKeevy, of McKeevy & McKeevy

Footnotes:

1. 8 hours is an attainable target, however McKeevy & McKeevy are legally mandated to provide paid 15-minute breaks for ever 4 hours an employee is working. When The Boss heard about this, he scoffed and told them: “Have them work for 7 hours 59 minutes.” ↩

2. Satisfaction, like happiness, is a fleeting emotion. At RCE, we prefer to focus on quantifiable emotions. If we can’t measure it, it’s not worth our attention. ↩