Services

Ways to work together.

The Orange Glasses builds the marketing structure solo, mid-sized, and growing plaintiff firms need for their next stage. That may mean strengthening positioning and online visibility, developing thought leadership, orchestrating PR, connecting marketing and intake, or providing senior leadership across the full function. The work can be embedded, diagnostic, project-based, or time-sensitive. Every engagement begins with a defined problem, clear decision rights, and an agreed finish line.

No. 01

Fractional CMO

Who it is for: Plaintiff firms that need senior marketing leadership without making a full-time executive hire.
Typical shape: The work begins with a 90-day operating plan and continues through an agreed monthly leadership cadence.
What you get: Executive marketing leadership, team and vendor leadership, marketing and intake alignment, budget and channel oversight, performance reporting, and a practical plan for building internal capability.
What it is not: An outsourced content calendar, an agency account-management layer, or a permanent substitute for a capable in-house team.

No. 02

Marketing and Intake Audit

Who it is for: Firms investing in case acquisition that want a clearer view of how qualified inquiries move through the system, what influences conversion, and where coordinated improvements can strengthen performance.
Typical shape: A focused four-to-six-week diagnostic with defined access to marketing, intake, and CRM and case-management data.
What you get: A start-to-finish view of the handoff, shared definitions, a prioritized findings brief, an executive readout, and a sequenced roadmap for ownership, measurement, and implementation.
What it is not: A staff-performance review, a fault-finding exercise, or a substitute for ongoing operational leadership.

No. 03

PR and Crisis Communications

Who it is for: Firms facing a live public moment, including reporter interest, verdict coverage, a leadership change, a client controversy, a regulator letter, or a rapidly developing docket.
Typical shape: A time-bound response organized around the pace of the event. Urgent matters are assessed for availability as they arise.
What you get: Message architecture, response sequencing, spokesperson preparation, channel coordination, and guidance on how public communication affects the firm, its clients, and the docket.
What it is not: Legal advice, litigation strategy, or a promise of press coverage.

No. 04

Solo Starter Pack

Who it is for: Solo attorneys and smaller firms that need a credible market presence and a practical path from visibility to inquiry.
Typical shape: A fixed-scope launch engagement built around the firm’s practice, market, capacity, and budget.
What you get: Positioning, a channel plan, intake-path recommendations, launch priorities, and a roadmap the firm can operate after the engagement ends.
What it is not: A generic template, a media-spend requirement, or an open-ended agency retainer.

Operating model

How the work runs.

Scope before access

We agree on the business question, the people involved, the information required, and the decision the work needs to support before access begins.

One accountable working group

Most engagements need one executive sponsor and a small working group drawn from marketing, intake, operations, finance, or firm leadership. The firm keeps operating ownership. Kim leads the analysis, delivers the recommendation, and directs implementation within the agreed scope.

A disciplined operating cadence

Each engagement begins with a defined schedule for working sessions, decision points, and executive review. Urgent matters move at the pace of the moment. Diagnostic work allows the time required for a sound analysis.

Decisions in writing

Findings, recommendations, owners, and next actions are documented. The goal is not another deck. It is a record the firm can use after the engagement ends.

Implementation is explicit

Some engagements end with a roadmap. Others include implementation leadership. The proposal states which one the firm is buying, who owns execution, and what support continues after the final readout.

No two firms need the same answer. They do need a scope that makes accountability visible before the work starts.

Structural change

What changes when the system becomes visible.

Situation: Marketing and intake reported different versions of the same lead.
Work: Rebuilt the shared definitions, reporting logic, and executive review around the full handoff.
Structural change: Leadership could evaluate source quality, response, qualification, follow-up, and signed cases in one operating conversation.

Situation: A developing matter required marketing, intake, and public communication to move on the same clock.
Work: Organized the early read, decision points, channel roles, and accountability across the response.
Structural change: The firm had a coordinated operating posture instead of separate departmental reactions.

Situation: A growing legal organization had more activity, vendors, and data than its leadership structure could absorb.
Work: Clarified team roles, vendor accountability, budget governance, and the reporting layer used for executive decisions.
Structural change: Marketing became an operating function with visible owners, standards, and decision rights.

Next step

Tell me where you want to grow.

Start with a written intake. I read every submission personally and reply within two business days.

Start the intake