Resources

A new legal industry financial report from The National Law Journal signals that the second half of the year may bring fresh challenges. While Q2 delivered stronger-than-expected results—thanks to record-high billing rates and counter-cyclical demand—law firms are now facing growing expenses and declining collection rates. For many, the question isn’t whether to cut costs, but how to do it in a way that protects long-term performance.

Law firms that operate under a cash accounting model often assume leasing is only necessary when funds are tight. If there is plenty of cash on hand, why not purchase equipment outright?

Today’s warehouse and distribution environments are fast, connected, and increasingly intelligent. Legacy equipment can’t support the pace or precision needed to stay competitive. But upgrading forklifts, automation systems, and battery platforms isn’t cheap—and ownership is rarely the smartest path.

Every lease has an end date, but many organizations wait too long to plan for it. Without a clear strategy, firms risk auto-renewals, outdated equipment, and unbudgeted fees. A proactive approach to lease-end planning reduces surprises and keeps operations running smoothly.

Not every technology rollout is simple. Many businesses today manage equipment purchases across departments, locations, and vendors—all with staggered timelines and shifting requirements. Trying to finance that complexity through a patchwork of leases and contracts is inefficient and risky.

Mid-sized businesses are often stuck between two realities. They’re growing quickly but don’t have access to the same financing tools or...