We developed the perfect solution for our clients: flexible support that fills shortages or adds specific expertise to your team, with experts who know your organisation inside out, without burdening you with high costs. Our business model combines the advantages of classic models such as law firms, secondment agencies and temporary self-employed contracts, without the disadvantages.
Read more about the Halsten model here and find out what benefits we can offer your organisation.
A long-term relationship
We ensure service and commitment to our clients by:
i) Offering low(er) rates, making it easier to hire one of our experts on a regular basis.
ii) Achieve high client satisfaction through our commitment and the quality of our services.
iii) We are fully committed to the client’s goals, as if we are permanent members of the team.
Thanks to this close cooperation with our clients, we acquire in-depth knowledge of the organisation and its objectives, which also makes us feel like co-owners.
No fixed hours contracts but always available
To provide flexible capacity, Halsten does not work with fixed hourly contracts. Our clients can scale up or down as needed and can count on one of our experts when needed. To ensure this flexibility, capacity and continuity, we work with a team of legal counsel permanently employed by Halsten and lawyers closely associated through Halsten Lawyers. Additionally, employee satisfaction is high on our list of priorities so that our employees stay with us for a long time. Only if our employees stay, can we offer our clients a key contact for a long period of time.
Lower rates
We prefer to compare our fees with other service providers (such as financial, technical and communication consultants) rather than (law) firms. This way, we ensure that there are no major differences between us and the client’s other service providers. This makes regularly engaging one of our legal counsel accessible, which in turn contributes to a long-term relationship.
New work through references
Client satisfaction and a focus on existing relationships allows us to expand our network in a healthy way. The quality of our work and our investment in long-term relationships lead to valuable referrals, which means we do not need to invest much in acquisition, reading up and familiarising ourselves with new clients and files, or marketing. This gives us more time to focus on our existing clients and enables us to respond more quickly to their legal issues.
No costly partner structure
Halsten is not set up as an organisation with partners. This way we avoid, for example, upward pressure on fees, high workloads or mutual discussions about turnover targets. This way, we keep our legal services affordable. Something that always remains key for us however is never letting our margin targets get in the way of attracting talent.
Rewarding cooperation
At Halsten, we have a variable reward system. For those Halsten employees with greater responsibility for the performance of the organisation as a whole, we use profit shares based on the performance of the entire organisation. In doing so, we have chosen not to use turnover as a measure, but rather the contribution to the success of the organisation as a whole.
Quality as top priority
Last but not least: quality. We choose quality over quantity and invest a lot of time and money in training juniors, mediors and seniors. By working for different clients and in different markets, our legal counsel learn and grow quickly and can offer a broad perspective to clients.
The aforementioned points, combined with our way of working, create a positive cycle that reinforces itself. The common denominator is that we are organised and work together in an innovative way. Internally and also with our clients.
Legal. Together.