Why Every Managing Partner Needs a COO
Managing Partners Weren’t Meant to Do It All
Most law firm managing partners wear two very different hats — the Visionary and the Operator.
They set strategy, lead attorneys, maintain key client relationships, and drive growth… all while managing people, processes, systems, and the day-to-day operations of a complex business.
But the truth? No one can live in both worlds effectively for long.
The visionary side needs space to think — to strategize, build relationships, and see what’s next.
The operational side demands structure — to execute, optimize, and hold people accountable.
When one person tries to do both, something always gives: vision slows down, execution stalls, or both.
The COO: Turning Vision Into Traction
A Chief Operating Officer (COO) bridges the gap between ideas and outcomes.
They turn “what” into “how.”
They translate vision into systems, accountability, and results.
They make sure that the strategic direction isn’t just discussed in partner meetings — it’s actually happening across every department.
In the EOS/Traction model, this role is called the Integrator.
The Visionary sets the destination.
The Integrator builds the roadmap, manages the team, and drives the car to get there.
In law firms, that often looks like:
Creating and maintaining clear operational systems (billing, HR, marketing, intake, etc.)
Building out reporting and KPIs to measure what’s actually working
Translating partner goals into actionable plans for each team
Holding staff — and even partners — accountable to timelines and results
Spotting inefficiencies that partners are too close to see
The best COOs are translators — they turn ambition into action.
What Happens When Firms Don’t Have One
I see it all the time: a firm hits a ceiling.
Revenue is growing, but chaos grows faster.
The managing partner spends every day firefighting.
Meetings become circular, priorities blur, and deadlines slip.
The team loses focus because leadership is split between “big picture” and “daily grind.”
Without a COO, firms default to reactive management — chasing problems instead of preventing them.
A Strong COO Frees the Managing Partner
A COO doesn’t take control away from the managing partner — they give it back.
They create space for managing partners to:
Focus on business development, strategy, and leadership
Build high-value client relationships
Lead from vision, not reaction
Stop managing minutiae and start directing momentum
And most importantly — they make sure the firm runs smoothly without constant partner involvement.
That’s how firms scale.
What a Fractional COO Brings to the Table
For many small to mid-sized firms, hiring a full-time COO isn’t realistic — or necessary. That’s where a Fractional COO becomes the strategic advantage.
A Fractional COO provides:
Executive-level leadership on a part-time basis
Objective, data-driven operational oversight
Implementation support — not just strategy slides
A clear system for accountability, communication, and follow-through
They don’t just “consult.” They integrate — into your firm, your goals, and your people.
It’s the difference between having advice and having execution.
The Bottom Line
Managing partners should lead, not manage. A strong COO makes that possible.
Because when the right operational leader is in place, the managing partner gets to be what they were meant to be: a visionary, a rainmaker, and the culture-carrier of the firm — not the bottleneck.
At ING Collaborations, I serve as a Fractional COO for law firms — helping managing partners regain focus, build traction, and scale sustainably. If you’re tired of feeling like the only one holding it all together, let’s talk about how to structure your firm for real freedom and growth.