Macpherson Kelley discusses its journey to an impressive 80 NPS score
For many law firms, client feedback is something they collect only occasionally – maybe a few times a year, or at the end of a big case. However, at Macpherson Kelley, a more intentional approach to client feedback has resulted in an impressive Net Promoter Score (NPS) of 80 – a level that most businesses would envy.
Macpherson Kelley uses a client experience platform called Client Culture to gather its NPS data and works directly with Client Culture’s Managing Director, Greg Tilse to ensure the firm is maximising its client experience efforts. David Ward, Chief Operating Officer at Macpherson Kelley, credits the firm’s success to three key principles: “universal access to feedback, a recognition-based culture, and swift action on insights.” This can be as simple as thanking a client for their time, or celebrating staff who receive positive feedback.
The aim is simple – to position client feedback at the centre of how the firm operates, rather than at the sidelines.
Law firms have traditionally measured success in familiar ways: financial performance, client wins, reputation, and talent retention. These are all important, but Ward admits that client feedback wasn’t always high on his list.
“Until you have it, you don’t really have the whole story of how your firm is going,” Ward explains.
“Most firms only engage their clients annually or after matters have concluded, and often they cherry-pick the clients they do ask for feedback. We didn’t want to go that route.”
To get a real 360-degree view of how the firm is performing, Macpherson Kelley surveys every billed client monthly, up to a maximum of twice per year. It has achieved an impressive 39% response rate, and Ward notes that as the NPS score grew, so did other metrics like year-on-year revenue. A large part of this is down to avoiding ‘selective sampling’ and instead taking decisive action on all feedback.
“When you’re thinking as deeply about client service as we are, asking a select group of clients who will tell you what you want to hear is not good enough,” Ward says.
“What surprised us most when we first started using Client Culture’s platform was how enthusiastically both clients and staff embraced the program. Our high response rates showed us that clients want their voices heard, and our strong staff engagement metrics demonstrated that teams genuinely thrive on direct client feedback and recognition.”
By analysing the data collected, Macpherson Kelley has gained some valuable insights into what clients want. The firm has identified three key ingredients that contribute to a high NPS score:
Ward notes that feedback often serves as a “pattern interrupt” for clients, encouraging them to step back from the day-to-day legal process and reflect on their experience.
“It allows the client to raise concerns, differences in expectations, or stylistic elements of service,” he says. “Equally (and in our case most of the time) the client uses the opportunity to give praise to those they’re working with.”
A strong approach to client feedback doesn’t just improve client satisfaction – it can also have a profound impact on employee engagement.
At Macpherson Kelley, transparency is the standard. Every employee has access to the feedback platform, allowing them to see firsthand how their work affects clients. This openness has created a culture of recognition where positive feedback isn’t just acknowledged at an individual level; it’s celebrated across the firm. Lawyers and support staff see real-time praise from clients, reinforcing that their efforts make a difference.
Ward also recalls some scepticism around how willing clients would be to respond – a concern that turned out to be completely unfounded.
“We’re really happy that our response rate is in the 30-40% range, resulting in 100+ survey responses each month,” he says. “At this level, we have a really good handle on what our clients are thinking across all our groups.”
For firms hesitant to implement a similar system, Ward’s advice is simple: just try it.
“Clients have more good things to say about you than bad, and people appreciate being told how well they’ve done after a matter has concluded.”
