The Legal Operations Analyst helps Broughton Partners run its core value streams (Claimant Journey, Referral Firm Journey, and Litigating Firm Journey) with clear goals, trusted metrics, and current documentation. Reporting to the Chief Operating Officer, this role spends its first 3 months rotating through Marketing, Intake, Criteria, Claimant Services, Law Firm Relations, and Strategic Programs to learn how each department works, how work and information move between them, and how a case type moves from an early test to an established product on the rate card.
The role owns the company's goal alignment and scorecard program: making sure every department SMART goal ties to the yearly strategic objective, has one agreed definition and owner, and is visible on a dashboard leaders actually use. The Operations Analyst does not build data pipelines. They define what needs to be measured, write clear requirements, and partner with the Technology data team and the MarTech team, who build and certify the underlying data. They also help keep cross-departmental documentation and change communication current, so that when a process, case type, or partner requirement changes, every affected team knows what changed and why.
The ideal candidate is curious about how the whole business fits together, earns trust quickly as a neutral partner to every department, asks good questions, and explains what the numbers mean in plain language. This role is a service to the departments it supports: it exists to reduce one-off questions, repeated meetings, and confusion during change, not to audit or second-guess department leaders.
Essential Functions/Duties Performed Regularly:
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Cross-Department Rotation and Business Immersion
- Complete a structured rotation through Intake, Criteria, Claimant Services (QA and Claimant Support), Law Firm Relations, Marketing, and Strategic Programs on a schedule set by the COO with each department director
- Shadow the work directly: agent calls and surveys, QA audits, case delivery, survey and product builds, partner business reviews, campaign launches, and order and consortium workflows
- For each department, document its purpose, core process map, inputs and outputs, handoffs to other teams, the metrics it is measured on, and its top three friction points
- Deliver a rotation readout to the COO and the department director at the end of each rotation, including at least one practical improvement the department agrees to pursue
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Strategic Goal Alignment and Scorecard
- Build and maintain the company scorecard that maps every department SMART goal to the yearly strategic objective: revenue growth, revenue diversification, operational and fiscal efficiency, happy clients and stakeholders, tort health, referral firm portal adoption, and compliance leadership
- Flag goals that do not support a strategic objective, and strategic objectives that no department goal is moving, and bring them to the COO and directors for a decision
- Review SMART goals with each director to confirm they are specific, measurable, owned, realistic, and time-bound, and that department goals do not conflict with one another
- Partner with HR on keeping job-spec KPIs consistent with department SMART goals, and facilitate the quarterly goal refresh
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Dashboard Coverage and Metric Definitions
- Ensure every SMART goal on the scorecard has one agreed definition, an owning director, a data source, a target, a review cadence, and a dashboard
- Write clear dashboard and metric requirements for the Technology data team and MarTech team, who build, validate, and certify the underlying data; track requests through delivery
- Maintain the dashboard registry and metric dictionary as the single reference for what each metric means and where to find it
- Spot-check dashboards against source systems, identify conflicting versions of the same metric, and route defects to the data team or the owning director
- Recommend dashboards and recurring reports to retire when they duplicate certified reporting
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Value Stream and Case Type Documentation
- Maintain end-to-end process documentation for the Claimant Journey, Referral Firm Journey, and Litigating Firm Journey, including who owns each stage and what is handed off between departments
- Help departments keep cross-functional case type reference information current, including the lifecycle stage of each case type, the information each department contributes, and where the source of truth lives
- When the same question is being asked repeatedly across departments, identify where the answer should be documented and help the owning department publish it
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Change Coordination and Communication
- Help departments track material changes to processes, case types, goals, and partner requirements, including what changed, why, who approved it, and which teams are affected
- Confirm that affected teams, training documentation, and stakeholders such as Sales and Law Firm Relations have been notified and updated before a change is considered complete
- Maintain a cross-departmental change calendar so leaders can see upcoming changes and avoid stacking too many at once
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Performance Reviews and Insights
- Prepare the monthly scorecard readout for the COO and directors, focused on what changed, where performance is off target, and what decisions are needed
- Investigate variances with the owning department to determine whether each reflects a data issue, a process breakdown, or a real performance change
- Support cross-functional initiatives assigned by the COO, such as the partner portal, data-driven claim verification, and internal marketing programs, by tracking milestones and dependencies
- Complete ad hoc analysis as a secondary duty that supports, and does not displace, the scorecard and documentation program
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Documentation and Enablement
- Maintain scorecard guides, metric documentation, and standard operating procedures, including uploads to Trainual
- Train directors and managers to find and use the dashboards tied to their goals so routine questions do not require custom pulls
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Other duties as assigned.
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