The client also gets a third, as does Clearspire.
客户和Clearspire也各拿到三分之一。
This gives everyone a stake in making the process more efficient and predictable.
这样一来,更有效更有预见性地完成任务就与每一方都利益攸关。
Bryce Arrowood, the founder, notes that law firms reward partners who bring in business, andnot necessarily the most brilliant lawyers.
创始人Bryce Arrowood注意到律所会奖励带来业务的合伙人,而不一定会奖励最出色的律师。
Yet clients priorities are exactly the reverse.
但客户的想法却刚好相反。
So Clearspire has an unusual dual structure.
于是Clearspire想到一个独特的二元结构方案。
American law firms cannot have non-lawyers sharing fees with lawyers.
美国律所不允许非律师及律师享有同样的叫价。
So Clearspire must be two entities: a law firm, with salaried employee-lawyers rather thanpartners, and a second company that focuses on bringing in business and supporting thelawyers.
因此Clearspire必须开两家实体公司:一家是聘请律师而非合伙人的律所;一家是专门物色业务并协助律师完成业务的公司。
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