Case studies
A transatlantic law firm with a strong reputation had a website that was underperforming, a digital function pulled between competing internal priorities, and analytics nobody inside the firm owned. I ran a full website audit across strategy, data and user experience. It found GA4 and Search Console misconfigured, cookie policies distorting the real user data, reporting outsourced with no internal ownership, and a site structure built around internal logic rather than around what clients were trying to do. The firm came away with a roadmap it could own.
A transatlantic law firm with a broad client base and international presence recognised that its digital presence needed rethinking. Despite a solid reputation in the legal world, the website was underperforming.
Internally, the digital function was influenced by competing priorities and lacked cohesion. Externally, the website was not delivering a seamless experience for clients, nor aligning well with the firm's commercial goals.
A full-spectrum website audit, to establish where the website was, where it needed to go and how to get there. It ran across three areas.
What I found: a disjointed digital strategy, outdated design approaches and underperforming landing pages.
What I recommended: a shared digital strategy across departments to reduce internal silos; content marketing and social media aligned to each other; key landing pages redesigned to improve first impressions and conversion pathways; and the website's focus shifted from internal validation to external client value.
What I found: GA4 and Google Search Console underused and misconfigured. Cookie policies distorting real user data. Performance reporting largely outsourced, with limited internal ownership.
What I recommended: clarify the conversion goals so reporting aligns with business outcomes; build internal capability around GA4, dashboards and insights; and run regular audits of PageSpeed Insights, bounce rates and site performance.
What I found: content lacking consistency and not clearly tailored to user needs, and a site structure led by internal logic rather than user behaviour.
What I recommended: redesign the site taxonomy with a user-centric lens informed by heatmaps and analytics, and develop tailored journeys for distinct personas: in-house lawyers looking for credibility and trust, entrepreneurs needing practical advice and agility, and private wealth clients seeking reassurance and discretion. Alongside that, sector and service-focused content with clearer calls to action and more intuitive navigation.
The firm left the audit with a roadmap for measurable improvement: internally aligned, user-first and performance-driven. It set out how to reduce friction for users, increase page views and goal completions, and build long-term digital resilience with in-house expertise.
The audit also started conversations across departments that had not been happening, which is usually the precondition for any of it landing.
"This audit gave us the digital mirror we needed. The clarity and structure 1968 brought helped us move from gut feeling to data-backed decisions. We now have a much clearer direction, and a plan we can own."
A high-traffic website is only valuable if it is serving the right goals, and a firm cannot know whether it is while the analytics are misconfigured and the reporting belongs to somebody else. Internal alignment is the other half: a site structured around departments will keep being structured around departments, however good the redesign, until the departments agree what the site is for.
This is a digital health analysis. On owning your own reporting, see your agency's monthly report is a sales document.
Because outsourced reporting with no internal ownership means nobody in the firm can question it. Building capability around GA4 and dashboards is what lets the firm check whether the numbers it is shown match the numbers underneath.
Clients do not arrive thinking in departments. A structure led by internal logic splits one client need across several places, and it persists through redesigns because the structure reflects an organisational disagreement rather than a design decision.
Yes, and it is one of the more common reasons a firm's analytics understate reality. If consent handling is misconfigured you lose a portion of the measurement entirely, which means every decision made on that data is being made on a sample nobody has defined.
Most clients begin with a conversation. No pitch, no hard sell.
Just a straightforward discussion about where you are and whether I can help.
Book a free 30-minute call