This personal injury firm signs 300 new motor-vehicle cases every month, running NEOS for case management and QuickBooks for accounting, with an internal dev team and an accounting team that closes the books monthly into the state's trust program. It even runs its own case-expense financing off a bank line of credit rather than paying litigation-lender rates. The constraint isn't ambition — it's accounting capacity.
What Their Old Flow Looked Like
- “Accounting's hair always seems to be on fire” — the team had no slack even to evaluate tools that might help
- Adding manual interest calculations for case-expense financing to accounting's plate: “They're gonna find the tallest building they can, man.”
- Scaling the manual disbursement process to the caseload was a dead end: “you're just blowing that up to cover, you know, 300 new MVAs a month. It doesn't work.”
- Month-end closes performed manually on top of an already saturated workload
How Disbo Replaces This Flow
- Disbursements run from case data with the QuickBooks integration already built — “that's already done for me… that's great”
- High-volume payouts to clients and providers move via Quick Pay and Standard Pay, with tracked Lob checks for payees who need paper
- Reconciliation against the trust account runs continuously instead of landing on accounting at month-end
- The accounting team reviews and approves instead of manually processing every one of hundreds of monthly matters
300/mo
New Cases Signed
QuickBooks
Integration In Place
Continuous
Trust Reconciliation
Approve
Not Manually Process
No realized before/after exists yet for this firm. Its operations lead's reaction to the automated flow: “that sounds great. That's what I was hoping to hear… Yeah, I'm excited.” Disbo's design goal, stated as a company claim, is that disbursement work an accounting team does by hand becomes review-and-approve at any volume.