with American pricing consultant, Ron Baker. He is the man labelled as the executioner of the billable hour who is calling - often through young lawyers in the face of their superiors - for a revolt against timesheets.
Some love him; some hate him, but Baker's quote-a-minute language, army of analogies and intense passion for what he sees as a "value pricing" revolution in both the legal services and accounting industries has seen him rise to a level of prominence locally and abroad.
Baker believes that knowledge workers deliver intellectual capital which can not be measured by time. Only by offering true price certainty can law firms catch up to what the rest of the world has come to expect from purchasing goods and services.
The Californian has been here three times over the last year. On this particular trip he's talking to law firms of all sizes, law societies, young lawyers, the judiciary and some major corporations and clients.
Such is the demand, and the interest to hear what he has to say.
But Baker hides no secret about the fact he is missing one significant piece in his value pricing revolution - he can not get a meeting with the top-tier law firms of Australia. He also doesn't seem to care, dismissing such firms as the "dinosaurs" of the industry that will be the "last to change" from time-based pricing.
As such, Baker believes initial change will be led by the nimble and entrepreneurial business owners and managing partners of the industry. Surprisingly, he also believes Australia is further ahead of the game when it comes to change in the legal sector, compared to our British counterparts, than some might actually think, and that all the pieces are coming together to lead some significant change.
The detractors of Baker's ideas say they've heard it all before. That law firms do see intellectual capital but time is the only means to measure it, that there are no real and ready-to-deploy alternatives to timesheets, that clients don't really want alternatives anyway and that it's all just talk.
But, as Baker notes, there is plenty of talk but change has to start somewhere.
"There's more talk than change, but talk precedes change," he said. "Everybody is focussing on inputs, activities, efforts and hours, rather than outputs and results. As long as we're chasing the wrong rabbit, we're chasing the wrong rabbit."
Still, even Baker concedes that we'll be chasing his so-called "wrong rabbit" for a long time yet.