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Features
The legal industry has long relied on the strength of its relationships, the quality of its legal work, and the predictability of its billable hour. But when it comes to financial operations — specifically billing and collections — many firms are still functioning on outdated assumptions, fragmented tools, and reactive processes that no longer meet the demands of the market. If the goal is to grow, improve profitability, and serve clients better, then firms must look at their revenue cycle as a strategic asset — not just a back-office function.
Features
The concept of "The Matrix" has existed for decades in professional services firms, though it represents a relatively new framework within the legal industry. This powerful approach to understanding organizational capabilities and client relationships offers law firms a strategic advantage in today's competitive marketplace.
Features
A new generation of legal tech, including rapidly advancing AI and AI assistants, is introducing capabilities that don’t just automate individual steps. These tools act as proactive collaborators, intelligently navigating complex documents, surfacing key risks, applying context, and taking action. They’re helping legal teams move from manual to marvelous — and that transformation is happening faster than many realize.
Features
No longer is legal risk management confined to checklists and backward-looking assessments. AI and OSINT are enabling legal professionals to anticipate, adapt, and act with greater speed and precision. But realizing the full potential of these tools requires more than technical integration. It demands a new operational mindset — one that prioritizes intelligence, agility, and continual learning.
Features
The end of the billable hour has been prophesied for years. But, as the steady adoption of artificial intelligence upends how legal work gets done, the promised efficiencies from automation are most likely to emerge in certain elements of deal work, like due diligence and contract review and analysis.