Who we are
A method practice for legal work.
Law is still practised with rigour and managed by improvisation. We exist to fix the second half of that sentence — mostly inside companies, where the volume of organised legal work now sits.
Where we stand
We are not a consultancy that happens to mention law.
We know how legal work actually moves — and we apply project discipline to it.
When we break a due diligence into phases with their own budgets, we know exactly where phase three tends to slip. When we design a contract approval route, we know the obstacle is rarely the workflow: it is the lawyer who will not let go of the drafting, and the business unit that wants everything yesterday.
We work mainly with in-house legal teams — the ones with more requests than capacity, contracts in volume, outside counsel to manage and a board to answer to. And with the firms that serve them, where the demand is the same seen from the other side: predictability without losing quality.
Principles
How we decide when nobody is watching.
Method before tooling
Software laid over a messy process only makes the mess faster.
Measure what hurts
Metrics nobody uses are waste. We pick few, and tie each to a decision someone has to make.
Adoption over sophistication
A simple process the team follows beats a brilliant one it works around. We design for the bad day.
Confidentiality as the baseline
NDAs, segregated access and least privilege are not extras. They are where we start.
What legal project management is
Project management, in the language of law.
Define scope, plan, budget, assign, track and close with a review — applied to an internal opinion, a round of contracts, or a matter sent to outside counsel.
Hover or tap each discipline in the cycle.
A legal matter carries uncertainty a construction project does not: the other side reacts, the court decides, the deal changes. LPM does not remove that uncertainty. It makes it visible early, instead of letting you discover it in the invoice.
Team
Law, operations and engineering in one room.
Three profiles that rarely sit together: people who have practised, people who have run operations, and people who build software.
Legal practice
Time served in-house and in private practice. They know deadline pressure and the conversation with the board.
Legal operations
Process, change management, vendor management and metrics. The bridge between what the director wants and what the team does.
Product and engineering
The people who build and maintain Kamaia CLM and LPM. What we learn on a project goes into the product.
Want to know whether we are a fit?
A short conversation is enough. We will talk about the requests you receive, your contracts, and what is eating time without giving anything back.