Karta Legal designed the data connections and built a suite of interactive dashboards covering billing and performance trends, accounts-receivable aging, billing status, transaction histories, unapplied payments, and AI-assisted alerts. Each dashboard was structured to surface exceptions and make complex financial information easier to act upon.

Firm leaders gained a clearer, consolidated view of financial and operational performance. Instead of relying on disconnected reports, they can identify trends, investigate issues, and focus attention where it is needed most.

Karta Legal developed AI-specific licensing guardrails defining permitted users, systems, and uses. The framework limited the solution to controlled retrieval, prohibited model training and unauthorized reuse, and required attribution, human review, testing, audit logs, security controls, and timely content updates.

The organization gained a practical framework for evaluating and negotiating the proposed AI use while protecting its intellectual property, preserving the authority of its standards, and permitting responsible innovation. 

We moved the firm through a five-stage decision path with a gate at each stage. Stakeholder interviews and process mapping replaced general enthusiasm with one specific business problem worth solving. Before any tool touched client work, we set the guardrails: an AI policy, defined approved and prohibited uses, confidentiality rules, and named approvers. The firm then piloted a single low-risk, high-value workflow with a small group rather than launching firm-wide. We defined success in advance and measured output quality, time saved, and whether users trusted the results enough to keep using them. Only after the pilot cleared those measures did we plan expansion, paired with training and ongoing oversight.

The firm did not clear a gate on the first attempt twice, which is exactly what the gates are for. The initial use case did not survive scrutiny and was replaced with a stronger one. The pilot scope was narrowed once when the group was not ready to run it. What eventually scaled was a workflow the firm had evidence for, governed by a policy its people had been trained on, with a named owner and a measurement habit that carries into the next use case. Start small, govern early, scale what works.

We reviewed the order form, SaaS agreement, and implementation statement of work, and ran several rounds of counter-draft analysis and response. Our negotiating priorities were fixing the uncapped AI-restrictions liability, securing a security super-cap, obtaining an executed data processing agreement at signing, and guaranteeing a metadata-complete export within a defined window. We paired the transaction with an AI policy and governance document and a legal technology roadmap built from the firm's own intake responses.

The firm signed on terms that limit its AI-related exposure, protect its data, and preserve its exit rights. Implementation started with governance and a roadmap already in place rather than retrofitted afterward. The client also got significant price adjustments directly related to our lead role in contract negotiations and our knowledge of the market.

Karta Legal developed a tailored AI policy for the law firm's jurisdiction, addressing approved tools, confidentiality, privilege, prohibited uses, hallucinations, human review, and professional responsibility. We then delivered three firm-wide training sessions based on the policy, turning its requirements into practical guidance for everyday work.

Karta Legal developed a tailored AI policy addressing approved tools, confidentiality, privilege, prohibited uses, hallucinations, human review, and professional responsibility. We then delivered three firm-wide training sessions based on the policy, turning its requirements into practical guidance for everyday work.

We assessed Microsoft 365 readiness at the business and adoption level, covering licensing, permissions, document access, and content locations. We identified and ranked use cases by role for attorneys, staff, and firm leadership, then built a deployment plan with training, workflow guidance, and candidate Copilot Studio agents for the highest-value workflows.

The firm moved from holding licenses to running a sequenced pilot with defined use cases, named owners, and criteria for expanding. Access and permission issues were identified and addressed before Copilot could expose them.

We applied Lean Six Sigma and project management techniques, processed and indexed data, and trained vendors using a web-based questionnaire. A tracking mechanism was developed for real-time loan status updates. 

We met the deadline and budget, providing the client with granular visibility into each loan's status throughout the process. 

We negotiated better terms with a new vendor and successfully migrated over six terabytes of data and coding without losing any work product.

The firm immediately saved approximately $157,000 per month, totaling over $10 million in savings over the litigation's lifetime. 

We drafted review protocols, trained the clients' personnel in e-discovery and legal project management, and monitored the review process to ensure adherence to procedures. 

The new protocols resulted in an error rate of less than 5%, a 25% faster review speed, and a 34% decrease in costs. 

We implemented a technology-assisted review protocol, negotiated it with opposing counsel, and managed a defensible document review process with measurable success. 

The review was 80% faster than traditional Boolean methods and 65% faster than indexing and clustering. 

We leveraged industry connections to negotiate bundled vendor contracts, using volume to reduce costs. 

Over five years, we saved clients approximately $30 million in hosting and processing fees. 

1. Assessment and Planning:
We began with a thorough assessment of the department's existing paper archives and overall document management needs. We then developed a strategic plan to digitize the archives and implement new systems.

2. Digitization of Paper Archives:     We organized and executed a large-scale digitization project, converting all paper documents into digital formats. This included setting up scanning stations, ensuring proper indexing, and securely storing digital files.

3. Cloud-Based Document Management System:
We implemented a cloud-based document management system to provide secure, centralized access to all digitized documents. This system featured robust search capabilities, version control, and secure sharing options.

4. Matter Management System:
We introduced a matter management system to streamline case tracking, reporting, and collaboration. This system integrated seamlessly with the document management platform, ensuring all case-related information was easily accessible.

5. Comprehensive Training:
We conducted extensive training sessions for the entire legal team, covering the new document management and matter management systems. This included hands-on workshops, user guides, and ongoing support until all team members were proficient and comfortable with the new tools.

6. Updating Outside Counsel Guidelines:
We reviewed and updated the department's outside counsel guidelines to align with the new digital workflows and technologies. This ensured consistent practices and enhanced collaboration with external legal partners. 

The digitization of paper archives transformed the department's document management, significantly reducing storage costs and retrieval times. The cloud-based document management system provided secure, efficient access to all documents, while the matter management system improved case tracking and collaboration. Comprehensive training ensured the team was confident and adept with the new systems. The updated outside counsel guidelines facilitated smoother interactions with external partners. Overall, the legal department experienced enhanced productivity, streamlined workflows, and improved compliance with industry standards. 

We applied Lean Six Sigma techniques to tackle poor contract management and inadequate technology adoption. Through Kaizen events, we identified root causes and implemented solutions using tools like fish-bone diagrams and value-stream mapping. We established a vendor panel focusing on skills, compliance, data security, diversity, and pricing. RFPs were modernized with best practices and tech requirements. We developed selection criteria based on rates, experience, skills, and diversity, and analyzed bidder data to identify cost-effective fee arrangements. New value-based sourcing and staffing models were implemented, and we planned Lean and Agile training for selected law firms. 

Reduced costs through optimized workflows, better vendor selection, and efficient technology solutions.

1. C-Suite Coaching and Assessment: We began with intensive coaching sessions for the C-suite to align their vision with modern legal technology advancements. We conducted a thorough assessment of the firm's existing technology stack, identifying areas requiring immediate upgrades and long-term improvements. 
2. Technology Stack Update: We guided the firm in selecting and implementing the latest legal technology solutions, ensuring compatibility and scalability. This included updating practice management software, document management systems, and secure communication tools. 
3. Departmental Training: We provided specialized training for the firm's accounting, HR, and operational departments. This training focused on integrating new technologies, optimizing workflows, and enhancing inter-departmental collaboration. 
4. Lawyer Training and Protocol Development: We conducted comprehensive training sessions for the firm's lawyers on the updated technology stack and new protocols. This included creating standardized templates for legal documents, policy guidelines for practice management, and best practices for client communication. 
5. Data Security and Information Governance: We established secure data protocols and information governance policies to protect sensitive client information. This included implementing advanced encryption methods, secure access controls, and regular security audits. 
6. Data Collection and Management Systems: We developed and implemented robust data collection systems to streamline information gathering and reporting processes. This ensured accurate and efficient data management across all departments. 

The firm's C-suite gained a clear understanding of the benefits of modern legal technology and how to leverage it for growth. With an updated tech stack, the firm experienced improved efficiency and productivity. Staff across all departments became proficient in using new tools and adhering to standardized protocols. Lawyers benefitted from streamlined workflows and enhanced client communication. The firm's data security and information governance measures were significantly strengthened, ensuring compliance with industry standards. Overall, the firm was well-equipped to handle future growth and maintain a competitive edge in the legal market. 

We designed a process to pull large swaths of loan files in a single go, and funnel them into an easy to understand folder structure. First, in consult with the subject matter experts in Litigation Support, attorneys drafted detailed instructions to the third parties who possessed these loan files, asking them to prepare the digital files according to certain specifications. Most importantly, the instructions requested metadata containing the loan numbers. The attorneys sent identical sets of instructors to all loan file originators that were third parties to the case. This consistent guidance set the stage for getting loan files containing the type of information needed down the line to automatically pull documents associated with a single loan file. Second, once we had the loan files, we needed to organize them by sample, with an average of 80 loans to a sample. Lit Support programed python scripts to “pull” loan files with loan numbers tied to a particular sample, and then funnel the files automatically into a folder labeled by sample name and loan number. Third, we took it one step further by pulling not just the primary sample, but all of the supplemental sample too. This allowed us to quickly supplement if loan file underwriters needed to substitute at a moment’s notice. Pulling loans in both samples established a complete library of all possible loan files we might need for a particular set.

The sheer volume of samples, loan files, and pages of loan files made this project inherently complicated. But, tackling the organization process one step at a time created order and a pipeline that hummed along. In turn, we met all court deadlines and attorneys had the time and energy to tackle aspects of the case that were more deserving of their thought than locating a loan file one at a time.

We applied different Lean Six Sigma techniques to correct poor contract management, poor technology adoption and long contract cycles.

We planned and conducted a series of Kaizen events. During these sessions, we worked with the team and used different Lean tools, such as: fish-bone diagrams, value-stream mapping, various brainstorming techniques, and others, to determine the root causes of the problems and implement solutions. We formulated a better workflow and decided on the best technology solutions. Together with the acquisition and adoption of better suited technology, and the appropriate training, we successfully implemented these changes:
•Created a preferred vendor panel focusing on skills, compliance and data security & protection capabilities, diversity, and pricing.
•Updated the old RFPs with modern data and technology best practices. Included requirements for technology applications, project management, and reporting.
•Planned a law firm panel convergence summit, using Lean Six Sigma tools to determine the selection criteria.
•Established selection criteria using: rates, experience, skill sets, geography, diversity, and needs.
•Created a plan to analyze data from the bidders to serve as a basis for comparison.
•Using data gathered, identified situations in which flat or other AFAs should be considered.
•Decided on new value-based sourcing and staffing models.
•Created a plan for training the selected law firms on Lean and Agile methodologies and to use these in the client's matters.

We used Lean management techniques and tools like Kaizen, DMAIC, and process maps, to help the team discover and remove "waste" - as defined in Lean- from the day-to-day processes.

•Conducted time-management training.
•Created new workflows and process maps (e.g., a 5 page process map on NDAs to reduce turnaround time).
•Decided to use temporary staffing, at a much reduced cost than full-time employees, to clear up backlogs and clerical work from the busy attorneys in the department.
•Realigned the workforce and the workloads by subject matter and reassigned tasks to people best-suited for the job. We also cut unnecessary tasks.
•Automated tasks using technology, and executed a solid implementation and adoption strategy.
•Created a shared portal for task tracking, assignments and reassignments.

We negotiated more favorable terms with a new vendor, and planned and executed a successful migration of more than six terabytes of data and coding without losing any work product.

Immediately, the firm began saving approximately $157,000 a month. Over the lifetime of the litigation, the savings totaled over $10 million.