Services
Choose worthwhile AI uses, manage risk, and turn decisions into working systems. Four connected areas of work, scoped to your needs and resources.
For law firms of all sizes, corporate legal departments, and other organizations. You can start wherever the need is clearest; an assessment is one option, not a prerequisite.
Scope, documentation, and decision processes fit your needs, risks, and resources while preserving appropriate safeguards.
AI governance and readiness
You need to understand how AI is being used, who owns each use, where the material gaps are, and what to do first.
I establish a current-state picture from evidence — what is in use, who is accountable, which reviews already happen — then set decision processes, a practical roadmap, and guidance written for the people who have to follow it.
Examples of useful outputs
- Acceptable-use guidance for third-party AI tools
- Ownership and review arrangements for AI decisions
- Customer-facing AI usage and oversight guidance
- AI-assisted software development guidelines
- Prototype-to-production governance checklists
Data readiness for AI
A specific AI use is limited by the state of the data behind it — ownership, quality, access, or how systems fit together.
I assess the conditions for the AI uses you actually care about — structured business data and, just as often, documents and knowledge collections — and define the improvement priorities and validation needed to trust the result. This draws on leading a firm-wide master data management program and independently validating a migration of roughly 135 million documents.
Examples of useful outputs
- Ownership and quality assessment for a defined AI use
- Access and integration conditions for target systems
- Preparation of document collections for retrieval
- Independent validation of data and permissions
AI implementation and adoption
You need to choose, integrate, or build something — and have it still be working, and supported, a year later.
I evaluate platforms and use cases, including when to buy, adapt, integrate, or build; establish identity, access, and data boundaries; implement selected workflows; and support rollout and adoption. Custom work is part of what I do, delivered so your team can run it.
Examples of useful outputs
- Platform and use-case evaluation with a buy/build recommendation
- Identity, access, and data-boundary configuration
- Workflow implementation and system integration
- Rollout, onboarding, and adoption measurement
- Documentation, testing, and handoff to your team
Ongoing advisory and delivery oversight
Work is underway — often with vendors or contractors — and you want it to stay aligned with business value, cost, capacity, and risk.
I help leaders prioritize, define vendor and contractor assignments and acceptance criteria, review delivery against them, and track the decisions and dependencies that otherwise get lost between meetings.
Examples of useful outputs
- Contractor and vendor scope, milestones, and acceptance criteria
- Delivery and architecture review against agreed requirements
- Decision, dependency, and risk tracking with escalation
- Adoption evidence and periodic priority review
- Delivery transition and handoff support
How I work
Start with the business use and the decision.
Governance attached to a real decision gets followed. Governance attached to an abstraction gets filed.
Work from evidence.
I say what is established, what is reported, what is uncertain, and what I am recommending — and I build on what already works.
Make governance usable.
Expectations connect to owners, systems, and review steps, so someone can act on them on a Tuesday afternoon.
Agree the next commitment.
Assessment, implementation, validation, and oversight are scoped and authorized separately, so you never buy the next phase by accident.
Leave it operable.
Anything I build comes with documentation, tests, and a handoff. If you need to retain me to keep it running, I have built it wrong.
The engagement pattern
Assess → Define → Deploy → Oversee describes how work tends to unfold, not a sequence you have to buy. Start with a readiness assessment if you need to establish where you stand, or a focused assignment if the need is already defined.
Two ways to begin
Decide what comes next
Approve scoped work, defer, or stop.
Pause or stop
You can finish with the assessment. No further work is owed.
Continue with agreed work
- Define
Write the guidance and decisions people will use.
- Deploy
Build or integrate, then hand it over supported.
- Oversee
Keep delivery aligned; feed evidence back into priorities.
Evidence loops back. What oversight and adoption reveal revises the priorities rather than sitting in a report.
A policy nobody can act on is not governance. It is paperwork with a version number.
Start with the work you need.
Tell me what you want AI to help with and what needs to be understood or resolved first. You can start with a defined assignment or discuss an assessment if the next step is unclear.
Technology and advisory partners
I take on defined client-delivery assignments for technology providers and advisory firms, particularly when the end client is a law firm. Use the same contact form and describe the engagement.