Strategic Knowledge & Innovation Legal Leaders Summit (SKILLS) - March 9, 2023 
As a peer-to-peer gathering, we seek your help in shaping the agenda. 
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Proposed Sessions
To help us shape the program, please vote for your preferred topics among the proposed sessions below:
Strategy & Overview
1.    State of the Market and Innovation Benchmarking *

Firms expend valuable resources tracking the market for innovation progress, to understand where they sit in relation to competitors. Doing so is problematic and time-consuming, as the information is not always publicly available and the data is imperfect. Legaltech Hub has developed a framework for innovation benchmarking, and will be tracking the data on innovation in the market, so that firms no longer need to. We will be joined on the panel by Andrea Alliston who will speak about the experience of innovation benchmarking from the law firm perspective, having worked with Legaltech Hub to develop and utilize the framework. The session will provide insights into the benchmarking framework, the key criteria that make a firm more innovative than others, and what that means for your firm.


Nikki ShaverCEO & Co-Founder LegalTech Hub
Jeroen PlinkCOO/GC & Co-founder LegalTech Hub
Andrea Alliston, Partner, Knowledge and Practice Innovation - Fasken
Not interested
Very Interested
2.   Practice Strategy as Firm Strategy
*

Traditional law firm strategies often involve broad, aspirational goals or tactical implementation plans for individual practice groups. This critical activity is primed for a new approach where truly strategic practice group plans drive the firm’s overall strategy. Focusing on market demand, competitor analysis, alternative service delivery, talent capacity, and a strategic mindset, Knowledge and Innovation professionals can drive this effort and establish a new paradigm for strategic planning.


Bobbi BasileManaging Director, Advisory- HBR Consulting 
Sean MonahanDirector - Legal Transformation + Innovation- HBR Consulting
Not interested
Very Interested
3.     Designing a Digital Services Strategy *
We will share our experience designing digital strategies for large corporate law firms and why it is important for firms to have a central digital strategy. 

Tom ConnorManaging Director- NEKN Digital, former Head of Digital Services at Matheson LLP
Michael Devitt, Director of IT- William Fry
Not interested
Very Interested
Data and APIs
4.    Why law firm KM depends on data management  *
Law firm KM professionals now realize that any meaningful legal tech project will require robust data management. However, formal responsibility for data management and associated IT resources often rests outside of KM. How can KM and IT Directors and CIOs get properly aligned? They need a shared conceptual model for aligning KM and data management. 

Rebecca Holdredge- Director of Knowledge Management- Levenfeld Pearlstein
David Kamien, CEO- Mind Alliance
Not interested
Very Interested
5.     Modern Data Architecture – Surfacing Data for Operations and Analytics *
The legal industry isn’t short on excitement around “data”. However, the most exiting analysis and impactful applications entering law firms require data from across departments and third-party providers. As a result, sourcing, normalizing, and brokering the right data in the right way within a law firm is increasingly a struggle and a priority. We will provide an overview of the new Simpson Thacher “Firm Data Environment,” a modern data hub that has allowed the Firm to take steps forward in data analytics, data management, and data governance.

Andrew Baker, Director of Data Analytics- Simpson Thacher
Dev Dassarma, Data Architect- Simpson Thacher
Not interested
Very Interested
6.     Client Intelligence Profiles Powered by APIs *
Partners and BD Managers constantly need quick reports to help them prepare for meetings. The demand for these reports could run into hundreds per week. The ES Research team could not, using manual methods, produce client profiles on-demand at scale. Using APIs and custom templates enabled users to get tailored reports, in under 20 seconds. These reports include date from sources like S&P CapitalIQ and DocketAlarm. Having usage data and the field level empowers Law Firms to be much smarter buyers of data APIs. And feedback mechanisms help research teams continually improve the report structure and ensure it meets the consumer’s needs.

Scott Bailey, Director of Research and Knowledge Services- Eversheds Sutherland
Not interested
Very Interested
7.     Turning Data into Insights  *
Since 1999, Goodwin has been collecting data about its' deal work and litigation outcomes and making the information available via a custom proprietary reporting interface. As Goodwin's data needs grew, the once industry-leading proprietary system, no longer met the needs of the data-hungry institution. Goodwin's Foundation and FoundationNext projects, executed over four years, is the journey of discipline, creativity and teamwork to respond to the challenges of meeting client demands in the new data-driven economy.

Patty Johansen, Director of KM (Business Law) & CounselGoodwin Procter
Anne Stemlar, Manager Director of KM + Research- Goodwin Proctor
Not interested
Very Interested
8.     Standardizing Legal Data *
Firms, vendors, and clients have difficulty mapping their tags/fields — making interoperability difficult. Leading to (1) wasted time and (2) vendor lock-in. SALI provides industry-standard identifiers for 10,000+ tags, permitting firms/vendors/clients to be more interoperable — moving structured data in a standardized manner.

Damien RiehlVP, Litigation Workflow and Analytics ContentFastcase + SALI
Tim Fox-Director of Practice Intelligence & Analytics- Ogletree Deakins Paul Casey- Data Operations and Analytics Manager- Frost Brown Todd Corey Oullette- Product Manager- Thomson Reuters
Not interested
Very Interested
9.     A New Approach to Your Experience Data *
Experience data at our firm, like most, is stored in a variety of disparate systems. This presentation will cover how we built a series of custom tools and solutions to extract and integrate our experience data from over a variety of sources (matter management, billing, docketing, DMS, and external systems). This solution allows our attorneys to instantly locate and visualize the firm’s experience by judge, arbitrator, opposing counsel, mediator, expert, matter type, jurisdiction, forum, and industry. This session will cover the three unique customisations that OD built to extract hard-to-access data from the DMS, Dockets and Courtroom Insight.  

Tim Fox, Director Practice Intelligence and AnalyticsOgletree Deakins
Not interested
Very Interested
10.     Getting to Grips with Data Integrations and APIs *
More and more vendors are offering their data in API form and everyone is trying to “stitch it all together”. This demo will show how BCLP went about matching TR data to internal records and creating matter “hubs” using search to streamline the attorney experience. 

Judy Mackenzie StuartGlobal Chief Knowledge Officer- Bryan Cave Leighton Paisner
Not interested
Very Interested
11.     Growth of an Ontology *
In KM we create taxonomies and ontologies for our products and solutions but often struggle to get them adopted firmwide across business units. Learn how Sidley’s award winning Life Science Industry group established an ontology that is used across all aspects of the groups business operations from Accounting to Marketing, and the departments in between.

Rachel Shields Williams, Director Knowledge Management Enablement & Insights- Sidley Austin
Kate RockwellKnowledge Management Specialist - Sidley Austin
Not interested
Very Interested
Artificial Intelligence
12.     Improve the performance of your AI tools *

A data-backed crash course on how every law firm can make better use of their existing AI tools (no matter what the tool is).

Firms have been making use of AI tools to support their transactional practices for a number of years, but some may not be making the most of these tools.

In this session:
- we will give an overview of common machine learning technologies used to classify + extract data from text
- we will share examples of how to get more out of these different tools (e.g. by capturing, cleaning and preparing your data, scaling usage, running an effective team, and working with your vendor)
- we will also give a few tips on how to organize your data according to KM principles, and futureproof your work for the next wave of AI that makes use of neural networks 


Catherine Goodman, Practice Innovation & Knowledge Counsel- Paul Hastings
Horace Wu, Founder & CEO- Syntheia
Not interested
Very Interested
13.     AI-Powered Contract Review with Foley Equipped

*

Foley & Lardner perceived a need regarding review of commercial contracts, which can be an overwhelming task for many organizations. Such reviews are time-consuming and often contracts can either go unreviewed or detract lawyer attention away from other higher value efforts.

 To create a more efficient review process, the team spent over 500 hours designing Foley Equipped, powered by ThoughtRiver. The underlying machine learning model is trained to identify categories of interest within a 3rd party contract document and identify high-risk clauses, highlighting provisions that may be outside of commercial norms, and flagging when terms are missing. The tool uses a Word plug-in, providing Foley’s sample clauses or a client’s preferred language to modify agreements with a few simple clicks. Clients also benefit from Foley’s playbook advice and commentary, and vendor contracts can be turned around in as little as one business day.  This increased efficiency, combined with standardization of terms across organizations, helps reduce legal spend in the face of the current uncertain market conditions.


Charlotte Logullo, Director Practice Solutions & Research- Foley
Chanley Howell, Partner- Foley
Kate Wegrzyn, Partner- Foley
Not interested
Very Interested
14.     AI-Powered Client Growth *
Big law clients work with many different groups within a firm. Unfortunately, information silos across partner-client relationships result in missed opportunities for cross-selling and collaboration across practice areas, and potentially poor client retention and lost revenue.

This session will explore the use of data science and predictive machine learning models to identify client attrition risk factors and growth opportunities. Imagine being able to see what clients might need next, who is the best person to service them, and what you can do to not lose the client to another firm.

Paul Giedraitis, Founder and President- Orgaimi
Client TBD (pending approval)
Not interested
Very Interested
15.     Real World Practice Management AI Use Cases  *
We have been exploring use cases for AI in practice management. One problem was the complexity of the firm's profitability reporting. We built a profitability "scorecard" with HBR's help that provides a single metric for senior lawyers to understand their profitability. The AI tool reads the profitability reports and provides recommendations on areas of improvement. What we learned from this first foray into the use of AI/machine learning is that it can be used in other areas. We will discuss the pros and cons of doing it yourself vs. working with vendors.

Melissa Prince, Chief Client Value and Innovation Officer- Ballard Spahr
Dan Pope, Director of Practice Economics- Ballard Spahr
Joe Harris- Senior Strategic Pricing ManagerBallard Spahr
Sean Monohan, Director of Legal Transformation and Innovation- HBR Consulting
 
Not interested
Very Interested
16.     Next Generation Language Models *

Transformer-based neural nets, and the large language models they enable, have already led to considerable gains in information retrieval. If you think last year’s AllSearch session by Pablo and Evan was impressive, wait to be blown away by what the latest generation of large language models are bringing – because the applications now go far beyond search! As with last year's session, Evan and Pablo will go over this next-generation technology’s application, and cover concrete use cases.

Evan Shenkman, Chief Knowledge and Innovation Officer- Fisher Phillips
Pablo Arredondo, Co-Founder and Chief Innovation Officer- Casetext
Not interested
Very Interested
17.     Mining Documents with AI *

Identifying market trends in Share Purchase Agreements using Luminance. Enhancing our legal advice and improving our internal knowledge by employing machine learning to mine information in annonymised negotiated documents.

Erin Anderson, Corporate Knowledge Development Lawyer, Charles Russell Speechlys
Tessa Bartley, Innovation Technology Lead, Charles Russell Speechlys

Not interested
Very Interested
18.     Conversational AI and Reducing T2K (Time to Knowledge) *
Too much time is spent interacting with people when tasks can be automated and knowledge can be identified automatically. Harnessing NUL and CAI, we're serving up resources and knowledge more quickly and 24X7. The lesson is that NLU and CAI algorithms have matured substantially in the last few years, permitting much more targeted identification of "intent" when a user asks a question.

Todd Corham, Chief Information Officer- Saul Ewing LLP
Paul Manley, Director of CAI Engineering and UX Design, Cloud Managed Services Group
 

Not interested
Very Interested
People & Work Allocation
19.     Innovation pertaining to talent acquisition *
Recruiting costs are exorbitant- we have a different and innovative way to acquire partner talent. Imagine a brand-new world where law firm leaders can approach a prospective candidate without the use of a recruiter? Where the law firm can control the narrative surrounding the opportunity on offer while demonstrating to the candidate that they are the most important person amongst their legal cohort? Sound too good to be true? Let us introduce you to the world of securing human and open-source intelligence which enables law firms to disrupt the current talent marketplace which would benefit both the candidate and law firms.

Aaron ByronDirector of Talent Intelligence & Analytics- Baretz + Brunelle
Maddie Boorse, Intelligence Analyst- Baretz + Brunelle
Howard Rosenberg, Partner, Head of Talent Intelligence & Analytics- Baretz + Brunelle
Not interested
Very Interested
20.      Future-proofing your KM Department: or Managing Growth & Innovation During Times of Rapid Change  *

Lessons learned regarding effectively building, scaling, and managing teams during intense growth periods (and having fun doing it). Topics covered include: 

  • Talent Acquisition, Agility, and “Fail Fast, Fix Faster”
  • Skills, attributes, and experience needed to truly drive innovation
  • Think the three C's: Culture, Communication, and Collaboration

Dave BolandChief Knowledge Officer- Ogletree Deakins
Susan SommersDirector of KM Innovation and Solutions- Ogletree Deakins
Tim FoxDirector of Practice Intelligence and Analytics- Ogletree Deakins
Not interested
Very Interested
21.      Culture eats strategy for breakfast  *

As one of the legal industry's earliest adopters of work allocation technology, Christy will provide the background to resource management at CMS and the aim of its latest project.

"Culture eats strategy for breakfast” is a famous quote from legendary management consultant and writer Peter Drucker. He didn't mean that strategy was unimportant – rather that a powerful and empowering culture was a surer route to organisational success. William will therefore explore how Capacity supports and enhances firm culture by leveraging strategic work allocation.

Christy Farrer, Director of Practice Management, CMS 
William Dougherty, Co-Founder, Capacity 
Not interested
Very Interested
22.     Transforming Talent Strategies *
Ashurst’s journey as one of the first firm’s globally to introduce a structured resource management approach. How we moved away from a traditional partner-led approach to embedding resource management as a strategic business function. We will share the key drivers, provide insights into the role of people, process, and technology and highlight the benefits of this approach including becoming a top 50 employer for women, achieving female partner promotion targets, and the positive impact on retention and career progression of lawyers.

Steve Jones, Director of Talent Acquisition and Workforce Planning- Ashurst
Dave Cook, Global Director of Resource Management- BigHand 

Not interested
Very Interested
23.    Implementing a Work Allocation Program *

To advance DEI and more equitably distribute work opportunities among students and associates, we are implementing an algorithm-based Work Allocation platform working with a tech start-up. We developed a policy and procedures that require all lawyers who allocate work to others to both assign individual tasks and staff matter teams using the technology. Lawyers describe what area and level of knowledge and skills they need when they need the work done, and other information about the work to be done, as well as indicating whether they want to assign the task or put it out for tender. If the latter, the system notifies all lawyers with availability who match the profile of the tendered work; if the former, the system displays lawyers matching the criteria ranked by availability and suitability for the assigning lawyer to select.

Ginevra SaylorNational Director, Innovation & Knowledge- Gowling WLG (Canada)
Michael SchrenkLegal Solutions and Innovation Architect- Gowling WLG (Canada)
Not interested
Very Interested
24.     On/Off Boarding | People, Process, Tech & Data *
All law firms suffer from a revolving door and the risk of attorneys joining and leaving the firm is a constant. Bringing together a team, developing a new set of processes, and developing the toolset to follow the attorney and matter journey throughout the firm make the revolving door easier to manage.

Meredith Williams-Range- Chief Knowledge and Client Value OfficerShearman & Sterling
Glenn LaForceGlobal Director of Knowledge & Research- Shearman & Sterling
InTapp presenter TBD
Not interested
Very Interested
25.     Zero to Sixty: Starting a Law Firm Data Team *

Join us for a case study of how FBT, a law firm of 575 lawyers, started a brand-new Data team. We will discuss how we set priorities, change management to establish why a data team was needed, what we accomplished over the last year, and the road ahead. Major topics include Snowflake, Experience Management, Data APIs, Matter Types, and Industry Lists.

Cindy Bare, Chief Data and Innovation OfficerFrost Brown Todd
Paul Casey, Data Analytics and Operations Manager- Frost Brown Todd
Not interested
Very Interested
Adoption/Change Management
26.    Amplifying Your Innovations to Drive Adoption. *

Any law firm innovator's role is challenging, with the need to highlight to clients and potential clients the innovative solutions and processes your firm can implement. But sometimes, the even more challenging job is the inside sell--educating attorneys about the possibilities you could implement, convincing them to adopt new technologies, and getting them to promote your services to their clients.  You cannot succeed if you do not earn your attorneys' and other business professionals' trust--and your marketing team doesn't always have the bandwidth to help. 

 Learn how amplifying your work, your personal brand, and your clients (both external and internal colleagues) can help you drive new connections and trust to soar to reach your goals.

Kimberly Rennickincoming Director of Client Relations- Covington
Sameena Safdar Kluck, CEO and Founder- Amplify Your Voice

Not interested
Very Interested
27.     The Dark Arts of Change Management *
All of us can relate to KM/Innovation projects or technology launches that stall or fail to live up to their full potential. How can you calculate the cost of failure? How can you use the frameworks and tools of change management to increase the prospects of success for your initiative? This session will outline how BCLP has begun to explicitly price change management efforts into our project commitments from the outset, and use that discipline to reduce the potential for acquiring shelfware.

Nick Pryor, Global Director of Practice Innovation - BCLP
Not interested
Very Interested
28.     How to Win Friends and Influence Attorneys *
Knowledge Management teams are at the forefront of innovation. But to take ideas over the finish line and realize the impact of innovation, you need buy-in from attorneys and practice area leaders. How do you do this? How do you make great ideas a reality? This presentation will share proven techniques for obtaining buy-in, success stories where this has worked, and war stories where it hasn't.

Michael Grupp, CEO- Bryter
Kerry Westland, Head of Innovation and Legal Technology- Addleshaw Goddard
Not interested
Very Interested
29.      A Lawyer's View on iManage Work 10 | Designing, Implementing, and Training  *
A document management system upgrade is a huge disruption to everyday life in a law firm or legal department. Organisations are notorious for designing, implementing, and training technologies without talking to lawyers. As a former lawyer who now runs lawyer-facing Work 10 business engagements, I will discuss the top 3 things law firms and legal departments need to consider before embarking on a Work 10 deployment.

Nicole Siino, Consultant- Fireman & Company
Not interested
Very Interested
30.     Closing Books – Rooting out the Root Cause to Deliver Better Service *

Gowling WLG needed a more streamlined way to deliver easy-to-use, full-featured closing books soon after deals closed. The KM team took a holistic approach by looking at the entire process culminating in the closing book – in other words, how the transaction documents were negotiated, signed, and finalized prior to their inclusion in closing books. Gowling implemented Closing Folders to streamline the process well before closing books are prepared. As a result, attractive, robust closing books are now delivered to clients in record time. About 200 active users per month now use Closing Folders on over 600 active deals per month. 


Ginevra Saylor, Director, Innovation and Knowledge Programs- Gowling WLG
Julie L. Wilson, Legal Resources & Innovation Lawyer- Gowling WLG
Sahil Zaman, Head of Closing Folders- iManage
Not interested
Very Interested
31.     Meet ThinkFuture: the first innovation program designed by a Latin American law firm *

TozziniFreire was the first full-service Latin American law firm to deploy a structured innovation program, branded as ThinkFuture. Since its release back in 2018, we faced a challenge of how to engage innovative projects not just for internal transformation, but also to enhance a client's experience with advanced solutions embedded to our legal services. We have learned many lessons about the combination of multidisciplinary professionals to grant a broader approach for innovation (not just tech) and how to solve external and internal clients' demands through technology, design, data and other fields. We will present an online platform for data privacy compliance, the delivery of more than 200 legal design projects to clients, and how we are engaging partners, lawyers and in-house professionals on innovation initiatives.

Victor Fonseca- Head of ThinkFutureTozziniFreire
Not interested
Very Interested
32.     Thinking 'Out-of-the-Buzzwords' to Maximize Adoption *
Tech adoption is a major challenge in most law firms. We need to be creative, passionate and ready to go the extra mile to introduce new legaltech tools successfully. In this latest case study, our creativity was challenged regarding the roll-out of a diagramming tool, Jigsaw. Our strategy was to focus on the message 'visualize', instead of 'use Jigsaw'. Our diagramming tool was introduced as the first step in a visualization journey that should lead to a major differentiation opportunity on the market for visualization. There could and should be a differentiator on our markets and there are simple tools for that to make the first steps.

Andrea Miskolczi, Europe Director of Innovation- Dentons
Not interested
Very Interested
33.     Osler's Decision Analysis Program *
Problem: how to more rigorously evaluate uncertainty and risk in litigation, and how to communicate these matters more clearly and quantitatively to clients.

Solution: Develop a program to upskill litigators in the techniques of decision analysis, to enable them to supplement advice with quantified evaluation of uncertainty/risks in litigation.

Charles Dobson, Litigation KM, Pricing, and Innovation Lawyer- Osler
Gillian Scott, Partner, Innovative Products- Osler
Len Hickey, Founder- Litigaze
Not interested
Very Interested
34.     Getting Change Management Right with Process Improvement *
Integrating a new tool into existing workflows will always pose a significant change management challenge, particularly when the change is different for three key groups of actors: resource managers, partners, and associates. Integrating change in a way that alleviates pain points and generates goodwill via measurable results requires an iron-clad commitment by the firm to treat change management as an equal component of a technology project. Integrating change into practice-centric workflows is critical to the long-term return on the investment.

Joshua Fireman, President- Fireman & Company
William DoughertyCo-Founder, Capacity 
Not interested
Very Interested
35.     Can Legal Tech Go Viral?  *

Tools like Salesforce and GitHub first gained adoption through “bottoms-up” sales. They marketed directly to employees, who fell in love with the software, then lobbied their CTOs for company-wide adoption.

Law firms ensure that their employees cannot access any software that the information security team has not reviewed and approved, making “bottoms-up” sales impossible. But we see potential in an adapted version of this strategy: top-down-to-bottoms-up.

We built powerful collaboration and sharing tools in our application, enabling Version Story to go viral within a law firm following approval by InfoSec. This minimizes adoption risk for the CTO. And it provides us with long-term viral growth as lawyers move between firms and recommend Version Story to their new CTOs.

In this session, we will go over case studies that prove the effectiveness of this approach. We will also discuss other ways that legal tech can go viral.

Nick West, Chief Strategy Officer- Mishcon de Reya
Kevin O'ConnellCEO- Version Story
Not interested
Very Interested
Drafting Tools & Automation
36.     Drafting wisely: Precedent and clause banks at your fingertips *
Precedent and clause collections are key knowhow assets for any law firm, yet most struggle to make them accessible during the drafting process, leaving lawyers to interrupt their train of thought to click through to source relevant materials. DraftWise offers access to curated knowledge banks and personal clause libraries straight from the Word ribbon and helps firms close the knowhow loop. In our presentation, we would also share lessons learnt and how the tool has shaped our knowledge strategy.

Kerstin Morgan, Head of Practice Transformation- Mishcon de Reya
James Ding, Co-Founder- DraftWise
Not interested
Very Interested
37.     Redline Chaos is Real *

Lawyers have long asked for tools to solve the “redline chaos” that occurs when they juggle multiple mark-ups to a document—for instance, when the attorney holding the pen needs to manage suggested edits from co-counsel, the client, and specialist attorneys; or when the team needs to see how the current version compares to multiple previous versions. With only 1-to-1 redline tools at their disposal, consolidating constantly changing provisions from different parties is a manual and frustrating process that remains a thorn in every corporate attorney’s side. Hear how a law firm and vendor partnered to tackle this problem together.  

Macro worked with Simpson Thacher to ideate, design, iterate, and deliver a tool to solve this problem. In less than a year after the initial discussion, this tool is already in use at large ALSPs, corporate legal departments, and law firms.

Kay Kim, Director of Practice Innovation- Simpson Thatcher
Christy Weisner, Practice Innovation Manager- Simpson Thatcher
Jacob Beckerman- Founder and CEO- CoParse

Not interested
Very Interested
38.     Untangling Brexit spaghetti: Tracking divergence between EU and UK laws *
UK lawyers have been challenged over the past six years advising clients on the legal impact of the UK leaving the EU. UK legistation is being amended so it increasingly diverges from EU law. We have been working with a third-party provider on a tool that allows users to travel back and forth between UK and EU versions of law and between different iterations of the same law. Although some providers publish different versions, the Linklaters tool is the only tool available that covers the full scope of the legislation with accompanying guidance. Our tool is set to launch in the Spring, and we would love to share to the journey, including pain points and success stories. 

Laura Hodgson, Managing Associate- Linklaters
Not interested
Very Interested
39.     Find your ducks and get them in a row *
Our client needed to compare and adjust language in many documents at once where language is located in various places within the documents or not at all. The vendor is relatively new to the market which involved significant discussion regarding infosec.

Marlene Gebauer- Assistant Director of Innovation- Mayer Brown
Emily LudwikowskiGlobal Technology Innovation Supervisor - Mayer Brown
Not interested
Very Interested
40.     Automating Orientation Material Preparation  *
For years, our Research team spent days manually preparing and emailing orientation packets to fall and summer associates. Each associate’s packet was customized for them based on their practice. Last year, we moved the drafting process into HotDocs, which has saved us about 75 hours of work per year.

Patrick DundasKnowledge Management Special Counsel- Schulte Roth & Zabel
Not interested
Very Interested
KM Platforms
41.     Beyond the Database *
When the team of Jones Walker joined the T4 program, the plan was to develop a custom database to share information about experts, mediators, and arbitrators within the firm. Two weeks into the project, it was clear that creating the database would not solve the problem. The problem was data creation and maintenance. We then worked with the team to create a workflow and make sure the database was set up in such a way that it was maintainable. Within 6 months, the team found a sustainable solution - that included smart involvement of the library.

Antonella MontagnaDirector, Pricing & Legal Project Management- Jones Walker
Andy Lee, Partner- Jones Walker
Floor Blindenbach, Founder & CEO- Organization4Innovation
Not interested
Very Interested
42.     Delivering a More Open and Connected Legal World *
Hear the story behind Lupl, an open industry platform for legal matters co-developed by three international law firms.
Hear how:
- Three global firms identified shared pain points and pooled resources and investment to solve them.
- Cooley enhances client collaboration on everything from patent matters to VC deals.
- CMS improves collaboration inside a global firm of 7,000 people.
- R&T navigated the pandemic with digital platforms.

Matt Pollins, Co-Founder & CCO-  Lupl
Jane Challoner, Director of Innovation- CMS
Rajesh Sreenivasan, Partner & Head of Tech, Media, Telecoms- Rajah & Tann
Adam Ruttenberg, Partner & Head of Technology Transactions- Cooley
Not interested
Very Interested
43.     Changing paradigm of virtual data room technology *
Insights into an innovative project undertaken by Slaughter & May using Ruby Datum to manage and collaborate on regulatory requests.
Challenge: Limited scope of virtual data rooms - the most secure, controlled, sustainable and collaborative legal technology that is not leveraged to its fullest.
Solution: We have changed the narrative to a comprehensive client collaboration platform that is business centric and can be used across multiple business functions, for any type of transaction across multiple stakeholders towards sustainable data management.

Richard BatstoneSenior Knowledge & Innovation Manager- Slaughter & May
Nick Watson, Managing Director- Ruby Datum Limited
Rasmeet Charya, Head of Product Innovation- Ruby Datum Limited



Not interested
Very Interested
Learning & Development
44.     Different training options for different preferences *
We are using a range of different types of training approaches to showcase our KM tools and resources, such as BYOB(riefs) sessions, ‘speed dating’ overviews, gamification with prizes, life-cycle of a deal demos and deep dives into our tools. This allows us to engage with and appeal to more attorneys, as many have different preferences for how content is presented to them, plus a range of time limitations. Confirming the usefulness of this diverse approach are the results of a “Would you rather…?” survey we did this summer.

Elisabeth Cappuyns, Director of Knowledge Management- DLA Piper
Dharma Frederick, KM Counsel- DLA Piper
Sea Gilbert, KM Counsel- DLA Piper
Alex Kreonidis, KM Counsel- DLA Piper
Not interested
Very Interested
45.     Breaking boundaries: A platform for success *
At the beginning of 2022, JB Leitch identified that most of their in house learning opportunities were compliance related rather than focused on personal development and the freedom of choice for their people. The solution was to bring in THRIVE, the world's only learning and skills platform to focus on social learning, connection, freedom of choice and a pull not push culture of learning. This presentation provides an opportunity to share best practice and explore why the legal sector faces an often uphill battle when it comes to learning and development. 

Amira Ahmed, People Experience and Development Manager- JB Leitch
Helen Marshall, Head of learning- THRIVE
Not interested
Very Interested
46.     Matter Metrics and GO! Team Data Literacy *
Our project provides key information about Goodwin’s transactions, cases, matters, clients, and industries to the GO! Team (Goodwin administrative team), in order to improve their data literacy, knowledge of the legal practice, and their understanding of the business of law. It is a branded Tableau dashboard built on an enterprise data warehouse that provides simplified data itself, but points to other, pre-existing visualizations and reports for those who wish to dive deeper into data.

David Hobbie, Director of Knowledge Management- Goodwin 
Sara Elevons, Manager, KM Systems & Applications - Goodwin
Not interested
Very Interested
47.     Future learning: a holistic approach to learning in the digital age *
How to turn the move to hybrid working into an opportunity to create a new way of developing our people. Pulling together our different internal training providers and partnering with external content providers, we created a learning portal, allowing people to access training from wherever.

Tara Pichardo-AngadiHead of Knowledge (EMEA)- Norton Rose Fulbright
Not interested
Very Interested
Automation/Low Code/No Code
48.     Attorneys as citizens developers: How to make it a reality! *

Gunderson Dettmer asked if attorneys could ever really be citizen developers, and if they should? The firm rolled-out Josef’s no-code automation platform and a tailored education and training program to a select group of attorneys. The firm's Practice Innovation Attorneys became the first set of superusers. The rollout is now in full swing. The firm and Josef will use the presentation to explore how to drive adoption, and what knowledge management and governance of no-code applications looks like at scale.

Joe Green, Counsel & Director of Client Experience, Gunderson Dettmer

Tom Dreyfus, CEO, Josef
Not interested
Very Interested
49.     Building a Productivity Center of Excellence *
With increased adoption of multiple workflow automation, no/low code, and RPA solutions, the Productivity Center of Excellence was created to unify efforts, create guardrails, capture best practices and enable business technologists to scale services and meet business goals.

Katherine LowryDirector of Practice ServicesBakerHostetler
Not interested
Very Interested
50.     Low Code Solutions for Practice Problems *
The need to be more efficient in the way we practice on the practice and administrative side, by creating various solutions from an automated FINRA process to the automation of badge activation, replacements and removal, we have managed to save thousands of hours across the firm. 

Miranda Perkins, Knowledge Management, WilmerHale
Not interested
Very Interested
Corporate Legal / Client perspective
51.  What we learned when we tried to sell tech products to clients *
Building, selling, and maintaining client-facing tech is incredibly challenging within a firm. We’ll share the challenges we encountered, the lessons we learned, and how this is shaping our roadmap for the future.

Amy MonaghanDirector of Client Innovation- Perkins Coie
Stacy Pangilinan, Senior Client Innovation Manager- Perkins Coie   Miriam Farhi, Partner- Perkins Coie  

Not interested
Very Interested
52.    Real World Cost Savings *
For corporate legal departments with little or no centralized process for managing law firm spend, putting a clear process in place allows teams to streamline the workflow allowing for cost savings as well as stronger security of data, cost recovery, and trackable metrics. But what does that actually look like in the real world? This session will provide examples of success and areas where these partnerships can exist. 

Deeanna FleenerSenior Vice President and Global Director of Operations, Litigation Services- Integreon
Michael Mendola, Senior Vice President, Litigation- HSBC
Not interested
Very Interested
53.  A view from the front line. What does in-house innovation really look like? *
Blockchain? Smart Contracts? AI Driven Negotiation? These topics seem to be the focus of conferences and thought leadership – but are they really occupying the minds of GC’s and Corporate Legal Teams? I work with in house lawyers every day to drive transformation and innovation, and I’m regularly discussing their challenges, concerns and hopes for the future. In this session I’ll talk through some of the most common challenges I see on a day to day basis, and walk through some of the solutions we’ve delivered and why.

Lewis BrettsManaging Director, USA- LOD + SYKE
Not interested
Very Interested
54.    Knowledge before Growth, Choose your Clients Wisely *

Firm growth depends on "client <-> firm" success. This presentation will discuss how an IP firm intakes clients and the KM tools they use to validate a prospective client's ranking to an ideal client/project profile before a first meeting. We'll cover how prospective clients are sources of pre-meeting knowledge which may reveal important factors that can influence a later client <-> firm success, and actions that can be taken to direct KM to this important challenge.


Jim Gastle,  Co-Founder, and Registered Canadian Patent Agent- TERRIFIO

Not interested
Very Interested
55.     KM Platforms for a Global Legal Department *
Valuable knowledge within a global legal department was not centralized/organized/reliable and could not be accessed efficiently by legal professionals. The soluiton was to develop and implement a knowledge management platform for the global legal department. This session will cover the behind-the-scenes efforts and lessons learned to make McKinsey Legal's "Legal Playbook" look like we are performing miracles!

Michael Korn, Manager of Legal Knowledge- McKinsey Legal

Not interested
Very Interested
56.     Building Scout, The First Outside Counsel Decision-Making Platform: A Collaboration Between Orrick and Priori *
In late 2020, Orrick and Priori realized that they both saw the same problem: in-house teams made hundreds of millions of dollars of outside counsel hiring decisions annually without "decision-grade" data about law firm and lawyer experience, expertise, pricing and diversity. Working with other collaborators, Orrick and Priori designed a product, built it and implemented it in less than a year. "Scout" has already had a tremendous impact coming out of its beta period, including hundreds of hours of time savings in the outside counsel hiring process for one of its betas. 

Wendy Butler CurtisChief Innovation Officer & Chair eDiscovery & Information Governance Group- Orrick
Basha RubinCEO & Co-Founder- Priori Legal
Mirra Levitt, Chief Product Officer & Co-Founder Priori Legal
Not interested
Very Interested
Search
57.      Lexis Search Advantage + Decisiv – The Next Evolution in Research and Work Product Retrieval *
To improve internal research and better capitalize on prior drafting efforts, Simpson Thacher integrated OpenText’s Decisiv search engine and Lexis Search Advantage (LSA). This pairing allows core features from LSA, including entity, citation and clause recognition, document classification, and Shepard’s Signals, to be surfaced through the Decisiv platform. These added features provide new ways to find, filter, cross-reference and validate prior content, ensuring Simpson Thacher lawyers have a best-in-class methods to capitalize on Firm knowledge.

Andrew Baker, Director of Data Analytics- Simpson Thacher
Doug Freeman, Manager of Enterprise Search- Simpson Thacher
Christopher O'ConnorProduct DirectorLexisNexis
OpenText Decisiv- TBD

Not interested
Very Interested
58.     Our approach to knowledge search *
Decreasing satisfaction with search due to ageing technology and clunky interface. Took an agile approach using a different, open source technology and an advisory board made up of internal clients (consultants) with a strong focus on UX. Our key improvement was to make it easier to search content, understand results and re-use quality content (in our case, mainly slides) - in short, made it easier and useful. 

Sam DimondGlobal Director of Knowledge Management and Systems- Oliver Wyman
Not interested
Very Interested
59.     Document Enrichment natively within Cloud DMS *
DMS users struggle to find answers and precedent documents from their DMS. In-market legacy document enrichment solutions to this problem are on-premise and challenging to deploy at scale. LexisNexis and NetDocuments worked together to embed LN document analytics capabilities natively within the NetDocuments cloud DMS solution. We learned that more firms can get the value of document enrichment when the method of deployment is simpler, more secure and quicker to execute.

Christopher O'Connor, Product Director- LexisNexis
Dan Hauck, Chief Product Officer, NetDocuments
Law firm speaker TBD
Not interested
Very Interested
Marketing/Business Development
60.     Writing High-Value Client Alerts  *
We monitor and notify attorneys and clients about changes in immigration law around the world. At the outset of this project, the Knowledge Team asked itself: “How can we produce client alerts more efficiently and ensure that they deliver valuable knowledge from the reader’s perspective?” To address this challenge we partnered with Mind-Alliance to develop software that surfaces the questions that readers need answered to the writer of a client alert. We also can display background reference information adjacent to the writing interface. This ensures that our analysts write with the reader in mind, and leverage our institutional knowledge resources.

Scott LeebCorporate Lead, KnowledgeFragomen
Sandrine Krasnopolski, Knowledge Management Director- Fragomen
Not interested
Very Interested
61.     Daily Litigation Relationship Reports *
The DLA Piper KM group partnered with InOutsource to develop highly customized daily case reports for our litigators. The reports pull in new federal and state cases from two different RSS feeds, parses out the parties, and runs a comparison against our CRM to identify client, pursuit and "knows" relationship data. A daily email is then sent to the interested lawyers. Each report frees up 15-30 minutes of lawyer and/or researcher time each day, providing more timely results, by automating a formerly manual and multi-step process.

Sunny Bane, Director of Knowledge Technology- DLA Piper
Emily Florio, Director of Knowledge Research- DLA Piper
Not interested
Very Interested
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