* All times are listed in Eastern Time

Creating an Agile Culture to Perpetuate New Innovative Ways of Working

The workplace has undergone significant changes in recent years, companies have been forced to adapt in order to respond quickly and effectively; and this remains true for law firms and law departments. Although technology has the ability to boost productivity and efficiency, few of those benefits can be realized without having an agile workplace culture. The only way an agile culture has a chance to succeed is if the workplace culture empowers employees. In this session we will look at ways to create an agile culture such as:

  • Creating a flexible work environment
  • Giving people skills they need for success
  • Focusing on more leadership, but less management
  • Providing purpose and identity in all employees
  • Inspire innovation away from just the day-to-day
  • Conduct agile training from the top down
  • Plan for and adopt agile practices at a team level
Patricia Johnson | Senior Project Manager, Legal Operations | Pearson PLC Amanda Sengbusch | Senior Project Manager, Legal Operations | Pearson PLC

Examining Legal Tech Disruption to Uncover Its Change on Your Organization

It’s an often-heard adage – the legal industry is slow to embrace the technology advancements that surround it. However, technology is a force that cannot be ignored. This session will take a look at such things as:

    • Determining how to properly preserve an emoji for discovery
    • Understanding the increase in public and regulatory discourse concerning data privacy
    • Examining the pros & cons of working remotely
    • Learning how to manage the delicate line of BYOD and accessing employee’s devices to secure and manage work-related communications while keeping employees’ privacy in-tact
    • Identifying technology and software that can be integrated in the manner your legal department, law firm and company as a whole need 
    • Deciding if developing your own technology and platforms are what would be best
    • Smart Contracts, TAR in eDiscovery, and more
Jamal Brown | VP, Legal Technology & Operations | ViacomCBS Law Department

Exploring Alternative Legal Service Providers (ALSPs) to Comprehend their Role in Today’s Evolving Legal World

ALSPs can come in all sizes and they are leveraging all different business models. Technology-enabled services allow ALSPs to provide higher value and take on different and more complex tasks. In this session we will discuss trends in the roles ALSPs are playing today, including:

  • The growth and progress of the ALSP industry – what are their types of services
  • Understanding how and why both law firms and corporate legal departments are utilizing ALSPs
  • Determining how to leverage the ALSPs’ capabilities
  • Examining ways that law firms are incorporating and experimenting with ALSP strategies or affiliates
  • Predictions for the future of ALSPs
Noel Bagwell, President & Chief Legal Counsel | Executive Legal Professionals PLLC

Networking Break

Turning Contracts into Assets for Data-Driven Decision-Making

Organizations that make data-driven decisions position themselves for long-term success. When managed effectively, quality contract data translates to contract analytics and can assist you in decreasing contract cycle times with more control, governance and transparency. If you have data integrity, the decisions contract data can help you make are limitless. In this session we will discuss how you can best utilize your contracts for better data-driven decision making and look at common decisions you can make such as:

  • Understanding how the prioritization of contract administration tasks can impact other processes
  • Determining the value of contract negotiation by utilizing historical data of similar contracts
  • Learning more about your vendors, customers and strategic partners
  • Examining the risk-reward value of a vendor based on their history
  • Knowing when to renew, cancel, renegotiate, up-sell, cross-sell all based on transactional and behavioral data
  • Experiencing the benefits that contract data can provide – saving time and money, reducing financial penalties and non-compliance, maintaining effective relationships with customers, partners and vendors, adjusting to market demands, etc.
Heidi Schmid Whiting | VP & General Counsel | Graham Media Group

Do We Need a Head of Legal Operations? Assessing the Role of the Operations Team to Determine Its Necessity

In an effort to increase operational and financial efficiencies and enable General Counsel Chief Legal Officers, and Law Firm Practice Heads to return to their primary focus of practicing law, many companies have recently created legal operations roles. Their goals are to drive efficiencies in areas like knowledge management, budget oversight, vendor selection and management. In this session we will:

  • Examine what legal operations can and cannot do
  • Determine the problems that need to be solved at your organization and whether a legal operations head can address them
  • Identify if you need a lawyer or if a nonlawyer is a viable candidate for the legal operations role and what capabilities this person must have for your organization
  • Create an effective way to gain buy-in for this role from within your organization and with external stakeholders
Shannon Whitt | VP Global Legal Operations | AIG
Julie Sullivan | Director, Legal Operations | Rimini Street

Day One Ends & Virtual Lobby Opens

Virtual Coffee Talk

Come visit our virtual lobby and connect with fellow attendees. You can chat, video and even make a list of the people you want to meet and knowledge you’re looking to gain through our bespoke 1:1 meeting match-making services.

Introduction to the Virtual Event Platform

Chairperson’s Opening Remarks

Innovation is More Than Technology: Refining Company & Department Processes Before Implementing New Technologies

Innovative organizations do more than just incorporate the latest and greatest technologies into their departments/companies. That is because innovation is more than just technology; it is a state of mind! This means legal departments and law firms must first examine their current processes and refine those processes and then look to see if technology can help create better efficiencies. In this session, we will:

  • Identify in-house legal and law firm processes that affect the way we do business internally and with customers
  • Examine key performance indicators (KPIs)
  • Determine ways you can learn from your employees as to what currently works and does not work
  • Encourage collaboration to spark innovation within your organization
  • Evaluate technologies that can help create efficiencies
Colin Levy | Corporate Counsel |

The Biggest Disruption of them All! Examining How Covid-19 Has Changed Legal Operations to See Where They’re At Now

This interactive session will share experiences and stories as to how your legal department, law firm and organization as a whole had to pivot due to the Coronavirus (CoVid-19) pandemic. We will talk about things as:

  • Remote work and distance learning
  • Utilization of the cloud
  • Changes to the traditional law firm partnership model
  • Future transformation of in-house legal departments
Megan Ryan | General Counsel, Chief Compliance, Privacy & Ethics Officer & EVP NuHealth | Nassau University Medical Center
Vince Draa | VP and General Counsel | W.W. Grainger

The Future Ready Lawyer

The disruption caused by the global pandemic of 2020 will have a far-reaching, long-term and structural impact across the legal industry. Yet, amid the changes to come, there will also be continuity, and even acceleration, in the ongoing transformation of the legal profession. Join Wolters Kluwer as we discuss and address trends, progress and challenges across the legal profession and share the findings of our 2020 Future Ready Lawyer Survey. Victoria Hudgins | Reporter | Legaltech News
Martin O’Malley | Executive Vice President and Managing Director | Wolters Kluwer Legal & Regulatory
Dean Sonderegger | Head of Legal & Regulatory, U.S. | Wolters Kluwer


Smart Collaboration – Developing the Relationship Between In-House & External Counsel to Achieve Better Efficiencies

Collaboration isn’t just a buzzword; it is a business necessity. As the legal, business, technological, and regulatory environment continues to rapidly change , lawyers need to specialize just as fast in order to stay at the cutting-edge of knowledge in their domain. This collaboration must happen not only throughout internal departments, but with in-house and external counsel as well. In this session we will:

  • Understand the need for collaboration
  • Explain what is smart collaboration
  • Determine how to break down silos internally so you can best work with external counsel
  • Demonstrate best practices as to how in-house and external counsel can work together for better efficiencies
Stan Soper | Outside General Counsel | Nutraceutical

Steven Feldman, Partner, Hueston Hennigan LLP

Case Studies in Collaboration Using Process Improvement

This session will examine examples and an award winning case study involving legal departments’ and law firms’ use of process improvement and project management to collaborate. The results showcase metrics and outcomes that demonstrate the effectiveness of the frameworks and tools used by the Legal Lean Sigma Institute’s work. Find out how teams of cross-functional, cross-organizational teams of legal and business professionals work together to identify immediate improvements and develop more efficient and effective processes that benefit everyone.

Catherine Alman MacDonagh, JD | CEO and Founder | Legal Lean Sigma Institute LLC
Audrey Rubin | Faculty and Consultant | Legal Lean Sigma Institute LLC

Networking Break

The Path to Security Effectiveness

It is important to recognize that, overall, the industry has an effectiveness problem. The escalation in threat activity and the talents shortage in the industry has created a situation where, despite lots of products and cybersecurity spend, we aren’t getting better protection. To put a finer point on it, there are over 3,000 vendors selling products in the industry. The total spend last year was $120B+ and even with all of that there we almost 4,000 breaches — a 96% increase over the previous year. The key takeaway from these breaches is that they are NOT product failures. They are operational failures. To prevent these kinds of breaches from happening again in the future, we believe, the industry needs to adopt a new approach – an operational approach – to cybersecurity.

Jeff Miller | Channel Account Manager and Cybersecurity Evangelist |Arctic Wolf Networks

Leveraging Data & Analytics During a Customer-Centric Evolution to Increase Customer Expectations and Improve User Experience

Today’s customers are better informed, better connected and more demanding than ever before. Customer expectations and demands are creating critical challenges, as well as opportunities for employees across sales, services, support and product functions but also legal functions. Gathering and analyzing data is of the utmost importance for all areas of an organization. In this session we will be:

  • Learning how legal departments and law firms can use and analyze data to provide more value throughout their organizations and to their customers and clients
  • Evaluating how digital disruption is changing customer behavior
  • Rethinking and redesigning your legal team to provide the most value
  • Utilizing data to determine which matters would be completed in-house versus to external law firms
  • Understanding the financial impact to using data right – gains in revenue, efficiency, retention and customer lifetime value

Shifting the Legal Department Mindset to ‘Driving the Business’

The word “transformation” gets thrown around a lot these days, but it can have different meanings for different individuals, departments and companies. As we are now in a world of unprecedented disruption and market turbulence, transformation today revolves around the need to generate new value, to unlock new opportunities, to drive new growth, and to deliver new efficiencies. The changes facing the legal profession present a clear and present threat to its continued prosperity. And law firms and corporate legal departments that do not learn to manage and move with changes successfully will see themselves facing serious consequences. In this session, we will discuss such things as:

  • Defining change management and enterprise transformation for legal professionals
  • Understanding your current culture to successfully drive organizational change and transformation
  • Gaining a clear understanding of key tools and techniques of change management
  • Examining key drivers of change and how to approach them proactively
  • Garnering leadership buy-in
  • Creating ownership with everyone in your department and firm
  • The need for early and often communication
  • Showcasing to your entire organization the successes
  • Learning how to deal with people who refuse to change
Thomas Hoolihan | Senior VP & Chief Legal Officer | Monat Global

Event Concludes & Virtual Lobby Opens

Virtual Coffee Talk!

Come visit our virtual lobby and connect with fellow attendees. You can chat, video and even make a list of the people you want to meet and knowledge you’re looking to gain through our bespoke 1:1 meeting match-making services.

(Re)Introduction to the Virtual Event Platform

Chairperson’s Opening Remarks

Breaking Down Barriers – Exploring Past Hesitancy to Adopt Innovative Technologies and Covid-19’s Impact

Law and technology have not always been “close friends”. But in order to stay relevant and viable, law firms have no choice to embrace technology. And in-house attorneys need to be looking at technologies that can eradicate legal “bottle-necks” for their companies and find ways to move processes in-house rather than to law firms. So despite the fact that many can agree that there are time and cost efficiencies that can be realized through innovative technologies; why are lawyers slow to adopt new technologies? In this session, we will discuss potential barriers to technology adoption throughout legal such as:

  • The traditional law firm model
  • The thought that legal departments are cost-centers to their organization
  • Not actually knowing the problems needed to be corrected
  • Lack of knowledge on available technologies
  • Correcting processes before throwing technology at “problems”
  • Legal, operations and technology executives not working together
Eliot Molk | VP, Associate General Counsel | Corelle Brands

Legal Data Architecture Design: How to Derive Meaningful Analytics and Enable Change

As the corporate legal function responds to increasing pressure to innovate while simultaneously cutting costs, many will turn to the development of a technology roadmap. The focus typically involves evaluating various applications to support contracting, legal matter management, document management, among others. However, these efforts are often undertaken in the absence of a broader, intentional legal data architecture strategy. Likened to the familiar concept of “putting one’s cart before the horse”, the lack of a data strategy will almost always translate into sub-optimal results for law departments and their clients.

You may have heard about data lakes and streams, but your experience may be limited to tipping your toes in small ponds, perhaps seasonal wetlands. Join us as we consider how consistent, aligned taxonomies and ontologies can help you transform multiple applications into a more seamless legal technology ecosystem that will simplify adoption, improve communication across stakeholder groups, and deliver actionable reporting.

Alexandra Prophete,  Senior Manager, EY Law – Legal Function Consulting
Nii-Amar Amamoo,  Senior Manager, EY Law – Legal Managed Services

Are You Getting the Most from Your External Counsel: Understanding How to Measure Service Delivery

General Counsel and in-house legal departments are demanding transparency, responsiveness, cost-sensitivity, flexible billing, value-added content and more from their external counsel, yet how do they know if they are getting everything that they want and need? In a huge global industry like legal services, it is remarkable that it is devoid of quality metrics; and it is even more ironic that lawyers substitute assumption for evidence when it comes to judging law firm quality. In this session, we will discuss such things as:

  • Is PPP (public private partnership) an actual measure of quality?
  • Can the size of a law firm determine the quality of service you will receive?
  • What types of metrics can you examine?
Eric Masson | Legal and Compliance Leader | Dental Whale


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