For law firms

    Your fee earners are doing data entry.
    At $400 an hour.

    Limitation dates that diarise themselves. Conflict checks across every matter you have ever run, in seconds. Drafts built from your precedents and waiting for a solicitor to approve them. The file runs itself. The advice stays yours.

    Sydney. I build it myself. No offshore team, no slide deck.

    New matter · 2026/0417
    Kaczmarek v Devlin Holdings
    Intake
    Conflict check run across the practice1,842 matters · 6 related entities · clear
    Documents received, classified, filed to matter14 files · 2 flagged incomplete
    Key dates calculated and diarised
    Diarised · escalating
    Defence due28 days
    Discovery54 days
    Limitation period expires6 days
    Directions hearing71 days
    Costs agreement and file note draftedfrom your precedent, not a generic template
    YOU
    Solicitor sign off required.Nothing leaves the firm unreviewed. Ever.
    The maths nobody runs

    What did you not bill last year?

    You sell time. Admin is the time you cannot sell. Use your own numbers.

    Billable time lost to admin
    $883,200
    Not because the work was not there. Because the people who bill were doing the filing.
    2,208
    Billable hours lost a year
    1.2
    Full time fee earners, worth of time
    Your inputs, not my assumptions. This is time your people already spend. The advice, the judgement and the sign off stay exactly where they are.
    The drag

    The work around the work.

    Limitation dates tracked in a spreadsheet, and one person's memory.
    The same client details typed into the practice management system, the ledger and the letter.
    Conflict checks done by asking whether anyone remembers the name.
    Documents rebuilt from the last matter that looked a bit like this one.
    Clients emailing "any update?" because there is nowhere else to look.
    Time recorded from memory on Friday, and under recorded every single time.
    What I build

    One system, built to how your firm runs.

    It connects to the practice management software you already pay for. It is the connective tissue that was never there.

    01

    Key dates and limitation periods

    Calculated and diarised the moment a file opens. Escalated before they become a problem, not after. This is the one that pays for the whole build.

    02

    Intake and conflict checking

    New enquiries triaged. Parties and related entities checked across every matter the firm has ever run. Costs agreements drafted and sent.

    03

    Drafting from your precedents

    Documents assembled from the firm's own precedent bank and the matter file. Not generated from thin air. Always a draft, always for review.

    04

    Client portal

    Clients upload what you need and see where the matter stands. The "any update?" email disappears.

    05

    Time capture and billing prep

    Activity captured as it happens rather than reconstructed on a Friday. Bills assembled and put in front of you to approve.

    06

    Reporting the partners actually read

    WIP, matter status, referral sources and capacity. Current, not a fortnight old.

    The obvious objection

    You have read about the solicitors who filed invented citations.

    So have I. Here is exactly why that cannot happen in your firm.

    It drafts from your documents, not its memory

    Nothing is generated from the model's general knowledge. Documents are assembled from your precedent bank, your file, and your matter data. If the source is not in the firm's own records, it does not go in the draft.

    Nothing leaves unreviewed

    Every output is a draft pending a solicitor's approval. There is no configuration in which the system sends a document, gives advice, or communicates with a client or a court unsupervised.

    Privilege and confidentiality by design

    Client data stays inside systems you control, with access enforced at the database level. Row level security is in every system I have built, including a regulated financial platform.

    A full audit trail, and a kill switch

    Every automated action is logged and reviewable. Every automation can be switched off in a click. If you need to show a regulator or your insurer how something happened, it is in the record.

    Selected work

    Systems that run businesses.

    Regulated lending. Professional services. Designed, built and delivered end to end.

    Professional services

    Operations platform

    In production

    A firm running hard statutory deadlines and heavy document flow across spreadsheets, email, and systems that did not talk to each other.

    Replaced with one platform: matter management, court date tracking, staging and progression, automation with human sign off, CRM, forecasting, integrations, SOPs and a client portal.

    Mapped, built and handed over. The team runs it themselves.

    Regulated fintech

    RapidLend

    In market

    An AI lending platform. The engine reads a full financial position: assets, debts, expenses, income, and living and working circumstances.

    It ranks 2,000+ products from 27 lenders in under a second with the reasoning attached. Open banking pipeline, five integrated APIs, compliance gates and audit logging on every AI surface.

    Designed, built and launched. Architecture through to interface.

    How we would work

    Start with one process.

    No firm wide migration. No twelve month program. One thing, working, then the next one.

    Step 01

    Operations audit

    1 to 2 weeks · fixed fee

    I sit with your fee earners and your support staff and map how a matter really moves. You get a costed roadmap: what is worth automating, the hours it returns, what it costs. Yours to keep either way.

    Step 02

    Build

    Fixed scope · fixed price

    We take the highest value piece and put it into production. Something your team uses on Monday, not a pilot that dies in a partners' meeting.

    Step 03

    Run

    Monthly retainer · optional

    I extend the system and stay on hand as the practice changes. Or I document it, train your team, and hand it over. Both are fine.

    Next step

    Give the billable hours back.

    Thirty minutes to see what this looks like inside your firm.

    • Six hours a week, per fee earner, back
    • Limitation dates that diarise themselves
    • Conflict checks in seconds, across every matter
    • Drafts from your precedents, waiting for review
    • Time captured as it happens, not reconstructed
    • Clients who stop asking for an update
    Enquire