Last week, I talked to a customer who operates 300 people. They have been more than 70 years, working in 12 cities and managing millions of dollars annually.
Do you know what they don't have? Inner box legal team.
They fired them all two years ago. Nevertheless, they have complied with full sauce 2 compared to the earlier and improved the audit trails.
Before closing this article, listen to me: This is not a careless start. This is the construction of the AT: a company that saves 000 15,000 every month after terminating its legal department. They rapidly implement contracts with fewer mistakes, and their board loves better display in contract responsibilities.
They are not brave. They are still in a hurry.
Maths should see your board
Every CFO here knows but will not say loudly: You are paying lawyers $ 300 to $ 500 an hour to review contracts that never change. Meanwhile, your cash conversion cycle has been legally sitting legally.
Think about your last 100 vendors contracts. How many talks really took place? How many are there? If you are honest, this is 90 % of rubber stamping.
This is not a legal task. This is the most expensive management of your company.
I already learned this in 2009, when I spent six months at 5 billion euros French Telecom Company when they manually reviewed vendors' contracts. Spreadsheet Building with 52 columns. Email Word Documents to Hundreds of people. Revelation? Most were the same templates. We were paying outstanding legal minds for the entry of the data, while our working capital was frozen in the contractual.
Question Your rivals have already asked
Will the Sales Force really sue you for non -compliance with your subscription terms? Is AWS taking you to court on a standard service contract?
Your rivals understood: Agreements are not legal documents. They are operational workfloys. They determine your income identification, your payment terms and your renewed income. Treating them like sacred legal texts while your confrontation works in their times, they are choosing to lose.
The change hides in a simple sight
Today, AI Junior reviews standard contracts in 26 seconds with better accuracy than lawyers. It maintains payment terms, flags extraordinary clauses, and perfect audit trails. More importantly, it recognizes the difference between an agreement that requires human skills and not one that does not.
Your NDA? Template. Your vendor contract? Template. Your customer's terms? Template.
The AI handles 90 % of those who never talk. Your lawyers – if you have 10 % focus on any kind that actually protects the enterprise value: M&A, complex partnerships, intellectual property disputes.
Playbok is not shared by anyone
Here's what CFOS and other forward -thinking CFOs do here:
First, he audited which contracts are discussed against rubber seals. The results surprised their board. Less than 8 % saw a change.
Second, he implemented AI review with strong compliance control over his legal teams. Every contract is logged in, every responsibility is traced, and every risk is automatically flagged.
Thirdly, they maintained outside advice for complex tasks: goods that require real legal skills and strategic thinking.
Fourth, they owned the contract to finance and operations. Teams that actually care about the impact of cash flow and renewal.
Result? Recognizing rapid revenue, better day sales and sales of independent capital for development measures rather than legal overheads.
Your competition is already moving
A software company with whom we work has moved from a full legal department to a single para -legal. The contract process fell from two weeks to 36 hours. The implementation of their revenue speed increased by 23 %.
They did not announce it. They have just changed quietly, while their rivals still shuttle the paper between the departments, and lose the contracts for high -speed rivals.
In three years, it would be as old as the physical signatures are needed to review the usual lawyers' contracts. Today, the winning CFOs are not with the biggest legal departments. They are the people who realized that the legal review is just a pattern. And the machines improve it.
The fear is that she is dressed as a rule.
What if you stop reviewing the contracts that never change? You will speed up the tax, re -deploy millions of people on legal cost development measures and wonder why your colleagues have not yet detected it.
The question is not whether to change legal proceedings. That is, you will lead the change or explain to your board why rivals are moving at double your pace.
