Consulting
Processes that survive a bad week.
We design how legal work comes in, gets budgeted, gets assigned and gets closed. With your team, inside your own processes, measured before and after.
Where we work
Six fronts where the return shows up quickly.
Maturity assessment
How the organisation receives requests, estimates effort, assigns work and closes matters — with an analysis of turnaround times, the portfolio and outside counsel spend.
You get: maturity by dimension and a twelve-month plan.
Intake and target process
The legal team's front door and the target process for each type of work, together with the templates the team will actually use.
You get: a process handbook and templates ready to use.
Budget and fee policy
The annual legal budget, cost by type of work, and the criteria for keeping work in or sending it out. For firms: alternatives to the billable hour.
You get: a budgeting model and a variance policy.
Legal PMO
The role nobody has time for: portfolio tracking, variance alerts, and the metrics the board keeps asking for. We can run it until your team takes it over.
You get: a portfolio dashboard and a review routine.
Outside counsel management
Selection criteria, scope and fee caps for every instruction, invoice review against what was agreed, and performance you can actually compare.
You get: a panel handbook and a scoring grid.
Technology roll-out
Configuring Kamaia CLM and LPM — or the tools you already own. Migration, permissions, training and close support through the first weeks.
You get: a system in production and a team that runs it.
The Kamaia method
Prove it first, widen it after.
No legal department can stop in order to reorganise itself. So we work in short cycles, one type of work at a time.
A typical engagement runs four to six months to the scaling phase.
Assess
Interviews with legal, the business and the board. Intake, turnaround, contracts and outside spend. Ends with a prioritised picture.
Design
Target process, templates and metrics. Built in workshops with the people who will use them.
Pilot
One team, one type of request. Adjust what does not survive contact with reality, and measure.
Scale
Remaining areas, training, system configuration.
Sustain
Quarterly reviews and continuous improvement on the track record you now have.
How we work
Three ways to have us alongside.
| Format | For whom | Typical length | What it covers |
|---|---|---|---|
| AssessmentStarting point | Teams who suspect time and money are leaking but cannot say where. | 3 to 4 weeks | Interviews, data analysis and a prioritised plan. |
| EngagementFull programme | Departments and firms that have decided to change and want support to adoption. | 4 to 8 months | Design, pilot, training, technology and measurement. |
| RetainerOngoing | Teams with a process in place that want it to hold over time. | Monthly, renewable | Legal PMO, portfolio review, metrics and product support. |
Outcomes
What becomes possible.
We do not promise percentages before we know your operation. We promise these sentences become true.
- You know the likely cost of a piece of work before accepting or instructing it.
- You find the overrun halfway through, not when the invoice lands.
- You can show, with data, where requests actually stall.
- Contracts sit in one place, with obligations and renewals in view.
- Next year's budget stops being a guess.
Before we start
Fair questions.
Is this not more admin for a team that already has none to spare?
That is the right objection, and it is our main design constraint. Most of what we propose replaces work already being done badly: reconstructing what was agreed, redoing estimates, hunting for the latest version of a contract.
Will the team actually adopt it?
Not by decree. They adopt it when they see the effect on a matter from their own desk — which is why we measure before and after. For the business units the argument is simpler: they finally know when an answer is coming.
Do you work with in-house teams or with law firms?
Both, with different emphasis — and mostly in-house, because that is where the volume of work needing organisation sits. In-house it is intake, contracts and outside counsel. In firms it is profitability, pricing and delegation.
Do we have to adopt your products?
No. The method is tool-agnostic and we have implemented it on systems clients already owned.
How do you handle confidentiality?
An NDA before any access, aggregated data wherever possible, and documents only when indispensable, with a record of who saw what.
Start with the assessment.
Three to four weeks to know where time and money are going — and what to fix first.