Key Insights

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1. Legal Ops Exists Because Legal Work Cannot Scale Without It

Stephanie emphasizes that legal operations isn’t a “nice to have” — it’s the only way legal teams keep up with growth.

GCs often hire more lawyers instead of fixing workflows, but that only increases chaos.

Legal ops creates structure: intake, process, budgeting, tooling, vendor management, data, and cross-functional alignment.

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2. Intake Is the #1 Priority — Without It, Everything Else Breaks

She is blunt: you cannot scale legal without intake control.

Teams drown because every request comes in through Slack, email, meetings, hallway chats, sales calls, and DMs.

A proper intake system:

routes work to the right owner, eliminates low-value requests, creates transparency, and gives data for prioritization.

Before metrics, before technology, before dashboards — fix intake.

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3. Legal Ops Is NOT Just Project Managers + Tools

The industry mistakenly equates legal ops with:

tech admins, budget trackers,project owners.

Stephanie explains that true ops is a strategic discipline with expertise in:

change management,operational design,vendor oversight, cross-functional workflow mapping, data + reporting, capacity planning.

Ops is the “COO of Legal,” not a ticket clerk.
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4. Lawyers Must Be Protected From Low-Value Work

Without ops, lawyers spend 30–60% of their time:

searching for documents, answering repeat questions, managing vendors, doing manual approvals, fixing broken processes.

Stephanie calls this “legal tax.”

Ops frees lawyers to do legal work — drafting, negotiation, guidance, strategy — the activities that actually create value.
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5. Technology Fails Without Process Design

Teams often buy CLMs, workflow tools, dashboards, and AI solutions before understanding what problem they are solving.

Stephanie’s rule:
Process first → people second → tools third.
If you automate chaos, you get automated chaos — but faster.
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6. Vendor Management Is a Core Legal Ops Skill

GCs frequently overspend because they treat outside counsel like a black box.

Ops brings discipline:

scoping work, enforcing budgets, tracking burn rates, establishing panels, standardizing billing.

It can immediately reduce spend by 20–30%.
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7. Metrics Must Show Value, Not Just Activity

Legal ops should report:
cycle time reduction, cost savings, volume handled through intake, tool adoption, risk mitigated, business enablement.

Activity alone (“we closed 200 matters”) doesn’t prove impact — outcomes do.

8. Closing Insight

A modern GC cannot scale without legal operations.

Stephanie Corey’s frameworks show that ops isn’t an add-on — it’s the infrastructure that makes legal fast, predictable, and aligned with the business.