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Naumen Legal Tech

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That`s how Artificial Lawyer started, these are the ideas I based my interest in legal technology on. And interestingly, without this focused foundation, the coverage of daily events in this sector would have made no sense to me and would not have maintained my interest for more than a few weeks. That is, just because I believe that legal technology does something very valuable to society: improving legal services, which are an important pillar of civilization, all of this is really interesting or worthwhile, at least for me. First, a more human-centered approach is to put the person first, not modernist ideology. I have come to believe that industrial goals are best achieved by not beating lawyers on the head with the relentless logic of increasing efficiency (which they don`t really mind for long-term legal, cultural and economic reasons), but by understanding them and their needs and taking care of those very human needs that lawyers express. By meeting these needs, the objective of moving from craftsmanship to modernity is achieved. The product is intended for government and commercial entities that maintain their own databases of regulatory, legal, and technical documentation. Vickie Nauman specializes in the intersection of technology and music, focusing on music licensing, products, relationships, and rights. supporting business growth from A to B; and global strategic development. She is the founder and CEO of consulting firm CrossBorderWorks and has had an ambitious portfolio of forward-thinking companies in gaming, technology, consumer electronics, finance and music since 2014. As a digital music pioneer and Web3 enthusiast, Nauman worked on the license and product of one of the first legal digital services MusicNet (RealNetworks JV), led strategic partnerships for connected device company Sonos, launched and led the U.S.

operations of the global music platform 7digital, and did digital music business in Europe and China as a consultant. She built one of the first DMCA-compliant services at Seattle`s KEXP station and holds an MBA from the London School of Economics, NYU-Stern and HEC-Paris as part of the TRIUM Executive Program. She advises some of the world`s most innovative companies, including gaming, mergers and acquisitions, platforms, apps, rights, strategic growth, and early-stage music and technology startups. Clients include Beat Saber/Oculus, Ubisoft, SoundExchange, Downtown Holdings, Spotify, Warner Music Group and more listed on LinkedIn. Challenges of our clients in classic (iterative) work with regulatory and technical documentation: For me, until the end of the pandemic, it was about applying the above to the legal field. So I championed what I used to call “strategic legal technology,” the tools that really change the way a lawyer works, not just “operational” software, like systems that help count a lawyer`s hours of work. The focus has also been placed, as mentioned above, on automation and production where it makes sense; promote the use of standards, as they implicitly promote efficiency; the economic benefits of legal technology, since the commercial legal world is a business or part of a business and it therefore seems reasonable to show the financial gains from using this technology; And, of course, the end of the billable hour, because if time is spent = value for the client, then efficiency is always undermined, and if efficiency is not paramount, why should lawyers invest in legal technology…? This is important because law firms are owned by lawyers in most cases (with a few exceptions in countries like the UK). And this may seem like a truism, but in many sectors, the producers of certain products or services do not belong to the people associated with them. For example, airlines are not exclusively owned by pilots and pharmaceutical companies are not exclusively owned by doctors. Although in-house legal teams are employees, they retain a special and privileged place within a company, and most senior executives, aside from some pressure to reduce the cost of litigation requirements, such as day-to-day contract work, typically let lawyers work as they wish.

So if lawyers are the ultimate owners of the portfolio and the decision-makers, if you don`t break through, then we need to learn from that. I strongly believe that increasing efficiency is a good thing, that we should automate, standardize and produce wherever possible, and that billable time undermines the value of legal technology, but there`s a problem: most lawyers don`t think that way. How can we respond? We need to become more human in our approach. Let me explain. The platform offers several functions: intelligent search through large amounts of information, monitoring of legislative initiatives, semantic analysis and management of regulatory and procedural guidelines, standards and legal documentation. When Artificial Lawyer debuted in the summer of 2016, I sometimes referred to myself as a “legal industrialist,” referring to the liberating effects of modernity and the positive aspects of the Industrial Revolution. There may be 50-100,000 documents in a large enterprise, and, for example, the entire legislation of the Russian Federation includes more than 200,000 legal acts. I looked at it, and then I looked at the legal world and said, “Yes, the same thing must happen here. This new wave of legal technology, such as automation and NLP-based tools, will usher in a new era for the legal sector, and it will be in the interest of society, because if we can improve the delivery of legal services, it will have a greater benefit to civilization as a whole. Stores, researches, and manages the enterprise knowledge base, a database of policies and technical documentation related to business process structure. They will accept the help of technology where it makes their lives easier and where it certainly only contributes to the economy of their business or the company they work in, but no lawyer will take a financial hit in the name of efficiency (not even for a second), nor will they take a work process that has proven to be very good over the decades.

further complicate. Legal world (although laymen would always find it all odd, for example “You record what you do every few minutes, and you bill the client, although it is impossible to really know the value of this time. And the older you get as an employee, the more you can charge? Impressive. What a strange world you inhabit.`) Respond quickly to legislative initiatives, receive notifications from state legal portals and monitor the latest legislative changes Analyze various sources and inform relevant staff of the update or initial publication of relevant regulations and legal acts. Having said that, I`m not going an inch away from the industry goals mentioned above, but it`s about how we get there, how we communicate, and how we connect to the legal world, which I believe needs to change.