The situation
Legal work is shared across internal lawyers, operations teams and outside providers. But intake is inconsistent, handovers are unclear and different groups use different rules for prioritising work.
The decision
What should stay with qualified legal professionals? Which activities need standard processes or different support? Who decides priorities, checks quality and manages external providers? Where does a shared delivery model make sense?
What the experience demonstrates
Relevant professional experience includes developing legal managed-services solutions and leading cross-border delivery arrangements. These experiences highlight why an operating model needs clear work boundaries, responsibilities, governance and coordination, not just additional headcount.
What a useful outcome looks like
A more explicit division of work, better-defined handovers and sensible criteria for deciding what should be handled internally, by a shared team or through a specialist partner.