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Alternative Service Providers -An Increasingly Important Lever to Help Control Costs
Robert Gleeson, Rebecca Yoder & Jill Rusk
October 2, 2017
Title and Content
1. Overview
2. Types of Work
3. Advantages
4. Concerns
5. Practices when working with ASP/LPO
6. Future Direction
7. Key ASP/LPO Providers
2
Overview
3
OverviewWhat is an ASP/LPO?
4
An ASP/LPO provides legal support services to a law department or law firm.
Services are usually provided by the following personnel:
– Lawyers
– Paralegals or other paraprofessionals
– Law school graduates
– Administrative operatives
– Engineering personnel
OverviewWhy is the use of LPOs rising?
5
• Price competition
• Practice efficiency
• More commoditized legal work
– Electronic documents
– Search technology
• Industry downturn
• Corporate experience
• Specific domain knowledge and expertise
Balances needs of corporations and law firms with desires of personnel.
Types of Work
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Types of WorkWhat work should be outsourced?
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The Value Framework will provide a company with a consistent way to categorize and source legal work. There are three criteria to determine value and sourcing recommendations:
• Risk Potential: extent to which the type of work has potential to negatively impact the company/matter
• Complexity: relative legal and business expertise required to address the need, including resources and time
• Alignment with Strategic Direction: degree to which the type of work supports the company’s unique corporate strategy and will drive/sustain competitive advantage
Corporate/Business/Law Strategy
Lower
Higher
HigherLowerRisk Potential
Co
mp
lexi
ty
Internal
Resources
Eliminate
Reduce
Automate
Outsource
Internal
Resources
Automate
Outsource
Legal Workload Value Framework
Outsource
Medium
Value
Higher
Value
Higher
Value
Lower
Value
Medium
Value
Higher
Value
Lower
Value
Lower
Value
Medium
Value
Types of WorkWhat are the most common types of work sent to ASP/LPOs?
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Most Common
• Document review
• eDiscovery
• Legal and litigation support
– Legal research
– Legal drafting
Types of WorkWhat are the most common types of work sent to ASP/LPOs?
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Low End Services
• Corporate governance
– Secretarial documentation
• IP Management/Registrations
• IP Rights Enforcement
• Document processing
– Immigration/visas
– Health insurance claims
High End Services
• Due diligence
• Investigations
• Contract creation and drafting
• Contract life cycle management
– Renewals
– Terminations
• Contract abstractions
Types of WorkWhat are the most common types of work sent to ASP/LPOs?
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Rising Services
• Compliance/Risk Management
– Regulatory research
– Mapping of internal policies
– Business intelligence
Novartis
11
Accenture
12
Advantages
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AdvantagesWhy use an ASP/LPOs?
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• Lower cost
• Staff augmentation
• Quality of work / Niche expertise
• Reduce administrative responsibilities
• Flexibility
• Reduce overhead on manpower, technology and resources
• Minimum infrastructure requirements
• Fast and/or customized turn-around time
Concerns
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ConcernsWhat concerns should be addressed when using an LPO?
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• Client confidentiality
– Attorney / Client privilege – outside of U.S.
• Communication
– Language
– Geographic constraints – time zones
• Conflicts of interest
• Data security
– Necessary infrastructure
• Ethical standards
ConcernsWhat concerns should be addressed when using an LPO?
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• Proper supervision
– Unauthorized practice of law
– Proper supervision / lawyer review
• Quality
– Subject matter expertise
• Transparency
– Process and work flow
Future Direction
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Future DirectionWhat trends are seen in LPOs?
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2004 - India
• English speaking
• U.S. / U.K. educated
• English common law system
• Superfluous personnel
2014 – Onshore / Offshore less of an issue
• Location
– Argentina, Australia, Chile, China, France, Israel, Philippines, Singapore, South Korea, Sri Lanka, U.K.
• Language
• Regional expertise – expansion of services
• Cultural ties
Practices when working with ASP/LPO
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Practices when working with ASP/LPOs
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1. Appropriate subject matter expertise and infrastructure in place
2. Quality control and training measure in place
3. Remain current on technological and legal developments
4. Transparency in process and work flow
5. Suitable communication protocols
6. Avoidance of conflicts of interest
7. Adherence to duties of disclosure, confidentiality, etc.
8. Proper security and privacy measures in place
9. Competent representation and / or supervision (lawyer)
10. Full ranges of services offered if applicable
11. Clear and flexible contractual arrangements
12. Appropriate notice / billing protocols in place for ultimate client
Key ASP/LPO Providers
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Key ASP/LPO Providers
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LPO Service ProvidersContract
Mgt.Contract Review
Doc. Drafting
Doc.Review
Discovery Consulting
Due Diligence
Data Mgt. LitigationServices
IP Legal
ResearchKPO
HRSupport
Law Firm Support
American Discovery
Axiom
Bodhi Global
Clutch Group
CPA Global Ltd.
Evalueserve
Infosys
Integreon ManagedSolutions, Inc.
Mindcrest
Pangea3
QuisLex
Tusker Group
UnitedLex
Key ASP/LPO Providers
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Vendor# Years as LPO
Key Locations Offices Key ClientsAwards /
Certifications
American Discovery 9 Pasadena, CA; Manila,Philippines
2 Fortune 500 and Am Law 200
• EU Safe Harbor Compliant
Axiom 15 U.S.; Europe; Asia 14 FTSE/Fortune 100 • EU Safe Harbor Compliant
Bodhi Global Services, Ltd
9 U.S.; India 2 MNCs and International Law Firms
• ISO 27001
Clutch Group 9 U.S.; U.K.; India 5 Fortune 500 and Am Law 100
• ISO/IEC 270001:2005• ISO 9001:2008• EU Safe Harbor
Compliant
CPA Global Ltd. 10 U.S.; Europe; India 26 Small Enterprises to International Corporations and Law Firms
• ISO 27001• ISO 9001
Evalueserve 15 U.S.; U.A.E.; Chile; China; India; Romania
8 Fortune 500 andProfessional Services Firms
• ISO 27001
Infosys 8 U.S.; India 4 International Publishing, Financial Services, Manufacturing, and Retail Companies
• ISO 27001• TR19:2005
Key ASP/LPO Providers
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Vendor# Years as LPO
Key Locations Offices Key ClientsAwards /
Certifications
Integreon ManagedSolutions, Inc.
10 U.S.; U.K.; India; China; South Africa
16 FTSE/Fortune 100, Am Law 50, UK Top 50, Investment Banks
• ISO 9001:2008• ISO/IEC 27001:2005• Six Sigma EU and
Swiss Safe Harbor Compliant
Mindcrest 14 U.S.; India 4 Fortune 1000 and International Law Firms
• ISO 27001:2005• Six Sigma
Pangea3 11 U.S.; India 4 Fortune 1000 and Am Law 200
• ISO 27001:2005• EU Safe Harbor
Compliant• Six Sigma
QuisLex 11 U.S.; India 4 Fortune 500 and Am Law100
• ISO/IEC 27001:2005• ISO 9001:2008• Six Sigma
Tusker Group 13 U.S.; India 9 Fortune 100 and International Law Firms
• ISO 27001
UnitedLex 9 U.S.; U.K.; India; Israel 15 Fortune Global 500 and Am Law 100
• ISO 27001:2005• Six Sigma
Robert Gleeson, CPA
26
Director, Legal Operations
Professional experienceRobert joined Novartis in 1996 as part of the Accounting and Contract Compliance area. Robert also spent time as head of Cost Accounting, serving as Plant Controller of a major manufacturing facility, and Corporate Controller in the US parent organization. He also worked on numerous SAP projects in the UK as well as serving 3 years in the Novartis Global headquarters in Switzerland in the Accounting Policies and Consolidation department. Robert joined the legal department as Director of Operations in 2011. Prior to joining Novartis Robert was an audit manager with PricewaterhouseCoopers.
Education:
• Bachelor of Science in Accounting, Villanova University; Villanova PA
Professional associations
• American Institute of Certified Public Accountants (AICPA)
• New Jersey Society of Certified Public Accountants (NJCPA)
Speaking engagements and publications
• Robert has spoken at number of conferences, professional events and various other forums.
Robert has over twenty five years of auditing and finance experience focusing on accounting, reporting, financial forecasting and procedural controls. The last six years, as director of legal operations, have been focused on developing and improving departmental procedures, primarily to bring more discipline into legal service procurement and as well discovery operations. Robert also has a wide range of other departmental responsibilities including corporate secretary, insurance, class action filing and recovery,budgeting, disclosure reporting, eBilling, management, contracting and legal procurement. He does everything the lawyers can’t.
Robert M. GleesonDirector, Legal OperationsNovartis Pharmaceuticals CorporationOne Health PlazaEast Hanover, NJ 07936-1080 USA
Phone +1 862 778 7358Mobile +1 862 210 [email protected]
Rebecca Yoder
27
Director of Legal Technology
Rebecca J. Yoder
Director of Legal Technology
Accenture LLP
Denver, CO USA
Direct Phone: +1 720-359-5809
Fax: +1 720-359-4809
Rebecca Yoder is Accenture's Director of Legal Technology. Over the course of 20 years with Accenture, Rebecca has been a memberof the Legal organization.
Professional experienceRebecca is responsible for technology deployed to Accenture's Legal Professionals, as well as technology solutions deployed across the Accenture enterprise on behalf of Legal (i.e. compliance tools). Rebecca works closely with Accenture's IT department to manage the full scope of the Legal IT blueprint, including Contract Management solutions, eBilling, Document Management, Contract generation tools, and Compliance solutions. In addition to the programs implemented with IT, Rebecca's team within Legal Operations supports over 1,200 requests per year relating to Sharepoint development, custom technology solutions and access rights.
Prior to her current role, Rebecca served as a Contract Manager supporting long-term outsourcing client contracts with Accenture for nearly 10 years.
Education:Rebecca is a graduate of William Smith College in Geneva, New York with a B.A. in Political Science.
Professional associationsRebecca is a retired member of the Junior League of Denver where she developed a Leadership Institute to support leadership development within the League.
Rebecca resides in Denver, Colorado with her husband and 3-year-old daughter.
Jill Rusk
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Senior Director
Professional experience
Prior to joining Huron Legal and Consilio, Jill was Director of Legal Operations at US Foods. There she developed and managed all legal operations functions including financial management, budgeting and reporting, workload allocation and structure, outside counsel and vendor management, technology (including matter management, ebilling, document management, legal portal and intranet sites), training and knowledge sharing, process improvement/implementation and strategic planning.
Representative examples of Jill’s professional experience include:
• Prepared comprehensive strategic planning documents and implementation plans for legal department structure when facing acquisition, merger and/or IPO, including salary studies, workload optimization, organizational structure, day 1 planning, value capture, and succession planning.
• Developed, redefined and implemented comprehensive strategies and operational processes to further the strategic goals and objectives for the legal departments of companies in various industries.
• Led multiple cost reduction engagements, reducing legal department budgets/spend with more effective utilization and deployment of tools and resources. Resulted in sustainable cost savings, including “quick fix” opportunities as well as long term operational initiatives.
• Developed implementation plans for matter and IP management systems, including matter tracking, financial reporting, invoicing and budgeting, to increase productivity and support objectives of legal departments.
• Benchmarked business unit and departmental resources against competitors and market leaders.
• Developed and used metrics, including qualitative measurements, to improve performance.
• Embedded controls into business and financial processes to facilitate financial planning and reporting.
• Developed strategic processes which incorporate legal department personnel into non-legal corporate initiatives, introducing the company to the benefit of early legal involvement.
• Prepared comprehensive strategic plans for legal department structure when facing acquisition and/or IPO, including salary studies, workload optimization, organizational structure, day 1 planning, value capture, and succession planning.
• Established an operations function for corporate legal departments, including design and implementation of structure, roles and responsibilities, process and program management, performance metrics and technology utilization.
• Developed an annual client satisfaction survey distributed to all internal clients of a corporate legal department. Survey achieved over 75% participation. As a follow-on, Jill identified and implemented strategic initiatives to address areas for improvement from survey results.
• Performed risk assessment and process reengineering to meet compliance requirements for a company operating under a deferred prosecution agreement, including controls necessary for invoicing and financial reporting.
• Reviewed various patent portfolios for revenue generation and cost savings opportunities.
• Served as licensing/valuation expert for patented technology across multiple industries.
Education
• Masters of Business Administration, Northern Illinois University;
DeKalb, IL
• Bachelor of Science in Accounting, Bradley University;
Peoria, IL
Professional associations
• Project Management Professionals Association
Speaking engagements and publications
• Jill has spoken at a number of conferences, including LES, PLI, ABA, and various other forums. She has also written articles for periodicals and books related to intellectual property valuation, competitive assessment and similar topics.
Jill has over twenty years of multi-industry consulting and in-house experience in legal department optimization, strategic planning, benchmarking, analytics and competitive assessment, workload planning and structure, budgeting and financial reporting, valuation and asset management.
P 312-235-8607
C 815-341-3395
Thank you.
