Contact

Contracts without bottlenecks. A process that accelerates business instead of holding it back.

We design a structured, repeatable contract management system-from drafting and approval, through negotiation, to archiving and day-to-day management. We help shorten document turnaround times, reduce manual work and minimise the risk of errors before automation is implemented in a tool.

Let’s discuss improving your contract management

Contracts grow with the business. So does the chaos.

As a company scales its sales, procurement or operations, the number of contracts begins to grow faster than the organisation’s capacity to manage them efficiently. Documents circulate between departments, decisions are escalated too high, versions diverge and the legal team starts to be seen as an obstacle rather than a source of support.

The greatest problem is not the number of contracts itself. It is the absence of a clear system: who prepares the document, who accepts the risk, when legal counsel is involved and what can be automated.

Mateusz Sawaryn

Managing Partner Counsel

CHALLENGES

The most common problems we solve

Contracts get “stuck” between departments There are no clear approval paths, responsibilities or deadlines. Sales waits for legal, legal waits for the business and the management board is asked to decide matters that should be resolved at a lower level.

We design the target contract workflow: who initiates the document, who reviews it, who approves deviations and when the matter must be escalated.

Business benefit: a shorter journey from draft to signature.

Risk of inaction: delayed sales, frustrated teams and loss of control over the process.

Every contract is drafted from scratch Recurring contracts are prepared manually using old files or arbitrary versions. This prolongs the work and increases the risk of inconsistent provisions.

We standardise templates, clauses and drafting options. We create a structure that enables documents to be generated more quickly, without starting from a blank page each time.

Business benefit: less manual work and greater document consistency.

Risk of inaction: a growing number of errors, inconsistencies and exceptions that are difficult to manage.

The management board approves too many routine matters Contract decisions are escalated to the management board even when they concern recurring matters involving low or moderate risk. This slows the organisation down and takes time away from strategic decisions.

We create a decision matrix specifying who decides, based on the level of risk, contract value, type of deviation or type of agreement.

Business benefit: the management board regains time, and teams know when they can act independently.

Risk of inaction: decision-making overload and further blockage of operational matters at the highest level.

Different departments work to different rules Sales, procurement, operations and administration use different templates, workflows and arrangements. In practice, the company has no single contracting standard.

We organise contract management rules across the organisation: templates, clauses, checklists, responsibilities and rules for using documents.

Business benefit: one standard, easier oversight and fewer disputes between departments.

Risk of inaction: inconsistent provisions, greater legal risk and more difficult document management.

An IT tool is expected to solve a problem that no one has put in order at process level The organisation is implementing or planning to implement a CLM, workflow, CRM or ERP system, but does not yet have a clear logic for working with contracts. The system may therefore merely accelerate a disorganised process.

We prepare the legal and operational framework for automation: variable fields, approval paths, document types, statuses, checklists and escalation rules.

Business benefit: the technology receives a clear operating model, not a collection of exceptions.

Risk of inaction: an expensive implementation that fails to remove bottlenecks.

More contracts mean higher costs and more chaos Each additional contract requires a similar amount of work. Without standardisation, the organisation scales the number of documents together with the number of errors, queries and manual approvals.

We design a process that can handle more contracts without a proportionate increase in the size of the legal or operations team.

Business benefit: scaling sales and operations without overburdening the organisation.

Risk of inaction: rising service costs, slower execution and loss of predictability.

OUR SOLUTION

From manual chaos to a predictable contract management system

Contract processing automation is not about “putting documents into a tool”. It is about designing a clear operating model: what to standardise, what to automate, where a decision is required and where a rule is sufficient.

Contract management process audit

Scope:

  • analysis of the current contract lifecycle,
  • identification of bottlenecks,
  • review of roles, responsibilities and decision points,
  • identification of areas for standardisation and automation.
  • a map of the current process, with a list of risks, delays and areas that need to be put in order.

Target contract workflow design

Scope:

  • design of a simpler path for drafting, approving and circulating documents,
  • definition of statuses, stages and responsibilities,
  • establishment of escalation rules,
  • alignment of the process with the day-to-day work of sales, procurement, operations and legal.

 

  • a target contract management process model ready for operational or technological implementation.

Standardisation of templates, clauses and drafting options

Scope:

  • organisation of contract templates,
  • preparation of standard clauses,
  • definition of permitted drafting options,
  • rules specifying when to use a particular document or version.

 

  • a library of templates, clauses and drafting options that reduces the need to prepare documents manually from scratch.

Automation logic: fields, checklists and decisions

Scope:

  • identification of variable fields,
  • preparation of user checklists,
  • description of document-generation rules,
  • definition of the information needed to prepare a contract.

 

  • process logic that can be translated into forms, workflows or a CLM system

Decision matrix and approval levels

Scope:

  • definition of who makes decisions depending on the type of contract,
  • definition of value, risk and deviation thresholds,
  • rules specifying when to involve the legal team, the management board or the business owner,
  • reduction of unnecessary escalations.

 

  • a decision matrix that clarifies responsibility and relieves the management board of recurring decisions

Legal framework for tool implementation

Scope:

  • preparation of legal and operational requirements for CLM, workflow, CRM or ERP,
  • description of processes and rules for the implementation team,
  • support in configuring approval paths,
  • verification that the tool reflects the agreed process.

 

  • a specification of legal and process requirements that supports effective technology implementation

Stabilisation and ongoing contract support

Scope:

  • optimisation of the process after implementation,
  • support with recurring contract matters,
  • updates to templates, checklists and matrices,
  • development of the system as the business changes.

 

  • a process that does not end at implementation, but remains current, useful and suited to the organisation’s scale

WHO THIS SERVICE IS FOR

This service is for you if

For organisations in which contracts have become an operational bottleneck

Head of Sales / Sales Director

when the legal process slows deal closure and the team needs a faster, more predictable contract workflow.

General Counsel / Legal Director

when the legal team wants to reduce repetitive work, standardise practices and gain greater control over contract risk.

COO / Management Board Member for Operations

when a growing number of contracts starts to burden the organisation, drive up costs and involve the management board in too many routine decisions.

STAGES OF WORK

A simple process that gives you control from the first stage

We structure our work to understand the current process quickly, simplify it, translate it into specific documents and stabilise its operation within the organisation. The model covers diagnosis, solution design, standardisation and further process stabilisation.

Assess and map the process

We analyze how agreements are created, circulated, approved and archived today. We identify bottlenecks, decision-makers and repeatable tasks.

Design the solution

We design the target contract workflow, with simpler circulation, clear approval paths, responsibilities, escalation rules and areas for automation.

Standardize and implement

We prepare templates, clauses, checklists, variable fields and a decision matrix. We support implementation in a CLM tool, workflow, CRM or ERP where used or planned.

Stabilize and support

We refine the process after rollout, respond to user issues, update documents and support recurring contract matters.

Like our approach?

Contact us

Put your contract process in order before further growth creates more chaos

If contracts are slowing sales, involving too many people or making it difficult to scale, it is worth starting with the process-not the tool. We will show you what can be simplified, what can be automated and where clear decision rules are needed.

Briefly describe how contracts currently circulate in your organisation: the types of documents, the number of departments involved, the main delays and the tools you use. We will respond with a proposal for the first step.

Mateusz Sawaryn

    By submitting this form, you acknowledge that the personal data you provide will be processed by Kancelaria Prawna Sawaryn i Partnerzy sp.k. to handle your enquiry and contact you about it. Details are available in our Privacy Policy. The rules governing the use of this website are set out in the Terms and Conditions.