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Law as a Service for companies that grow faster than their legal order

Ongoing legal and regulatory support for the management board and operational teams. We help you make decisions faster, catch risks earlier and maintain compliance without building a large legal department from scratch.

Book a call about ongoing legal support

The company moves fast. Legal risks often cannot keep up with the pace of decisions.

As an organisation grows, there are more people, contracts, tools, processes, complaints, obligations and decisions. Some of them do not yet look like a “legal matter”. But they can become one if nobody sees the full risk picture.

“The biggest legal problems rarely start with a lawsuit or an inspection. They often start much earlier: with an unclear decision, a missing standard, an inconsistent procedure, or a question that went too long without an owner.”

In the classic model, a law firm is engaged once the matter has already happened. Law as a Service works differently: it creates a standing support system that helps you make decisions as they arise, organise activity and respond earlier – before the topic becomes an escalation.

Mateusz Sawaryn

Managing Partner Counsel

Most common problems / challenges

The most common problems we solve

Risks are scattered across the organisation HR, sales, customer service, IT, product, compliance and the board make decisions with legal consequences. The problem is that nobody sees them together.

We create a map of key risk areas and establish which topics need ongoing monitoring: HR, contracts, AI, complaints, whistleblowers, data, industry compliance, communication with customers.

The board gains greater control over what is happening in the company - without having to track every operational topic by hand.

The company learns about a problem only when it must react under pressure: to a conflict, a complaint, an inspection, an HR error or a risk of board liability.

The board becomes a decision bottleneck Recurring questions land on the board's desk because the team lacks clear standards: what can be done independently, what needs consultation, and what we do not recommend.

We establish decision paths, risk thresholds, consultation standards and quick recommendations for recurring situations.

Some topics can be resolved faster at the operational level, and the board gets involved where a decision is truly needed.

Decisions slow down, accountability blurs, and matters that could have been simple start to escalate.

The company has documents, but does not know whether they work Procedures, rules, contract templates and policies exist, but they are not regularly updated or checked in practice.

We run periodic reviews of documentation and operating practice. We check whether what is written matches how the company really works.

The organisation has not only documents "in case of an inspection", but a real compliance system that can be used in day-to-day work.

Documents create a false sense of security, and inconsistency between procedure and practice may surface only in a dispute, an inspection or due diligence.

New technologies and AI are rolled out faster than the rules for using them Teams use new tools, automation and AI before the company sets rules on data, confidentiality, accountability and communication with customers.

We help assess technology risks and prepare practical standards: policies, checklists, recommendations for managers and rules for the team.

The company can use technology faster and more safely - without blocking innovation and without operating in the dark.

Unregulated use of tools can lead to confidentiality breaches, data problems, incorrect communications or reputational risks.

Every legal question starts with explaining the context With one-off instructions the law firm must learn the matter from scratch every time. That lengthens the answer, raises cost and weakens the usefulness of the recommendations.

In a standing collaboration model we get to know the company, its departments, processes, priorities and sources of risk. That makes recommendations shorter, more accurate and better fitted to business reality.

The team gets an answer faster: what to do, what to avoid, what to fix now, and what to monitor later.

Every topic is handled like a separate project, and the organisation wastes time repeating the same context.

Compliance is treated as a campaign, not as a system The company reacts to obligations when a deadline, an inspection, a complaint, an employee conflict or a counterparty question appears.

We introduce a standing rhythm of monitoring, reviews and corrections. Compliance stops being a one-off campaign and becomes part of operational order.

The organisation works more predictably, and the board has greater confidence that key areas are under control.

The company works reactively, and the cost of fixing mistakes grows with the scale of the organisation.

Our solution

A standing legal support system that works to your company's rhythm

A standing legal support system that works to your company's rhythm

Law as a Service is not a “subscription for questions to a lawyer”. It is an operational collaboration model in which the law firm becomes a standing point of reference for the board and selected departments. We help organise decisions, documents, processes and risks – so that the law supports growth rather than slowing the organisation down.

A standing support point for the board and teams

  • ongoing consultations for designated contact persons,
  • quick recommendations for operational decisions,
  • support in assessing risk before action is taken,
  • clear rules for raising topics and priorities.

An agreed collaboration model: who contacts the firm, on which matters, through which path and in which mode.

Map and monitoring of risk areas

  • identification of key risk areas,
  • prioritisation of topics by business impact,
  • monitoring of HR, contracts, AI, complaints, whistleblowers, data, industry compliance and internal documentation,
  • cyclical identification of areas that need correction.

A risk map and a list of legal-operational priorities at the start of collaboration.

Ongoing legal-business recommendations

  • answers to operational questions,
  • recommendations: “what to do”, “what to avoid”, “what to secure”,
  • support in decisions on documents, processes, customers, employees and counterparties,
  • short summaries for the board or managers.

Practical recommendations the team can implement, without legal excess.

Reviews of documents and operating practice

  • analysis of rules, procedures, contract templates and policies,
  • checking consistency of documents with how the company really operates,
  • identification of gaps and inconsistencies,
  • update recommendations.

A list of corrections, priorities and documents that need updating.

Standards, checklists and decision paths

  • checklists for recurring situations,
  • standards for managers and teams,
  • escalation thresholds for topics to the board or the firm,
  • templates for short decisions, communications or recommendations.

A set of practical tools that help the team work faster and more independently.

Support when implementing changes

  • updating procedures, documents and templates,
  • preparing communications for the team,
  • supporting managers in applying the new rules,
  • fitting solutions to the pace and structure of the organisation.

Implemented changes that do not stop at legal analysis, but genuinely organise how the company works.

Cyclical review and development of the model

  • analysis of recurring questions and problems,
  • identifying risk trends,
  • fitting the scope of support to the company’s scale,
  • improvement recommendations for the next period.

A report or cyclical summary: what works, what needs improvement, which risks are worth monitoring further.

Who this service is for

For organisations that want to move fast, but do not want to take risks in the dark

Law as a Service works where legal and regulatory decisions are part of the company’s everyday activity – not a separate project started only when a problem appears.

Head of Operations / COO

when recurring decisions, processes, responsibilities and cross-department collaboration need to be organised.

Head of Legal / Compliance Manager / HR Director

when the organisation needs practical recommendations, standards and support to maintain compliance day to day.

CEO / Board Member / Founder

when the company is growing and the board wants greater control over risk without building a large legal department from scratch.

Stages of work

How collaboration looks

Assess and set priorities

We learn about the company, its scale, operating model, key departments, decision-making pace and recurring risk areas.

Organize the support model

We define how requests are raised, who the contact is, what is urgent, how recommendations are delivered and how risks are reported.

Ongoing support and risk monitoring

We answer operational questions, review documents, identify risks, prepare recommendations and support teams in day-to-day decisions.

Review and improve

We periodically assess what works, where recurring issues arise and how to align support with the company’s current scale.

Let's discuss ongoing legal support.

Write to us

Build a standing legal support system before the next risk becomes an urgent problem

Law as a Service helps companies grow faster, more calmly and with greater control. Without legal excess. Without starting from zero every time. Without putting compliance off “until later”.

Fill in the short form. We will ask about the company’s scale, key risk areas, departments that need support and the expected collaboration model. On that basis we will propose how standing legal and regulatory support for your organisation can look.

Mateusz Sawaryn

They will follow up with any questions or recommend a next step.

Quick response

We usually respond within two hours on business days.

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