Top 30 Global Firm
A leading international law firm had built an internal AI capability that actually worked. Adoption was real - not a pilot that people tried once and forgot about. External interest was growing. The question was no longer whether the platform had value, but what to do with it.
A board meeting was coming. The firm needed an answer - not a list of options, but a recommendation they could act on. They brought Purple in to figure it out.
The board needed answers to five questions. Not opinions - evidence.
Which market, which niche, and why that one first? Pick a fight you can win.
What makes this different from everything else on the market? Is that difference real or wishful thinking?
What does year one actually look like? Who pays, how much, and what has to go right?
Keep it inside, spin it out, or bring in outside money? Each one means different things for control and risk.
What could go wrong, and what do you do about it? Written for partners, not a risk committee.
We planned for four weeks. The board deadline gave us two. So we ran it senior-only with no handoffs.
Who actually wants this, and why? We broke down the interest by sector, use case, and how they buy. Found the niches worth going after first - and defined what the firm should not try to do.
Where does the platform sit against everything else on the market - the big funded players, the document tools, the specialist products? We worked out what makes the firm different and whether that difference is defensible.
What does year one actually look like? Who do you sell to, how do you package it, what do you charge, and how do you know it is working? We also looked at whether distribution partnerships change the economics.
Keep it internal, spin it out, bring in outside capital, or do something in between? Each option means different things for control, speed, IP, and risk. We laid out the trade-offs so the board could choose.
A risk register written for partners, not technologists. Covers confidentiality, adoption risk, reputation, and org design. Plus a decision framework so the board could walk out of the room with a clear next step.
Every recommendation came from interviews, data, and competitive analysis. Where the evidence was thin, we said so.
Leadership, the tech team, and the people actually using the platform day to day
Buyers and market participants, all run blind - no mention of the client
The full landscape - funded players, specialists, and everything in between
Report, board deck, and working tools the firm could use straight away
Short enough to read in one sitting. Covers positioning, go-to-market, structure, risks, and a clear recommendation with next steps. Written for partners, not consultants.
Built for practising lawyers, not technologists. The opportunity, where to compete, the recommended path, and the decision ask. No filler slides.
A segmentation table, competitive positioning map, structural decision tree, and risk register. Things the firm could pick up and use the next day.
The most important strategic question is rarely "which technology should we buy?" It is "where do we want to play in the value stack - and what capabilities do we need to control to get there?"
From the strategic report delivered to firm leadership
The board got a recommendation, not a menu. The report went round internally before the meeting and set the terms of the conversation.
A single recommended path with clear reasoning. Not three options and a disclaimer.
Every page was written for practising lawyers, not technologists. Short, structured, and decision-ready.
Working artefacts the firm could pick up and use the next day. Not something that sits on a shelf.
Half the time, same scope. Senior-only delivery with no handoffs is the only way that works.
We have founded, built, and run legaltech businesses. Written code, hired sales teams, lost deals, won deals, and shipped products that lawyers actually use. That is why we think the way we do.
Overall strategy, positioning, structure, and board narrative
Market analysis, competitive intelligence, and evidence synthesis
External interviews, market landscape mapping, and data capture
Build, buy, or partner? Commercialise or keep it internal? We help law firms answer these questions properly - with evidence, not slide decks.