Extend your legal team's reach. Preserve human judgment.
Employees get answers from the policies your lawyers have already approved. Where a policy leaves room for judgment, your lawyers make the call.
Apply for the pilot.Applications are open for a founder-assisted pilot with in-house legal teams.
Start with what Legal already made.
Your legal team has already answered most of what employees ask. The advice is in memos, trainings and old email threads that nobody can find.
Upload a policy you have.
Whatever your legal team keeps re-explaining.
Review its open questions in plain language.
Each comes from your own policy. A model helps draft; your lawyers settle what the policy leaves open.
Put it in effect when you stand behind it.
Employees get answers only from a policy you have put in effect.
Employees are asked for the facts an answer needs. Where your policy leaves room for judgment, the question is sent to your lawyers.
Your lawyers make every judgment call.
When a question turns on what the policy means, your lawyers decide it, with the facts gathered through targeted questions.
You decide which later questions your answer covers. Those questions get answers based on your decision, so your legal team doesn’t answer the same question twice.
Each decision adds to your guidance, and you can see every question employees ask and how it was answered, in one place.
A question for counsel
An employee
“A supplier sent me a gift I can’t really send back without offending them. How soon do I have to tell my supervisor? Is a couple of weeks okay?”
Sent to Legal · the policy says to report it “promptly”
Legal · counsel’s decision
Tell your supervisor as soon as you reasonably can, and before you use the gift or thank the supplier for it. A week at most: waiting longer makes the gift look accepted.
Later
Another employee
“A client sent me a cashmere scarf on Monday. I don’t think I can return it without it being awkward. When should I let my supervisor know?”
Answer, based on Legal’s decision
Tell your supervisor this week, before you wear it or send a thank-you. Your policy asks you to report a gift you can’t return “promptly,” and Legal reads that as within a week at most. Your supervisor will raise it with the Compliance Officer, who may ask you to donate it.
Three kinds of question.
Employees ask in one place. What they get follows from what counsel has approved and the facts they provide: an answer, a question back, or a lawyer’s judgment.
Answered
An employee
“One of our suppliers sent me a bottle of wine for the holidays. We’re not in the middle of any deal with them. Can I keep it?”
Answer, from your policy
Yes, you can keep it. Your policy allows gifts that are “infrequent, modest” and can’t look like a reward for a business decision. A single bottle at the holidays, with nothing pending with this supplier, fits. If a decision involving them comes up, check with your supervisor before accepting anything else.
Answered from the policy counsel approved.
Needs facts
An employee
“A client helped us close a big quarter and I’d like to send them a thank-you gift. Is that okay?”
From your policy, a question
That can be fine. What are you thinking of sending, and roughly what is it worth? Your policy allows modest gifts, so the answer turns on the value.
When the answer depends on facts the employee hasn’t given, they’re asked the questions counsel approved.
A close call
An employee
“A supplier sent me a watch right after we signed our contract with them. Can I keep it?”
Sent to Legal
Answer, from your policy
This one needs a lawyer. Legal will reply here.
A question that touches an exclusion is sent to your lawyers, and the employee is told so.
The hard questions get a lawyer’s judgment.
Ask a general-purpose AI system a legal question and it will do one of three things: commit to a reading, hedge, or decline and route the question to a lawyer. Declining may well be the right answer. The trouble is that the output rarely tells you which of the three happened. It arrives as finished prose, carrying a risk posture nobody set.
Here, your lawyers decide in advance, and answers within the reach they approve are based on their decisions. Where a decision doesn’t reach — the facts are missing, the situation is excluded, the source has changed — the question is sent to your lawyers, and the employee is told so plainly.