Examples of operational systems I’ve built, stabilized, or maintained to help legal teams gain visibility, reduce friction, and sustain adoption over time.
A lot of my work begins the same way: a workflow is no longer serving a team’s needs, and they need someone who can understand what’s actually happening, identify where things are breaking down, and build the structure to fix it without losing the relationships in the process.
A recurring part of that work is being the person people come to when they’re stuck. Sometimes that’s a technical workaround they can’t figure out. Sometimes it’s earlier — “I want to do X, is that possible?” or “what do you think of this approach?” Having an answer to those questions early tends to save a lot of time later.
“Chaos wrangler” is a joke, but only partly.
Repeatable infrastructure built to support recurring workflows, connected tracking, and sustainable operational visibility.
Problem: The pro bono team manages 50 to 60 clinics per year, each requiring registration, participant tracking, MCLE coordination, and logistics setup.
System: Built a repeatable workflow that provisions the operational structure for each clinic, including registration tracking, participant information, and reporting views.
Impact: Saves 2–3 hours of administrative work per clinic and standardized setup across 50–60 annual clinics.
Problem: Tools supporting knowledge and innovation, library, and some practice management functions were tracked across separate records and systems, making it difficult to understand relationships between products, contracts, and budgets.
System: Designed a connected ecosystem using unique product identifiers to track products, contracts, and budgets independently or holistically.
Impact: Created a more unified view of the department’s technology environment and vendor spend over time.
Systems designed to improve oversight, reduce waste, and make operational information easier to manage at scale.
Problem: Thousands of litigation, patent, and news alerts needed oversight to avoid unnecessary spend, outdated subscriptions, and unclear ownership.
System: Built a governance tracker and self-service interface allowing attorneys to request cancellations, modifications, or visibility into who else receives the same alerts.
Impact: Made it easier to keep alert coverage clean without routing everything through the library team.
Problem: As platform usage expanded, the firm needed stronger standards around ownership, retention, and sustainable usage.
Impact: Scaled the platform to 300+ licensed users while establishing data egress, retention, and license distribution policies in collaboration with IT and department heads.
Initiative: Created and organized Smartsheet Week, an annual internal training program built around trainer hours included in our vendor contract. Ran for three years, growing from four courses to eight, with a waitlist each time. Led several sessions myself and coordinated the rest with a dedicated Smartsheet trainer as well as the firm’s internal tech training team.
Recovery and coordination systems built to bring structure, momentum, and accountability to difficult rollouts.
Problem: A documentation automation rollout went poorly, ownership was unclear during a firm reorganization, and the implementation lacked structure and accountability.
System: Built a centralized dashboard and supporting trackers to coordinate stakeholders, monitor issues, manage QA, and keep vendor responses moving.
Impact: Helped rein in a chaotic rollout, restore working relationships with the vendor, and regain control of the implementation. Progress was reported directly to firm leadership throughout. This artifact is featured on the Artifacts page.
Systems that support transaction visibility, workload awareness, and practice insight without exposing sensitive information.
Context: A Smartsheet-based platform used to track active and completed corporate transactions, participation across seniority levels, and capacity signals such as associate workload. Captures five years of transaction and staffing data.
Role: Took over a system that wasn’t stable. Formulas were wrong, data capture workflows were unreliable, and data had been lost. The numbers needed to be trustworthy for partners and firm leadership relying on them.
Rebuilt the data capture process to reduce manual entry by secretaries and cut down on input errors, and redesigned workflows to surface transaction and staffing data through a Smartsheet dashboard.
Leveraged Smartsheet apps to manage a multi-directional data flow across sheets, including maintaining a separation between an administrative view and a partner-facing view to account for data sensitivity requirements. Oversaw integration with internal financial systems to pull in billed hours.
Produced 90+ slides of documentation covering how workflows are built and why, business requirements, technical integrations, and troubleshooting guidance, written so that anyone, or Smartsheet support, could pick it up in my absence. Continue to work directly with Smartsheet to improve the system. Most recently led the effort to scope and finalize a SOW to address a remaining data duplication issue, which will eliminate the last manual process still required for the system to run. Currently in implementation.
Impact: Partners and firm leadership can trust the data they’re working from. The experience team and business development receive automated notifications and weekly digests when deal statuses change, and can access a high level dashboard when needed. Technical issues are now rare.
Information architecture work that connects tools, documents, and guidance into more usable internal resource environments.
Problem: When attorneys needed exemplars or forms, finding something wasn’t the only challenge. Knowing whether it was current or approved was just as uncertain. The result was a steady volume of outreach to colleagues and knowledge stewards that didn’t need to happen.
System: Conceived and designed a document repository connected to the DMS, Smartsheet, and a UI layer, with an emphasis on structure, visibility, and cleaner inputs. IT built the implementation to my specification.
Impact: The project was not launched, but the design reflects how I think about making document resources more navigable and internally connected. This artifact is featured on the Artifacts page.
Problem: Internal guidance, tool information, and practice resources often lived across multiple systems and were difficult to locate quickly.
System: Maintain and build intranet pages for departments and practice groups, pulling in data from the DMS, adding pages for new tools, and cleaning up what’s already there.
Impact: Improved discoverability of internal resources and made operational knowledge easier for teams to access and maintain.
In Progress: Currently supporting a new intranet build, focused on content and information architecture. Working with UI and technical vendors, with an emphasis on accuracy, relevance, and accessibility for the right audiences. Will then work with departments and teams across the firm to populate their pages.