This plan sets out the focus of Juro’s legal team for H1 2026.

Overall goal for H1

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Start building Legal as an operating system

We will lay the foundations for automation and self-serve by default on legal work at Juro.

To do this, we will:

• implement basic KPIs to measure our performance
• lead from the front in adopting AI and automation in routine contract work
• improve our data on organisational risk </aside>

How will we do this?

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A strategy is not everything the Legal team must do at Juro. It is a statement of the most critical things we must do to achieve our mission.

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We believe that putting basic KPIs in place will allow us to see if our strategy is working. Measurement must be automated, or maintaining it will drain the team’s resources.

KR1: 100% of Sales / CS deals closed track Legal involvement KR2: Legal involvement reporting is automated in the Master KPI sheet | O2: Close deals without legal

We believe we’ll close more deals quicker if Legal gets out of the way. And we’ll have more time to innovate to build scalability into Legal.

KR1: 90% of Sales / CS deals are closed without Legal involvement | O3: Monitor operational risk

We believe that responsible AI requires both risk and benefit data. Centralising risk data now unlocks better automation later.

KR1: Material risk decisions are logged with an owner **** KR2: Q1 and Q2 risk sprints are held | | Why | Situation

Technology is making automation in legal work possible at a scale never seen before.

Complication

Legal does not currently measure its impact clearly. This makes it harder to improve performance. | Situation

AI and automation make it possible to embed legal standards directly into contract workflows.

Complication

When Legal is involved in routine work, we create bottlenecks and distract from higher-value activity. | Situation

Early stage companies often move fast without structured risk monitoring.

Complication

As we scale and engage more sophisticated customers (often within regulated markets), unmanaged risk becomes a burden. AI brings scale that amplifies existing risks. | | What is the objective | 🔎 Vision lens

Build an effective Legal operating system that reduces friction while protecting the business.

🔎 Value proposition lens

If we measure properly, we can optimise resource allocation to improve speed without increasing risk.

🔎 Corporate strategy lens

Better measurement supports capital efficiency. | 🔎 Vision lens

Reduce Legal involvement in routine deals so we can scale faster, and spend time scaling Legal judgement through systems.

🔎 Value proposition lens

We eliminate avoidable legal work and reduce obstacles to revenue generation.

🔎 Corporate strategy lens

Scaling without linear headcount growth is critical to profitability and improving free cash flow. | 🔎 Vision lens

Expose and systematise operational risk to unlock greater automation and better oversight.

🔎 Value proposition lens

Good risk data supports faster, better decisions with lower Legal involvement.

🔎 Corporate strategy lens

Risk oversight becomes more important as we scale, raise further capital, and serve a larger number of customers. |

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You made it to the bottom of the plan! Share feedback or challenge with @Michael Haynes directly.

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