CCBJ 2025 Summer Edition

Corporate Counsel Business Journal 2025 SUMMER EDITION VOLUME 33, NUMBER 2

Sustainability’s Legal Powerhouse KATHLEEN PATTON ON MISSION-DRIVEN GROWTH AT DIVERT

INSIDE Largest Law Firms Strengthen Market Grip, Approaching Half of All Corporate Legal Spend Global Biotech Patents in the AI Era Strategic Restructuring: Risk, Value and Change Intelligent Document Management for Efficiency and Compliance

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JANUARY • FEBRUARY 2021

In This Issue SUMMER EDITION VOLUME 33, NUMBER 2

AT THE TABLE . . . . . . . . . . . . . . . . . . . 2 2

Sustainability’s Legal Powerhouse Kristin Calve

LAW BUSINESS MEDIA

FRONT . . . . . . . . . . . . . . . . . . . . . . . . . 5 5

Kristin Calve EDITOR & PUBLISHER

Jennifer Coniglio ASSOCIATE PUBLISHER & VP, EVENTS

6

SVP AND MANAGING DIRECTOR, ADVERTISING AND EVENTS

Short Takes

PULSE . . . . . . . . . . . . . . . . . . . . . . . . . 9 9

Neil Signore

Largest Law Firms Strengthen Market Grip, Approaching Half of All Corporate Legal Spend

Global Biotech Patents in the AI Era Malaika Tyson

11 Strategic Restructuring: Risk, Value and Change Adrienne Walker

Matthew Tortora SENIOR DATABASE DIRECTOR

Katie Mills ACCOUNTING

13 Chemical Safety Meets Environmental Compliance Michal Freedhoff

14 Compliance Challenges in a Fractured World: Trade, Tech & Geopolitics Daniel Patrick Wendt

Please help us improve and expand our services to corporate counsel by sharing your ideas with our publisher, Kristin Calve, at 203-722-1188 or kcalve@ccbjournal.com.

OPS . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 16 Data and AI: A New Frontier for Legal Teams Paul Walker

18 CyberCoders Wins Preliminary Injunction to Protect Business Relationships Tyler Sims

19 Intelligent Document Management for Efficiency and Compliance Heath Harris

LEGAL TECH SPOTLIGHT . . . . . . . . .21 21 Legal Tech Spotlight Series Eudia

NETWORK The participants in the CCBJ Network demonstrate, through their many contributions, their unwavering commitment to the advancement and success of corporate law departments. The engagement and support of these “partners of corporate counsel” assure we continue to develop and distribute the news and information this unique and sophisticated audience relies on to meet the evolving legal and business needs of their organizations.

Strategic Partners Agiloft American Arbitration Association McGuireWoods LLP Mitratech Onit Thomson Reuters

Advisors CobbleStone Software Diligent Epiq LexisNexis LexisNexis CounselLink NetDocuments Purpose Legal

Contributors Association of Corporate Counsel Casepoint CLOC Consilio DXC Technologies Epona Linksquares mot-r OpenText Reveal SCCE

Kristin Calve At the Table

Sustainability’s Legal Powerhouse Kathleen Patton on Mission-Driven Growth at Divert

 Kathleen Patton, General Counsel at Divert, champions sustainable change through strategic leadership, innovative practices and a profound dedication to environmental stewardship.

CCBJ: What inspired your decision to join Divert?

Kathleen Patton: I was seeking a role at a mission-driven organization deeply committed to creating a positive social and environmental impact. During my research into Divert, I discovered the company’s impressive 17-year history and its unique leadership position in the wasted food space.

With the U.S. generating more than 63 million tons of food waste annually, contributing significantly to global greenhouse gas emissions, Divert has already made notable strides against this issue. Through strategic partnerships and ambitious growth plans, such as building 30 renewable energy facilities by 2031, Divert is poised for significant impact. My background in strategic transactions and risk management felt like an ideal match to support Divert’s leadership during this exciting growth phase.

Please share insights into your leadership philosophy and the experiences that have influenced your approach.

My leadership philosophy revolves around coaching and supporting team members in reaching their full potential.

Guiding others through their career development is deeply rewarding for me, a passion fostered by my experience directing professional development initiatives at a law firm and volunteering with Pay Forward Coaching. Mentorship, particularly for women and underrepresented minorities, enriches me personally and professionally—I often find that I learn as much from those I mentor as they do from me.

Additionally, my interactions within professional networks, including the Association of Corporate Counsel, continually offer fresh perspectives that shape my approach. These exchanges reinforce my collaborative leadership style and enhance my problem-solving abilities at Divert.

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When hiring, which qualities do you prioritize in prospective team members?

I highly value curiosity, eagerness to learn and receptiveness to feedback. Industry-specific knowledge can be taught, but cultivating a genuine enthusiasm for learning and growth is more challenging. Additionally, candidates should have a keen interest in understanding both legal complexities and the broader business context, enabling them to become effective partners to our internal stakeholders. Emotional intelligence (EQ) is equally essential as technical skills (IQ); individuals with high EQ contribute to inclusive, dynamic and creative teams focused on long-term mission-driven impact.

How would you characterize Divert’s organizational culture?

Divert’s culture is deeply mission-driven and centered around our commitment to “Protect the Value of Food™.”

We believe strongly in the synergy between sustainability, business success and positive societal impact. It is inspiring to be part of a team where colleagues share an authentic passion for creating a waste-free future, extending this commitment beyond work hours into personal endeavors.

Ultimately, our culture fosters enthusiasm, collaboration and a collective determination to address the global climate crisis meaningfully.

What advice would you offer to junior in-house attorneys aiming for career advancement?

While producing high-quality work is crucial, it’s equally important to effectively communicate your accomplishments. Don’t hesitate to highlight your successes professionally and confidently—doing so transforms

colleagues into advocates who may champion you in future opportunities. Regularly document your achievements, preparing you to articulate your value clearly during performance reviews or career discussions. Advocating for yourself is essential for career advancement.

What key changes would you like to see within the legal profession?

I advocate for continued and substantial progress in diversity, equity and inclusion (DEI) across the legal profession. DEI should permeate all levels—from law school admissions to promotions within firms and in-house legal departments. Diverse teams consistently produce better outcomes, making DEI integral to professional excellence. Additionally, progress in environmental, social and governance (ESG) initiatives, including standardized reporting and clear methodologies, would greatly benefit our industry. Establishing uniform ESG metrics will enable clearer demonstration of impactful contributions and facilitate meaningful comparisons across organizations. 

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Front

Largest Law Firms Strengthen Market Grip, Approaching Half of All Corporate Legal Spend

Big Law Firms near 50 percent of all legal spend LexisNexis CounselLink data shows firms with 750+ lawyers capturing a record 49.3 percent of corporate legal budgets, driven by premium practices with hourly rates surpassing $1,900. One notable exception: Regulatory & Compliance market share dipped in 2024.

The 2025 LexisNexis CounselLink Trends Report reveals that law firms with over 750 attorneys continued to consolidate their dominance, capturing 49.3percent of total legal spending in 2024, up from 48.2 percent in 2022. Approximately 100 firms now command nearly half of corporate legal expenditures, with certain high-value practice areas—such as Mergers & Acquisitions, Finance, Corporate and Regulatory & Compliance—driving their increased market share. Despite this upward trend, Large Law’s share of Regulatory & Compliance spending notably fell from 60 percent to 56 percent in 2024 and Commercial & Contracts saw slight declines for two consecutive years.

Notably, billing rates have reached new heights, with associates in premium practice groups billing over $1,900 per hour, underscoring the strong pricing power held by the industry’s largest players.

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SHO TAK RT

Briefly McGuireWoods Advises Rhythm Energy in Acquisition of Inspire Clean Energy Nick Whitehouse Appointed Onit Chief AI Officer to Extend Leadership of Next-Generation Legal AI Innovation Consilio Acquires TrueLaw, Strengthening Position as World’s Largest Legal Data AI Technology Provider

Leading CEOs Turn Uncertainty into Strategic Strength Resilience isn’t just a buzzword—it’s crucial and CEOs are central to embedding it in their companies. According to McKinsey’s analysis, “The CEO as Chief Resilience Officer,” 84 percent of executives acknowledge feeling unprepared for significant disruptions.

Successful CEOs make resilience practical, weaving it into their strategic planning, financial decisions, operational choices and external partnerships. Instead of waiting for trouble to strike, these leaders constantly test their readiness through realistic scenarios and encourage creative, flexible problem-solving.

They also foster meaningful relationships with external stakeholders, positioning their organizations to effectively navigate uncertainty and proactively respond to disruptions.

NCSC and American Arbitration Association® Launch AI-Enhanced Court Diversion Platform Barnes & Thornburg Represented BrightSpring Health Services in $304.5 Million Secondary Offering McGuireWoods Welcomes Danny Dellacona as Chief Talent Officer Epiq and BigHand Partner to Launch New Integrated Business Transformation Solution for Law Firms and Legal Departments

Source: McKinsey & Company

AI-Powered Cyber Threats: Fast, Furious and Coming From All Directions Artificial intelligence isn’t just speeding up innovation; it’s turbocharging cyber threats too. Corporate cybersecurity teams are bracing for an onslaught of sophisticated threats like ultra-realistic deepfakes, AI-enhanced phishing scams and aggressive IP theft—especially as China rapidly closes the innovation gap with the U.S.

Thomson Reuters Ushers in the Next Era of AI with Launch of Agentic Intelligence

China’s accelerating AI developments are a double-edged sword. On one hand, espionage-driven IP theft poses significant threats to corporate security. On the other, China’s strategic use of open-source platforms and seamless integration among government, businesses and academia might offer valuable lessons in agility and collaboration.

Agiloft Welcomes Legal Ops Veteran Navin Mahavijiyan as Marketing Director to Champion Community Engagement, Success and Impact

Cyber defenders need to get proactive, adopting real-time, AI-driven security tools and boosting collaboration with tech providers and researchers. Corporate attorneys and cybersecurity leaders must urgently pinpoint and counter these vulnerabilities to protect their organizations effectively.

Onit Unveils CounselMatch, A New Directory Powered

by SurePoint’s Leopard Solutions

Source: DarkReading

LexisNexis and Harvey Announce Strategic Alliance to Integrate Trusted, HighQuality AI Technology and Legal Content and Develop Advanced Workflows

SUBMIT YOUR ANNOUNCEMENTS TO editor@ccbjournal.com 6

ES

2025 SUMMER EDITION

Big Banks Plan Dollar-Backed Stablecoin to Compete with Crypto Top U.S. banks—including JPMorgan, Bank of America, Citigroup and Wells Fargo— are exploring creating a joint stablecoin, a digital currency pegged directly to the U.S. dollar, to streamline payments and rival cryptocurrencies. The project depends on upcoming stablecoin regulations, notably the GENIUS Act and involves key paymentsystem operators like Early Warning Services, which runs Zelle.

Source: Wall Street Journal

Contributors

Thanks to the law firms, technology companies, alternative legal service providers, management consultants and other supporters of corporate law departments who share their insights and expertise through the CCBJ network. Your parti­cipation is appreciated.

Michal Freedhoff, Ph.D., is Senior Policy Advisor at Holland & Knight, specializing in environmental policy, chemical safety and complex regulatory strategy.

Previously, Dr. Freedhoff served as Assistant Administrator for the U.S. Environmental Protection Agency’s Office of Chemical Safety and Pollution Prevention, where she oversaw landmark implementation of the Toxic Substances Control Act (TSCA) and critical policies addressing hazardous chemicals, including PFAS.

Malaika Tyson is a partner at Lathrop GPM, whose practice centers on corporate intellectual property (IP) and patent protection strategies. She works with clients ranging from early-stage startups to global enterprises, including research institutions, universities and multinational corporations.

Heath Harris is Senior Director of Applied AI at NetDocuments, where he leads the development of innovative, AI-driven document management solutions. Harris has extensive experience integrating generative AI and automation technologies into legal operations, transforming document workflows and knowledge management practices across organizations.

Kathleen Patton is the general counsel, Divert, a circular economy company on a mission to prevent food from being wasted through nationwide infrastructure and innovative technologies. She has more than 20 years of experience, having served as general counsel and secretary of both public and private technology companies, including most recently for Jobcase.

Adrienne Walker is a highly regarded advocate with over 25 years of experience fiercely defending her clients in both the boardroom and the courtroom.

Focusing her practice on business restructuring, commercial finance, workouts and bankruptcy litigation, Adrienne deploys a strategic and efficient approach to maximize clients’ interests and recoveries in the face of business uncertainty and financial distress.

Paul Walker is the Global Solutions Director at iManage, where he spearheads strategic innovation and the development of advanced solutions in legal technology.

With extensive experience in both engineering and legal technology, Paul is a thought leader in integrating AI and cloud technologies to enhance legal operations globally.

Tyler Sims is a shareholder at Littler Mendelson P.C., specializing in labor and employment law with a focus on restrictive covenants, trade secrets and unfair competition.

He has successfully represented employers in high-stakes injunction matters across Florida, New York and New Jersey. A former NCAA Division I and professional hockey player, Sims brings a unique perspective to his practice.

Daniel (Dan) Patrick Wendt focuses his practice on the Foreign Corrupt Practices Act (FCPA) and other financial laws, United States trade laws, corporate investigations and compliance program design and implementation, including third-party due diligence reviews and M&A-related due diligence reviews and integration efforts.

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10th Annual 2025 Directory of Leading Legal Technology and Project Management Solutions

DOWNLOAD NOW

We are thrilled to present our 10th Annual Directory of Leading Legal Technology and Project Management Solutions, formerly the In-House Guide to Tech, from CCBJ. Over the years, this guide has served as a solution for our many readers who look to bring new and innovative solutions into their corporate environment. We are incredibly fortunate to have access to many subject matter experts who represent any number of industries and solutions within the legal ecosystem.

Pulse Global Biotech Patents in the AI Era MALAIKA TYSON LATHROP GPM  Malaika Tyson, IP attorney at Lathrop GPM, discusses patent eligibility hurdles, jurisdictional pitfalls and how scientific rigor clarifies strategic decisions.

CCBJ: You earned your Ph.D. in Chemistry from Purdue and worked as a senior R&D scientist before becoming an IP attorney. How does your deep scientific background shape your patent counsel for biotechnology and pharma clients?

Malaika Tyson: As a Senior R&D scientist, I collaborated with groups including legal and business development.

At Sigma-Aldrich Biotechnology, I assisted corporate acquisitions by reviewing patents and helping the legal

team evaluate invention disclosures for patentability. I enjoyed seeing the corporate perspective and took law classes at Washington University. My academic lab training, combined with corporate experience interacting with business teams, enables me to provide practical, real-world advice. I understand both the science and business concerns behind patent decisions.

What initially attracted you to Lathrop GPM and how does this move help you better serve biotech and pharma innovators facing today’s IP challenges?

Lathrop GPM’s strong reputation for attorneys with exceptional scientific knowledge and sophisticated legal strategies drew me in. The team deeply understands complex legal and scientific challenges biotech and pharma companies face. The collaborative and strategic focus at Lathrop GPM

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goes beyond patent drafting, assisting clients throughout the entire patent lifecycle. Working alongside attorneys experienced with diverse clients—from startups to global leaders—allows me to build on my practice effectively.

Given your expertise in European Patent Office opposition and global patent enforcement, what key trends should biotech companies track closely to protect their IP internationally?

Companies should closely track evolving patent laws, which differ significantly between jurisdictions despite efforts at harmonization through treaties like the PCT. For example, the Amgen vs. Sanofi case clarified antibody patent enablement rules in the U.S., significantly limiting functional claims. However, some jurisdictions offer more flexibility. Companies should ensure their patent drafting considers these international differences.

Additionally, biotech firms should closely monitor how AI impacts IP law. With AI increasingly identifying drug candidates, defining inventorship and claim structure internationally will be crucial.

How do eligibility rules differ significantly across markets, particularly for biotech and pharma innovations? What strategic advice do you offer companies navigating these global IP complexities?

Start planning early. Companies—especially smaller ones—often focus heavily on securing U.S. patents first.

However, strategies effective in the U.S. may not align with other jurisdictions’ patent eligibility requirements. Early planning around commercialization, regulatory pathways and target markets is essential.

Understanding your budget and the markets where you’ll sell or manufacture helps prioritize jurisdictions. For instance, obtaining a patent in Indonesia is straightforward, but enforcement involves criminal rather than civil courts, limiting practicality. IP strategy must align closely with broader business goals.

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What, if any, reciprocity opportunities are there to consider in terms of patent eligibility cross-marketing?

Companies can strategically file priority applications in jurisdictions like Germany, allowing early searches and retooling before broader filing. The Patent Prosecution Highway (PPH) provides expedited processes when patents issued in one jurisdiction help accelerate examination elsewhere. However, nuances in claim structure and eligibility criteria differ across markets. Attorneys knowledgeable about these differences can strategically draft claims, leveraging pathways like the PPH for efficient international protection.

As AI reshapes R&D in biotechnology, how do you see the role of attorneys with scientific backgrounds evolving to meet clients’ IP strategy needs?

With AI increasingly involved in drug discovery, attorneys with scientific backgrounds need to expand their knowledge into areas like machine learning and bioinformatics.

Scientifically trained IP attorneys can effectively translate complex AI-generated data to patent examiners, ensuring strong protection for hybrid AI-biotech innovations.

The conversations around AI-biotech hybrid inventions are fairly nuanced and failure to bridge these two fields may result in under protecting an important innovation. Attorneys also need to monitor how different jurisdictions are approaching the patentability of these discoveries. 

Malaika Tyson is a partner at Lathrop GPM, whose practice centers on corporate intellectual property (IP) and patent protection strategies. She works with clients ranging from early-stage startups to global enterprises, including research institutions, universities and multinational corporations.

Strategic Restructuring: Risk, Value and Change ADRIENNE WALKER FOLEY & LARDNER

 In today’s volatile economic and regulatory environment, corporate restructurings are no longer reserved for moments of crisis—they are strategic tools for managing risk, protecting value and navigating change. In this conversation, Adrienne Walker, a restructuring partner at Foley & Lardner, shares her perspective on how distressed organizations can engage earlier, communicate more clearly and build lasting solutions—especially in regulated sectors like healthcare and education.

CCBJ: As restructuring practices and regulatory oversight continue to evolve, what developments are most likely to reshape the landscape for companies in financial distress?

Adrienne Walker: Policy volatility is driving today’s uncertainty. Tariff policy and lingering supply chain disruption from the COVID era continue to weigh heavily on manufacturers and other capital-intensive businesses.

Looking ahead, efforts to extend the Tax Cuts and Jobs Act without offsetting revenue could result in deep Medicaid cuts—an immediate concern for hospitals, skilled nursing facilities and others operating on thin margins.

There’s also some concern around the future of the municipal bond tax exemption. If it disappears, the impact would be felt across sectors like healthcare, education and infrastructure. Many of these businesses rely on taxadvantaged financing to fund essential projects and any shift in that framework could accelerate distress.

At what stage would you advise executives to consider a restructuring?

Ideally, before a crisis hits. When indicators like shrinking liquidity, tightening covenants, regulatory trouble or unexpected litigation begin to surface, that’s the time to engage. Early action creates room to negotiate with creditors, divest non-core assets or restructure operations

strategically. If companies wait until liquidity is gone, they lose leverage—and options narrow quickly.

Within highly regulated industries such as healthcare and education, what strategies best balance the demands of creditors, regulators and the courts during complex restructurings?

Start with a clear and credible exit strategy. From day one, you need to know what success looks like—and communicate that vision consistently.

To do that well, I suggest you: •

•

•

Understand the leverage each stakeholder holds— whether they’re secured lenders, trade creditors, regulators or labor.

Pressure-test your plan. Every operational decision— cutting staff, scaling back services—has downstream impacts, especially in regulated sectors.

Stay flexible. Things will change. But any shift in direction should be intentional and well-explained.

What distinguishes attorneys who consistently build consensus among diverse stakeholders in highstakes reorganizations?

Deep listening. Successful restructuring lawyers are curious by nature and strategic by training. They

Adrienne Walker is a highly regarded advocate with over 25 years of experience fiercely defending her clients in both the boardroom and the courtroom.

Focusing her practice on business restructuring, commercial finance, workouts and bankruptcy litigation, Adrienne deploys a strategic and efficient approach to maximize clients’ interests and recoveries in the face of business uncertainty and financial distress.

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pick up on what’s said—and what isn’t—and use that insight to identify common ground.

their counterparts know you’ll stand by what you say—both in court and at the negotiating table—you earn trust.

When consensus can’t be reached, they’re not afraid to narrow the dispute and ask the court for targeted rulings.

That process often builds the momentum needed to get the rest of the deal done.

You recently joined Foley & Lardner as a partner within their restructuring group. What factors informed that move?

During sensitive restructuring processes, what fundamental principles enable attorneys to sustain trust, clarity and effective communication with clients?

Consistency and candor. Stakeholders may not always agree with your position, but if you’re clear and principled, they’ll respect it. Transparency is essential. When your clients and

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For my clients—especially those in healthcare, education and other highly regulated sectors—complex restructurings require more than just insolvency expertise. They demand regulatory insight, transactional support and the ability to pivot fast. Foley has that depth and agility. The firm’s culture of advocacy, training and service also really resonated with me. It’s a place where I can practice at the highest level—and where values are lived, not just stated. 

Chemical Safety Meets Environmental Compliance MICHAL FREEDHOFF HOLLAND & KNIGHT

 Michal Freedhoff speaks on strategic regulatory compliance, sustainability breakthroughs and navigating bipartisan complexities in corporate governance.

CCBJ: Given your extensive experience leading chemical safety oversight at the EPA, why is this the right moment to transition into private practice at Holland & Knight?

Michal Freedhoff: In the 26 years I spent in the House, Senate and, most recently, EPA, there was one consistent thing every single company I met with said they needed: regulatory certainty. I’ve worked in-depth on issues like chemical and pesticide safety, vehicle fuel economy and greenhouse gas standards and safety, sustainability, homeland security and consumer protection. With changes to a wide range of policies, regulations and laws happening at what feels like lightning speed, this is a great time to help companies develop and secure durable solutions.

Your career spans major bipartisan legislative achievements—from TSCA reform to regulating PFAS. How will you leverage your deep legislative expertise to benefit clients navigating complex regulatory challenges?

I’ve spent much of my career identifying consensus approaches to complex problems and can use that experience to help companies doing just that. I am the only person in the world who both played an instrumental role in negotiating the 2016 re-authorization of Toxic Substances Control Act (TSCA) and the per- and polyfluoroalkyl substances (PFAS) provisions enacted as part of the 2020 defense bill and then led implementation efforts of those very same laws as a Senate-confirmed leader at EPA. I’ve also played lead negotiating roles in legislation and policy related to vehicle fuel economy and greenhouse gas standards, along with significant Congressional oversight of federal implementation efforts of those same laws/policies.

I know how to turn complex, technical issues into laws that can be enacted with near-unanimous support—and I know the processes by which the scientists and regulatory experts at EPA are likely to implement those laws.

Chemical safety and environmental regulations are increasingly intersecting with business priorities and ESG initiatives. In your new advisory role, how do you see yourself shaping strategies that bridge regulatory compliance and corporate sustainability?

I think bridging that gap could become even more challenging if environmental regulatory approaches become increasingly divergent across federal and state governments, as well as in other countries. It will be important to find the ‘win-wins’ that can meet both the regulatory compliance needs and the sustainability goals of companies.

What key trends or emerging regulatory issues should corporations prioritize now to mitigate environmental risks and avoid regulatory pitfalls in the coming years?

An emerging issue that stands out starkly to me: the re-shaping of the federal workforce and the potential departures of large numbers of key experts, lawyers and long-time leaders within EPA and other agencies.

Companies will likely need to form new relationships with newer or less-experienced career leaders. They may need to spend considerable time familiarizing new agency leaders about their issues and priorities and as a result, may face delays or unexpected changes to longstanding practices.

Having a team of experienced advisors who know the people, processes and changing regulatory landscape will be integral to minimizing disruption and delay.

With an extensive history of bipartisan collaboration, how will you approach advising clients in today’s polarized political environment to achieve lasting, consensus-driven outcomes?

I started on the Hill in 1996 – two years after the ‘Contract with America’ mid-term election, in a legislative environment that was already plenty polarized, especially on environmental issues. My approach to bipartisan collaboration and achievement, which is based on building lasting, trusted and respectful relationships with my colleagues and counterparts, has always been key to the outcomes I’ve been able to secure. 

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Compliance Challenges in a Fractured World: Trade, Tech & Geopolitics DANIEL PATRICK WENDT HONIGMAN

 From paused FCPA enforcement to AI-enabled fraud and rising ATA investigations, the global compliance landscape is shifting fast. In this exclusive with CCBJ, a partner at Honigman details the biggest risks ahead—from tariff fallout and supply chain reclassification to the expanding reach of anti-terrorism statutes. National security–linked sectors, including AI, semiconductors and pharma, should expect increased scrutiny as enforcement priorities evolve.

CCBJ: Your move to Honigman occurs amid rising protectionism and increasingly complex global trade regulations. Which regulatory developments do you expect will present the most significant compliance challenges for U.S. businesses in the near future?

Daniel Patrick Wendt: Many companies are grappling with how to adjust to new tariffs that disrupt established supply chain models. These changes are prompting fundamental questions about the viability of certain business lines—or entire operations. As a result, companies face increased pressure around product classification, country-oforigin declarations and other compliance-sensitive determinations.

As geopolitical tensions escalate, the risk of corruption and enforcement under the Foreign Corrupt Practices Act (FCPA) remains high. What new compliance risks should companies anticipate and what strategies can help mitigate exposure?

Companies are responding to the Administration’s recent pause in FCPA enforcement by reaffirming their internal commitment to anti-corruption laws. This is a necessary step to counter any misperception that enforcement no longer applies or that compliance standards have been relaxed.

At the same time, non-U.S. companies are concerned that enforcement may shift disproportionately toward them.

In this uncertain environment, companies should expect

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to encounter proposals that stretch or breach compliance boundaries. Now more than ever, it’s essential to maintain ongoing, candid dialogue with global business teams about corporate standards—ensuring alignment with both current laws and future enforcement priorities.

Cross-border corporate investigations are becoming more aggressive and expansive globally. What emerging enforcement trends should multinational corporations be closely monitoring, particularly given current geopolitical uncertainties?

Companies should closely follow developments under the Anti-Terrorism Act (ATA) and comparable international laws. In 2022, the U.S. government brought a landmark case against Lafarge for making payments to ISIS in Syria. Since then, federal enforcement has prioritized actions against cartels and transnational criminal organizations, many of which are now designated as terrorist entities.

Industries tied to national security will remain a central focus for regulators. This includes defense, AI, semiconductors, telecommunications and finance.

Companies engaging with third parties linked to such groups—or making payments under pressure—may be exposed to civil or criminal liability under the ATA. Most compliance programs are designed to detect improper payments to government officials but may not be equipped to identify transactions involving militant or terroristaffiliated entities. That gap presents a growing risk.

Digital technologies, including AI-based compliance solutions, promise improvements but also raise new risks and complexities. In what ways do you anticipate digital innovation will complicate, rather than simplify, trade compliance and due diligence efforts?

A primary concern with AI is the ease with which bad actors can create authentic-looking documentation to evade scrutiny. This includes invoices, business registration forms, export licenses, timber permits and more. As fabricated documentation becomes more sophisticated, due diligence and supply chain vetting will require deeper validation processes and independent verification—raising both the cost and complexity of compliance.

Given your experience advising clients across multiple industries, which sectors do you believe will face the toughest scrutiny from regulators in the coming years and what underlying factors will drive that heightened focus?

Industries tied to national security will remain a central focus for regulators. This includes defense, AI, semiconductors, telecommunications and finance. The current administration has also emphasized the importance

of self-sufficiency in times of conflict, bringing additional attention to sectors such as steel, pharmaceuticals and other critical infrastructure.

Enforcement will continue to evolve in tandem with shifting definitions of national interest and economic resilience. 

Daniel (Dan) Patrick Wendt focuses his practice on the Foreign Corrupt Practices Act (FCPA) and other financial laws, United States trade laws, corporate investigations and compliance program design and implementation, including third-party due diligence reviews and M&A-related due diligence reviews and integration efforts.

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Ops Data and AI: A New Frontier for Legal Teams PAUL WALKER iMANAGE  At #CLOC2025, Paul Walker of iManage explores the shift toward data-driven decision-making in corporate legal. He discusses how generative AI, analytics and effective data governance are reshaping legal operations, addressing real-world challenges in managing massive document volumes and complex searches.

CCBJ: iManage is a huge brand with many partners, products and services provided directly to clients. Can you give us a brief background and tell us more about what you’re showcasing this week?

Paul Walker: As you noted, iManage is a big brand, yet it retains the feel of a smaller, agile company. We experienced significant reinvigoration in 2015 when we divested from

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HP, granting us the autonomy to innovate more freely.

Within a large organization like HP, niche-focused solutions can struggle to gain traction. By going independent, we’ve had the freedom to reinvent ourselves significantly.

Historically, our expertise lies in document and email management—capturing and organizing documents and emails to create comprehensive matter files. These files ensure that anyone can quickly access the rationale behind decisions, the finalized agreements and regulatory compliance information long after transactions close. Over the past decade, this approach has dramatically expanded into corporate legal departments. Lawyers transitioning from law firms to corporate legal roles quickly recognized the limitations of generic corporate tools, which aren’t designed for the massive scale and complexity that legal operations require.

Our cloud platform has been transformational. Today, it houses approximately 15.5 billion items, growing by roughly half a billion pieces of content monthly. Nearly 3,000 customers rely on this platform to securely store critical documents related to some of the most consequential political, social and economic decisions worldwide. The integrity of this data directly impacts lives, underscoring its significance.

We’ve also fostered an ecosystem of integrated applications, both internally developed and externally partnered solutions, particularly notable now with the rise of AI tools from Harvey and other providers. Clients seek these AI capabilities but prefer to keep their sensitive data within our trusted repository.

That’s intriguing. It aligns with discussions I’ve heard around creating a definitive database of record—similar to debates about establishing reliable educational materials.

Exactly, we’re thinking along very similar lines. The emergence of generative AI over the past two years has made data quality and location central concerns for our clients. There’s a noticeable shift toward seeking a “single version of the truth.” We see more roles in legal operations and knowledge management explicitly emphasizing knowledge and data stewardship.

Historically, legal teams produced and maintained critical documents before returning them to various business units, leading to fragmented control. With AI entering the picture, there’s now some regret over past practices because highquality, well-structured data is essential for AI to deliver valuable insights. Early expectations of generative AI effortlessly navigating unstructured data have given way to the realization that AI requires clear, context-rich inputs.

Context seems key.

Absolutely. Users initially struggled with generative AI interfaces because prompts were too open-ended. We realized quickly that we needed to embed structured prompts behind user-friendly buttons, making tasks like summarizing depositions straightforward. Microsoft’s experience with

Copilot reinforces this point—users want simplicity.

As an engineer by background, I’ve observed AI dramatically reduce the time needed to build apps.

Eventually, AI might become intuitive enough that users without coding knowledge can build apps on demand.

That’s a significant shift.

Indeed. Initially, many legal firms built custom AI solutions, but we’re seeing a shift toward off-the-shelf products due to their maturity and reliability. Firms have even acquired tech companies to secure their critical AI investments and talent, which raises the ongoing debate about whether law firms should maintain technology businesses internally.

Interestingly, professionals from other industries entering legal tech initially perceive the sector as outdated. However, the real issue is that the necessary technology for analyzing unstructured legal language didn’t previously exist. Only now, with advanced AI, can legal teams truly benefit from tech-driven efficiency.

What is your primary focus here today?

Our main focus is enabling our clients to leverage their existing data more effectively through advanced AI and analytics capabilities.

Clients frequently request complex searches—like quickly finding recent indemnity clauses in leases for specific jurisdictions.

Answering such questions requires deep, clauselevel document analysis combined with broader contextual understanding to deliver precise, actionable insights. 

Paul Walker is the Global Solutions Director at iManage, where he spearheads strategic innovation and the development of advanced solutions in legal technology.

With extensive experience in both engineering and legal technology, Paul is a thought leader in integrating AI and cloud technologies to enhance legal operations globally.

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CyberCoders Wins Preliminary Injunction to Protect Business Relationships TYLER SIMS LITTLER MENDELSON

 Tyler Sims, a shareholder with Littler Mendelson with expertise in enforcement of restrictive covenants, discusses swiftly obtaining the strategic approach to securing a preliminary injunction in the competitive recruiting industry.

CCBJ: CyberCoders acted immediately following the abrupt resignation and alleged solicitation by two former employees. Why was the speed of this response particularly significant in obtaining the preliminary injunction?

Tyler Sims: Moving quickly when there is a violation of restrictive covenants is critical in order to demonstrate to the court that this is an emergency situation and the client would be irreparably harmed without court action. In this case, the two former employees hired 10 of CyberCoders’ top recruiters, including 5 of the 6 managers from the recruiting division run by one of the two former employees, to work at their new competing recruiting firm. CyberCoders was very concerned that the two former employees would continue soliciting its employees and they and the other 10 employees would solicit CyberCoders’ clients and candidates in violation of their agreements with CyberCoders. Since we were able to move quickly to secure a preliminary injunction, CyberCoders was able to protect and preserve its client and candidate relationships and goodwill and prevent the former employees from diverting business from CyberCoders’ customers.

What specific evidence or key arguments did you find most persuasive in convincing Judge Cannon that CyberCoders faced irreparable harm?

First, the two former employees were high-level employees at CyberCoders who established long-standing client relationships and repeat business. One was a VP who was responsible for his own recruiting division at CyberCoders.

The other was second in charge in that same recruiting division. These high-level leaders—while employed at CyberCoders—actively recruited the 10 employees to join 18

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their competing firm, ultimately taking all 10 employees within 36 hours of their departure. Secondly, the former employees admitted to actively seeking to do business with CyberCoders’ customers—customers that the employees had worked with while at CyberCoders, using CyberCoders’ proprietary Cyrus platform.

How did the Court determine the geographic and relational scope of the preliminary injunction and what implications does this decision hold for similar restrictive covenants in employment agreements?

The Court determined that the geographic and temporal scope contained in the agreements was enforceable under Florida law. This decision reaffirms that Florida law provides strong protections for the enforcement of properly drafted restrictive covenants.

Given CyberCoders’ role as a permanent-placement recruiting firm, what unique strategic considerations did you have to address to effectively argue this case?

It was critical for us to demonstrate the significant relationships and goodwill that the former employees established with CyberCoders’ customers and candidates while they were employed by CyberCoders. Even in a business where customer relationships are non-exclusive, these relationships and goodwill supported the enforcement of the restrictive covenants. We also needed to present understandable evidence to the Court about CyberCoders’ proprietary Cyrus system, which gives CyberCoders a competitive edge in the recruiting industry.

Looking forward, how do you see this preliminary injunction impacting future cases involving restrictive covenants in industries highly dependent on specialized employee relationships, such as recruitment and staffing?

Again, this decision reaffirms that recruiting and staffing employers with Florida employees can enforce restrictive covenants in Florida as long as they are properly drafted to be compliant with Florida law. 

Intelligent Document Management for Efficiency and Compliance HEATH HARRIS NETDOCUMENTS

 Heath Harris discusses how intelligent DMS and applied AI streamline document management and collaboration for corporate legal departments.

CCBJ: Heath, you’ve worked with us before. To start, could you clarify NetDocuments’ distribution model?

You’re direct-to-client but also have partnerships and resellers, which can sometimes cause confusion.

Heath Harris: We primarily work directly with our customers, but we also have a growing network of partners who play a key role in helping firms get the most out of NetDocuments. That includes implementation and support partners, as well as an ever-growing ecosystem of integration partners who make it easy for legal professionals to work seamlessly within the systems they already use every day.

Is this approach particularly beneficial for smaller organizations or certain types of teams?

We often work alongside consulting and implementation partners who help tailor solutions to each client’s needs.

Our own team supports these partners throughout the process to ensure a smooth, successful rollout. Many clients appreciate having a trusted partner guide them through the implementation.

When organizations approach NetDocuments, what common pain points do they typically share with you?

Clients often face challenges with fragmented document storage and management. They struggle with disorganized files, limited visibility into document relationships, inefficient collaboration, inconsistent version control and concerns about data security. While general-purpose systems like SharePoint may work well for broader organizational needs, legal professionals require tools purpose-built for their unique workflows. NetDocuments meets this need with centralized management, legal-specific collaboration tools and advanced AI-driven search and automation capabilities.

Do you see more friction occurring within departments or is the challenge typically around interdepartmental collaboration?

It varies, particularly within corporate legal departments.

Litigation teams often rely heavily on external counsel and may have simpler DMS needs, primarily tracking finalized documents. Conversely, corporate legal teams manage high volumes of documents, requiring extensive collaboration and enterprise integration. Another critical issue is ensuring consistent use of approved templates across various departments, preventing unauthorized deviations that create compliance risks.

Is this where document management systems particularly excel—preventing unauthorized local downloads, edits and distribution via email?

Exactly. A good DMS ensures compliance by controlling how documents are accessed and altered. It maintains a clear audit trail, essential for mitigating risks from unauthorized or undocumented modifications. This approach helps legal departments fulfill their advisory roles effectively and reduces exposure to disputes stemming from mismanaged document revisions.

Can you elaborate on how NetDocuments specifically tackles the challenges of cumbersome processes that historically discouraged use of document management systems?

We focus intensely on reducing user friction. For instance, we’ve streamlined email filing by intelligently suggesting associated matters or cases directly within the user’s workflow. With minimal clicks, documents and emails can be efficiently filed into the DMS without complicated profiling. Automated backend processes handle most tasks, significantly reducing the steps involved and enhancing user efficiency.

Additionally, our background automation applications significantly ease administrative burdens. Tasks like profiling large sets of documents—previously lengthy,

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manual summer projects—are now automated using generative AI. The system intelligently classifies and organizes documents using metadata, greatly enhancing searchability and retrieval accuracy.

Could you speak more to the significance of automation and artificial intelligence in this context?

Our vision is clear: we bring AI to your content, integrating seamlessly into existing workflows. Lawyers predominantly use tools like Word, Outlook and Teams, so our goal is to embed advanced capabilities directly into these familiar environments, enabling lawyers to do their best work in the platforms they already are using. An intelligent document management platform like NetDocuments—with automation and AI—helps ensure content stays compliant while improving collaboration and productivity, all without disrupting daily operations.

What about speed and capacity concerns? Historically, robust document management systems were seen as a hindrance due to security-related performance issues.

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Addressing this has been central to our approach. We’ve significantly reduced the number of clicks needed for essential tasks, such as filing emails and documents, through intelligent, context-aware suggestions. Our background automation, powered by generative AI, processes document profiling at scale efficiently and accurately. This eliminates performance bottlenecks traditionally associated with intensive manual tasks, dramatically improving speed and user satisfaction.

When we think about the future, we think about semantic search capabilities that will profoundly improve how legal teams find, reuse and collaborate on documents and data. This will directly enhance operational efficiency and decision-making quality.

Finally, could you describe the broader implications for knowledge management professionals with the advent of generative AI? This moment marks a significant transformation for knowledge management. Previously, achieving accurate classification required extensive manual examples for machine learning algorithms—a costly and time-intensive endeavor. Generative AI has fundamentally altered this landscape, making it vastly easier and more cost-effective to manage large document volumes accurately. The result is unprecedented efficiency, precision and operational agility, fundamentally reshaping how knowledge management is practiced. 

Heath Harris is Senior Director of Applied AI at NetDocuments, where he leads the development of innovative, AI-driven document management solutions. Harris has extensive experience integrating generative AI and automation technologies into legal operations, transforming document workflows and knowledge management practices across organizations.

LEGAL TECH STARTUP SPOTLIGHT Founded in 2023 and based in Palo Alto, California, Eudia develops augmented-intelligence software designed to streamline operations for corporate legal departments. Its platform uses artificial intelligence and rigorous data security protocols to automate routine tasks such as document analysis, contract review and workflow management, enabling legal teams to prioritize strategic decision-making.

In February 2025, Eudia secured $105 million in Series A funding led

by General Catalyst, alongside investors Sierra Ventures, Floodgate, Defy Partners and prominent angel investors including Andrew Sieja, Christopher Ré, Gokul Rajaram, Michael Gamson and Scott Belsky. The funding highlights investor confidence in Eudia’s targeted approach within the rapidly growing fields of legal tech and AI. “The Augmented Intelligence Era enables expert legal professionals to operate at an entirely new level,” said Omar Haroun, CEO and co-founder of Eudia. “Our platform frees teams from low-value, timeconsuming tasks, allowing them to leverage their judgment and creativity more effectively.”

Rob Beard, Chief Legal Officer of Coherent, added, “Eudia is headcount I don’t have to hire. It’s enterprise risk reduction that helps us understand the legal data we already have.”

Eudia’s leadership team includes Haroun as CEO, David Reyk as Chief Operating Officer and Ashish Agrawal as Chief Technology Officer, whose combined expertise underscores the company’s commitment to innovation and operational excellence.

Eudia competes with established firms such as Harvey, Luminance and Cicero, distinguishing itself through its pragmatic focus on integrated AI agents and workflow solutions tailored specifically for corporate legal operations.

Source: Pitchbook (As of May 2025)

COMPANY OVERVIEW EXECUTIVES Omar Haroun, CEO and Co-Founder David Van Reyk, Chief Operating Officer Ashish Agrawal, Chief Technology Officer

EMPLOYEES 75 (as of May 2025)

KEY INVESTORS General Catalyst (lead investor) Sierra Ventures Floodgate Defy Partners

ANGEL INVESTORS Andrew Sieja, Christopher Ré, Gokul Rajaram, Michael Gamson, Scott Belsky

For more information, visit www.eudia.com.

TO NOMINATE A STARTUP TO BE FEATURED, EMAIL KCALVE@CCBJOURNAL.COM.

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