Chris Bridges
Aside from being a technology solicitor, I’ve had a portfolio career with experience in both application engineering and change management. This proves useful in my client facing and internal roles at Tacit Legal.
For clients, it means that I’ve seen the industry from both sides. I can give them advice based on first-hand experience. My focus is on regulated sectors and those selling to regulated sectors. My typical work includes:
- assisting buyers of IT in drafting and negotiating contracts and navigating the issues that come up on change programmes, particularly in relation to business-critical systems;
- helping vendors commercialise their IP and prepare for enterprise procurement processes; and
- advising both buyers and vendors on data protection compliance in the context of technology, often involving use of personal data in new ways.
My hands-on tech background also informs my role as Tacit Legal’s Chief Operating Officer, allowing me to take the lead on technology, finance and developing our managed services offering.
I’m by nature a problem fixer, which enables me to identify ways to simplify and standardise our processes, technology and services, and automate things that make sense to be automated. The Tacit Legal approach is to start with the end-user’s experience and work backwards.
The result is a frictionless journey, sensible and transparent fees, and employees that love their work. All of which makes the boat go faster for our clients.
I’m constantly looking out for opportunities to improve colleague and client experiences, make budgets go further and ultimately do my part in helping the legal industry “catch up” with other industries. I believe clients and our employees deserve fairness, transparency and the same sleek service we've collectively become so used to in everyday life.
Articles
What does DORA mean for UK financial services businesses?
DORA ushers in a new era of regulatory scrutiny for financial services businesses, one which requires more day-to-day scrutiny of contracts, more record keeping and more reporting.
What blocks implementing playbooks and contract risk policies?
Inhouse counsel we speak to almost universally agree that having a playbook or risk policy for supplier contracts would be a good thing. But what is stopping them?
The valuable information hidden in your business-as-usual contracts
Your BAU contracts could be hiding a wealth of management information. We show you where to look for it and how to unlock its value.
Five steps to managing risk in your business as usual contracts
Out of necessity, legal teams tend to focus on critical and higher values contracts. But in most organisations it is possible that the unreviewed contracts are collectively more valuable or risky. How do you go about managing contract risk at scale?
Is your project doomed to fail?
Getting user buy-in is crucial to achieving ROI, whether you’re looking at a new tool for your team to use or implementing a change that directly affects your team’s internal clients.
A practical guide to augmenting your legal team with process, technology and data
Where do you start? Which activities in your team lend themselves to being augmented with process, technology and data? And how do you get from A to B?
Building a firm from scratch – the blueprint
Given the opportunity to start with a blank piece of paper, we've thought very carefully about what we need to run the firm efficiently.
Building a firm from scratch – why go on our own & our vision
Why we started your own firm rather than join one, and our aspirations for what Tacit Legal will feel like for our clients and our colleagues.