Most in-house teams have years of contracts, decisions, and institutional knowledge locked away in systems that were never built to talk to each other — let alone to AI. I help you change that.
Legal departments are under pressure to adopt AI. The board wants a strategy. The vendors are calling. And somewhere in your DMS, your SharePoint, your inbox, there's a contract database that nobody can quite find.
The truth is: most legal teams aren't blocked by a lack of AI tools. They're blocked by a lack of AI-ready data.
Before you can build anything intelligent on top of your legal operations, you need to know what you have, where it lives, and what shape it's in. That's where I come in.
I work with in-house legal teams at three levels — depending on where you are and where you want to go.
A structured assessment of your legal data landscape. I map what you have, identify where it breaks down, and give you a clear picture of which AI use cases are realistic — and in what order to pursue them.
A General Counsel or Head of Legal who needs an honest baseline before investing in AI tooling — or before answering the board's next question about AI strategy.
The Quick Scan shows what's possible. Here, we build the foundation to get there — redesigning a core process, architecting the data your AI tools need, piloting a first agentic workflow, or standing up the governance to run it safely. One focus, fully worked through.
→ We build the solution together, so it carries your department's handwriting, not mine.
For teams ready to run this in daily operation. We stay alongside your General Counsel and Legal Ops function as the processes, workflows, and governance become a working system your department owns.
→ A legal department where people and AI work together — each doing what they're actually good at.
I'm Sebastian Haase — an in-house counsel and Legal Ops & Digital Transformation specialist.
For several years I led Legal Operations and Digital Transformation at a global industrial company. That meant sitting at the intersection of what the legal department needed, what the IT organization could build, and what AI could realistically deliver — and figuring out how to close the gap between all three.
The Quick Scan methodology, the data architecture approach, the human-in-the-loop design principles I work with — none of it came from a consulting framework. It came from doing it.
I now work independently under the name Legal Frontier, helping in-house legal teams build the foundation they need to become what I'd call a frontier firm.
Legal work won't be replaced by AI. It will be redistributed — between people and agents. The firms that get this right won't be the ones with the most tools. They'll be the ones where lawyers use AI to make better decisions, faster, with fewer resources.
If you're a General Counsel or Head of Legal thinking about AI readiness — or if you're not sure where to start — I'm happy to spend 30 minutes on the phone. No pitch. No deck. Just a conversation about where you are.