August 6, 2025 • 11 mins
I spoke with Gabriel Buigas, the Executive Vice President of Legal & Compliance Solutions at Integreon, a global provider of tech-enabled legal and business solutions. We discussed how legal teams are utilizing generative AI to enhance regulatory compliance, the compliance management challenges legal departments are facing, and where in-house teams are effectively using generative AI beyond compliance.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Welcome to Reinventing Professionals,a podcast hosted by industry analyst
Ari Kaplan, which shares ideas,guidance, and perspectives from market
leaders shaping the next generationof legal and professional services.
This is Ari Kaplan and I'm speakingtoday with Gabriel Buigas, the
(00:24):
Executive Vice President of Legal andCompliance Solutions at Integreon,
a global provider of tech enabledlegal and business solutions.
Hi Gabriel.
How are you?
Great, Ari.
How are you doing today?
I'm doing really well.
I'm looking forward to this conversation.
Tell us about your backgroundand your role at Integreon.
Started in big law, but I migrated tofrom big law to in-house, and spent
(00:49):
almost 20 years at Hewlett Packard.
Part of my portfolio at Hewlett Packardwas legal strategy and operations.
Before HP broke up into variouspieces, it was about a 1200 person
legal department, so we learned alot about legal services delivery.
We learned a lot about legaltransformation, and because
we were in the IT industry, welearned a lot about disruption.
(01:09):
The IT industry undergoes disruption allthe time, and it helped prepare us for the
current environment that we're in Today.
Today I am the executiveVice President for Legal and
Compliance Solutions at Integreon.
We've done a heavy pitch into GenAI,so we are really excited about talking
about why we've moved in that directionand what are we doing in that space.
(01:31):
How are legal teams usinggenerative AI to enhance regulatory
compliance among other use cases?
Starting specifically on regulatorycompliance, the focus that we're
seeing is regulatory tracking.
If you're a global company in aparticular industry, you want to track
what's happening around the world, AIcan help you extract the information
(01:54):
that you need to know what's in thepipeline, what's coming through,
and how you're going to react to it.
Once you actually track the regulation,some people are using it for
summarization, to make it a little bitmore understandable, easy to follow,
to figure out gaps in current policiesaround what the regulatory change
is going to be, and then how do Iaddress any gaps that I may identify
(02:15):
now that I've leveraged the AI.
Some folks do first draft of policies.
Obviously you always need the human inthe loop, but some will swear that you
can produce a pretty good first draft.
Today, you can actually create a help desktype functionality with a good knowledge
base, and people can simply query it.
So people can get real timecompliance advice and information.
(02:37):
We move fast in the gen AI spacebecause the bulk of my business is
in contracts, outsourced contractingwork, contract related project work,
and GenAI has a lot of good use casesin that space, from helping you create
the content you need, like harmonizingtemplates, quickly creating playbooks.
(02:57):
It allows you to redline changes toyour contract and quickly understand
whether those changes are alignedwith your playbooks . Plug-and-play
language depending on how youwant to handle that matter.
It's great for data migration,it's great for due diligence.
So there's a lot of use cases in thecontracting space that we're seeing today.
We're seeing some things aroundlitigation, around depo summary
(03:20):
work, early case assessment.
Litigation's a little bit behindcontracts, but people really are
starting to experiment more andmore on the potential of GenAI.
What inspired Integreon to develop asolution to support compliance management?
One of the reasons we focusedon compliance management,
number one is there's a need.
(03:41):
You'll rarely talk to a chief complianceofficer that doesn't have enough work to
do, so one of their challenges is stayingabreast of everything they have to do.
Sometimes, you have a new regulationcoming in place that is gonna affect
a very broad contracting portfolio.
Let's say you have 30,000 agreements.
Now you have to look into and seewhat changes you have to make to your
(04:02):
portfolio based on that regulation.
Traditionally, it was avery expensive proposition.
First in-house teams, nobody has thatkind of bandwidth . If you went to a law
firm, it's a very expensive propositionto have them review 30,000 agreements.
So we view this use case as providinga lot of value to compliance
(04:22):
departments leveraging the GenAI.
We have a license to a GenAI platformwith Leah, and it allows us to
build use cases on top of that.
The ability to review a very largecontracting portfolio, extract the
language that we need, to see whetherit complies with a new regulation or
not, make any necessary changes tothose contracts, and then make sure
(04:45):
that we can get the assignments outto potential counterparts is in some
ways a game changer in terms of boththe speed that you can do this and the
cost savings that you can do it with.
The nice thing about complianceis you have to comply.
There's a deadline, something has to bedone, So it's a good business case for us.
How does I Integreon's alliance withContractPodAi help corporate legal
(05:07):
departments address and manage someof these compliance challenges?
When we realized that GenAI was comingin 2023, we knew that we needed to pivot
our organization quickly into GenAI.
We needed to learn how to useit, from prompt engineering to
how do you build data models?
We were looking for somebody who sawthe world the way we did, had a lot
(05:31):
of experience in contracting causewhen they [ ContractPodAi] developed
Leah, they came first from a decadeof doing CLM, so they understood
contracts and contracting workflows.
We liked that with the platform, wecould take the functionality that
they built in and build our ownuse cases, and then be able to sell
that use case to our client base.
(05:52):
And because we were able to getan enterprise license, we were
able to train a lot of people inour company on how to do this.
So making that transition toGenAI, some of it is finding the
right technology, but some of itis upskilling your organization.
The fact that we were able toget that enterprise license and
train a lot of people on it forus, has been a game changer.
Now, we can build use cases thatwe can deploy, and we're seeing
(06:15):
an increasing appetite for thatmore and more in the marketplace.
Once you're getting engagedwith an application, the rate
of development has been as I'venever seen anything like this.
I even look at early days whenwe were using Leah till today.
It's leaps and bounds better, andit continues to add functionality.
This is happening in real time,And quickly in terms of the
(06:39):
capabilities of this technology.
How are the companies that you are workingwith securing buy-in and increasing their
level of comfort with generative AI?
There are a number of companies thatare getting pushed from the C-suite.
(06:59):
People wanna understand how arewe gonna take advantage of GenAI?
How's GenAI gonna make us more efficient?
How's it gonna help us reduce cost?
So, increasingly legal functions havea pressure of showing that they're
evaluating GenAI, and trying to understandwhere it can bring efficiencies to,
how they provide legal services.
One of the best ways that in-houselegal department should be thinking
(07:21):
about GenAI today is test it.
Do pilots.
Don't make the big leap of licensingsomething before you truly understand
that your company's ready for itbecause there's still things that
you should be doing in the backgroundfrom data quality and to fix your
processes, always start there first.
Most people are pretty open to allowyou to do a pilot as long as it's
(07:42):
defined and has, a scope limit to it.
Test something out.
See it.
Give us a project, see how the projectworks, make sure it's transparent, that
they're involved, that the in-houseteam's involved in the process and
they can see how the technology works.
That's one way of overcoming anyresistance into using technology
or any fears they may have around,does it hallucinate too much?
(08:05):
Does it make too many mistakes?
How do you see legal andregulatory compliance evolving?
It's an incredibly upliftingtime to be in-house.
They are in a driver's seat ofwhat's going on in the industry.
GenAI, as it continues to developand evolve, is going to allow you
to revisit how you do legal servicesdelivery, what you send to outside
(08:27):
counsel, what you keep in-house.
It is a chance to reimaginelegal services delivery.
What should we be doing internally?
What is our best use?
What are the most strategicthings that we can now do?
We've created more bandwidthand we're more efficient in how
we deliver legal services, whatdo I not want to do anymore?
What should I automate?
What should be self-helpthat goes to the business?
(08:48):
What should I outsource?
It is a unique time for the industry tothink about what legal services delivery
models should look like in the future, andthe captain of that is the in-house team.
The key though for me is you haveto be proactive, because the more
proactive you are, the more you controlyour fate, the more you make those
(09:08):
decisions as to what you want to do,what you want to outsource, what you
want to take back from outside counsel.
And even while you're moreproactive, you can rethink about
your internal legal department.
Do we need more skills?
Do we need more people?
If I take more outside counselwork and internalize it,
that's a huge cost savings.
That gives me more of an affordabilitybucket maybe to bring in the skill
(09:29):
sets that frankly I was sendingwork to outside counsel because I
lacked those skill sets to do myself.
It's a lesson I learned when I was atHP, Ari, and that was, the best time
to be strategic is before you're askedto change because once you're asked to
change, it usually comes with a number,a cost metric that you have to hit.
Before you're asked to do that,you can almost self-fund your
(09:52):
own reinvention by figuring outwhere you're gonna save money.
How are you gonna reduceyour outside counsel spend?
where can you insource more of the work?
What work can you get rid of?
You have an incredibleopportunity, almost a whiteboard
to do that if you're proactive.
If you wait till it gets dictatedto you, then you may have to do
it anyway, but at that point,your options are way more limited.
(10:14):
The second change that I seehappening is more value-based billing.
GenAI can finally help drivemore value-based billing, fixed
pricing, unit-based pricingthan we've seen in the past.
We've always had a few attemptshere and there around the edges, but
the system hasn't really changed.
It's still mainly drivenby the hourly model.
(10:35):
The days of the FTE models oflabor arbitrage of hourly rates,
that's not the way to buy servicesin the age of GenAI, right?
Because unit-based pricing aligns boththe interest of the client, can I get
it better, faster, cheaper and and forme to make an acceptable viable margin.
I have to deliver that unit of output ascost effectively, as humanly possible,
(10:58):
and I think you'll see more and morethe dawn of value-based billing become
the norm rather than the exception.
This is Ari Kaplan speaking with GabrielBoas, the Executive Vice President
of Legal and Compliance Solutions atintegrion, a global provider of tech
enabled legal and business solutions.
(11:19):
Gabriel, thank you so very much,
Ari.
I was a pleasure and I appreciate whatyou do for the industry in getting
all this information out there interms of what the changes are and what
the opportunities are, so thank you.
Thank you for listening to theReinventing Professionals Podcast.
Visit reinventing professionals.com orari kaplan advisors.com to learn more.
Welcome to Reinventing Professionals,a podcast hosted by industry analyst
Ari Kaplan, which shares ideas,guidance, and perspectives from market
leaders shaping the next generationof legal and professional services.
This is Ari Kaplan and I'm speakingtoday with Gabriel Buigas, the
(00:24):
Executive Vice President of Legal andCompliance Solutions at Integreon,
a global provider of tech enabledlegal and business solutions.
Hi Gabriel.
How are you?
Great, Ari.
How are you doing today?
I'm doing really well.
I'm looking forward to this conversation.
Tell us about your backgroundand your role at Integreon.
Started in big law, but I migrated tofrom big law to in-house, and spent
(00:49):
almost 20 years at Hewlett Packard.
Part of my portfolio at Hewlett Packardwas legal strategy and operations.
Before HP broke up into variouspieces, it was about a 1200 person
legal department, so we learned alot about legal services delivery.
We learned a lot about legaltransformation, and because
we were in the IT industry, welearned a lot about disruption.
(01:09):
The IT industry undergoes disruption allthe time, and it helped prepare us for the
current environment that we're in Today.
Today I am the executiveVice President for Legal and
Compliance Solutions at Integreon.
We've done a heavy pitch into GenAI,so we are really excited about talking
about why we've moved in that directionand what are we doing in that space.
(01:31):
How are legal teams usinggenerative AI to enhance regulatory
compliance among other use cases?
Starting specifically on regulatorycompliance, the focus that we're
seeing is regulatory tracking.
If you're a global company in aparticular industry, you want to track
what's happening around the world, AIcan help you extract the information
(01:54):
that you need to know what's in thepipeline, what's coming through,
and how you're going to react to it.
Once you actually track the regulation,some people are using it for
summarization, to make it a little bitmore understandable, easy to follow,
to figure out gaps in current policiesaround what the regulatory change
is going to be, and then how do Iaddress any gaps that I may identify
(02:15):
now that I've leveraged the AI.
Some folks do first draft of policies.
Obviously you always need the human inthe loop, but some will swear that you
can produce a pretty good first draft.
Today, you can actually create a help desktype functionality with a good knowledge
base, and people can simply query it.
So people can get real timecompliance advice and information.
(02:37):
We move fast in the gen AI spacebecause the bulk of my business is
in contracts, outsourced contractingwork, contract related project work,
and GenAI has a lot of good use casesin that space, from helping you create
the content you need, like harmonizingtemplates, quickly creating playbooks.
(02:57):
It allows you to redline changes toyour contract and quickly understand
whether those changes are alignedwith your playbooks . Plug-and-play
language depending on how youwant to handle that matter.
It's great for data migration,it's great for due diligence.
So there's a lot of use cases in thecontracting space that we're seeing today.
We're seeing some things aroundlitigation, around depo summary
(03:20):
work, early case assessment.
Litigation's a little bit behindcontracts, but people really are
starting to experiment more andmore on the potential of GenAI.
What inspired Integreon to develop asolution to support compliance management?
One of the reasons we focusedon compliance management,
number one is there's a need.
(03:41):
You'll rarely talk to a chief complianceofficer that doesn't have enough work to
do, so one of their challenges is stayingabreast of everything they have to do.
Sometimes, you have a new regulationcoming in place that is gonna affect
a very broad contracting portfolio.
Let's say you have 30,000 agreements.
Now you have to look into and seewhat changes you have to make to your
(04:02):
portfolio based on that regulation.
Traditionally, it was avery expensive proposition.
First in-house teams, nobody has thatkind of bandwidth . If you went to a law
firm, it's a very expensive propositionto have them review 30,000 agreements.
So we view this use case as providinga lot of value to compliance
(04:22):
departments leveraging the GenAI.
We have a license to a GenAI platformwith Leah, and it allows us to
build use cases on top of that.
The ability to review a very largecontracting portfolio, extract the
language that we need, to see whetherit complies with a new regulation or
not, make any necessary changes tothose contracts, and then make sure
(04:45):
that we can get the assignments outto potential counterparts is in some
ways a game changer in terms of boththe speed that you can do this and the
cost savings that you can do it with.
The nice thing about complianceis you have to comply.
There's a deadline, something has to bedone, So it's a good business case for us.
How does I Integreon's alliance withContractPodAi help corporate legal
(05:07):
departments address and manage someof these compliance challenges?
When we realized that GenAI was comingin 2023, we knew that we needed to pivot
our organization quickly into GenAI.
We needed to learn how to useit, from prompt engineering to
how do you build data models?
We were looking for somebody who sawthe world the way we did, had a lot
(05:31):
of experience in contracting causewhen they [ ContractPodAi] developed
Leah, they came first from a decadeof doing CLM, so they understood
contracts and contracting workflows.
We liked that with the platform, wecould take the functionality that
they built in and build our ownuse cases, and then be able to sell
that use case to our client base.
(05:52):
And because we were able to getan enterprise license, we were
able to train a lot of people inour company on how to do this.
So making that transition toGenAI, some of it is finding the
right technology, but some of itis upskilling your organization.
The fact that we were able toget that enterprise license and
train a lot of people on it forus, has been a game changer.
Now, we can build use cases thatwe can deploy, and we're seeing
(06:15):
an increasing appetite for thatmore and more in the marketplace.
Once you're getting engagedwith an application, the rate
of development has been as I'venever seen anything like this.
I even look at early days whenwe were using Leah till today.
It's leaps and bounds better, andit continues to add functionality.
This is happening in real time,And quickly in terms of the
(06:39):
capabilities of this technology.
How are the companies that you are workingwith securing buy-in and increasing their
level of comfort with generative AI?
There are a number of companies thatare getting pushed from the C-suite.
(06:59):
People wanna understand how arewe gonna take advantage of GenAI?
How's GenAI gonna make us more efficient?
How's it gonna help us reduce cost?
So, increasingly legal functions havea pressure of showing that they're
evaluating GenAI, and trying to understandwhere it can bring efficiencies to,
how they provide legal services.
One of the best ways that in-houselegal department should be thinking
(07:21):
about GenAI today is test it.
Do pilots.
Don't make the big leap of licensingsomething before you truly understand
that your company's ready for itbecause there's still things that
you should be doing in the backgroundfrom data quality and to fix your
processes, always start there first.
Most people are pretty open to allowyou to do a pilot as long as it's
(07:42):
defined and has, a scope limit to it.
Test something out.
See it.
Give us a project, see how the projectworks, make sure it's transparent, that
they're involved, that the in-houseteam's involved in the process and
they can see how the technology works.
That's one way of overcoming anyresistance into using technology
or any fears they may have around,does it hallucinate too much?
(08:05):
Does it make too many mistakes?
How do you see legal andregulatory compliance evolving?
It's an incredibly upliftingtime to be in-house.
They are in a driver's seat ofwhat's going on in the industry.
GenAI, as it continues to developand evolve, is going to allow you
to revisit how you do legal servicesdelivery, what you send to outside
(08:27):
counsel, what you keep in-house.
It is a chance to reimaginelegal services delivery.
What should we be doing internally?
What is our best use?
What are the most strategicthings that we can now do?
We've created more bandwidthand we're more efficient in how
we deliver legal services, whatdo I not want to do anymore?
What should I automate?
What should be self-helpthat goes to the business?
(08:48):
What should I outsource?
It is a unique time for the industry tothink about what legal services delivery
models should look like in the future, andthe captain of that is the in-house team.
The key though for me is you haveto be proactive, because the more
proactive you are, the more you controlyour fate, the more you make those
(09:08):
decisions as to what you want to do,what you want to outsource, what you
want to take back from outside counsel.
And even while you're moreproactive, you can rethink about
your internal legal department.
Do we need more skills?
Do we need more people?
If I take more outside counselwork and internalize it,
that's a huge cost savings.
That gives me more of an affordabilitybucket maybe to bring in the skill
(09:29):
sets that frankly I was sendingwork to outside counsel because I
lacked those skill sets to do myself.
It's a lesson I learned when I was atHP, Ari, and that was, the best time
to be strategic is before you're askedto change because once you're asked to
change, it usually comes with a number,a cost metric that you have to hit.
Before you're asked to do that,you can almost self-fund your
(09:52):
own reinvention by figuring outwhere you're gonna save money.
How are you gonna reduceyour outside counsel spend?
where can you insource more of the work?
What work can you get rid of?
You have an incredibleopportunity, almost a whiteboard
to do that if you're proactive.
If you wait till it gets dictatedto you, then you may have to do
it anyway, but at that point,your options are way more limited.
(10:14):
The second change that I seehappening is more value-based billing.
GenAI can finally help drivemore value-based billing, fixed
pricing, unit-based pricingthan we've seen in the past.
We've always had a few attemptshere and there around the edges, but
the system hasn't really changed.
It's still mainly drivenby the hourly model.
(10:35):
The days of the FTE models oflabor arbitrage of hourly rates,
that's not the way to buy servicesin the age of GenAI, right?
Because unit-based pricing aligns boththe interest of the client, can I get
it better, faster, cheaper and and forme to make an acceptable viable margin.
I have to deliver that unit of output ascost effectively, as humanly possible,
(10:58):
and I think you'll see more and morethe dawn of value-based billing become
the norm rather than the exception.
This is Ari Kaplan speaking with GabrielBoas, the Executive Vice President
of Legal and Compliance Solutions atintegrion, a global provider of tech
enabled legal and business solutions.
(11:19):
Gabriel, thank you so very much,
Ari.
I was a pleasure and I appreciate whatyou do for the industry in getting
all this information out there interms of what the changes are and what
the opportunities are, so thank you.
Thank you for listening to theReinventing Professionals Podcast.
Visit reinventing professionals.com orari kaplan advisors.com to learn more.
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