Still at CLOC, let’s dive into the fascinating world of Richard Robinson, whose 25-year adventure through legal tech has brought him to the bustling corridors of Toyota North America. He recently spilled the beans on the podcast about his epic journey and the cool tricks of the trade he’s picked up along the way. Let’s break down what makes Richard tick and how he navigates the complex currents of legal operations.
From Boston Law to Big-Time Toyota: Richard’s Wild Ride
Richard Robinson took us on a quick tour of his 25-year ride through the legal tech landscape during a recent podcast chat. Kicking off in a Boston law firm, Richard quickly got hooked on the tech side of things, diving into litigation support and e-discovery. His journey then zipped him over to JCPenney, where he tackled e-discovery and information management.
About five years ago, Richard made a move to Toyota, stepping up his game in the corporate world. At Toyota, he’s the go-to guy for both litigation support and legal ops, which means he’s all about sorting out the best tech for the legal department. How did he land such a cool gig? Well, it’s a small world after all! Turns out, Toyota bought the land for their new Texas headquarters from none other than JCPenney, where Richard was working. He reached out to the person working in his future role, shared a lunch, and the rest is history. Fast forward two years, and Richard slid into his role, taking the reins of a well-oiled legal operations machine. What a ride!
The Early Days and Pandemic Plot Twist
When Richard Robinson was just settling into his role at Toyota, COVID-19 threw a wrench in all his neatly laid plans. March 2020 hit, and suddenly, everything about running a legal department had to pivot to remote, pronto. Richard had to quickly figure out how to support and build technology for a team that was no longer just down the hall but spread out everywhere.
Amidst this chaos, Richard was deep into using the CLOC maturity model, aligning closely with its 12 core principles to shape up Toyota’s legal ops. He’s been a fan of CLOC since its inception. Back in his JCPenney days around 2012, he started realizing that his job was morphing into something bigger—more legal ops than just information governance and E-discovery. By around 2014 or 15, he was diving into everything from tech to vendor and firm management, truly stepping into the legal ops arena.
Richard loves using models like CLOC and ACC Legal Operations to gauge what a mature organization should look like. He notes that even in a well-established place like Toyota, not all competencies are managed within legal—they’re spread across the organization, fitting the unique culture and structure of the company. A common pitfall he’s observed is companies rushing into tech solutions without considering the other essential elements like data management, knowledge policies, or strategic planning.
During a session at CGI’s Legal Ops 101, Richard took the stage to break down all 12 competencies, focusing particularly on technology and business intelligence. He emphasized how these two areas must work in sync, highlighting their importance in the broader scope of legal operations.
Tech Savvy and People Skills: Richard’s Secret Sauce
Richard really dove deep into the world of legal ops at the CGI’s Legal Ops 101—a haven for newcomers eager to get their bearings in this intricate field. During this marathon four-hour session, Richard and the gang tackled the 12 core competencies of legal ops, with Richard taking the reins on two of the biggies: technology and business intelligence. These two are like peanut butter and jelly—they just mesh so well together, bringing out the best in each other.
So, what’s the scoop on starting off right with these two principles? Richard emphasizes that it’s not just about slapping some tech on a problem and calling it a day. Nope, it’s all about the strategy. You’ve got to think big picture first, considering how any tech will serve the grand scheme of your business operations. He breaks it down to the three pillars of legal ops: people, process, and technology. It’s like a trifecta where all three need to be in harmony, but you start with strategy, then tweak your tech and processes around it.
Richard pointed out a common faux pas where companies think they can just buy their way into sophistication with shiny new tech. Instead, he advises thinking about how legal strategies can align with business goals—like if your business makes widgets, your legal framework should support making and selling those widgets efficiently. This approach ensures that your operations aren’t just smart, but they’re also effective, protecting and expanding your revenue.
And when it comes to tackling a new project, it’s not just about having the right tech or the right people; it’s about making sure all stakeholders are on board from the get-go. This ensures that everyone’s on the same page, making the integration of new processes or tech smooth and effective.
Soft Skills in the Spotlight
Richard gives us a lively rundown on the dance of strategy and stakeholder engagement in legal ops during a recent chat. He points out that aligning your tech and project management strategies with what your general counsel desires is crucial. But it’s not just about pleasing the top brass; you’ve got to decode the ‘why’ behind their needs, which might be driven by pressures from other big wigs like the CFO or CEO.
Richard dives into the importance of understanding all the players on the field, not just the legal team. He channels wisdom like “Never Eat Alone,” urging folks to grab lunch with the IT crew, project managers, and even the procurement folks handling your RFPs. It’s about making connections that count because these are the people who will interact with or get impacted by the technology and projects you’re rolling out.
But here’s where it gets a bit tricky—sometimes you think you know who needs to be at the table, and then, as you dive deeper, gathering requirements, you discover there are other crucial players you hadn’t even thought about. Maybe it’s the tax team, procurement, or some obscure IT function that suddenly pops up. This is where your emotional intelligence comes into play—not just in identifying these stakeholders but also in how you communicate with them. It’s all about ensuring everyone is tuned into the same frequency, chasing the same goals.
Wrapping It Up
Wrapping up a lively chat full of insights, Richard Robinson highlights the treasure trove of resources available for anyone looking to up their game in the legal ops field, from books to podcasts. It’s all about revisiting the ‘why’—a strategy that helps him reset and refine the focus of any project.
Keen on mentorship and fostering growth within the industry, Richard invites anyone interested in learning more or just chatting about legal ops to connect with him on LinkedIn. He’s all about sharing his journey and helping others navigate their paths. And that’s a wrap on another engaging episode of Contract Heroes, sponsored by Koho Consulting.
