In-House Outliers

In this episode, Sonnedix's Heather Torres argues that legal training isn't required for legal ops , but it's an unlock, and she's got eight and a half years of experience to back it up.
Heather explains why legal background changes how lawyers trust you, and how it's shaped her ability to communicate, build credibility, and think strategically inside her legal department. The conversation also covers the chip-on-the-shoulder dynamic between lawyers and legal ops, where legal ops experience can lead next, and closes on AI: as technical fluency becomes table stakes, Heather argues the real advantage is layering human judgment on top of the tools, and legal training is one of the clearest ways to build it.

In this episode, Legal Operations Professional Joe Lewis shares why getting lawyers to adopt new technology has nothing to do with the technology itself.
Drawing on experiences that stretch from teaching seniors how to use YouTube at a public library to building change management infrastructure inside a fast-moving legal department, Joe makes the case that the real work of adoption happens in casual moments, not formal training sessions.
The conversation covers how to break down the "lawyer face" that goes up the moment a work conversation starts, what genuine influence actually looks like in practice, and why acknowledging the downsides of AI before selling the benefits is the only way to get lawyers to actually listen.
Joe also shares his approach to long-term efficiency: working backwards from the result you want, and accepting that the slow path upfront is what makes everything faster later.

In this episode of the In-House Outliers podcast, Anna Richards speaks with Frances Dupree, Principal Customer Success Manager at Agiloft, about what e-billing implementation actually takes from someone who learned it the hard way.
Frances spent over a decade moving through legal operations without knowing it had a name, working as a paralegal, procurement specialist, contract manager, and e-billing specialist before the title caught up with her work. At Inmar, she led a ground-up Brightflag implementation while simultaneously learning the company, and that experience became the foundation for everything she now teaches.
The conversation covers why documenting your manual workflow is a prerequisite, not a starting point, for any system implementation, how to map a stakeholder landscape you can't fully see yet, and what happens when a GC doesn't recognize the work that just got done. Frances also shares what prompted her to launch her LinkedIn series, Legal Operations Playbook, to fill a gap she kept seeing in available resources around outside counsel spend management. She closes by reflecting on how her years as a customer will shape the kind of CSM she intends to be.

In this episode of the In-House Outliers podcast, Anna Richards speaks with Federico Vicente, Legal Operations Specialist at LUMA Energy in Puerto Rico, about building a legal department from nothing.
Federico joined LUMA three years ago to find a department running on email with no intake, no spend tracking, and no formal processes. His first move was implementing a legal service request system in Brightflag to separate legal questions from business decisions and that single starting point created the foundation for everything that followed.
The conversation covers how strategic insourcing and a liaison program that upskills internal attorneys drove over $2.5 million in savings, his approach to technology evaluation on a constrained budget, and his advice for anyone starting from zero: silence the noise, find your baseline, and let the domino effect do the rest.

In this episode of the In-House Outliers podcast, host Anna Richards speaks with Dan Wate, Legal Operations Manager at Associated British Foods, about managing legal operations solo across a global team of 150 lawyers in 14 countries.
Dan shares his journey from joining ABF before legal ops had a name, to building a function that spans a complex, multinational business. He covers two core strategies for scaling as a team of one: having a clear plan to stay proactive rather than reactive, and building an unofficial team through trusted relationships across finance, IT, HR, and procurement. The conversation also touches on why being nice is a genuine professional skill, how to approach vendor and outside counsel relationships as partnerships, and what those new to legal ops should know about building transferable skills.