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How Cooley Streamlines Joint Venture Deals with Lupl

Ab Saraswat

Ab Saraswat

In this article

    Cooley, a global law firm, has been at the forefront of adopting innovative solutions to enhance efficiency and client service in managing complex international joint ventures. Adam Ruttenberg, a partner in Cooley’s technology transactions group, speaks to Lupl’s impact on his practice. 



    Challenge: Navigating Complex Communication Channels 

    Adam outlines the pre-Lupl era’s challenges, highlighting the inefficient and inconsistent routing of instructions and information that plagued their practice: 

    “The pace of law has picked up substantially… Things that were expected to be done in weeks are now expected to be done in days”  

    Adam reflects, emphasizing the increased demand for speed and availability in today’s legal services. The legal team at Cooley faced significant challenges in managing a foreign joint venture involving local counsel across various jurisdictions. The primary issue lay in the inefficient and inconsistent routing of instructions and information, which often resembled a cumbersome game of telephone tag. This method was fraught with starts and stops, dependent on client activity, leading to several key issues: 

    • Inconsistent Information Sharing: Reliance on email for communication between Cooley, the client, and multiple local counsels led to delays. Crucial messages were missed, and key team members were sometimes excluded from important updates. 
    • Costly Re-engagement: Matters that went dormant for weeks required a costly and time-consuming ramp-up when activity and deadlines resumed, affecting overall efficiency and client satisfaction. 

    Solution: Leveraging Lupl for Centralized Coordination 

    The adoption of Lupl as the centralized hub for managing their joint ventures marked a pivotal shift in Cooley’s approach to international collaboration. Adam explains:  

    “For our complicated deals, we use Lupl to stay organized… It gives us one place to look for all the communications around a matter, making sure that we are performing that matter in an efficient way, in a repeatable way.” 

    Lupl’s unified communication channel, consolidated document and task management, and efficient long-term matter management capabilities addressed Cooley’s core challenges. 

    • Knowledge Management to Apply Best Practices: Adam emphasizes the significance of Lupl in knowledge management. “We use Lupl to stay organized… leveraging our knowledge infrastructure and applying it to matters so that we’re both more efficient and more organized,” he notes. This centralized approach enables Cooley to store and actively reapply best practices across various matters, ensuring consistency and excellence in service delivery. 
       
    • Consolidating Documents and Tasks: One of Lupl’s most significant advantages, is its task management capability. By bringing documents and tasks into a single, visible platform for all team members, the platform provides unparalleled transparency in progress tracking and clarifies task ownership. This feature is pivotal in enhancing team coordination and ensuring that every member is aligned with the project’s status and objectives. 
       
    • Efficient Long-term Matter Management: Adam highlights the efficiency Lupl brings to long-standing projects, emphasizing the platform’s capacity for streamlined management: “It gives us one source of truth for a transaction.” This reflection points to Lupl’s ability to simplify the complexities of prolonged legal matters, ensuring that Cooley’s team remains coordinated and efficient, even as cases evolve or pause over time. This adaptability has proven invaluable in maintaining momentum without the need for time-consuming re-acclimatization. 

    Why Lupl Works for Cooley 

    Lupl transformed the way Cooley managed its international joint venture. Moving beyond the inefficient “game of telephone,” the platform enabled the firm to streamline task tracking and communications significantly. The introduction of the Forms features further enhanced this process, allowing for the seamless addition of foreign counsel to matters without compromising confidentiality. 

    “When we’re coordinating with one or more local counsels and other jurisdictions for our international transactions, having a platform like Lupl is essential. Otherwise, we used to see delays in the way we communicate. A client would ask us a question, and we’d have to then ask local counsel. Local counsel would then get back to us, and we’d get back to the client. Often via email and often with many delays. Using some of the features of Lupl, we’ve been able to shorten that cycle and also make sure that everyone stays organized and up to speed on what’s happening in the transaction.” 

    Vision for a Global Legal Landscape 

    Adam’s insights into the rapidly changing face of legal practice underscore the crucial need for adaptability and efficiency. Reflecting on the pace of change, Adam notes, “The pace of law has picked up substantially… Things that were expected to be done in weeks are now expected to be done in days.” This observation highlights the accelerated expectations in legal service delivery and the complex nature of modern legal transactions. 

    Discussing the impact of technology, particularly Lupl, on Cooley’s approach to international joint ventures, Adam provides a clear rationale for the platform’s adoption:  

    “Lupl certainly… has given us not just an ability to get more organized and be more efficient for the client in terms of our own work, but it allows us to coordinate multiple lawyers across multiple jurisdictions, both internal to Cooley and external to Cooley, in a way that we couldn’t do before.” 

    As the legal industry continues to globalize, Adam’s commentary reflects a proactive stance towards embracing technological solutions like Lupl to navigate these complexities. His experience at Cooley offers valuable insights into the transformative power of such tools in fostering a more interconnected, efficient, and forward-looking legal practice. 

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      # Lupl Workstream Design Principles: A Practical Guide to Legal Project Management for Lawyers Legal project management works when your setup is simple, ownership is clear, and statuses are unambiguous. This guide shows how to turn existing processes and checklists into a lean, reliable Workstream. Lupl is the legal project management platform for law firms, making it easy and intuitive to apply these principles. It also supports moving your work from Excel, Word tables, or if you are transitioning from Microsoft Planner, Smartsheet, or Monday. You will learn what belongs in a Workstream, a Task, or a Step, and which columns to use. If you want practical project management for lawyers, start here. **Excerpt:** Legal project management works when ownership, dates, and statuses are clear. This guide shows lawyers how to turn checklists into Lupl Workstreams with the right columns, Tasks, and Steps. Use it to standardize project management for lawyers, reduce follow ups, and move matters to done. --- ## How to organize your work with Workstreams, Tasks, and Steps Workstreams, Tasks, and Steps are three different types of objects in Lupl. They form a simple hierarchy. Workstreams contain Tasks. Tasks may contain optional Steps. This hierarchy aligns with standard project management. In project management, you break work into projects, deliverables, and subtasks. Lupl adapts this for lawyers by using Workstreams, Tasks, and Steps. This makes it easier to map legal processes to a structure that teams can track and manage. * **Workstream.** Use when you have many similar or related items to track over time. Think of the Workstream as the table. * Examples: closing checklist, court deadlines, pretrial preparation, regulatory obligations, due diligence, local counsel management. * **Task.** A high level unit of legal work. A key deliverable with an owner and a due date. Tasks are the rows. * Examples: File motion. Prepare Shareholder Agreement. Submit Q3 report. * **Step.** An optional short checklist inside a single Task. Steps roll up to the parent Task. * Examples: Draft. QC. Partner review. E file. Serve. ### Quick test * If it can be overdue by itself, make it a Task. * If it only helps complete a Task, make it a Step. * If you need different columns or owners, create a separate Workstream. --- ## Do you need to track everything in Lupl Not every detail needs to be tracked in a project management system. The principle is to capture what drives accountability and progress. In Lupl, that means focusing on deliverables, not every micro action. * Use the level of detail you would bring to a weekly team meeting agenda. * Position Tasks as key deliverables. Treat Steps as optional micro tasks to show progress. * Example: You need client instructions. Do not add a Task for "Email client to request a call." Just make the call. If the client approves a key deliverable on the call, mark that item Approved in Lupl so the team has visibility. --- ## Start with the Core 5 columns Columns are the backbone of a Workstream. They define what information is tracked for each Task. In project management terms, these are your core metadata fields. They keep everyone aligned without overcomplicating the table. Keep the table narrow. You can add later. These five work across most legal project management use cases. 1. **Title.** Start with a verb. Example: File answer to complaint. 2. **Status.** Five to seven clear choices. Example: Not started, In progress, For review, For approval, Done. 3. **Assignee.** One named owner per row. If you add multiple assignees for collaboration, still name a primary owner. 4. **Due date.** One date per row. 5. **Type or Category.** Show different kinds of work in one table. Example: Filing, Discovery, Signature, Approval. **Priority.** Add only if you actively triage by priority each week. If added, keep it simple: High, Medium, Low. --- ## Add up to three Helper columns Lupl includes a set of pre made columns you can use out of the box. These allow you to customize Workstreams around different phases or stages of a matter. They also let you map how you already track transactional work, litigation, or other processes. Helper columns are optional fields that add context. In task management, these are similar to tags or attributes you use to sort and filter work. The key is to only add what you will update and use. Pick only what you will use. Stop when you reach three. * Party or Counterparty * Jurisdiction or Court * Phase * Approver * Approval, status or yes or no * Signature status * Risk, RAG * Amount or Number * External ID or Client ID * Document or Link * Docket number * Client entity **Guidance** * For Task Workstreams, prefer Approver, Approval, Risk. The rest are more common in Custom Workstreams. * Aim for eight columns or fewer in your main table. Put detail in the Task description, attachments, or Steps. --- ## Simple rules that keep your table clean Consistency is critical in project management. A cluttered or inconsistent table slows teams down. These rules ensure your Workstream remains usable and clear. * Only add a column people will update during the matter. If it never changes, set a default at the Workstream level or set a default value in the column. * Only add a column you will sort or filter on. If you will not use it to find or group work, leave it out. * If a value changes inside one Task, use Steps. Steps show progress without widening the table. * Keep columns short and structured. Use Description for brief context or instructions. Use Task comments for discussion and decisions. Link to work product in your DMS as the source of truth. * One accountable owner per Task and one due date. You can add collaborators, but always name a primary owner who moves the Task. If different people or dates apply to different parts, split into separate Tasks or capture the handoff as Steps. * Add automations after you lock the design. Finalize columns and status definitions first. Then add simple reminders and escalations that read those fields. --- ## Status hygiene that everyone understands Status is the single most important column in project management. It tells the team where the work stands. Too many options cause confusion. Too few cause misalignment. In Lupl, keep it simple and consistent. * Five to seven statuses are enough. * Use one review gate, For review or For approval. Use both only if your process needs two gates. * One terminal status, Done. This is the end state of the Task. Use Archived only if you report on it or need it for retention workflows. --- ## When to split into multiple Workstreams In project management, it is best practice to separate workstreams when workflows, owners, or audiences diverge. Lupl makes this easy by letting you create multiple Workstreams for one matter. Create a new Workstream if any of the following are true. * You need a different set of columns for a chunk of work. * Ownership or cadence is different, for example daily docketing vs monthly reporting. * The audience or confidentiality needs are different. **Signal** * If half your rows leave several columns blank, you are mixing processes. Split the table. --- ## Decision tree, three quick questions Use this quick framework to decide where an item belongs. This is the same principle used in task management software, adapted for legal workflows. 1. Is this a list of similar items over time, or a discrete phase of the matter * Yes. Create a Workstream. 2. Can it be overdue by itself, and does it need an owner * Yes. Create a Task. 3. Is it a step to finish a Task and not tracked on its own * Yes. Create a Step. --- ## Common mistakes to avoid Many project management failures come from overdesigning or misusing the structure. Avoid these mistakes to keep your Workstreams lean and effective. * Wide tables with many optional columns. Keep it to eight or fewer. * Two columns for the same idea, for example Status and Phase that overlap. Merge or define clearly. * More than one approval gate when one would do. It slows work and confuses owners. * Mixing unrelated processes in one table, for example signatures and invoice approvals. --- ## Build your first Workstream Building a Workstream is like setting up a project board. Keep it light, pilot it, then refine. Lupl is designed to let you do this quickly without heavy admin work. 1. Write the Workstream purpose in one sentence. 2. Add the Core 5 columns. 3. Add at most three Helpers you will use. 4. Define clear Status meanings in plain words. 5. Set defaults for any value that repeats on most rows, for example Jurisdiction. 6. Add two light automations, a due soon reminder and an overdue nudge. 7. Pilot for one week and adjust. --- ## Where this fits in legal project management Use these principles to standardize project management for lawyers across matters. Keep structures consistent. Reuse column sets and status definitions. Your team will find work faster, reduce follow ups, and close loops on time. --- ### On page SEO helpers * Suggested title tag. Lupl Workstream Design Principles, Practical Legal Project Management for Lawyers * Suggested meta description. Learn how to design lean Lupl Workstreams for legal project management. Get clear rules for Tasks, Steps, statuses, and columns to run matters with confidence. * Suggested URL slug. legal-project-management-for-lawyers-workstream-design

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