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P E E R T O P E E R M A G A Z I N E · W I N T E R 2 0 2 5 47 KEAO CAINDEC is the CEO and co-founder of Clarra, a fast- growing legal practice management platform redefining how firms and organizations manage matters. A veteran technology leader and entrepreneur, he has built and scaled companies that have transformed mature markets across legal, financial, and technology sectors. An active member of ILTA, ABA, and CLOC, Caindec frequently writes and speaks on legal technology and the business of law. management platforms can serve as the backbone of this governance framework. When data about case milestones, financials, documents, and outcomes lives in a single, structured environment, it becomes far easier to standardize naming conventions, apply permissions, and maintain accuracy over time. The goal is to create a governed system of record that supports collaboration and insight, rather than silos. Modern governance is also scalable. There is no need to fix everything at once. Start with one practice group or data category, define what good looks like, and expand from there. Progress compounds as teams see tangible benefits like faster reporting, fewer discrepancies, and easier collaboration. HOW LITIGATION TEAMS CAN START IMPROVING GOVERNANCE For firms unsure where to begin, a simple self-audit can help clarify the path forward. Where does litigation data live today? How many versions of key documents exist? Which reports require manual reentry or reconciliation? The goal is not to shame teams but to visualize complexity. Once you see the sprawl, improvement feels achievable. From there, momentum builds through a few intentional steps. Start by assigning ownership. Governance rarely gains traction when framed as everyone's job. Designate a data owner or a small governance committee to make decisions, track progress, and set standards that others can follow. Next, simplify before layering in technology. Clean, consistent data in a basic system will outperform messy data in an advanced one. Resist the urge to fix disorganization by adding more tools. For many teams, that simplification begins with consolidating scattered spreadsheets and trackers into a shared environment where data relationships are preserved automatically. Even a modest shift toward structured inputs, such as deadlines, budgets, and case stages, can reveal previously hidden gaps. The goal is to make good governance easy to practice within the normal flow of litigation work. Finally, look for something measurable to pilot. A small reporting dashboard, a standardized intake form, or a short data-cleanup sprint can demonstrate the value of better governance almost immediately. Small wins build credibility and reinforce that governance is a daily habit, not a project to finish. GOVERNANCE IS INNOVATION The firms that modernize governance will be the first to realize tangible benefits from AI, not because they adopt faster, but because they adopt smarter. In the long run, data governance is the foundation of innovation, not red tape. It enables efficiency, accountability, and insight. It allows legal teams to shift from reactive management to proactive strategy. As the next wave of litigation technology evolves, the most valuable platforms will not necessarily be those with the flashiest AI features. They will be the ones who help teams govern their data with clarity and confidence. Firms that build on that foundation today will be ready to harness whatever innovation comes next. True modernization starts with clarity. Knowing what data you have, where it lives, and how you can trust it. Once that foundation is in place, the potential of AI becomes not just possible, but sustainable.

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