Head of Law Firms

About Us

Legora is redefining how legal work gets done. Not built for lawyers, built with them. We work alongside the world’s best legal teams, who expect excellence, precision, and speed, and we hold ourselves to the same bar.

Our AI-native workspace lets legal professionals move faster, think more clearly, and operate with sharper precision. By analysing thousands of documents in minutes and powering end-to-end workflows, we cut through complexity, teams can focus on what matters: judgment, strategy, and outcomes.

1,000+ customers across 50+ countries trust us, including Cleary Gottlieb, Goodwin, Linklaters, White & Case, Dentons, and Barclays. We’ve scaled to $100M+ in ARR, with teams across Europe, North America and APAC, and continue to expand through acquisitions including Qura, Walter AI and Graceview.

We partner with world-class performers: including Aaron Judge and the New York Yankees, Ludvig Åberg (and his caddie), and campaigns featuring Jude Law.

Joining Legora means three things.

• We lean in: ownership over titles, outcomes over intentions.

• We fight for excellence: high standards, direct, ego-free feedback.

• We grow together: as a team and with our customers.

Mission before ego. Everyone contributes. No one coasts.

If you’re driven by impact, pace, and raising the bar. This is the place.

About the role

Legal Engineering sits at the intersection of legal practice, product, enterprise change and commercial execution.

As Team Lead for Law Firms across Scandinavia and the Baltics, you will report to the Head of Legal Engineering, North EMEA and lead a team of Legal Engineers from Stockholm. This is a manager role, but it requires the craft credibility and scope of someone already operating at senior Legal Engineering level. You will stay close enough to the work to coach from first-hand evidence, set weekly priorities, raise delivery quality, manage capacity and escalations, and personally lead selected strategic engagements where senior judgment matters.

The regional opportunity has two distinct parts. Scandinavian firms are sophisticated adopters. The next phase is deeper practice-group adoption, clearer proof of value, competitive renewals and expansion. The Baltic market is earlier and more concentrated, with a realistic opportunity to help the leading firms establish how AI becomes part of everyday legal work.

This is a player-coach manager role for someone who can combine first-line leadership with Lead Legal Engineer or Director-level judgment. Your success will be measured by the quality and independence of the team, the outcomes customers achieve, and the methods that continue to work without you in every room.

What you'll be doing

• Lead the day-to-day operating rhythm for the law-firm Legal Engineering team, including priorities, 1:1s, coaching, capacity, quality review and escalation.

• Translate regional commercial priorities into clear weekly execution across accounts. Keep every material pilot, rollout, renewal and expansion tied to a named owner, next step, risk signal, governance forum and measurable outcome.

• Lead selected high-value law-firm engagements from discovery to go-live, especially where the customer problem is ambiguous, senior-stakeholder heavy or commercially important. Turn legal problems into credible workflows, agree success measures and help firms move from isolated use cases to repeatable adoption across practice groups.

• Build trusted relationships with Managing Partners, practice leaders, innovation and knowledge teams, IT leaders and day-to-day champions. Create the conditions for bad news and blockers to surface early.

• Partner closely with Go-to-Market and Engagement on conversion, usage, renewal and expansion. Bring legal judgment into commercial decisions, shape the service model for strategic accounts and make the value of Legal Engineering visible.

• Coach Legal Engineers on demos, workshops, programme plans, stakeholder communications and difficult client moments. Step in when required, then return ownership rather than keeping it.

• Build a strong sponsor-and-champion model inside customer firms so that implementation has both day-to-day energy and senior decision-making support.

• Turn recurring client patterns into reusable templates, checklists, recordings, narratives and playbooks that improve delivery across the region and raise the standard for how the team serves sophisticated law firms.

• Represent the voice of Scandinavian and Baltic law firms inside Legora. Log product gaps with evidence, translate field patterns into actionable requirements, propose practical fixes and follow through with Product.

• Hire and ramp strong Legal Engineers. Apply a consistent bar in interviews, give new joiners clear expectations and shorten the path to independent client work.

• Protect quality and sustainable pace while the team grows. Challenge poorly scoped work, surface structural capacity issues early and prevent the team from becoming dependent on heroics.

What good looks like

This is a senior player-coach manager role requiring full autonomy across high-value, multi-stakeholder and often multi-product engagements. The impact should show up in faster adoption, better time to value, stronger customer outcomes across more than one account, and a team that produces more consistent work because of how it is led.

• Product knowledge and application. You own priority use cases from discovery to go-live with measurable success targets. You connect product choices to the firm's legal and commercial goals, define what great looks like for large programmes, produce assets others can reuse, and turn product gaps into evidence-based recommendations.

• Communication. You lead meetings, workshops and demos with senior law-firm stakeholders. You explain how Legora creates measurable value in business terms, handle complex objections cleanly and adapt your register across partners, associates, innovation leads and technical teams.

• Project and programme management. You lead detailed planning for complex enterprise work, using standard methods where they help and varying the playbook where the context demands it. You keep owners, dependencies, risks, governance and outcomes visible, then adjust quickly when reality changes.

• Stakeholder management. You build trusted senior relationships, identify concerns before they become blockers, influence priorities and navigate conflict between stakeholder groups. You can operate credibly with managing partners, practice leaders and executive sponsors while coaching less experienced Legal Engineers to own relationships themselves.

• Thought leadership. You lead substantive discussions on how AI will change law-firm work and economics. You synthesise field evidence into credible client narratives, contribute original ideas to the roadmap, represent Legora's point of view in senior forums and help the wider team develop a sharper point of view.

How you lead as a first-line manager

Strong first-line leadership in this role looks like this:

• Hiring judgment and partnership. You are active in sourcing, interviews, case calibration, closing and onboarding. You partner tightly with Talent and keep the quality bar stable when growth pressure rises.

• Talent development and accountability. Your team knows where they stand. You run regular 1:1s, give early written feedback and create clear development plans. You invest in coaching and act when the evidence shows that the slope is not changing.

• Ownership, delegation and operating rhythm. You own team outcomes without taking back every task. Priorities, decision rights, leading indicators and dependencies are clear. Team members hold real areas of ownership, and the team can run day to day without you present.

• Team-first leadership and culture. You give the team credit and take accountability for misses. You create stretch opportunities, show up when pressure rises and build enough trust that risks and bad news travel early.

• Performance bar and decisive judgment. You set a clear standard, identify underperformance early and distinguish coachable gaps from persistent misses. Decisions are evidence-based, timely, fair and humane.

The practical test is simple: the team should produce better work, stronger people and more repeatable customer outcomes because of how you lead, rather than because you personally carried every important engagement.

What success looks like after 12 months

• The team has a clear weekly rhythm, reliable account ownership and fewer late escalations.

• Every team member knows what strong performance looks like, where they stand and what they are developing toward.

• Strategic law-firm pilots and rollouts have explicit value measures, senior sponsorship and credible paths into renewal or expansion.

• Customer learning travels across markets through reusable playbooks rather than remaining with one person or account.

• The team has visible informal owners and successors, with less dependence on the Team Lead for routine decisions.

• Go-to-Market, Engagement and Product treat the team as a high-trust partner with sound legal, product and commercial judgment.

What you bring

You may come from a leading law firm, legal innovation or knowledge, legal operations, professional services, legal technology, or a combination of those worlds. The common thread is evidence that you have improved how sophisticated lawyers work and helped other people raise their standard.

You will thrive in this role if you:

• Bring substantial experience of sophisticated law-firm work and the judgment to influence senior legal stakeholders. A Scandinavian legal qualification is preferred but not required; equivalent credibility can come from legal innovation, knowledge, legal operations, professional services or legal technology.

• Bring substantial senior experience, often around 8 to 14 years of relevant work. Scope, autonomy, repeated impact and evidence of operating at Lead Legal Engineer or Director-level scope matter more than tenure alone.

• Understand law-firm economics, partner incentives, practice-group dynamics and the tension between innovation, quality, risk and billable work.

• May have managed people directly, which is an advantage, but it is not a prerequisite. This can be a growth move into formal management if you can show repeated evidence of first-line leadership through coaching, feedback, delegation, hiring or performance judgment.

• Can personally lead a difficult client workshop, demo or programme while developing others to do the same.

• Are deeply curious about generative AI and product. You do not need to be a software engineer, but you must be able to test workflows, challenge assumptions and explain limits accurately.

• Connect Legal Engineering work to commercial outcomes, including conversion, adoption, usage, renewal and expansion, and know how to make that value visible to GTM, Engagement and senior customer stakeholders.

• Bring structure to ambiguity without creating process for its own sake. Your systems make decisions faster, quality more consistent and team execution less dependent on individual heroics.

• Communicate fluently in English. Any Scandinavian language is preferred but not required.

• Are based in Stockholm and able to work from the office five days per week. You are also comfortable travelling across Scandinavia and the Baltics for strategic customers, team leadership and market work.

A few more things

You will inherit real customer proof, a fast-growing Stockholm team and a region with material commercial momentum. You will also inherit the useful mess that comes with scale: uneven adoption, competitive renewals, local-market differences, new joiners who need to ramp quickly and a management layer still being built.

The right person will enjoy that combination. They will be credible with a senior partner, practical with the team doing the work and disciplined enough to turn strong individual execution into a system.

  

Legora is an Equal Opportunity Employer

At Legora, we believe great teams are built on diversity of thought and experience. We’re proud to be an equal opportunity employer and committed to creating an inclusive, high-performance culture where everyone can do their best work. We welcome people of all backgrounds and don’t discriminate based on race, color, religion, national origin, gender, gender identity or expression, sexual orientation, age, disability, veteran status, or any other characteristic protected by law.